Strategic challenges from previous years

Over the previous year’s IT in Practicehas given a number of diagnoses and suggestions for actions to main strategic challenges. On this page you'll find articles from older versions of IT in Practice. The articles may not be new, but the challenges are still relevant in many companies and industries.

Contact

Steen Christensen

Director, Responsible for IT in Practice
Mathias Hassinggaard

Mathias Hassinggaard

Project manager - IT in Practice
T: +45 5161 5090
Here you will find articles about the strategic challenges published in previous years’s IT in practice:

IT and business

Build digitalisation into the company's business strategy (from IT in Practice 2016) (PDF)

Develop the business model and use the best digital customer experiences to differentiate the enterprise (from IT in Practice 2015) (PDF)

Exploit the opportunities that sharing-economy business models offer (from IT in Practice 2015) (PDF)

Develop a digital business strategy and fully exploit the company's digital business potential (from IT in Practice 2014) (PDF)

A complex, digitised world challenges rational planning and strategy (from IT in Practice 2014) (PDF)

Let company strategy define the CIO's title and responsibilities (from IT in Practice 2014) (PDF)

IT Governance

Make Business Relationship Managers the strategic link between the business and the IT department (from IT in Practice 2015) (PDF)

Forward-looking organisations adopt maturity models to optimise productivity and predictability and thus deliver business value (from IT in Practice 2014) (PDF)

Create a digital business strategy to realise potential in a digital world (from IT in Practice 2013) (PDF)

Measure-IT-performance-and-communicate-IT-value-creation-effectively (from IT in Practice 2012) (PDF) 

Strategic changes should be based on benefit mapping (from IT in Practice 2012) (PDF) 

Customer-driven innovation offers new opportunities for growth – use the long tail strategy (from IT in Practice 2011) (PDF)

Develop coherent holistic processes and enabling structures for strategy (from IT in Practice 2011) (PDF) 

How to integrate operational technology and IT(from IT in Practice 2011) (PDF) 

Systematically exploit the innovative forces in your organisation (from IT in Practice 2010) (PDF) 

IT organisations must integrate performance management into change management and process development (from IT in Practice 2010) (PDF)

Sourcing strategy must be steered by business strategy and business architecture (from IT in Practice 2009) (PDF)

Programme & Project Management


Likeability is a key performance driver in digitalisation initiatives and beyond (from IT in Practice 2016) (PDF)

Focus on people and successfully implement projects (from IT in Practice 2016) (PDF)

Benefit realisation – from a toolbox perspective (from IT in Practice 2015) (PDF)

Actively manage transparent portfolios (from IT in Practice 2013) (PDF)

Use agile methods to control risk (from IT in Practice 2013) (PDF)

Find a person with the right profile for the role of benefit realisation manager (from IT in Practice 2011) (PDF)

Let a focused baseline be the foundation for achieving project results (from IT in Practice 2010) (PDF)

IT investments must be managed as a portfolio and categorised according to their contribution (from IT in Practice 2010) (PDF)

Eliminate blind spots in IT projects through benefit realisation (from IT in Practice 2010) (PDF)

Incorporate change management as an individual track in the IT project (from IT in Practice 2009) (PDF)

Iterative development models call for active customer involvement and a focused contractual basis (from IT in Practice 2009) (PDF)

Maturity in project portfolio management sets new demands for faster time-to-market in project execution (from IT in Practice 2009) (PDF)

The way towards better IT projects run through benefits realisation (from IT in Practice 2009) (PDF)

The IT Organisation - Tasks and Processes

IT service management must include service integration and service delivery capabilities 
(from IT in Practice 2016) (PDF)

Company strategy for IT consumerisation should be determined based on business value and organisational readiness (from IT in Practice 2012) (PDF)

Intelligent support of the entire value chain, including the asynchronous steps, requires new competences (from IT in Practice 2012) (PDF)

How to integrate operational technology and IT (from IT in Practice 2011) (PDF)

Balance the potential of global opportunities with investments already made in current location (from IT in Practice 2011) (PDF)

From supply to procurement: focus on supplier management (from IT in Practice 2009) (PDF)

IT Architecture


The architecture focus must be expanded to include innovation and security when technology is embedded into products and production equipment (from IT in Practice 2010) (PDF)

Do not pension the service approach - but found it in the business (from IT in Practice 2009) (PDF)

Contracts & Vendor Management

Ensure profitability and handle project risks (from IT in Practice 2013) (PDF)

Top management should be involved in evaluating the complexity and multiplicity of risks that come with choosing a multi-supplier strategy (from IT in Practice 2012) (PDF)

Digitisation of the Public Sector 

It is time for radical digital business development and process improvements (from IT in Practice 2010) (PDF)

Other

Hold on to Smart City benefits (from IT in Practice 2016) (PDF)

Operational compliance implementation (from IT in Practice 2016) (PDF)

Adapt the IT operating model to changes in business context (from IT in Practice 2015) (PDF)

Seek out the business opportunities opened by the internet of things (from IT in Practice 2014) (PDF)

Open data has great potential to boost companies performance (from IT in Practice 2013) (PDF)

Sustainable it must actively contribute to the companys overall sustainability strategy (from IT in Practice 2013) (PDF)

Let cloud computing be a natural element of your company's sourcing strategy (from IT in Practice 2010) (PDF)

Make knowledge workers' tasks the centre of attention (from IT in Practice 2009) (PDF)

Ramboll Group A/S

Ramboll Group A/S
Hannemanns Allé 53
DK-2300 Copenhagen S
Denmark
Tel: +45 5161 1000
Fax +45 5161 1001

Mail: info@ramboll.com

Danish CVR numbers

Danish CVR numbers

Ramboll Group
10160669

Rambøll Danmark
35128417

Ramboll Energy
35128417

Rambøll Management Consulting
60997918

Other sites

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