However, developing a good IT strategy is a big job. Ideally it involves business users, technology architects, technology consultants for instances of specialised advice and, most importantly, senior management. The IT department should primarily play a supporting role in the research of technologies and in designing the overall solution to fulfil future business requirements outlined by senior management.

To gain a significantly higher chance of developing an IT strategy that leads to increased competitiveness at acceptable levels of investment, there are 10 important considerations:

1.Ensure that the business (middle and senior management) takes full ownership of the IT strategy.

2. Assess your industry against emerging disruptive technologies. How might forces such as the Internet, global positioning system (GPS), radio frequency identification (RFID), service-oriented architecture (SOA) or cloud computing trigger new ways of doing business in your industry?

3. Base everything on future business requirements rather than current issues.

4. Research new technologies before you start to firm up ideas on what is possible. What new technologies are becoming available?

5. Distinguish between static systems and opportunistic systems. Static systems are those that form the backbone of your company, for example, enterprise resource planning (ERP). Opportunistic systems are those that create competitive advantages. Cost efficiency and standardisation are the drivers for static systems whilst time to market and competitive advantage dominate investment decisions for opportunistic systems.

6. Consider outsourcing parts of your system's landscape to gain enough time to focus on driving business innovation through technologies.

7. Balance between the "big picture" and the "devil's detail". You must be comprehensive, but at the same time do a proof of concept for critical areas.

8. Don't attempt to engineer a perfect solution. Consider that business will change faster than you may think and your investments can become obsolete very quickly. Keep it simple. Walk in small steps.

9. Consider people aspects in your decision making. Will your people have the willingness, culture and sophistication to make use of the planned new systems? Many companies have experienced the scenario of moving too fast and their people have not been able to cope with the required changes.

10. Your business is not standing still. Therefore, revisit your IT strategy at least once, or better twice, a year.

Companies that have good IT strategies have higher chances to grow and are less likely to overspend on IT systems. However, be aware that IT landscapes are very complex systems that can't easily be changed in the same vein as business policies or processes. There-fore you must continuously reassess your planned IT investments and ensure that your IT strategy is really hitting the point of what matters for your future business direction.

Peter Theisen is director for business consulting services at Freewill Solutions.

 Published in the Nation on Wednesday 13th October, 2010