Conceptional Planning

Before goals can be discussed, the starting point has to be established. We record systems, dependencies, contracts, licences and processes — and above all the knowledge that so far exists only in people's heads.

The result is a documented inventory rather than a collection of assumptions. In our experience this step alone is the biggest gain for many organisations, because it makes quiet risks visible.

We derive a technical target picture from your business goals, not the other way round. That includes which capabilities your IT should have in three years, and what standards, platforms and skills are needed to get there.

The roadmap divides the route into stages that each deliver value on their own. No initiative whose worth only becomes visible after two years — but steps that can be defended individually.

We estimate effort, name dependencies and mark the points at which a decision is required. Where an estimate is uncertain we say so — with a range rather than false precision.

Prioritisation includes the uncomfortable part: saying plainly what you would be better off not doing, and which initiatives only pay off once other foundations are in place.

You receive documentation that lets you justify an investment internally — followable by the board and checkable by the specialists. Options are set against each other, including the option of doing nothing.

On request we accompany the implementation afterwards, but the documents are built to stand without us. A concept only its author can implement is not a concept.