Technology Strategy Patterns — Episode 3

The third Technology Strategy Patterns episode moves the analysis inside the company. The speakers first identify stakeholders and classify them by interest and influence. The matrix distinguishes people who should co-create the decision, those who need regular consultation, and those for whom timely information is enough.

RACI clarifies roles in concrete work: who performs a task, who alone owns the result, who is consulted, and who is informed. The company life cycle then shapes architecture priorities: market discovery dominates the start, scaling matters during growth, and reliability plus operational efficiency become essential at maturity.

A value chain decomposes value delivery into operations and shows where technology can reduce cost or delay. The BCG matrix separates stars, cash cows, question marks, and dogs, while a Core–Innovation map compares dependence on the core business with novelty. A portfolio thus becomes a set of different investment modes.

The finale covers processes and applications. Current and target states connect to principles, practices, and tools, while BPMN can be too detailed for a high-level map. Application Portfolio Management ranks systems by business value, cost, and technical quality for growth, stabilization, or retirement.