IT strategy converted into an action plan

With business goals, constraints, and metrics, not with a list of systems to buy. In the first step, we align on business metrics, mandatory deadlines, budget constraints, and regulatory boundaries - after that, everything included in the plan is checked against them.

When the initiative portfolio is growing but project links to business metrics are not defined; the same data and functions are duplicated across multiple systems; a change in one system triggers a cascade of integration updates; the budget is allocated by department requests without a shared architectural sequence; or an import substitution, modernization, or scaling program is ahead.

A process map with boundaries, owners, bottlenecks, and metrics; a systems and integrations map with system roles, data sources, links, and failure points; a target architecture with principles, services, contracts, and the transition sequence; an initiative portfolio with priorities, impact, dependencies, and owners; and a roadmap with stages, milestones, and completion criteria.

By impact, risk, dependencies, and total cost of ownership - not by the order in which requests arrive. The roadmap is built so initiatives are sequenced in an order where each next step builds on what has already been done.

Yes. The architecture materials and roadmap are handed over to the client's team - the strategy must work without its authors.

Dmitry Alekseev, IT strategist and digital transformation consultant at KT.Team: helps connect business goals, architectural decisions, and the implementation sequence.