Most IT departments re-plan the same recurring costs every year, which leads to wasted time, resources and strategic value. Against the backdrop of stagnant budgets and increasing demands, IT planning must move from an administrative routine to a tool for governance and strategic guidance, shows an analysis by Horváth, an international management consulting company, present on the Romanian market since 2005.
In many companies, IT planning is associated with team stress and fragmentation of internal processes: lack of data, delayed decisions on project portfolios, low cost transparency and the use of unsuitable templates. These difficulties are repeated year after year and are amplified by the lack of integration with financial and human resource planning.
Horváth experts’ recommendations for transforming the IT planning process:
IT-specific approach – focus on the unknown, not the obvious
By automatically pre-populating recurring costs and defining predefined budget reserves for change projects or new initiatives (“change envelopes”), the focus shifts to areas of real uncertainty, where managerial decisions can bring added value.
Lean planning process
Simplifying steps, eliminating excessive detail, and setting clear objectives allow teams to stop wasting time on the 80–85% of already predictable costs, and instead focus on the 15–20% of truly uncertain and strategic costs. The result: a shorter, less bureaucratic, and more decision-oriented process.
Integrated tools
Modern platforms like SAP Analytics Cloud facilitate decentralized input from teams while maintaining a centralized logic connected to financial and human resource planning. These solutions significantly reduce manual effort, ensure decision traceability, and facilitate real-time collaboration between IT, finance, and the business.
IT planning can no longer be isolated: technology investment decisions directly impact business performance and must be aligned with strategic priorities. A common data architecture and early IT involvement in the planning cycle make it possible to anticipate demand and align objectives before final financial targets are set. In addition, organizations gain:
- Faster and more transparent planning cycles
- Reduced resource waste through standardization and automation
- Proactive decisions, based on integrated data and alternative scenarios
“Smart IT planning is not just about adopting modern tools, but also a logic adapted to the reality of each organization. Instead of manual reconciliations and delays, companies can move to efficient prioritization and proactive decisions, with an IT department firmly anchored in the strategic direction of the business. This involves not only optimizing costs and processes, as well as reducing planning time, but also anticipating business requirements and quickly integrating technological innovations. In our vision, IT must be a strategic partner, supporting the resilience of organizations and creating long-term value,” said László Pálházi, Principal, Horváth Romania.