User Identity and Access Management – What’s the Deal with IDP?
What user identity is? Why managing access is essential for businesses? How an IDP (Identity Provider) works? You will find the answer to these questions in the article.
A key instrument for developing a targeted technological strategy (including IT) is to define its goals. The natural, overall goal of a company’s technological strategy is strengthening its technological potential. In the situation of specific market entities, this goal may be detailed in various ways, depending on the needs, possibilities and conditions in which the enterprise operates. For example, the goal of a technology strategy could be as follows:
- “Replace the company’s core technologies with key technologies to match the leaders of the IT sector” or
- “Master and implement a set of IT technologies developing in front of competitors to become an industry leader.”
In order for the statement written in this way to be treated as a strategic goal, it is necessary to add in what time the planned state should be reached, eg “… within 3 years” or “… by 2025”.
There may be more goals determining the directions of the technological strategy, but it is worth remembering the principle of hierarchy of strategic goals. In this case, the main goal should be distinguished, i.e. the most important strategic goal, which could be the starting point for establishing a set (bundle) of specific goals conditioning and supporting the achievement of the main goal. In addition, it would be advisable to:
- ensure goals are measurable,
- form an integrated whole, supporting each other, or at least not being in conflict.
Establishing the goals of the technological strategy creates a field for defining the strategy itself. It has been assumed in this article that the technological strategy of an enterprise is understood as a way (principles, methods) of using technology as part of its strategic (long-term) technological goals. In the process of shaping your technology strategy, it may be helpful to consider the answers to the following questions.
- How to translate the objectives and technological strategy into operational activities leading to practical effects (e.g. products, processes, procedures)?
- What will be the consequences of the adopted goals and technological strategy for the global strategy of the company and its other functional areas?
- How to manage technology and its development in the enterprise?
- Will the solutions developed in the enterprise be sold to external recipients? If so – to whom and on what terms?
The last question above concerns a situation where the technology transfer is directed not to the company, when it is a technology buyer, but to a situation in which it offers its own solutions to external buyers, becoming their supplier. The sales process requires no less careful preparation than the technology acquisition processes. The only thing that needs to be remembered is the different roles of the technology buyer and seller, and the need to take this into account in decisions and actions.
For example, INNOKREA, as a technology buyer, has among its strategic goals: the goal of constantly improving the team’s competences in the family of Java Script technologies that allow for effective and quick creation of web and mobile applications. On the other hand, as a technology provider, it offers, among others, its own IT product – a ready auction system for a closed group of users (created on the basis of several years of use and development of modern and stable IT technologies).
A technology strategy is a blueprint for making a company’s strategic choices about technology a reality. The selected strategic option should be in line with the company’s overall business strategy and competence base. It also has to be technically, financially and organizationally feasible.
In practice, many entrepreneurs, especially those running small and medium-sized enterprises, implement technological strategies that are not recorded in any official documents. They can be described as intuitive strategies. They cannot be denied value, although their reflection and presentation in the form of appropriate records, systematically reviewed and verified, could contribute to improving their quality and obtaining better implementation results.
Technological change is a fundamental factor of economic growth, which makes choosing the right technological strategy of key importance for modern enterprises.
