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Dubai Computer Services

Strategic Planning for Business and Information Technology

Providing you people who can talk technology in one meeting and business in another. So you can get someone who understands your business to tell the technology people what to do and how to do it.

Develop a Clear Strategy for Your Technology Service and Support Operation

We help industry leading service and support operations set their strategic goals, improve operational efficiency and drive world class levels of performance, while improving customer satisfaction and loyalty.

Our proven strategic planning methods leverage input from key decision makers within the organization, interviews with individual contributors and discussions with key customers to develop the strategic plan and align organizational objectives for maximum business results. In addition, we will align the strategy with customer service industry standards and best practices to ensure your success.

Our consultants are experts at helping your organization manage the rapid change and complexities inherent to technology service operations. They have spent their careers running service and support operations and solving the complex problems that challenge the industry.

Support Strategy Development  Strategic Planning

We can help you create a comprehensive strategic plan, KPIs and goals to lead your organization to the next level of performance. The plan will provide a three to five year roadmap to guide your organizational development and help eliminate the chaos that can result from poor planning.

We use our proven planning processes to collect input from executives, individual contributors and other key stakeholders to ensure the plan is aligned with corporate objectives. The customer service strategic plan will allow you to prepare for and implement the strategies and tactics necessary to achieve your organizational goals and objectives.

Our strategic planning process will take into consideration a number of critical factors associated with the service business including:

  • Market conditions that impact growth and service demand
  • The  state of the organization, performance gaps and areas for improvement
  • Service level targets necessary to meet customer satisfaction goals
  • Resource requirements to meet projected service demand
  • Staff training and development initiatives
  • A review of the Service offering portfolio
  • Service tools and systems to enhance efficiency and productivity
  • The financial plan for the organization
  • And more…

Our Approach
Our consultants will facilitate meetings, conduct research, identify requirements and gather the necessary data to develop the strategic plan for the service operation. We also create the planning documents and provide an executive presentation to communicate the strategy to senior management and the staff.

Organizational Design

We can help you design or redesign your service and support organization for maximum efficiency. We will evaluate the current organizational structure, interview key management personnel and determine if the current functional structure is aligned to meet your future strategic objectives.

Our Approach
Our consultants will conduct a high level assessment and provide a report outlining our recommendations for restructuring the organization. We will also provide an implementation plan that will help you:

  • Streamline the Organization Structure
  • Define Span of Control and Accountability
  • Develop Measurable Management Objectives
  • Create Key Performance Indicators and Scorecards
  • Implement Incentive Compensation and Reward Plans
  • Assist in Developing Management Position Descriptions
  • Assist in Defining Management Skills and Training Requirements

In conjunction with the organizational re-alignment, processes and operating procedures are examined to determine if they are enabling the organization to deliver the most efficient service at the right level of quality to customers.


Service Program Design

We can help you design an effective set of value added Service Offerings and Programs to meet your clients needs and generate revenues for the company. Gone are the days of the one-size-fits-all service program. Companies must understand the service requirements important to their customers and a set of programs that deliver real value.

Our consultants can help segment your client base to better understand their unique service requirements. Segmentation will help determine customer requirements based on size, market segment, industry and other factors that will allow you to tailor your new service offerings and programs directly to the needs of each segment. In addition, we will evaluate your current delivery capability, identify gaps and make recommendations to ensure you are fully prepared to deliver the new offerings effectively.

Our Approach
We will examine the fundamental service requirements important to your customers and help you design and implement a set of offerings and programs to meet their needs. We will examine response and resolution commitments, delivery requirements, value added components and the economics associated with delivering the offerings, based on your market segment. Our approach includes a number of steps including:

  • Develop customer segmentation strategies for the design of new service offerings
  • Interview customers from each segment to validate their service requirements
  • Assess the capability of the organization to deliver the new service offerings
  • Identify gaps in delivery capabilities and make recommendations to close them
  • Design new service programs with marketing involvement
  • Create pricing models for the new programs and offerings
  • Help develop the service infrastructure to deliver new service programs
  • Assist in developing and delivering sales training
  • Assist in launching the new service programs
  • Monitor client acceptance and satisfaction
  • Review service revenue growth and costs

We will deliver a comprehensive analysis and customer segmentation strategy, along with a proposed set of service offerings and programs. In addition, we will provide an assessment of delivery capabilities, identify gaps and provide improvement recommendations to ensure your organization is ready to deliver the new offerings effectively.

Global Service Models

Are your global clients receiving the same quality of service in all international regions? Does your infrastructure enable you to deliver the most cost effective service and support across the globe utilizing staff and technology in the most efficient manner? We can help you answer these questions and assist in designing a global service model that will maximize the efficiency of your operations.


Our Approach
Our consultants have the international experience and expertise to help you optimize the capability of your global service and support operation. We have helped industry leading technology companies totally restructure their international service operations into a more efficient cost effective global service delivery engine. We conduct a thorough review of your global service operation including:

  • Assessment of global service capabilities through international site visits
  • Review of the corporate structure and service objectives
  • Review of customer satisfaction levels for all international regions
  • Review of the global technology infrastructure
  • Review of the financial requirements to deliver global services
  • Review of service offerings and customer segmentation
  • Examine skill requirements and resource management issues
  • Examine the interfaces into regional sales organizations
  • Compare performance to industry best practices

We aim to deliver a comprehensive analysis of the performance of the current service model in a SWOT (Strength, Weakness, Opportunities and Threats) format. In addition, we will provide improvement recommendations, suggest an optimum global service model for your organization and offer follow on service to help implement changes.

Strategic planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy. In order to determine the direction of the organization, it is necessary to understand its current position and the possible avenues through which it can pursue a particular course of action. Generally, strategic planning deals with at least one of three key questions:

  1. "What do we do?"
  2. "For whom do we do it?"strategic
  3. "How do we excel?"

In many organizations, this is viewed as a process for determining where an organization is going over the next year or—more typically—3 to 5 years (long term), although some extend their vision to 20 years.


Key components

The key components of 'strategic planning' include an understanding of the firm's vision, mission, values and strategies. (Often a "Vision Statement" and a "Mission Statement" may encapsulate the vision and mission).

  • Vision: outlines what the organization wants to be, or how it wants the world in which it operates to be (an "idealised" view of the world). It is a long-term view and concentrates on the future. It can be emotive and is a source of inspiration. For example, a charity working with the poor might have a vision statement which reads "A World without Poverty."

  • Mission: Defines the fundamental purpose of an organization or an enterprise, succinctly describing why it exists and what it does to achieve its vision. For example, the charity above might have a mission statement as "providing jobs for the homeless and unemployed".
  • Values: Beliefs that are shared among the stakeholders of an organization. Values drive an organization's culture and priorities and provide a framework in which decisions are made. For example, "Knowledge and skills are the keys to


    success" or "give a man bread and feed him for a day, but teach him to farm and feed him for life". These example maxims may set the priorities of self-sufficiency over shelter.
  • Strategy: Strategy, narrowly defined, means "the art of the general". - a combination of the ends (goals) for which the firm is striving and the means (policies) by which it is seeking to get there. A strategy is sometimes called a roadmap - which is the path chosen to plow towards the end vision. The most important part of implementing the strategy is ensuring the company is going in the right direction which is towards the end vision.

Organizations sometimes summarize goals and objectives into a mission statement and/or a vision statement. Others begin with a vision and mission and use them to formulate goals and objectives.

Many people mistake the vision statement for the mission statement, and sometimes one is simply used as a longer term version of the other. However they are distinct; with the vision being a descriptive picture of a desired future state; and the mission being a statement of a rationale, applicable now as well as in the future. The mission is therefore the means of successfully achieving the vision. This may be in the business world or the military.Strategic Planning

For an organisation's vision and mission to be effective, they must become assimilated into the organization's culture. They should also be assessed internally and externally. The internal assessment should focus on how members inside the organization interpret their mission statement. The external assessment — which includes all of the businesses stakeholders — is valuable since it offers a different perspective. These discrepancies between these two assessments can provide insight into their effectiveness.

A vision statement is a declaration of where you are headed—your future state - to formulate a picture of what your organization's future makeup will be, and where the organization is headed.

Strategic Planning

Strategic planning process

There are many approaches to strategic planning but typically one of the following approaches is used:

  • Situation - evaluate the current situation and how it came about.
  • Target - define goals and/or objectives (sometimes called ideal state)
  • Path / Proposal - map a possible route to the goals/objectives
  • Draw - what is the ideal image or the desired end state?
  • See - what is today's situation? What is the gap from ideal and why?
  • Think - what specific actions must be taken to close the gap between today's situation and the ideal state?
  • Plan - what resources are required to execute the activities?

Tools and approaches

Among the most useful tools for strategic planning is SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats). The main objective of this tool is to analyze internal strategic factors, strengths and weaknesses attributed to the organization, and external factors beyond control of the organization such as opportunities and threats.

Other tools include:

  • Balanced Scorecards, which creates a systematic framework for strategic planning;
  • Scenario planning, which was originally used in the military and recently used by large corporations to analyze future scenarios.
  • PEST analysis (Political, Economic, Social, and Technological)


  • STEER analysis (Socio-cultural, Technological, Economic, Ecological, and Regulatory factors)
  • EPISTEL (Environment, Political, Informatic, Social, Technological, Economic and Legal).
  • ATM Approach (Antecedent Conditions, Target Strategies, Measure Progress and Impact). Once an understanding of the desired endstate is defined, the ATM approach uses Root Cause Analysis (RCA) to understand the threats, barriers, and challenges to achieving the endstate. Not all antecedent conditions identified through RCA are within the direct and immediate control of the organization to change. Therefore, a review of organizational resources, both human and financial, are used to prioritize which antecedent conditions will be targeted. Strategies are then developed to target the prioritized antecedent conditions. Linking strategies to antecedent conditions ensures the organization does not engage in activity traps: feel good activities that will not lead to desired changes in the endstate. Once a strategy is defined then performance measures and indicators are sought to track progress toward and impact on the desired endstate.

Situational analysisStrategic Planning

When developing strategies, analysis of the organization and its environment as it is at the moment and how it may develop in the future, is important. The analysis has to be executed at an internal level as well as an external level to identify all opportunities and threats of the external environment as well as the strengths and weaknesses of the organizations.

There are several factors to assess in the external situation analysis:

  1. Markets (customers)
  2. Competition
  3. Technology
  4. Supplier markets
  5. Labor markets
  6. The economy
  7. The regulatory environment

It is rare to find all seven of these factors having critical importance. It is also uncommon to find that the first two - markets and competition - are not of critical importance.  

Analysis of the external environment normally focuses on the customer. Management should be visionary in formulating customer strategy, and should do so by thinking about market environment shifts, how these could impact customer sets, and whether those customer sets are the ones the company wishes to serve.Strategic Planning

Analysis of the competitive environment is also performed, many times based on the framework suggested by Michael Porter.

With regard to market planning specifically, researchers have recommended a series of action steps or guidelines in accordance to which market planners should plan.

Goals, objectives and targets

Strategic planning is a very important business activity. It is also important in the public sector areas such as education. It is practiced widely informally and formally. Strategic planning and decision processes should end with objectives and a roadmap of ways to achieve them. The goal of strategic planning mechanisms like formal planning is to increase specificity in business operation, especially when long-term and high-stake activities are involved.

One of the core goals when drafting a strategic plan is to develop it in a way that is easily translatable into action plans. Most strategic plans address high level initiatives and overarching goals, but don't get articulated (translated) into day-to-day projects and tasks that will be required to achieve the plan. Terminology or word choice, as well as the level a plan is written, are both examples of easy ways to fail at translating your strategic plan in a way that makes sense and is executable to others. Often, plans are filled with conceptual terms which don't tie into day-to-day realities for the staff expected to carry out the plan.

Strategic Planning

The following terms have been used in strategic planning: desired end states, plans, policies, goals, objectives, strategies, tactics and actions. Definitions vary, overlap and fail to achieve clarity. The most common of these concepts are specific, time bound statements of intended future results and general and continuing statements of intended future results, which most models refer to as either goals or objectives (sometimes interchangeably).

One model of organizing objectives uses hierarchies. The items listed above may be organized in a hierarchy of means and ends and numbered as follows: Top Rank Objective (TRO), Second Rank Objective, Third Rank Objective, etc. From any rank, the objective in a lower rank answers to the question "How?" and the objective in a higher rank answers to the question "Why?" The exception is the Top Rank Objective (TRO): there is no answer to the "Why?" question. That is how the TRO is defined.

People typically have several goals at the same time. "Goal congruency" refers to how well the goals combine with each other. Does goal A appear compatible with goal B? Do they fit together to form a unified strategy? "Goal hierarchy" consists of the nesting of one or more goals within other goal(s).Strategic Planning

One approach recommends having short-term goals, medium-term goals, and long-term goals. In this model, one can expect to attain short-term goals fairly easily: they stand just slightly above one's reach. At the other extreme, long-term goals appear very difficult, almost impossible to attain. Strategic management jargon sometimes refers to "Big Hairy Audacious Goals" (BHAGs) in this context. Using one goal as a stepping-stone to the next involves goal sequencing. A person or group starts by attaining the easy short-term goals, then steps up to the medium-term, then to the long-term goals. Goal sequencing can create a "goal stairway". In an organizational setting, the organization may co-ordinate goals so that they do not conflict with each other. The goals of one part of the organization should mesh compatibly with those of other parts of the organization.

Business analysis techniques

Various business analysis techniques can be used in strategic planning, including SWOT analysis, PEST analysis, STEER analysis, and EPISTEL.


System Pyramid

Successful and sustainable transformation efforts require leaders who know how to manage change. At the simplest level, managing change means:

  • Strategic PlanningKnowing what you want to accomplish and creating a compelling vision that motivates others
  • Understand stakeholders and communicating with them early, consistently and often
  • Managing the varying levels of support and resistance that will inevitably emerge in response to any change
  • Change Leadership is a skillset that is required throughout any deployment, from planning and executing to sustaining improvements.
  • Change Leadership is essential for both high level executives and program leaders, who are responsible for setting the vision, communicate the vision and make the changes happen.

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