IT Strategy Alignment
Optimise and Transform your IT Strategy with a trusted supplier
How Can Aire Logic help?
In the competitive and advancing landscape we find ourselves in, staying still is the most dangerous thing an IT leader can do. Information Technology has been thrust into the spotlight with the rise of AI and other advancements, with both budgets and visibility growing.
The use of Information Technology has changed and its effective management and use are front and centre in driving organisational success and improvements. Your IT strategy needs to not only align to your organisational goals and objectives, but also be flexible and adaptable to support new initiatives that have yet to be imagined by the increasingly tech savvy user base that are your customers, suppliers, and employees.
A digital transformation strategy needs to be an ongoing process rather than a one off, with innovate advancements devolving into legacy problems faster than ever. An effective digital transformation is more than just moving away from paper or transitioning to the cloud, it is about empowering your workforce with digital tools, to make them more effective, engaged, and responsive.
Benefits
- Our team have worked in multiple industries as business leaders and strategists, with decades of successes in strategy creation
- We have 20 years of experience in tech strategies, transforming businesses globally
- We know how to plan, work with your change leaders, to enable you to gain the commitment to not only implement change, but embed it as part of your organisation’s DNA
- We are an employee owned, tech for good business. Everything we do has a common goal of creating positive change. We are driven by change, not profit
Singapore 10 year ICT Strategy
Aire Logic was asked to help devise the 10 year strategy for Singapore's health services. Work required leading a blended team of 15 architects and clinicians with Aire Logic supplying the main architectural expertise as well as two clinicians.
What we were asked to do
Aire Logic was asked to help devise the 10 year strategy for Singapore's health services. Work required leading a blended team of 15 architects and clinicians with Aire Logic supplying the main architectural expertise as well as two clinicians.
The approach we took AND How knowledge was transferred
Working across cultures with in house Singaporean staff presented greater than usual barriers to knowledge transfer but in house enthusiasm and 'ownership' of the resulting strategy was essential. Hence it was important to Aire Logic to work in a fully blended team. This combined with our use of Agile techniques and our EA Light variation of the TOGAF architecture method meant that knowledge transfer was not an activity that was completed a the end but part of BAU activity. Although we utilised elements of EA modelling (Sparx EA), the core tools chosen were selected as per our method to be highly familiar to all stakeholders (e.g. Powerpoint, Excel). The most important elements of the model were expressed in Excel and allowed senior stakeholders to explore differing national strategy options, providing a real estimate of the cost of each permutation.
Key challenges & how they were overcome
In addition to facilitating broad 'buy-in' and the cultural and knowledge-share challenges other challenges included very short timeframes and remote working. We were required to create comprehensive plans within six months with most of the work done off site and 12 weeks intensive onsite work. We utilised agile techniques such as sprints and standups to manage the team; iterative and open development of strategy documents which allowed the maximum number of stakeholders to feedback early, avoiding dead-end analysis and maximising efficiency. Finally managing the presentation of recommendations, including new or in some cases challenging recommendations in a political climate was important. Here techniques like tracking dependencies between capabilities and systems which could be graphically represented was transformative. These approaches allowed us to show the value of investing in supporting capabilities like authentication, endpoint directories, service directories and high quality interoperability / APIs even when the immediate output was not functional improvements for the clinical users.
The outcomes delivered
A portfolio of documents including summaries of the national architecture plan suitable for ministerial level. Detailed design documents describing current and new national systems and how these would integrate with each other and local health and care systems across the country. These covered Business, Information, Application and Architecture views with the Business viewpoint aimed at clinicians and health professionals and presented in style meaningful to them.
Delivered change
The work was used to underpin agreement on the five year budget for the Ministry of Health's technology strategy. Our EA approach identified millions of pounds in savings through re-use of national capabilities like Patient Communications and Clinical Data Storage and most of the target architecture (including improvement in the handling and creation of standards like HL7 and major components like a national MPI) were adopted.
