Seminars

We run introductory, half or full day seminars on IT Leadership essentials for the IT Leader, the Board, IT Team and/or Business Staff. It includes the art of Project Management for any staff responsible for, or involved in, projects. These can be one-to-one or team based, informal or classroom based.

"The top five skills of IT leaders are:

1. Communication skills (79%)
2. Leadership skills (73%)
3. = Influencing skills (65%)
   = Results Orientated (65%)
4. Commercial awareness (53%)
5. Strategy and Planning (48%)

In-depth IT awareness came at only 25%”

“Finance Directors said the most valued skills of IT leaders are:

1. Communication skills (47%)
2. Change Management skills (40%)
3. = In-depth IT awareness (33%)
   = Influencing skills (33%)”  
   

(Harvey Nash 2007/08 Strategic Insights Survey)

IT HealthCheck

We conduct interviews with key business and IT staff and generate a report which identifies areas working well and those of risk or opportunity, with detailed recommendations on how to proceed. This includes, for example: governance, processes, infrastructure, budget and resources.

The final step is a half day workshop with key Directors, Managers and IT staff to prioritise recommendations and formulate an action plan.

Alternatively, we can run a 2-3 day workshop to identify areas requiring attention and to develop an action plan, with a written report that records the workshop results.

“Managing IT poorly could cut profits by 25 per cent” (MIT study)

Workshops

We run workshops to promote better practice in areas such as:

• • Importance of strategy and planning processes
• • Business process clarification
• • Inter-team communication
• • Project Management
• • IT Supplier selection and management
• • Business Process and IT Application ownership

Strategic IT Consultancy

We provide consultancy and support on:

• • Developing an IT strategy and plan
• • Developing a Business Continuity and Disaster Recovery Plan
• • Developing guidelines for hiring third party suppliers
• • Project Management
• • Policy development
• • Legal requirements

“One of the top five issues for Finance Directors is Return On Investment (ROI) from IT. Their challenge is two-fold. First, they have to work out how they can deploy technology to get more out of their people and other assets. Second, they have to work out how to hand over IT responsibility to an expert” (IoD)

“SME boards fully appreciate technology’s role in enabling growth. Many SMEs find as they grow that their IT systems no longer meet their requirements”

Virtual IT Director

We support the IT leader or leadership team in your organisation. Working on a ‘retainer’ basis, we assist you to drive the IT strategic planning, execution and review activities. We will work with you on the selection and management of IT Suppliers, as well as providing ad-hoc advice and support at any time.

“One of the top five issues for Finance Directors is Return On Investment (ROI) from IT. Their challenge is two-fold. First, they have to work out how they can deploy technology to get more out of their people and other assets. Second, they have to work out how to hand over IT responsibility to an expert” (IoD)

Coaching or mentoring

Whatever the level, once you’ve identified a need we can help your internal resources to improve their effectiveness. With skills, experience and knowledge of leadership, management and execution in IT, we can assist with staff development to support organisational and individual goals and direction.

We offer both face to face and remote coaching.

“Smaller firms are less likely to outsource their IT department (only 6% currently do)” (Harvey Nash 2007/08 Strategic Insights Survey)

“More than half (53%) of Finance Directors/CFOs think the technology leader had a role to play at the Board level”

“In almost half of organisations with an IT budget of less than £1Million the IT Director reports directly into the Chief Exec”

“53% of Finance Directors said their IT systems were not a value-add component of their budget. Why? They felt there was too much ‘fire-fighting or fixing what was broken’ ”
(Harvey Nash 2007/08 Strategic Insights Survey)