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Is your business domain facing the nightmare in terms of the poor returns that your investment in IT appears to make when compared with your expectations. Well it is a fact that IT impose beneficial advantages on modern organizations, but practically it requires more strategical approaches to yield positive results.
An opportunistic instrument
Years of experience
The BIG 10 Strategic
Information strategy has become an opportunistic instrumental part of everyday business processes within organizations, but in it, exist potential problems and risks, which are all interrelated when reforming Information systems, since a change in one, might affect the others.
This is where the ROHHAT comes in. For us at ROHHAT, Strategies are mostly developed from issues of tensions, in terms of developing strength, overcoming weakness, taking advantage of opportunities over competitor and defending against threats. In 2009 Harrison Stewart stressed on the lack of time spent to establish the basic procedures by which a company operates as much as lack of time spent creating IT strategic plans.
How we work
With our many years of experience, we are able to utilize best practices to develop the best strategy for your company and provide winning strategies.
We believe that not all strategies are classified as strategy. A strategy needs to be efficient and planned well from the onset. Planning moves with strategy because without rigid planning there is a 99% of poor strategy. At ROHHAT, we believe in the 10 strategical plans proposed by Harrison Stewart, known as The BIG 10 Strategic:
- Where Are We? Where Are We Going?: We do believe that most companies have taking numerous steps to compete with competitors but got themselves lost along the line. We do believe knowing your current situation and knowing where you are willing to go, is the first step to success. A vision of a forecaster!
- Solution Definition: We believe this is the most crucial stage in any strategical planning, no matter which design solution one implements. This is the main stage where the success or failure of any strategy is initialized.
- Stop and Recall: Organizations need to analysis past experiences. They need to stop and capture all their failed projects from the past and adopt an efficient strategy as compared to their past.
- Unlocking core potentials: Many scholars and newbis consider Information Strategy as a method that IT managers utilize to pilot their organizations. However, there is more to that. An IT Strategy or simply a Strategy, could be seen as a framework that covers all facts of technology management, a long term goals, guidelines and plans taking the internal resources available and external environment conditions into consideration.
- Over come competitors with Leadership Strategy: A strategy that lacks a strong and skilled leader is like the blind leading the blind. Without a strong knowledge on how to win and how to keep on wining, in respect to the business' guidelines of the puzzle, brings about less to no profit. A company leader should be proactive and be able to combine skilled minded individuals to form a rigid unbreakable team.
- Customer relation: is the best method to compete with your competitors. Remember, your main aim of your strategy is to compete to win customers and increase sales. We believe many organizations do not prioritize customer wants, rather they look more into the need of the customer. We need to beware that everyone has a need, but at the back of our need, there is want (demand). Customer relation is the key factor that enables companies to sustain. According to Harrison Stewart, no matter how strong your relationship is with customers, you need to provide them their demand if you want to increase sales..
- Probability and Risk Management: According to Harrison, Risks are the unpredictable future negative occurrences and outcomes. Risk = consequences of occurrence * probability of occurrence. I.e. if a company's probability of losing half of revenue is 50% due to downtime or failure and the consequence of losing half of revenue is £13 billion, then £13 billion * 50% = £6.5 billion. This will cost a company over £6.5 billion and might result in a withdrawal of any stakeholder or even license to operate.
- Information Awareness: Change management or any change in any organization is a critical phase for its employees. Company leaders and employees might accept or resist any new Information Strategy if they oversee the Critical Success Factors (CSF) due to response to changes and new challenges, which can elapse the project time-frame, strikes, overspending, and inadequate use of the new system, which can be critical for the project success and disrupt current operation.
- Close gap between information technology development: This is an essential factor that we believe in. Organizations need to be aware of the close gap between information technology development and their organization. With this knowledge, they will be aware that any risk in information technology development will affect their business strategy since the act of reviewing information strategy involves new platforms which could bring about incompatibility issues. It is therefore necessary for organizations to evaluate if the new Strategy will support all core activities. Please read Harrison's risk management theory.
- Realistic And Rigorous: We believe realistic and rigorous are both highly important in strategy. For example we believe; price is 1,50$ per unit lower than competitors instead of saying; "a good value of money".
®This is a registered trademark of Harrison Stewart & ROHHAT®.
- Many organizations have been missing the main point when it comes to change or innovation and this is why ROHHAT comes in. We first consult client's organization to find their problems so as to find a solution which will be carried out during the next phase.
- We go through the situational knowledge and situational fluency and obtain an in-depth case study focusing on the company structure so as to understand their problem by using qualitative and quantitative techniques.
- We try to find out from our clients where they are and where they are willing to go. With these information, we do adopt a skilled strategical plan to have a solution that will close those gap.
- We assists customers with the determination where to focus and prioritize, which could then enable them to run out and compete with their competitors and eventually generate greater outcomes.
- We do not consider all consultancy as managerial but we do see if it fits to IT strategy. This helps us to target the requirement baseline, as well as the commercial terms under which the project is to be committed.
- We work collaboratively with stakeholders and team members. This ensures a greater transparency. Your results is what we are proud of.
- During our engagement with clients, we adopt tested and successfully approved techniques to identify the flow of their activities; this helps us to identify their valuable assets and how those assets are being used in their organization
- We utilizes good practice techniques to figure out the gap that lies between current strategy and the planned strategy.
- We believe in pitching by pitching GAP analysis in combination with metrics and general statements
- With good practices, we evaluate the Strengths, Weaknesses, Opportunities and Threats. Here once again, we are very realistic and rigorous as both are important when adapting SWOT analysis, example; price is £1,50 per unit lower than competitors, instead of saying; "a good value of money". We also do identify our client's mission, organization structure, culture, ethics, information flows, information resources and costs/benefits.
- Accuracy is an essential success factor in every new strategy and this is why we do evaluate client's Information Systems, by utilizing best techniques which enable us to analysis the priority of automated information systems. Especially if the client deals with IT system supports; such as; Accounting, HR, Payroll, network infrastructure and Materials Control process.
- We analysis external constraint, eternal environmental risks (such as natural disasters (extreme weather), economy crisis, market crisis, social crisis and even intentional laws). We take this further by analyzing any critical resources (such as unpredictable telecommunications failure, electric power and disruptions or shutdowns among suppliers).
- The most important part of our strategy is planning. We plan and plan and plan.
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