Close the technology and business strategy chasm
As business strategy and technology strategy become increasingly intertwined, many corporate executives are finding that their organization’s past technology choices are limiting their strategic options and business
agility. To resolve these technology limitations, these executives are finding it necessary to lean in to technology architecture and technology implementation choices to ensure the overall business strategy is
supported by clearly aligned technology choices.
Obviously, having a strategy sitting on the shelf isn’t enough—effective execution is critical. And when asked about their strategic priorities and ability to execute, CSOs with disruptive, digital ambitions lack confidence in their ability to execute.
In Deloitte’s
2020 CSO Survey,
2 most respondents (70%) rated disruptive growth as critical for their companies’ success, but only 13% are confident
that their company can deliver on this strategic priority.
Effective execution requires continually monitoring the underlying strategic choices and assumptions, adjusting as needed. Even though most survey participants say they are seeking disruptive growth, 71% report spending more than three months on a single
round of strategy development. Nearly half (45%) refresh their strategy annually, or even less frequently: every two years (23%) or three years (22%).
Ultimately, strategists should collaborate with tech leaders to confirm that the organization’s critical technologies support the organizational strategy—and that the organization’s technologists have the right framework and understanding of the corporate
strategy to make their day-to-day technology decisions.
Getting from here to there
Agile strategy development and execution doesn’t happen in a vacuum—to generate effective results, organizations need foundational elements in place.
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Empowered strategy function. Whether it’s the CEO, CSO, or other executive, an empowered executive strategy leader is critical to effective strategy development
and execution. In collaboration with the CIO, the strategy leader can help expand and shape the vision of executive leaders and board members. As one executive from a leading oil and gas company said, “The
CSO needs to challenge long-held views and get our fellow executives to think about a market environment that is different from the existing one.” The successful strategy leader reinforces strategic discipline
by looking beyond the organization’s daily challenges, aligning key technology choices, and continually scanning the horizon to anticipate emerging challenges.
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Tech-savvy C-suite. C-suite executives and board members should have a broad understanding of the critical technologies in which the company is, or should
be, investing to gain competitive advantage and to build resilience against disruption. Leaders need to be supportive of investing in a portfolio of technology investments, from proofs of concept to test
emerging technologies to major implementations of proven platforms. Moreover, executives need to help challenge the critical assumptions of those implementing the technology to help make sure the implementation
will be driving value for the enterprise.
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Business-savvy tech leaders. Likewise, IT leaders and technologists should be engaged in strategy development processes and education that gives them a broad
understanding of the business and its strategic objectives. As strategic partners, tech leaders can help strategy and business leaders identify and explore emerging technologies that support the strategic
vision, with the objective of aligning the organization’s technology and corporate strategies. In fact, in a Deloitte–Wall Street Journal Intelligence survey, 40% of CEOs said their CIO or tech leader
will be the key driver of business strategy—more than the CFO, COO, and CMO combined.3 Further, big technology bets require the
active participation of the CEO/CSO to ensure that the organization’s tolerance for risk is honored and well managed.
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Aligned technology and partners. Effective organizations choose their technology platforms and ecosystem partners carefully, aligning their choices and implementation
decisions with their strategic goals. When selecting important ecosystem partners, evaluate their long-term motives and agendas to understand whether their objectives and aspirations align with yours. In
a worst-case scenario, a platform partner could become a competitive threat after they “learn” your industry.
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Collaborative list of strategic assumptions. Early in the strategy development process, lead strategists, tech leaders, and ecosystem partners should explore
and challenge the assumptions for a tech-enabled strategy to be effective. Consider holding the discussion in a neutral environment such as a workshop, where egoless answers are encouraged and cataloged
so they can be used later to flag leading indicators of the strategy’s success or failure.
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Agile funding. Executing on agile strategies demands a flexible process for planning and funding the technology investments required to implement strategies.
For insights into how to finance innovation at the speed of agile, see Tech Trends 2020: Finance and the future of IT.
Next up: Tech-enabled strategy
To compete in an increasingly complex world, not only are the strategies becoming more digital—so is the process of developing and executing strategies and monitoring outcomes. As leaders are forced to consider a wider range of variables and future scenarios,
tech-enabled strategy platforms can help strategists think more expansively and precisely about the wide range of future possibilities.
Technology can also help leaders gain insight into seemingly unrelated occurrences that can drive smarter strategic choices on a continual basis. Strategists should evaluate technologies that help empower their imagination by identifying driving forces,
informing strategic decisions, and monitoring outcomes. (See sidebar, “Strategy support technologies.”)
Finally, technology plays an increasingly important role in helping companies translate a strategy into strategic initiatives, facilitate strategy execution, and monitor a strategy’s impact in the marketplace.