Bestimmte Maßnahmen innerhalb dieser Langfristigen roadmap müssen tatsächlich möglichst schnell, als so genannte “Quick Wins” in the shortest possible time. They prove that change is possible and can motivate and drive projects.

Strategic initiatives, on the other hand, usually require much more staying power and investment. Therefore, in our ISCM analysis and recommendation, we evaluate all theoretically possible options for action according to certain criteria, such as urgency, dependencies, the effort required for organizational change, or the resources and time needed. And, of course, the benefits and cost-effectiveness. After all, not everything that seems attractive at first glance is actually useful. Especially if the start-up or operating costs are too high.

From this evaluation and selection, the thematic clusters for the transformation roadmap and the overall assessment are defined. The elephant is sliced into smaller pieces to simplify planning and later to align the project organization. The transformation roadmap is the common thread for all projects and takes into account planning and project management, as well as the necessary organizational and process changes, right down to IT operations. It defines in sufficient detail what is feasible, by when, and in what order. It defines clear goals at the end of the project phases and describes in broad terms how these goals can be achieved. However, it also leaves room for adjustments to make necessary decisions and changes during the project.