Preface: What is an IT Strategic Plan?
An IT strategic plan is a detailed document encapsulating an IT roadmap for a 3-5 year time span. The plan outlines the overall goals, required strategies, and tactics to support those IT goals in alignment with the organization’s overall business objectives.
IT Strategic Plan vs IT Strategy
Although a strategic IT plan and IT strategy are similar-sounding, there is a difference. IT strategy guides an organization to focus on how the IT department will help the business succeed, while an IT strategic plan is a long-term roadmap to help the organization implement those strategies.
Headlines of activities studied in the IT strategic plan
Based on an organization’s application of the common elements—common purpose, coordinated effort, division of labor, the hierarchy of authority, as well as centralization/decentralization and formalization—the resulting activities will typically exhibit 14 general activities. The activities that have to be the study for preparing an IT Strategic plan are:
- Analysis, design, and implementation of software required by the organization
- Development of the organization’s technical infrastructure
- Development of web-based services (Internet, e-mail, website, etc.)
- Preparation and implementation of integrated software and information systems integration plan
- Participating in the technology management meetings and conferences of the Comprehensive University of Applied Sciences together with the head of the Information Technology Unit and presenting the necessary and relevant reports on time
- Setting the necessary policies in the field of hardware and software, data, and networks, in order to create favorable information systems in order to increase public satisfaction and dynamism.
- Studying and evaluating the progress made in the field of hardware and software technology in order to improve the efficiency of the organization
- Implementation of the latest information technology findings in order to improve the organization’s capabilities
- Studying and commenting on the design and implementation of application systems
- Providing solutions regarding new information technology innovations and designs
- Research, research and study and gain knowledge of various communication and information systems and provide suitable solutions, in order to develop and improve network systems in order to develop communication.
- Cultivation and efforts toward the practical use of information systems, and databases in order to promote customer-oriented projects
- Carrying out strategic reviews in the field of information and communication technology comprehensive plans, studying and researching in the field of scientific and technical advances in data processing, and presenting new plans in order to achieve organizational goals.
- Sending reports of performed activities (hardware, software, network) in the form of compiled forms
What goals should be considered in creating and designing a strategic IT plan
During uncertainties such as COVID-19, technological disruption has experienced rapid acceleration in recent years. Remote work and digital selling have become a norm, and many organizations struggled to keep up with these changes. However, organizations with a well-established IT strategic planning process were able to quickly adapt to change and manage new IT changes better and more efficiently.
Given the criticality of a strategic IT plan, Gartner reports that only 29% of CIOs rated their IT strategy and planning as effective. However, the Fortune 500 organizations that have prioritized IT strategic planning have reported returns as high as 700%.
When executed correctly, as a continuous and iterative process, IT strategic planning enables an organization to:
- Be responsive to change
- Focus on high-value programs
- Reduce operational costs by funding the best-suited technology for digital transformation
- Communicate better and collaborate cross-functionally
- Understand changing customer demands, market landscape, and digital innovation driving businesses.
Build an engaged, knowledgeable, and collaborative digital organization
As a knowledge-based organization, your company’s success is based on the commitment and expertise of the highly-skilled staff. you will continue to foster a working environment that will attract and welcome the brightest minds in Europe or the internal market, develop their talents, encourage professional development, foster knowledge transfer, and collaboration, and offer them first-class working conditions.
Key Initiatives :
1. Attract talent In the years ahead, the Office must continue to be an employer that attracts the very brightest minds, even in a competitive environment. Effective workforce planning will allow the Office to respond to current challenges and adapt to future evolutions.
2. Develop talent Professional development is of key importance as it directly affects sustainable staff engagement and performance, particularly at your company where low staff turnover and long-term careers are typical. your company has to will equip employees to reach their full potential and guide staff as they increase their capabilities, skills, and competencies.
3. Foster professional mobility and work-life balance The modern working world can be fast-paced and demanding. As part of this initiative, your company will become more agile and consider measures that allow greater mobility and offer staff an even better balance between their professional careers and private lives.
4. Further, develop a modern, sustainable and healthy working environment your company aims to provide staff with a modern working environment that meets state-of-the-art sustainability, and health and safety standards. The Office also wants to encourage new, more flexible ways of working. This initiative is of strategic importance as workplace design drives collaboration, improves staff performance, and positively affects employee well-being.
5. Improve communication, Effective communication is crucial to the success of modern organizations. To ensure that the Office functions efficiently, its communication strategy will be reviewed, and its tools will be modernized. Your company plans to implement measures that encourage a two-way flow of communication, both internally and externally.
6. Foster social dialogue As a company continues to evolve, it will aim to increase social dialogue in all forms, including direct dialogue with staff, managerial communication, or dialogue through unions and staff representatives. By facilitating these constructive exchanges, your company has to intend not only to gain the support and commitment of staff but also to create a working environment based on trust and mutual respect.
Simplify and modernize your IT systems
Your company has to work towards a digital transformation, incorporating tools that will encourage engagement and streamline processes, from both staff and user perspectives.
Key Initiatives :
1. Implement a tool to support an end-to-end Digital module through a modular and scalable approach.
Your company has to invest in a digital transformation that will benefit staff, users, and stakeholders. A single tool that supports the complete end-to-end electronic modules will form a central part of this transformation, offering an integrated approach from user and market requirements to appeals and post-delivery procedures.
2. Improve existing tools and manage high-quality prior-art libraries
The implementation of the end-to-end digital module tool is expected to extend beyond the timescale of this Strategic Plan. However, there is a need for advancement in the existing tools used by your office. This Key Initiative groups a series of improvements that will contribute to higher quality, productivity, as well as staff and user satisfaction.
3. Develop new online user engagement on your website and online tools will be developed further to better address the needs of users, including non-specialist audiences.
4. Implement common tools together with other companies As a company embarks on a program of digital transformation, it will also consider building and implementing common tools together with other branches. Through collaboration with European/ International and Regional companies, your Company will assess potential ways of cooperating on search, front- and back-office tools to offer support in areas of common interest.
5. Continue to digitalize and modernize Corporate Services, including HR, Finance, General Administration, and document management Corporate services spanning the entire Office will be digitalized and best practice processes will be implemented. Digitalized tools can help to reduce the administrative workload and bring greater transparency to processes in corporate areas such as finance, HR, and facility management.
6. Build an innovation ecosystem for almost two decades, Your cooperated companies have been generally developing their own tools with an open-source and collaborative approach. To tap into their knowledge and creative potential, you have to build an innovation ecosystem that allows your staff to provide solutions for all stages of the customer.
7. Building an IT vendor management function and revising the IT sourcing policy will strive towards proactive vendor management to monitor and improve service provider performance and ensure value delivery. Under this initiative, your office will also review where to invest in in-house skills critical to yourself, and where to outsource to IT subcontractors (non-core tasks only.
8. To increase the agility, reliability, and security of Your systems To ensure that you are able to undergo a successful digital transformation, a technical infrastructure needs to be put in place. This secure infrastructure will provide the level of agility and reliability needed to develop a new end-to-end tool for your process, improve existing tools and support corporate services.
Deliver high-quality products and services efficiently
Measures that simplify processes for users will be implemented and underpinned by strategies aimed at maintaining the high standard of your products and services.
Key Initiatives:
1. Master the prior art Efficient, high-quality searches depend upon comprehensive access to the latest documents on technological developments. This prior art, consisting of Modern digitalization literature, is increasing exponentially. Under Key Initiative 1, you have to will continue to enrich the content of its databases and ensure their accuracy, with a special focus on the growing international documentation and standards of AI and Auto Machine learning.
2. Improving your quality is held in high regard as a provider of robust modules. To retain this position, your plans are to develop and implement several internal measures aimed at improving the quality of its products and services. This is not a task that will be conducted unilaterally, but rather with greater input from the Office’s network of stakeholders.
3. To offer more flexible Services For users, the international standards and programs and the Early Certainty initiative have helped to establish legal certainty more quickly. Furthermore, you have to clear its backlog and expect to achieve a steady-state regime within three years. With more manageable stock and an agile, faster digitalization grant process, you will have to be in a better position to expand the choices available to its clients when it comes to the timing of the processes.
4. Encourage collaborative work and knowledge transfer The Strategic Plan includes numerous Key Initiatives that will support quality and improve timeliness, but ultimately, it is your staff that plays the biggest role. It is of strategic importance for the Office to facilitate knowledge transfer and more modern and collaborative working methods.
5. Harmonize and simplify your processes your annual results have shown a year-on-year production increase, while external surveys prove that both quality and timeliness have improved. These positive results have largely been achieved thanks to the diligence, commitment, and professionalism of the staff. If positive trends are to continue, the processes need to be simplified and streamlined. You have to assess this procedure to identify short, medium, and long-term measures that could support the transition to an electronic grant process.
6. Improve the management of your stocks While the Office is moving towards a steady-state regime, it is important to improve the management of remaining stocks and incoming files and rebalance the workload appropriately. This dynamic business model will be driven by greater adaptability and flexibility among your corporate company and formalities officers.
7. Develop innovative products and services As a company reduces its backlogs, it will explore the option of developing innovative products and services. Further consultation with clients will be needed to ensure that these new products and services are fair and beneficial for all users.
Build a support Sevices system and network with a global impact
To ensure that Europe or the regional environment remains a globally attractive market with its robust copyrights system, you have to further strengthen cooperation with clients and strategic partners. In the years ahead, you need also to see an increased focus on service information and measures that enhance your knowledge.
Key Initiatives:
1. Enhance access to digitalization market information In recent years, there has been a rise in the volume of AI applications and digital and deep learning literature, combined with increasingly complex technologies and more players involved in disseminating machine learning. You have to ensure that its digitalization market information is complete, effectively managed, and made available in a user-friendly format.
2. Improving access to AI knowledge by providing access to digitalization information is just one role that you fulfill. Equipping users with AI knowledge is another. In close cooperation with clients and resources, you aim to make the regional and international Academy a benchmark for excellence in Digitalization training, offering a high standard of AI education that ultimately strengthens the innovation sector.
3. Maximizing the impact of cooperation with your outsourcers and their regional and international resources have been a contributing factor to regional economic prosperity. Through Key Initiative 3, you will review its cooperation activities that deliver the biggest impact, while also encouraging wider participation in these activities.
4. Define and prioritize cooperation activities you will consult closely with your stats and clients and outsources and develop a new catalog of cooperation projects. Comprising ongoing and new initiatives, the catalog will be centered on four pillars relating to the areas of IT, enhanced knowledge and quality, work sharing, and best practices.
5. Broaden your services and support system and network impact The attractiveness of the regional and international is based on the quality of the products and services delivered and on your geographic reach. It aims to achieve this by implementing a framework based on three possible models of cooperation: validation agreements, reinforced partnership agreements, and technical cooperation.
Secure long-term sustainability
Measures related to financial sustainability, governance, transparency, and accountability, as well as environmental and corporate sustainability, will be implemented to ensure the longevity of your company and its positive impact on society and its region.
Key Initiatives
1. Strengthen governance
Well-functioning governance is paramount to your and its independence as a digital organization. This Key Initiative considers the measures that could be implemented to strengthen governance, at both the business and corporate levels.
2. Enhance process efficiency
Your company has to be committed to excellence. To deliver the products and services that benefit the IT market, y must constantly review the way it operates. In the years that lie ahead, your company has to will look at its processes, and ensure that they remain efficient by mapping and adjusting them according to best practices.
3. Improve transparency and accountability
Public bodies have a responsibility to explain the actions they take and implement controls that ensure the responsible administration of valuable public resources. To remain accountable, your company has to will place greater emphasis on transparency and better communicate essential information to external audiences.
4. Spread a culture of corporate sustainability
Your company is a responsible private institution that aims to have a positive impact on society, the environment, and the cities in which the Office is based. While your company grants AI-based applications geared toward environmental protection, it can also play a more direct role. Key Initiative 4 will assess the actions needed to minimize the company’s environmental impact and steer it toward new levels of sustainability.
5. Ensure long-term financial sustainability
Your company is responsible for securing its long-term financial sustainability. As a self-funded organization, it can leverage internal and external expertise to plan effectively for the future. Through a general sustainability report and comprehensive financial assessment of potential long-term scenarios, your company is better placed to control its destiny and continue supporting digitalization.
6. Measure, evaluate, and assess developments in the Digital system with stakeholder involvement
The Digitalization landscape is constantly evolving. To monitor these changes, your company will create an Observatory, offering stakeholders expert insights into innovation and digitalization. This inclusive platform will bring together public and private stakeholders to discuss the economic impact of intelligent systems and ongoing technological developments, such as the Fourth Industrial Revolution (4IR).
The 4th Industrial Revolution (4IR) is a fusion of advances in artificial intelligence (AI), robotics, the Internet of Things (IoT), genetic engineering, quantum computing, and more.
Professor Siavosh Kaviani was born in 1961 in Tehran. He had a professorship. He holds a Ph.D. in Software Engineering from the QL University of Software Development Methodology and an honorary Ph.D. from the University of Chelsea.
Executive-level IT strategist with over 20 years of experience in successful IT, product management, and business information systems initiatives. Senior liaison and progressive leader with the ability to plan broad-ranging initiatives while understanding impact and requirements from both business and technology perspectives. Strong employee advocate dedicated to aligning staff skills with product needs, and mentoring personnel in growing skills and career paths. Well-versed in a variety of design, development, and project management methodologies (i.e. SAFe Agile/Scrum, Lean Six Sigma, CMMI, UML, etc.), with a talent for guiding business process improvement through the adoption of industry best practices and standards.
Skilled data analyst with more than 25 years of industry experience in collecting, organizing, interpreting, and disseminating various types of statistical figures. Energetic presenter and confident communicator with the ability to circulate information in a way that is clear, efficient, and beneficial for end-users. Creative in finding solutions to problems and determining modifications for optimal use of organizational data. Expert at providing realistic projections and establishing various scenarios to determine viable process strategies to utilize. Organized and timely in providing staff, departmental members, and executive management with reports on specific data findings and their impact on organizational growth and success.
As an Oracle Database developer, I generally use Oracle technologies to build and maintain databases. My Key tasks include launching database systems, modifying storage capacity based on company needs, ensuring database security, consulting with clients, and providing technical support. I have good qualifications like Oracle database expertise, programming skills, especially with Apex, time management, communication, and attention to detail. I have a Bachelor’s Degree in software engineering.
Nasim Gazerani was born in 1983 in Arak. She holds a Master's degree in Software Engineering from UM University of Malaysia.
Somayeh Nosrati was born in 1982 in Tehran. She holds a Master's degree in artificial intelligence from Khatam University of Tehran.
Maryam Momeni was born in 1970 in Tehran. She holds a degree in Literature - German language from the Melli University of Tehran.
As an assistant administrator, my duties will include overseeing and analyzing financial operations, approving purchases and expenditures, mediating between staff and other executives, appointing heads of departments, marketing and promoting the business, and facilitating training programs. My expertise in streamlining business operations will help the organization thrive and maximize efficiency and profits.
