From Slide Deck to Steering Wheel: Making IT Strategy Move

For many organisations, their IT strategy looks impressive in the boardroom and underwhelming everywhere else.

Weeks of workshops produce polished slide decks, maturity scores and multi‑year roadmaps. There is a sense of completion once the strategy is signed off. And then, quietly, momentum fades. Initiatives stall, priorities drift, and the strategy becomes a reference document rather than a driver of change.

This is not a failure of intent. It is a failure of execution. Strategy only creates value when it moves when it adapts, measures progress and keeps leadership aligned. The challenge is turning strategy from a one‑off artefact into a living programme.

Most IT strategies are made to be presented and not implemented. They aim to get approval instead of guiding action. Ownership is often unclear, accountability is spread thin across teams, and success is defined in broad vague terms. Once the presentation ends, there is no rhythm to keep the work progressing.

Many strategies fall into this trap. Driven by the pressure to take action, organisations often define ambitious goals before thinking through how they will be delivered. The strategy may look progressive at first, but without structure, ownership, and ongoing review, the initial excitement quickly fades and relevance is lost.

Turning strategy into action requires three critical foundations.

1. 1. First, ownership. Every strategic initiative should have a designated owner with the authority to drive progress. This is further reinforced by a senior sponsor who ensures the work remains visible at the leadership level.
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3. 2. Second, metrics. From day one, success criteria should be clearly defined. These criteria should focus on measurable outcomes rather than technical outputs, demonstrating whether the initiative is delivering value.
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5. 3. Third, cadence. Strategy should be reviewed regularly, typically every 90 days. These reviews are not about rewriting the strategy but about checking progress, removing obstacles, and adjusting direction as needed.
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7. With these pillars in place, strategy transforms into an ongoing program rather than a one-off document.

No organisation operates in a static environment.  Mergers, regulatory change, market pressure and new technology constantly reshape priorities. A rigid strategy quickly becomes obsolete. Starting again every time, something changes wastes time and erodes confidence.

Regular reviews allow organisations to adjust course without losing momentum. New risks can be addressed, emerging opportunities absorbed, and lessons from delivery fed straight back into planning.  The strategy then evolves alongside the business, rather than lagging behind it.

While assessments and maturity scores provide valuable insights, they are rarely sufficient on their own. Boards are not driven by numbers alone; they seek meaningful interpretations. A score gains significance only when it is translated into a context of risk, opportunity, and comparison. It is crucial to ask: What does this mean for our exposure? What opportunities does this enable? What are the consequences of inaction?

Clear narratives, such as "if we do X, we reduce Y" or "if we invest here, we unlock Z," empower leaders to make informed decisions. This translation from technical insight to business impact is where many strategies tend to falter.

Keeping strategy alive does not have to be complex.  At its core, it requires getting the right people in the room IT and business leaders together and asking three questions on a regular basis: what has changed, what worked, and what is next.

The output should be deliberately limited. Two or three clear priorities, each with a named owner and defined outcomes. Focus creates momentum; too many initiatives dilute it.

There was this one organisation that had a solid strategy and a well-laid-out roadmap, but the progress was slow, and everyone’s confidence was declining. They had all the right intentions, but things just weren't moving.

They decided to structure a team by assigning ownership, setting measurable goals, and establishing a quarterly review routine. And it worked wonders, within just six months, they saw noticeable improvements in both efficiency and security. They achieved more during this period than they had in the entire previous year. The secret wasn't a new strategy; it was simply putting the existing one into motion.

The most cutting-edge technology only delivers value when backed by a comprehensive strategy.

Bechtle helps organisations turn their strategies into ongoing actions by creating a clear and consistent approach. We start with discovery and maturity assessments, then develop strategies and roadmaps focused on outcomes.

From the beginning, we establish clear ownership and metrics, ensuring that initiatives across infrastructure, security, and the digital workplace stay on track through regular reviews. Plus, Bechtle acts as a crucial bridge between IT and the board, making sure the strategy remains relevant, measurable, and actionable.

If your strategy is already in place, a simple health check can reveal whether it is working:

• Do initiatives have clearly named owners?
• Is strategy reviewed quarterly with the board?
• Can you demonstrate measurable wins from the last 12 months?
• Does the roadmap describe outcomes rather than products?
• Are lessons from delivery shaping the next cycle?

If the answer to these questions is unclear, the issue may not be the strategy itself but how it is being run.

At Bechtle, we believe your IT strategy isn’t a binder it’s a living feedback loop.

When you measure it, challenge it, and evolve it continuously, it stops being a report and starts being a real driver of progress and success. That’s when technology stops just serving the business and starts shaping it.