Importance of a balanced ICT investment portfolio
Conclusion: Organisations undertake strategic planning activities on a regular basis, whether it be every three years or a rolling review every 12 months, to establish goals for the following three years. However, a review of many strategic plans and more specifically the resulting programs of work are often developed from the perspective of the project rather than the business benefits being sought. Understanding each investment and plotting that investment within an investment matrix will provide executives with a perspective about the balance of their ICT investment portfolio. Strategic investment goals such as planning an allocation for innovation will support execution of plans and achieving strategic goals.
About The Advisor
Sue Johnston is an IBRS advisor who focuses on strategy and governance of private and public enterprise ICT. She is an accomplished and innovative strategist with more than 25 years’ IT and business experience across the public and private sectors. Sue has held a number of senior executive positions with IT vendors and major management consulting companies and provides coaching to IT teams looking to change the conversation with their customers, their executive and each other. As a CIO, she has led the ICT function through signiﬁcant transformation for organisations such as Department of the Premier and Cabinet, Auscript Australasia and TriCare Limited. Sue has also run a successful software development company and transitioned the company through an acquisition process. Sue chaired Innovation Committee in State Government which was responsible for generating, developing and funding innovative ideas and improving the skills and capabilities of public sector staﬀ in pitching ideas and successfully executing innovation projects.