I'd love to hear your definition/view, especially as someone who hasn't been an MBA/consultant, and so hasn't had education around porters 5 forces etc.
Fun - I'll hazard a guess. On IT, it seems you're suggesting that IT is an enabler of strategic outcomes/a tool, rather than a strategic lever in and of itself?
And on strategy, it seems you're suggesting that a certain depth of analysis and context is required?
Sounds like you've got a wealth of experience - would love to interview you some time to see what we can both learn :)
You're right that there isn't a consistent definition - do you think that itself is useful information (i.e. "what strategy is depends on who you ask")?
Beyond depth and resource allocation, some other elements might be competition (i.e. 'strategy helps me win') - getting closer?
That clumsiness made them - and their clients - trillions of dollars, so there must be something there! I do agree with the background sentiment that perhaps they're on a higher pedestal than they deserve.
I'd love to hear your definition/view, especially as someone who hasn't been an MBA/consultant, and so hasn't had education around porters 5 forces etc.
On IT - What do you think the right answer is?
Fun - I'll hazard a guess. On IT, it seems you're suggesting that IT is an enabler of strategic outcomes/a tool, rather than a strategic lever in and of itself?
And on strategy, it seems you're suggesting that a certain depth of analysis and context is required?
time to value?
Sounds like you've got a wealth of experience - would love to interview you some time to see what we can both learn :)
You're right that there isn't a consistent definition - do you think that itself is useful information (i.e. "what strategy is depends on who you ask")?
Beyond depth and resource allocation, some other elements might be competition (i.e. 'strategy helps me win') - getting closer?
so to challenge this a little - if an IT organisation is
1) sufficiently large and
2) sufficiently complex that it requires depth of thought to decide where to deploy scarce resources to generate the most impact
is IT strategic?
then what IS the reason? "the world is complex, the world is problematic, strategy tames"?
A department - let's say a really huge, complex IT org like in FAANG.
HW/SW/SAAS are ultimately businesses so while nominally they're IT, that's more their industry vs their function.
That clumsiness made them - and their clients - trillions of dollars, so there must be something there! I do agree with the background sentiment that perhaps they're on a higher pedestal than they deserve.
Fair point - the 'outsider looking in' does lend credibility.