Client Insight: Strategic Realignment in Action

For IT leaders, ensuring technology initiatives properly support business goals is a persistent challenge. It is common to see a disconnect between a company's strategic plan and the actions taken by the technology department. This often leads to a poor use of resources and a failure to meet important objectives.

An organization, referred to as XYZ, experienced this exact problem. After working with a top-tier consulting firm to create a business strategy, its technology leadership struggled. They found it hard to convert the company strategy into specific IT initiatives, agree on priorities, and then outline tangible work for their teams.

The company’s first move was to get help translating its strategic goals into a clear set of priorities for the technology department. From there, the team worked to define how to measure these priorities. The guiding principle was to keep it simple. The team focused on using metrics that the organization already had, which were spread across different dashboards and reporting tools. This meant bringing together business metrics like customer NPS with system availability and financial data like planned versus actual IT spending. The process created a clearer connection between the company's strategy and its real-world results.

Another priority was connecting the strategy to the team's daily work. Most of the annual IT budget was already committed to operations like infrastructure, licenses, and support services. Any new projects for innovation or efficiency were tracked using separate PowerPoint files and spreadsheets. Because risk, progress, and financial information were kept in these silos, leadership could not see the full picture.

To fix this, the organization mapped all its initiatives directly to the main strategic priorities. DX Hub was used as the integration layer to pull all the scattered data into a single, visual portfolio. For the first time, leaders had a clear view of which projects supported which strategies, how much was being invested in each area, and whether projects were on track, stalled, or at risk.

This unified view gave the leadership team immediate clarity. One insight was particularly important: most of the investment was going toward compliance, while innovation and customer value were seriously underfunded. This observation led to a necessary realignment of priorities and investment choices, linking the business strategy to IT governance in a visible, real-time way.

At the same time, DX Hub started serving as a simple system for project management. Teams could feed project updates directly into the platform, making sure the strategic and tactical views stayed in sync. The company also rolled out an easy way to track project outcomes and link them to business KPIs. This change allowed for more transparency and better-informed decisions across the organization.

The final outcome was clarity, alignment, and governance from strategy all the way down to execution.