Strategy translation

Now Business leaders



What is strategy translation

As C-suite confidence in traditional IT fades and faith in new digital technologies spikes, it’s more important now than ever before to get every tech project to contribute to business strategy. “Translate strategy into outcomes” can no longer remain a buzzphrase.

Strategy translation is now a set of steps to discover and design a combination of technology and business innovation. The steps are driven by the organization's strategic agenda. Therefore, the resulting architecture will have the potential to generate strategic outcomes in terms of business process performance, customer value, and financial performance.

Pradeep Henry's oil-drilling model is a method for strategy translation.

That too many companies jump in feet first without fully assessing fitness for purpose or potential strategic opportunities seems to be at the heart of what you’re saying – and I think that’s right. C-suite executive

What's in it for stakeholders

CIOs, CDOs, CMOs, business leaders

Client partners, account managers, project managers

Business analysts

CIO articles on strategy translation



What experts say

To align with the true needs of the business, companies should force themselves to follow a strategy-driven approach. Kevin Knowles, Deloitte
I’ve been analyzing technology spending in Global 3,500 companies for more than 20 years. One dynamic has remained consistent: Many companies spend on technology and fail to generate returns or positive impact on their business … Naked technology (that is, software without business change) wipes out productivity improvements, hurts return on investment, and dulls the bright edge of well-conceived strategies. George Colony, Forrester Research
Projects completed “successfully” by project management standards (on time, on budget, to spec) have been considered failures because they did not address a business need. J. Kent Crawford, Seven Steps to Strategy Execution
Few organizations, however, exploit the potential competitive advantages from aligning and integrating their intangible assets. Kaplan & Norton, Harvard Business School