Strategic future state: how will you know when you get there?
Conclusion: ICT Strategic Planning is undertaken by organisations in both the private and public sectors every year. Many organisations limit their strategies to high level objectives and do not take the next step to include metrics to measure the success of their strategies. For CIOs, this means putting a stake in the ground for which their performance and the performance of ICT will be measured. Not including metrics can result in strategic plans that are shelfware, not understood by the business and not providing the opportunity to demonstrate to the organisation how far they have travelled and the benefit that ICT can offer the organisation.
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.