itSMF Bulletin May 2023 | Page 6

essential and/or competitive need to:

[1] Various sources, including CIO Magazine research articles, as well as Paul Wilkinson’s ‘Shiny new thing’ 2023 global survey, revealing that 70% of ICT transformation initiatives fail to deliver the expected outcomes and digital business value, [1] The Swirl logo™ is a trademark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.ITIL® 4, PRINCE2®, MSP® and P3O® are registered trademark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.

·        Rapidly bring new (digital) business ideas to market to realise the value, delight your customer and match or outmaneuver your competition.

·        Optimise resource consumption (ie cost) and performance of your business and IT operation, including the consumption of third party services.

·        Optimise risk to your enterprise and its stakeholders, including cyber security risks.

For example, modern banks have a need to underpin their business with online banking and banking apps for mobile phone platforms. These digital services need to frequently be updated with newinnovative features that support evolving customer requirements and support emerging new standards such as digital payment standards etc.

When devising a digital strategy, organisations may leverage the above model and associated further guidance for each of the five domains in the digital playbook. They would be wise to design, articulate and (iteratively) transform towards a strategic digital target business blueprint, which articulates their bespoke specification across the five domains and embeds these within their business operating models.

Digital Business Services

More likely than not, your business or public sector organisation has an

 

An organisation’s bespoke strategic digital target state subsequently provides requirements for ICT services and ICT capabilities (including leadership in the modern age) that underpin and enable the digital strategy.