Enterprise IT strategy and aviation-vendor selection

Context

Domodedovo’s IT decisions had been made locally, driven by departmental needs and vendor pressure rather than enterprise vision. Result: fragmented architecture without clear dependencies, vendor selections on feature lists not strategy, capital inefficiently allocated, weak alignment between IT capability and airport business goals.

Approach

Built three layers in sequence. Strategic IT vision — defined the role IT should play in the airport’s business model and which capabilities were strategically critical. Enterprise architecture framework — system organisation, dependencies, decision-making structure. Vendor strategy — evaluated major aviation-IT vendors (SITA, Amadeus, Fujitsu, Global technology supplier for banking and retail) on architectural fit, not vendor marketing.

Outcome

Framed Domodedovo’s enterprise IT strategy as Head of IT Strategy — aligned fragmented IT department plans with business goals, built an enterprise-architecture framework for decision-making, and selected major vendors on strategic fit rather than feature checklists.

• Cohesive IT strategy replaced scattered local plans.
• Vendor selections defensible on strategic fit, not feature checklists.
• Capital allocation efficiency improved through prioritisation against strategy.

Key result

Framed Domodedovo’s enterprise IT strategy as Head of IT Strategy — cohesive IT strategy replacing fragmented local plans, enterprise-architecture framework for decision-making, vendor selections (SITA, Amadeus, Fujitsu, Global technology supplier for banking and retail) anchored on strategic fit rather than feature checklists.