You regularly assemble the organization’s most valuable people — department heads, the CFO, technology leaders — to discuss the IT budget. Yet, after each meeting, the same questions persist:
Why are IT costs increasing while business outcomes remain unchanged?
Why have we been discussing “digital transformation” for years, yet see no tangible breakthroughs?
This scenario is all too common among Axen’s partner organizations. The core issue lies not within the committee itself, but in the absence of a clear IT strategy.
Without a strategic framework, the IT committee becomes a battlefield of competing interests:
- The CTO advocates for investments in the latest technologies.
- The CFO focuses on cost optimization and scrutinizes every new initiative.
- Business leaders demand immediate solutions to local problems.
- The CEO expects one thing from it all — measurable business results.
Interestingly, everyone is right — yet no one knows how to achieve shared objectives.
Our diagnostic work often reveals the same root problem: the lack of a defined IT strategy, and a disconnect between daily IT operations and commercial business goals.
Typically, we encounter three core challenges:
- Prioritization: Without a strategy, every project is “urgent” and “important.” Resources are spread thin across dozens of initiatives — none of which reach full completion.
- Unclear ROI: Statements like “this technology is essential” do not justify costly investments. Committee members frequently struggle to answer a basic question:
“What specific financial benefit will we gain?” - Execution: Decisions made in the committee often remain on paper. There is no clear implementation plan, no designated ownership, and no monitoring mechanism — making execution nearly impossible.
Axen’s Role in Solving These Challenges
We support CXO roles in defining 1–2-year business priorities and then collaborate with the CTO to develop an IT strategy that directly supports those objectives.
We introduce a prioritization matrix — every IT initiative is evaluated across two dimensions: business impact and execution complexity. This allows organizations to focus on high-impact projects that deliver maximum value in minimum time.
We help build a Quantified Value Proposition for each IT initiative — defining clear KPIs, ROI targets, and success metrics before even a single dollar is spent.
We implement a Strategic Governance Model. The IT committee evolves from a discussion forum into a strategy execution hub — equipped with a clear roadmap, monthly performance reviews, and accountability mechanisms.
Tangible Results Within 12–18 Months
- IT costs reduced by 25%
- Time-to-market improved by 60%
- Employee satisfaction within IT increased by 40 points
- Customer digital experience NPS improved by +15 points
In summary an IT committee is only an effective tool when anchored by a clear strategy. Before forming a committee, organizations must answer these three questions with intent and clarity:
- What are my top three business goals for the next 18 months?
- How can technology directly support achieving those goals?
- What specific metrics will I use to measure success?
