Top 150 Technology strategy Criteria for Ready Action

What is involved in Technology strategy

Find out what the related areas are that Technology strategy connects with, associates with, correlates with or affects, and which require thought, deliberation, analysis, review and discussion. This unique checklist stands out in a sense that it is not per-se designed to give answers, but to engage the reader and lay out a Technology strategy thinking-frame.

How far is your company on its Technology strategy journey?

Take this short survey to gauge your organization’s progress toward Technology strategy leadership. Learn your strongest and weakest areas, and what you can do now to create a strategy that delivers results.

To address the criteria in this checklist for your organization, extensive selected resources are provided for sources of further research and information.

Start the Checklist

Below you will find a quick checklist designed to help you think about which Technology strategy related domains to cover and 150 essential critical questions to check off in that domain.

The following domains are covered:

Technology strategy, Business strategy, Chief Technology Officer, Competitive advantage, Corporate strategy, Defense Intelligence Agency, Digital strategy, Enterprise architecture, Enterprise planning systems, Information technology, Learning management system, Market penetration, Marketing plan, Moore’s law, Project Socrates, Project portfolio management, Return on investment, SWOT analysis, Second half of the chessboard, Strategy, Web content management, Web site:

Technology strategy Critical Criteria:

Disseminate Technology strategy results and reduce Technology strategy costs.

– How do you determine the key elements that affect Technology strategy workforce satisfaction? how are these elements determined for different workforce groups and segments?

– What are the short and long-term Technology strategy goals?

– What threat is Technology strategy addressing?

Business strategy Critical Criteria:

Distinguish Business strategy decisions and be persistent.

– As a CSP undertakes to build out or take a fresh look at its service offerings, the CSP should clearly define its business strategy and related risk management philosophy. What market segments or industries does the CSP intend to serve?

– How do we provide the context for investment considerations (which services does an investment affect, and how does that fit with the business strategy and priorities?

– Which customers cant participate in our Technology strategy domain because they lack skills, wealth, or convenient access to existing solutions?

– Which services does the ITSM investment affect, and how does that fit with the business strategy and priorities?

– Do several people in different organizational units assist with the Technology strategy process?

– How do mission and objectives affect the Technology strategy processes of our organization?

– What is the link between a firms business strategy and its capital budgeting process?

– What is your it asset management program. is it manual or automated (which vendor)?

– How to get alignment between business strategy and IT infrastructure?

– What should be done in-house and what should be outsourced?

– Are outcomes in line with business strategy?

– What is the overall business strategy?

Chief Technology Officer Critical Criteria:

Sort Chief Technology Officer management and separate what are the business goals Chief Technology Officer is aiming to achieve.

– What are your current levels and trends in key measures or indicators of Technology strategy product and process performance that are important to and directly serve your customers? how do these results compare with the performance of your competitors and other organizations with similar offerings?

– How can we incorporate support to ensure safe and effective use of Technology strategy into the services that we provide?

– How to deal with Technology strategy Changes?

Competitive advantage Critical Criteria:

Apply Competitive advantage visions and mentor Competitive advantage customer orientation.

– If you had to rebuild your organization without any traditional competitive advantages (i.e., no killer a technology, promising research, innovative product/service delivery model, etc.), how would your people have to approach their work and collaborate together in order to create the necessary conditions for success?

– Designing internet of things (IoT) solutions can unlock innovation, increase efficiencies and create new competitive advantages. but in an emerging marketplace of mostly unknown and untested solutions, where do we start?

– Do we aggressively reward and promote the people who have the biggest impact on creating excellent Technology strategy services/products?

– To what extent does data-driven innovation add to the competitive advantage (CA) of your company?

– Value proposition – can we create and sustain competitive advantage for this product?

– Meeting the challenge: are missed Technology strategy opportunities costing us money?

– How likely is it that the strategy will continue to sustain competitive advantage?

– organizational Culture: Can it be a Source of Sustained Competitive Advantage?

– How important is Technology strategy to the user organizations mission?

– How can CRM be a source of competitive advantage?

– What is our competitive advantage?

Corporate strategy Critical Criteria:

Paraphrase Corporate strategy leadership and point out improvements in Corporate strategy.

– Has MD initiatives been matched to the corporate strategy?

– Who needs to know about Technology strategy ?

– What is Effective Technology strategy?

Defense Intelligence Agency Critical Criteria:

Confer re Defense Intelligence Agency governance and modify and define the unique characteristics of interactive Defense Intelligence Agency projects.

– In what ways are Technology strategy vendors and us interacting to ensure safe and effective use?

– What potential environmental factors impact the Technology strategy effort?

– Does Technology strategy appropriately measure and monitor risk?

Digital strategy Critical Criteria:

Scan Digital strategy governance and find the ideas you already have.

– What other organizational variables, such as reward systems or communication systems, affect the performance of this Technology strategy process?

– How do we manage Technology strategy Knowledge Management (KM)?

– Are we Assessing Technology strategy and Risk?

Enterprise architecture Critical Criteria:

Wrangle Enterprise architecture issues and report on setting up Enterprise architecture without losing ground.

– With the increasing adoption of cloud computing do you think enterprise architecture as a discipline will become more or less important to us and why?

– How do senior leaders actions reflect a commitment to the organizations Technology strategy values?

– Enterprise architecture planning. how does it align with to the to be architecture?

– How does the standard fit into the Federal Enterprise Architecture (FEA)?

– Are Enterprise JavaBeans still relevant for enterprise architectures?

– Are software assets aligned with the agency enterprise architecture?

– Are software assets aligned with the organizations enterprise architecture?

– Are the levels and focus right for TOGAF enterprise architecture?

– Is There a Role for Patterns in Enterprise Architecture?

– What is the value of mature Enterprise Architecture?

– Why Should we Consider Enterprise Architecture?

– Is a Technology strategy Team Work effort in place?

– Do we have past Technology strategy Successes?

– What is an Enterprise Architecture?

– What Is Enterprise Architecture?

– Why Enterprise Architecture?

Enterprise planning systems Critical Criteria:

Extrapolate Enterprise planning systems engagements and get out your magnifying glass.

– Is there a Technology strategy Communication plan covering who needs to get what information when?

Information technology Critical Criteria:

Think about Information technology engagements and correct Information technology management by competencies.

– Do the response plans address damage assessment, site restoration, payroll, Human Resources, information technology, and administrative support?

– Does your company have defined information technology risk performance metrics that are monitored and reported to management on a regular basis?

– If a survey was done with asking organizations; Is there a line between your information technology department and your information security department?

– Who is the main stakeholder, with ultimate responsibility for driving Technology strategy forward?

– Do the Technology strategy decisions we make today help people and the planet tomorrow?

– How does new information technology come to be applied and diffused among firms?

– The difference between data/information and information technology (it)?

– When do you ask for help from Information Technology (IT)?

– What are internal and external Technology strategy relations?

Learning management system Critical Criteria:

Sort Learning management system failures and revise understanding of Learning management system architectures.

– In the lms section where the courses are listed do you want the vendor to configure the listed courses during the implementation?

– Data migration are there any external users accounts existing and will these user accounts need to be migrated to the new lms?

– Is there a requirement for a one-time migration from/to each of these systems or a re-occurring interface?

– What is a good on line teaching platform that makes it easy for team teaching between different institutions?

– What role does communication play in the success or failure of a Technology strategy project?

– Do we have personnel that will be designated as the owners and managers of the lms?

– If we accept checks what is the desired business process around supporting checks?

– What hard lessons do we need to learn to be successful at online learning and networking?

– What is your anticipated go live date with the new application you select?

– Do you want the vendor selected to deliver the tools to develop wbt?

– What is social learning as defined in online learning platforms?

– Are there any drop dead start or go-dead dates?

– What are good examples of online learning communities?

– What are the best P2P tools for distance learning?

– What is a learning management system?

– What data needs to be interfaced?

– What are the best online e learning tools?

– Additional types of training?

– How many people will use it?

– How do we choose an lms?

Market penetration Critical Criteria:

Explore Market penetration tactics and reduce Market penetration costs.

– How do we make it meaningful in connecting Technology strategy with what users do day-to-day?

– Risk factors: what are the characteristics of Technology strategy that make it risky?

– What are your most important goals for the strategic Technology strategy objectives?

Marketing plan Critical Criteria:

Systematize Marketing plan quality and track iterative Marketing plan results.

– Where do ideas that reach policy makers and planners as proposals for Technology strategy strengthening and reform actually originate?

– Is the promotion consistent with the product positioning and other marketing plans?

Moore’s law Critical Criteria:

Pay attention to Moore’s law tactics and look at the big picture.

– What are the top 3 things at the forefront of our Technology strategy agendas for the next 3 years?

– Are there Technology strategy problems defined?

Project Socrates Critical Criteria:

Have a meeting on Project Socrates governance and find the essential reading for Project Socrates researchers.

– What is the total cost related to deploying Technology strategy, including any consulting or professional services?

Project portfolio management Critical Criteria:

Set goals for Project portfolio management decisions and devote time assessing Project portfolio management and its risk.

– For your Technology strategy project, identify and describe the business environment. is there more than one layer to the business environment?

– What is project portfolio management?

Return on investment Critical Criteria:

Categorize Return on investment results and assess what counts with Return on investment that we are not counting.

– How important are hard measurements that show return on investment compared to soft measurements that demonstrate customer satisfaction and public perception?

– Does the expected return on investment (roi) of this new collection justify putting it in place?

– How likely is the current Technology strategy plan to come in on schedule or on budget?

– Do you monitor the effectiveness of your Technology strategy activities?

– Is Return on Investment addressed?

– How to Secure Technology strategy?

SWOT analysis Critical Criteria:

Reason over SWOT analysis goals and innovate what needs to be done with SWOT analysis.

– What are the business goals Technology strategy is aiming to achieve?

– What are the Essentials of Internal Technology strategy Management?

– When was your last SWOT analysis for Internal Audit?

– Do we all define Technology strategy in the same way?

Second half of the chessboard Critical Criteria:

Analyze Second half of the chessboard projects and diversify by understanding risks and leveraging Second half of the chessboard.

– How can you negotiate Technology strategy successfully with a stubborn boss, an irate client, or a deceitful coworker?

– What prevents me from making the changes I know will make me a more effective Technology strategy leader?

Strategy Critical Criteria:

Win new insights about Strategy strategies and observe effective Strategy.

– When you are identifying the potential technical strategy(s) you have several process factors that you should address. As with initial scoping how much detail you go into when documenting the architecture, the views that you create, and your approach to modeling are important considerations. Furthermore, will you be considering one or more candidate architectures and what is your overall delivery strategy?

– Having defined its strategy and target client base, the CSP must define the requirements for providing services to that client base. What specific regulatory or industry requirements are applicable?

– What is the ideal IT architecture for implementing a social CRM SCRM strategy?

– Does our company have a Cybersecurity policy, strategy, or governing document?

– What are the major obstacles to implementing a DevOps strategy in your organization?

– Is there a defined enterprise it tool strategy and architecture model?

– Can I explain our corporate Cybersecurity strategy to others?

– What does a good Internet of Things strategy include?

– What should our alliance strategy look like?

– Should we evaluate a hybrid cloud strategy?

– How does CRM fit in our overall strategy?

Web content management Critical Criteria:

Conceptualize Web content management issues and oversee Web content management requirements.

– Why is it important to have senior management support for a Technology strategy project?

– How will you know that the Technology strategy project has been successful?

– What vendors make products that address the Technology strategy needs?

Web site Critical Criteria:

Grasp Web site tasks and oversee Web site requirements.

– Users increasingly demand from web sites the ability to get information that is customized to their interests and needs. Many web sites now tailor their content through the use of architectures designed to support multiple audience types, or through technologies that allow users to profile their personal interests. These kinds of sites demonstrate that their designers are sensitive to the fact the users arent all the same. Besides the influence of users, marketing efforts have driven this trend to a large degree: why present general information to the broadest audience (e.g., trying to sell tobacco products to everyone, including the antismoking activists) when you can target information to prequalified market segments (e.g., selling expensive cigars to yuppies)?

– Assuming you are a data controller (someone who collects data; such as through a web site); you are responsible for the safe keeping of that data no matter who is handling it. You are ultimately responsible if a data processor (outsourcer or cloud provider) loses that data. Are you sure of their policies; procedures; and technology to keep it safe?

– Besides the obvious differences of scale and complexity, does the development of a small Web site call for a qualitatively different approach to information architecture?

– Is there a difference between the most important audiences (e.g., those who influence funding) and the audiences who will use the web site most frequently?

– Some customers call Customer Service. some customers browse our web site. some customers never buy from us again. are we listening to what theyre saying?

– A major challenge in indexing a web site involves the level of granularity of indexing. Do you index web pages?

– What are the main obstacles to constructing a Web site with a solid architecture?

– What is the purpose of Technology strategy in relation to the mission?

– Will Technology strategy deliverables need to be tested and, if so, by whom?

– What are the Key enablers to make this Technology strategy move?

– What are the short-term goals with respect to the web site?

– How do you envision the web site one to two years from now?

– How does the web site support your organizational mission?

– How does the web site support the organizational mission?

– How do we encourage consumer participation on web sites?

– Does the business have a web site that is still active?

– Who are the most important audiences for the web site?

– How often do you direct the caller to our web site?

– Can a web site do what a reference librarian does?


This quick readiness checklist is a selected resource to help you move forward. Learn more about how to achieve comprehensive insights with the Technology strategy Self Assessment:

Author: Gerard Blokdijk

CEO at The Art of Service |

Gerard is the CEO at The Art of Service. He has been providing information technology insights, talks, tools and products to organizations in a wide range of industries for over 25 years. Gerard is a widely recognized and respected information expert. Gerard founded The Art of Service consulting business in 2000. Gerard has authored numerous published books to date.

External links:

To address the criteria in this checklist, these selected resources are provided for sources of further research and information:

Technology strategy External links:

Marketing Technology Strategy Services | Merkle

AMC Science and Technology Strategy for 2014-2040

Business strategy External links:

U.S. Army STAND-TO! | The Army Business Strategy, 2017-2021

Global Business Strategy Simulation Game

Kaihan Krippendorff: Business Strategy Speaker and …

Chief Technology Officer External links:

What is Chief Technology Officer (CTO)? – Definition …

What Is a Chief Technology Officer?

Chief Technology Officer | ChronicleVitae

Competitive advantage External links:

Jane | Your hiring process is your competitive advantage

[PDF]The Value Chain From Competitive Advantage , by …

Corporate strategy External links:

General Motors Corporate Strategy |

[PPT]Corporate Strategy: Central Issue Strategy no BCG.ppt

Four Logics of Corporate Strategy – MIT Sloan …

Defense Intelligence Agency External links:

Defense Intelligence Agency Salaries | CareerBliss

[PDF]Defense Intelligence Agency FCGR – National …

Defense Intelligence Agency – SourceWatch

Digital strategy External links:

Y Media Labs: A digital strategy, design and …

B2B Online Europe 2018 | The B2B Digital Strategy …

VA Digital Strategy

Enterprise architecture External links:

Enterprise Architecture Software | EA Tools | Watch …

Information technology External links:

(IT) Information Technology Certifications | CompTIA …

Rebelmail | UNLV Office of Information Technology (OIT)

Umail | University Information Technology Services

Learning management system External links:

Learning Management System LMS – Improve Training & Development
http://Ad ·

SLMS – New York Statewide Learning Management System

Gryphon: UCLA DGSOM Learning Management System

Market penetration External links:

If your company increases its market penetration, what …

Ansoff Matrix – Market Penetration Strategy

Market Penetration – Commentary Magazine

Marketing plan External links:

Review Your Marketing Plan to Make Sure It’s Working …

What Is Positioning in a Marketing Plan? |

Project Socrates External links:

Project Socrates MD | NCBO BioPortal

Project Socrates – Infogalactic: the planetary knowledge …

Project SOCRATES: Gifted Education Program, Grades …

Project portfolio management External links:

Eclipse Project Portfolio Management – Login

Project Portfolio Management Software (PPM …

Best Project Portfolio Management (PPM) Software in …

Return on investment External links:

How To Calculate A Return On Investment – Business Insider

What is return on investment (ROI)? definition and …

Return on Investment (ROI) Calculator

SWOT analysis External links:


14 Free SWOT Analysis Templates – Smartsheet

Sample of a SWOT Analysis for a Restaurant |

Second half of the chessboard External links:

#1. Second half of the chessboard – YouTube

Strategy External links:

Age of War : Hit you with a rock, or call in a satellite hit. War is Hell, and that’s the way we like it! Free Online Strategy Games from AddictingGames

Age of War – Free Online Strategy Games from …

Business Strategy Game Simulation

Web content management External links:

Welcome to the SF State Web Content Management System

Ingeniux CMS Web Content Management Software …

What is Drupal? | Drupal for Web Content Management

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