IT-Strategy
How I Work
Modernizing the IT Landscape & Redefining the IT Strategy
IT modernization and the redefinition of the IT strategy are leadership topics.
That is why I work on site, closely with management and key stakeholders – either personally or together with selected senior partners, depending on scope and complexity.
No junior factory. No delegation to anonymous teams.
1. Creating Clarity – Together on Site
From fragmented views to a shared understanding
I start by working directly with executives, business leads, and IT management to establish a common baseline:
What is the current IT really delivering – and at what cost?
Where are the structural bottlenecks, risks, and dependencies?
Which initiatives matter, and which ones merely consume resources?
This is done through focused interviews, working sessions, and document reviews – pragmatic, structured, and transparent.
Outcome:
A fact-based, end-to-end view that management can rely on.
2. Aligning Business and IT Strategy
Turning expectations into clear direction
Together with the executive team, I help define:
What the business expects from IT in the coming years
Which capabilities are critical for growth, resilience, and efficiency
Where IT must standardize – and where differentiation is required
This step is less about technology and more about decisions.
Outcome:
A clear strategic intent that guides all subsequent architectural and organizational choices.
3. Defining the Target Picture
Realistic, not theoretical
Based on the agreed direction, I define the target state – hands-on and executable:
Target application and data landscape
Cloud and platform positioning
Sourcing and partner model
IT operating model, roles, and governance
Where useful, I involve trusted senior partners for deep dives – architecture, security, or platform topics. Responsibility remains with me.
Outcome:
A target picture that can actually be implemented.
4. Building the Transformation Roadmap
Sequenced, manageable, and board-ready
I translate strategy into action:
Prioritized initiatives with clear business value
Dependencies, risks, and decision points
Investment needs and cost transparency
Phasing that keeps operations stable
This roadmap is designed to support board and steering committee decisions, not just IT planning.
Outcome:
A transformation plan that balances ambition with realism.
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5. From Strategy to Execution
Staying accountable
If required, I stay engaged beyond strategy:
Setting up governance and steering structures
Leading or stabilizing critical initiatives
Acting as sparring partner to CIOs and IT leadership
Preparing decisions and narratives for executive bodies
No handover after the slides.
Outcome:
Continuity, ownership, and measurable progress.
Why Clients Choose This Model
Direct access to an experienced advisor
Senior expertise where it matters – not everywhere
Clear accountability instead of layered delivery models
Decisions are prepared, not postponed
Result:
An IT strategy that is not only defined – but carried into execution.