The Emptiness of the Term “IT Strategy”

Introduction

The term “IT strategy” is used as a matter of course in many companies. They formulate an IT strategy, align it with business strategy, and update it. However, in companies where IT has never been the subject of management decisions, this term often lacks substance. This article deconstructs why the term “IT strategy” has become so widely used yet failed to become a weapon for management, from the perspective of decision-making structures.

Strategy is Inherently About “Choice and Abandonment”

Strategy involves deciding both what to do and what *not* to do. It is the act of deciding where to place bets and what to cut, given limited resources. From this definition, a fundamental question arises about the term “IT strategy” from the outset: who made the decision to abandon what?

“IT Strategy” Obscures the Decision-Maker

In many companies, the IT strategy is formulated primarily by the IT department, approved by management, and followed by the frontline. This structure preserves the premise that “the IT department cannot make management decisions” and “management does not delve into the specifics of IT.” As a result, a document that should be a strategy is created without specifying *whose* decisions it contains.

The Moment “Business Strategy” and “IT Strategy” Are Placed in Parallel

The use of the term “IT strategy” stems from the fact that companies “could not discuss IT within the business strategy” and “did not design their business with IT as a premise.” Consequently, a structure emerged where two strategies exist in parallel: “business strategy” and “IT strategy.” However, the moment there are two strategies, neither is a true strategy.

The Emptiness Revealed by the Phrase “Align”

Discussions about IT strategy often use phrases like “align with the business strategy” or “achieve business-IT alignment.” However, this language conceals a critical fact: that which should inherently be one is already fragmented. The very need for alignment suggests the strategy has already failed.

IT Strategy Easily Becomes a “Catch-Up Document”

Many IT strategies end up merely serving to organize ongoing initiatives, justify existing investments, and vaguely outline a future vision. This is not a strategy; it’s an explanatory document. Why? Because it does not state what to stop or which decisions to change.

Why Has the Term “IT Strategy” Survived?

The reason the term “IT strategy” continues to be used is clear.

• Management can appear to be involved.
• The IT department can appear to take responsibility.

This term, which allows no one to bear ultimate responsibility, has functioned as a convenient label to conceal a state of decision-making absence.

The Only Condition for an IT Strategy to Function

If the term “IT strategy” is to have meaning, there is only one condition: management itself must explicitly state the decisions it wants to change *through IT*. Unless this condition is met, an IT strategy will be nothing more than a plan, a policy, or a slogan.

The Problem is Not the Word, But the Unclaimed Decisions

The crucial point is that using the term “IT strategy” is not inherently bad. The problem lies in using the word “strategy” while no one claimed the decisions required for a strategy.

A Perspective for Moving Forward

What is needed now is not to refine the IT strategy. What is needed is to stop making IT the subject of strategy and return management decisions to the subject position. The next article will address the management responsibility of redefining the objective function and clarify the prerequisites for the term “strategy” to be valid.