Conclusion: When asked to give a succinct report on the organisation's (or agency's) IS investment strategy to the Executive or Board one of the dilemmas managers face is what should be included and excluded. For the purpose of this publication the strategy report is quite different to the report on operational matters envisaged in the IBRS March 2004 article, 'What do you tell your peers every month'.

While the context and business imperatives might vary by organisation, such as the competitive environment and whether the organisation is in containment or growth mode, I believe there are common elements of a strategy report and have set them out below.

For the purpose of this article assume the presenter is allocated has 40 minutes to one hour.

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Alan Hansell

About The Advisor

Alan Hansell

Alan Hansell is an emeritus IBRS advisor who focused on IT and business management. Alan specialised in critiquing and commenting on IT and business management trends, ways to justify and maximise the benefits from IT-related investment, IS management development and the role of the CIO. Alan has extensive experience in IT management, consulting and advising senior managers in matters related to IT investment. He was a Director in Gartner's Executive program and adviser to over 50 CIOs and business managers and before joining Gartner a consultant with DMR Group. He also worked as an IS professional, manager and industry consultant for IBM for nearly 30 years. Alan is a CPA and Associate of Governance Institute of Australia.