Strategy management

This is an excerpt, you will find more detailed descriptions in the book.

Strategy Management is the process which defines and administers the IT organization’s strategy for its services and the administration of these services. A service strategy for the IT organization has its starting point in the business’s strategy, but must also contain much more than simply a number of objectives which support the business’s objectives.

Many IT organizations are understaffed and subject to cut-backs. Then it becomes even more important that the work that is performed and the investments that are made are right in relation to the objectives that are set. The smaller an IT organization is, the more important it is to take strategic decisions on what should not be done.

In other words, a service strategy should not just contain objectives and activities, but also how and with which resources these objectives should be met.

” The essence of strategy is choosing what not to do”

(Michael Porter)


The purpose of a strategy is to show how the IT organization will support the business in the work of achieving the set objectives, indicating which services are delivered so that the objectives are achieved, and also how the services are produced in the most effective way.


Strategy Management is a responsibility for the management within the IT organization (the IT Steering Group). The strategy enables it to set the objectives for the organization, to specify how the organization should achieve these objectives and prioritize the investment funds that exist. An organization’s strategy is not limited to a single document. The overall strategy also comprises strategies broken down into each organizational unit, process and function within IT.

Strategy Management comprises:

  • Analyzing external and internal circumstances in order to identify opportunities beneficial to the IT organization
  • Identifying (potential) obstacles which make it difficult for the business to achieve the objectives or which impede the delivery of services to the business
  • Finding a solution for how these obstacles can be removed or reduced
  • Establishing and continually revising the IT organization’s perspective in terms of vision and mission
  • Identifying and establishing the IT organization’s position in relation to the business and suppliers
  • Producing and maintaining strategy documents and ensuring that the latest version is available for all stakeholders
  • Ensuring that the strategic plans have been translated into tactical and operational plans in the IT organization
  • Managing changes in the service strategy and related documents

Strategy generation

When the strategic analysis is completed and the objectives are defined, the actual strategy can be established.

Strategy execution

Once a strategy has been determined, it has to be realized. How the strategy should be implemented in the IT organization is described in a number of detailed tactical plans. A tactical plan describes which mode of procedure and which methods should be used to fulfil the strategic plan. If the strategy answers the question ”where are we going?” then the tactic answers the question ”how are we going to get there?”.

The tactical plans are produced and administered by managerial roles at tactical level (business relationship manager, service owner, process owner, infrastructure architect, delivery manager, IT operations manager and also function manager).

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