All cards
Welcome to BITinline: the game to create a strategic aligned business and IT policy. Per round you can sellect cards that combined make your B-IT policy. But, do they fit the strategic ambitions and your own policy legecy?
Service strategy
Deliver better and cost-effective services to the business and customers. Including procure services with the right quality, at the right price and with right controls.
Information & data strategy
Maintain integrity, availability and accuracy of business data across business processes.
Platform & application strategy
Deliver the requigreen business functionality with lower TCO, easy maintainability, and greenuced delivery time.
Infrastructure strategy
Provide a high performing, reliable, energy and cost-efficient environment to run IT services.
Security strategy
Protect confidentiality, integrity, and availability of information by establishing physical and logical controls.
Operations & performance
KPI driven execution of IT components.
All services will be delivered with a focus on end user needs.
When designing our services the user experience is one of the most critical aspects we take into account.
We are continuously monitoring the emerging technology trends and innovate our services or add new services to our product portfolio.
We believe that technological innovation (such as sensor technology, IoT and artificial intelligence) will dramatically change the industry and therefore we heavily invest in integrating them in our service/product portfolio.
For all our services we aim at delivering user self-service where feasible and practical.
We have a strong focus on the performance-costs ratio, all improvements are done with a strict focus to increase that ratio.
We continuously compare our services against similar offerings in the market.
We make use of new technology/methods (such as data mining and data analytics) to target new market segments.
The enterprise data governance model is jointly defined and managed by both the business and the IT functions in our organization.
We aim to adhere as much as possible to our industry’s data standards, as data and semantic interoperability is very important for us and for our (supply-)chain partners.
Big data and data analytics is perceived as critical for the future of our organization. Therefore we work on implementing the IT infrastructure for collecting, cleaning, storing, processing and analyzing data.
Our organisation is constantly on the lookout for innovative and new ways to deal with data and information in our organisation.
In our organization the data governance process, roles and responsibilities, and general data management policies are clearly defined and extensively communicated to all those concerned.
IT is continuously concerned with defining initiatives for managing master data, seeking consistency and quality of data across business processes and application systems.
Our organisation only implements new information and data management methods when these are directly related to competitive advantage.
When it comes to information and data management it benchmarks are important.
Investment in IT systems is decided upon through a joint decision making process that is primarily driven by our business strategy.
Our prefered software development methdology facilitates customer involvement.
In our organization we adhere to clear set of architecture principles and standards. We rigorously follow these principles in every architecture change project.
In our organization investment in architecture change projects is formally decided upon by all important stakeholders, using a formal portfolio management process.
We plan to move parts of our application architecture to a new IT infrastructure in order to benefit from new technologies (such as the cloud/edge/fog).
Being able to offer cross channel services to our customers has a high priority for us.
The main structuring principle in our application architecture is “customer- centric” in order to ensure end-to-end service support.
Our marketing and product development strategy (and department) is to a large extent supported by data mining software applications and a group of data scientists.
All system integrations should be realized by means of an enterprise service bus, that will take care of the messaging, routing of data, data mappings, etc. The definition of all system integrations should be carried out jointly by data architects, software developers, an enterprise architect.
All data exchanges with chain partners outside our organization are supported by a supply-chain integration solution, and adhere to data standards to ensure full process, data and application interoperability.
Our IT department will move as many applications as possible to the cloud, as this is a more cost- effective solution.
We will regularly re-new our servers to make our data center as sustainable as possible.
IT has defined policies, standard assets and configurations, and ensures all service deliveries must use these standards.
IT infrastructure will be continuously assessed and refreshed to ensure our organisation’s fit, serviceability, and lower TCO.
Our IT infrastructure is constructed to serve the changing market as optimal as possible.
We closely look at our competitors and golden market standards when it comes to our ict infrastructure.
Our enterprise architecture is fully aligned with our security architecture. The two architecture functions collaboratively define and implement changes to respond and meet the most recent requirements.
Our security principles are formulated such that they are fully aligned with the privacy and security needs/rights of our customers. These principles are defined, communicated, and followed at all levels in our organization: strategy & business, data & application, IT infrastructure and operations.
We follow and adopt the most recent authentication, antivirus, encryption technologies to make sure we properly protect our information assets.
Use of Public Cloud Services will be evaluated for solutions that don’t pose significant risk to personal data or confidential assets.
Since our business is providing highly critical services, we are investing significantly in IT risk mitigation and management, and operational process and system architecture resilience.
We adhere to strict compliance regulations regarding our data storage and information flows.
We follow the markets golden standards when it comes to security of our services.
Our security levels are dependent on what our customers find acceptable.
For performance management we implemented a scorecard in our BI systems that covers KPIs from all areas of the organization, which are continuously monitored, such as: customer satisfaction and loyalty, personnel development, operational excellence, financial results and growth, innovativeness, sustainability, resilience, etc.
Strategic decision making is a collaborative process that involves the board and the senior management in our organization.
We find it acceptable to maintain products that are high risk and might lead to poor financial results or even losses. These are compensated by adjusting the price/quality ratio of the other services in our portfolio.
Our organisation is not risk averse when it comes to operations and performance.
Our business management makes use of a formal approach for business performance monitoring.
We continuously measure the performance of our operational processes in terms of completion time, response time, costs, resource utilization and bottlenecks, resilience, scalability etc.
We continuously monitor the levels of customer satisfaction, customer loyalty, the number of leaving or new customers, etc. We compare them with industry benchmarks to get a clear idea of our own performance.
Market growth is the most important driver influencing our strategy formulation process.