The economist on business driven IT innovation

“A key source of ideas that appears particularly underutilised is companies’ own IT departments. These internal technology experts possess knowledge and skills to help their companies use new technologies to transform the business, yet their roles are often limited to implementing other people’s ideas, rather than generating ideas themselves.

Our research identified several important strategies that effective companies use to turn out more and better ideas and foster innovation: They iterate until they find the best ideas, learn from both failures and successes, bring all employees into the innovation process, and maximise feedback to continue to generate ideas that move them forward.”

http://www.oracle.com/us/c-central/eiu-innovation-c-suite-perspectives-1872684.pdf

How do you communicate with your users, business stakeholders and customers?

“Not everybody today is Digital savvy like an enterprise architect, business process owner or system analyst but all of us are using and are impacted by IT. If “Digital literacy” (e.g. limited to a sub-group) and “Digital relevance” (e.g. vast majority of people) doesn’t match one has to bridge. Business capability mapping is a critical element but what about others bridges that we need? Bridges of different kinds that ignite the desire to co-create the future with our users our business stakeholders and our customers? The future of our

- digital enabled business models
– digital enhanced products and services and
– digital enlightened working environment in the enterprise”

This is a follow up feedforward to Werner Boeings excellent article @ https://www.linkedin.com/pulse/article/20140923155442-20779755-technollywood-the-art-of-building-desire-to-co-create-our-digital-future?trk=prof-post

I tend to use a customer journey / day in a life of to visualize how the client work and how this can be improved we can then use a storyboard (see examples below) where we spell out the problem that we solve and how to demonstrate how results can be improved with technology.

A customer journey map (day in the life of) formalised, modelised (prototyped if needed) and validated by the client permit significant improvement in effectiveness (that is productive and efficient) and the customer perception of the experience.

Example health care: The objective is to address the actual health care service, the patient and staff experience of the service and then define the ways it could be improved.

Step 1 – Observe: Try to define and map the different health care segment (surgery department, waiting room…) of the hospital/health care service. Collect feed-back from different patients/staff members of each segment (then make a statistical survey, with both quantitative and qualitative information about the service and give a mark to each segment). Rank the grades and select the segments that obtained the worst grade.

Experiment the journey of a patient in those specific segments (use shadowing, interviews…).

Step 2 – Synthesize: Confront the patient and the staff point of views of each segment in the health care service (use a unique support like a board to give a synthetic view). Carry out a « typical patient journey » for each segment selected.

Step 3 – Generate Ideas: Allow patient and staff members to post ideas of improvement or suggestions in a box available in the hospital. Brainstorm with the staff.

Step 4 – Refine: Realize a quick prototype for each main idea. Test the prototypes with staff members and patient to analyze what could be quickly improved. Give a provisional budget for each main idea.

Step 5 – Implement: Implement the ideas that suit to the budget constraints. Implement the ideas collaborating closely with the staff. Inform staff and patients of the undergoing change. Be receptive to direct feedback.

Please find an illustration that a group of students that I worked that had no previously knowledge of IT strategy and the cloud performed when I asked them (please note how they progress over the 3 days and 5 workshops):

Demonstrate how to leverage the cloud:

http://deliverbusinessvaluewithit.com/2013/03/18/avoid-the-marshmallow-momentum-part-ii-18

http://deliverbusinessvaluewithit.com/2013/03/18/avoid-the-marshmallow-momentum-part-ii-28 http://deliverbusinessvaluewithit.com/2013/03/18/avoid-the-marshmallow-momentum-part-ii-38 http://deliverbusinessvaluewithit.com/2013/03/18/avoid-the-marshmallow-momentum-part-ii-48 http://deliverbusinessvaluewithit.com/2013/03/18/avoid-the-marshmallow-momentum-part-ii-58 http://deliverbusinessvaluewithit.com/2013/03/18/avoid-the-marshmallow-momentum-part-ii-68 http://deliverbusinessvaluewithit.com/2013/03/18/avoid-the-marshmallow-momentum-part-ii-78 http://deliverbusinessvaluewithit.com/2013/03/18/avoid-the-marshmallow-momentum-part-ii-88

How to cloud source effectively:

http://deliverbusinessvaluewithit.com/2013/03/31/capture-on-how-to-cloud-source-effectively-3-15 http://deliverbusinessvaluewithit.com/2013/03/31/capture-on-how-to-cloud-source-effectively-2-15-2 http://deliverbusinessvaluewithit.com/2013/03/31/capture-on-how-to-cloud-source-effectively-2-2-15-2 http://deliverbusinessvaluewithit.com/2013/03/31/capture-on-how-to-cloud-source-effectively-3-25 http://deliverbusinessvaluewithit.com/2013/03/31/capture-on-how-to-cloud-source-effectively-3-35 http://deliverbusinessvaluewithit.com/2013/03/31/capture-on-how-to-cloud-source-effectively-3-45 http://deliverbusinessvaluewithit.com/2013/03/31/capture-on-how-to-cloud-source-effectively-2-15 http://deliverbusinessvaluewithit.com/2013/03/31/capture-on-how-to-cloud-source-effectively-2-25
http://deliverbusinessvaluewithit.com/2013/03/31/capture-on-how-to-cloud-source-effectively-2-35 http://deliverbusinessvaluewithit.com/2013/03/31/capture-on-how-to-cloud-source-effectively-2-45 http://deliverbusinessvaluewithit.com/2013/03/31/capture-on-how-to-cloud-source-effectively-2-45 http://deliverbusinessvaluewithit.com/2013/03/31/capture-on-how-to-cloud-source-effectively-2-55 http://deliverbusinessvaluewithit.com/2013/03/31/capture-on-how-to-cloud-source-effectively-1-13 http://deliverbusinessvaluewithit.com/2013/03/31/capture-on-how-to-cloud-source-effectively-1-23 http://deliverbusinessvaluewithit.com/2013/03/31/capture-on-how-to-cloud-source-effectively-1-33

How to leverage the IT Strategy with the Cloud:

http://deliverbusinessvaluewithit.com/2013/04/08/how-to-leverage-the-it-strategy-with-the-cloud-13 http://deliverbusinessvaluewithit.com/2013/04/08/how-to-leverage-the-it-strategy-with-the-cloud-12 http://deliverbusinessvaluewithit.com/2013/04/08/how-to-leverage-the-it-strategy-with-the-cloud-11 http://deliverbusinessvaluewithit.com/2013/04/08/how-to-leverage-the-it-strategy-with-the-cloud-10 http://deliverbusinessvaluewithit.com/2013/04/08/how-to-leverage-the-it-strategy-with-the-cloud-9 http://deliverbusinessvaluewithit.com/2013/04/08/how-to-leverage-the-it-strategy-with-the-cloud-8 http://deliverbusinessvaluewithit.com/2013/04/08/how-to-leverage-the-it-strategy-with-the-cloud-7 http://deliverbusinessvaluewithit.com/2013/04/08/how-to-leverage-the-it-strategy-with-the-cloud-6 http://deliverbusinessvaluewithit.com/2013/04/07/how-to-leverage-the-it-strategy-with-the-cloud-5 http://deliverbusinessvaluewithit.com/2013/04/07/how-to-leverage-the-it-strategy-with-the-cloud-4 http://deliverbusinessvaluewithit.com/2013/04/08/how-to-leverage-the-it-strategy-with-the-cloud-14

Build a roadmap for Demand or Cost driven cloud implementation:

http://deliverbusinessvaluewithit.com/2013/04/08/build-a-roadmap-for-demand-or-cost-driven-cloud-implementation-18

http://deliverbusinessvaluewithit.com/2013/04/07/build-a-roadmap-for-demand-or-cost-driven-cloud-implementation-17

http://deliverbusinessvaluewithit.com/2013/04/07/build-a-roadmap-for-demand-or-cost-driven-cloud-implementation-16

http://deliverbusinessvaluewithit.com/2013/04/07/build-a-roadmap-for-demand-or-cost-driven-cloud-implementation-15

http://deliverbusinessvaluewithit.com/2013/04/07/build-a-roadmap-for-demand-or-cost-driven-cloud-implementation-14

http://deliverbusinessvaluewithit.com/2013/04/07/build-a-roadmap-for-demand-or-cost-driven-cloud-implementation-13

http://deliverbusinessvaluewithit.com/2013/04/07/build-a-roadmap-for-demand-or-cost-driven-cloud-implementation-9

http://deliverbusinessvaluewithit.com/2013/04/07/build-a-roadmap-for-demand-or-cost-driven-cloud-implementation-8

http://deliverbusinessvaluewithit.com/2013/04/07/build-a-roadmap-for-demand-or-cost-driven-cloud-implementation-7

http://deliverbusinessvaluewithit.com/2013/04/07/build-a-roadmap-for-demand-or-cost-driven-cloud-implementation-6

http://deliverbusinessvaluewithit.com/2013/04/07/build-a-roadmap-for-demand-or-cost-driven-cloud-implementation-5

http://deliverbusinessvaluewithit.com/2013/04/07/build-a-roadmap-for-demand-or-cost-driven-cloud-implementation-4

http://deliverbusinessvaluewithit.com/2013/04/07/build-a-roadmap-for-demand-or-cost-driven-cloud-implementation-3

http://deliverbusinessvaluewithit.com/2013/04/07/build-a-roadmap-for-demand-or-cost-driven-cloud-implementation-2

http://deliverbusinessvaluewithit.com/2013/04/07/build-a-roadmap-for-demand-or-cost-driven-cloud-implementation

The CIO and the IT Department need to position as premium provider of IT and digital services and focus on value to cost.

In order to drive The Digital Transformation and Lead the Change and to avoid the “do we really need a CIO and IT department to bother us with technology when we can use the cloud?” the CIO has to ensure that the business strategy and business objectives are supported by IT (from a Business and IT architecture perspective). Where the IT Strategy support Strategy execution, “Time to Market”, Cost Effectiveness and stakeholder expectations from an Executive, Business Unit, IT Management and IT Risk Management perspective.

 

To deliver business value with IT we need to Focus on the Business Bottom LineHow fast can we get our products and services to market “Time to Market  & how can the IT department support the business from a Cycle Time and Cost Effectiveness perspective.

 

The IT Bottom line is that up to 40 % of current IT spend occurs outside the IT budget (CRM, Cloud). The IT department needs to position itself as a facilitator to IT services and effectively address emerging needs, market opportunities and demonstrate that the current Business Model is supported effectively. The IT department should facilitate the access to IT services to support new and current business initiatives. The business strategy emerge out of a number of initiatives that are successful or not. The IT department need to support the “Run” of day-to-day operations as well as new projects. The Cloud might particularly be of interest within this frame.

 

The execution of the defined business strategy is often a mystery (missing link) both on the Business and the IT side. The truth is that regardless of how well the executive team draws out the strategy in the boardroom the bottom line is that the business initiatives that were supported by clients succeeds, those not supported by clients (that do not get it) fail and disappear.

 

The CIO and IT department hence needs to support the run of the current business activities as well as new emerging initiatives that will eventually form the business strategy. The cloud (internal or external) would be particularly well placed to develop new services that can then be institutionalised as the success of the initiative is confirmed.

 

We believe that in order for the CIO and the IT Department to position as premium provider of IT services and focus on value to cost we need to understand the Business (IT) Strategy and how the IT department can deliver effectively to business objectives, that is to deliver business value with IT:
- What is the Business’s strategy and plans? , – What is the current business model that IT has to support? ,- Where could IT make a significant impact on the business? ,- Are there any further opportunities to use IT? , – How do we provide IT Services as we meet demand and cost drivers where the decision is to make (internal) or to buy (external service provider)?

 

We have identified 2 key trends for the CIO to focus on: – Differentiation (That is, how does IT provide a competitive advantage for the business), and – Cost (How does the IT Department deliver IT Services cost effectively). To do so we need to Build an effective IT Delivery Model to meet business needs and expectations as we leverage business strategy execution and business processes supported by an IT Service strategy (ITIL, IT – CMF, COBIT 5 (ValIT, CobIT 4.1, RiskIT), ISO 38 500, TOGAF and ISO 9001, ISO 27 001, COSO) delivered in a Business IT roadmap; that is how do we support business objectives and processes leveraged by IT and an effective IT Services strategy. Within this scope we would by definition address how we execute the IT service strategy (ITIL) Design – Spell out IT Activities from a demand and supplier side, Build – Set IT processes and key performance indicators, Run – Aligned to described ITIL activities and processes and full IT Financial Management (supported by delivery capability IT CMF, COBIT 5). Once services defined we can then decide where to run the application that support the IT and or Business Services (server / internal / external cloud / outsourced provider).

 

Within the frame of an acquisition up to 80% of the value realisation is (can be) on the IT side. The failure to address IT and the IT strategy can be an additional (1 out of 3) reason to M & A failure.

 

If we assume that to deliver business value with IT we need to support business objectives, the integration of a new entity is an optimisation of the current IT strategy (how we support business objectives and processes). We would obviously need to understand (and hopefully have the opportunity) how the current IT run before the purchase (IT due diligence) with full IT Financial Management to figure out the actual cost of delivered IT services (cost, consumption, chargeback). Once services defined we can then decide where to run the applications that support the IT and or Business Service (server / internal / external cloud / outsourced provider). We also need to define the purpose of the purchase (invest / divest) in the overall corporate strategy where it is of little use and a significant cost to integrate all systems in to a common backbone if the company is to be divested only a few years later. We could use an IT Scorecard to ensure that stakeholder expectations are met from an executive management, business line management, IT management and IT risk management perspective.

 

The CIO and IT department needs to support the run of the current business activities as well as new emerging initiatives that will eventually form the business strategy. The cloud (internal or external) would be particularly well placed to develop new services that can then be institutionalised as the success of the initiative is confirmed.

 

The CIO and IT Department that sit around and wait for the Business Strategy to be formalised to build an IT strategy and vision might not make the 18 months magic mark. The IT Bottom line is that the IT Strategy should support business objectives, with new technology as needed as the IT department delivers effective IT Services and innovative technology solutions to improve competitiveness, demonstrated and articulated.

 

My latest book ”Deliver Business Value with IT” that focus on how to execute the business strategy supported by IT demonstrate how we do this: Deliver Business Value with IT (the book) @ Amazon http://www.amazon.com/dp/B00FOQ6T46

WHAT THE REVIEWERS SAID: “ The “Deliver Business Value with IT” series is an extremely solid piece of work that comes across as the A-Z reference of how to execute and implement IT strategy from a CIO level perspective. The reader will learn robust approaches to deliver services designed to support IT and Business drivers. The perspective that Martin spells out permits an overview of how to leverage existing frameworks but also to effectively support the execution of an IT Strategy aligned with the Business Strategy.”

“The focus that Martin takes in the “Deliver Business Value with IT” series will help in tackling the seven main non-technical challenges any CIO or other senior IT business leaders will face:

1. How and what should I communicate to whom in what way?

2. What to think of when it comes to competences needed to provide my IT services?

3. How to provide the best value at the best cost?

4. What to think of when ensuring efficient and effective delivery of projects?

5. How to establish a sourcing strategy and determining how to manage your vendors?

6. What are the best practices for managing my operations, and what to think of?

7. How can I best scan for and analyse emerging technologies?

The approach taken utilizing basic business management principles and applying them to how to run an IT department are explained clearly, and takes this publication above and beyond the standard publication proclaiming to ‘run IT as a business’. The 2 key trends identified in the publication for the CIO to focus on of “Differentiation” and “Cost” are a perfect example of this.

Mats Hultin, CIO Saab Defence and head of one of the most business centric IT organisations that I have seen consider “Deliver Business Value with IT” series as a toolbox that all CIO’s or IT Executives would like to have at hand and consult on a regular basis as they start to Design, Build and Run Effective IT Strategy execution to business needs.

 

CONTRIBUTED BY: Martin Palmgren, EVP .COMMUNICATE – Deliver Business Value with IT

CONTACT: martin.palmgren@communicatethecompany.com (mail) /

I currently work with a number of international groups on their “IT Value proposition” that is how do we deliver value to the needs of the business and demonstrate that we do so:

“How do our operations and IT systems function for the benefit of the business and our customers?”, “How do our core systems help / leverage our employees capabilities in their work for customers?”, “How do we increase performance and reduce cost?” Martin Palmgren is a seasoned Senior Business / IT Strategy and Transformation Executive that has addressed Strategy formulation and roll out for fortune 500 businesses internationally with a focus on how to ensure that the business strategy and objectives are supported by IT with an effective IT Strategy and Governance, that is how do we support business objectives and processes leveraged by IT and an effective IT strategy.

ON THE CONTRIBUTOR: Martin is an expert in “how to deliver business value with IT” ( http://deliverbusinessvaluewithit.com/ ) where he works with both Business and IT Executives to reach this objectives and has delivered best in class practice with major actors in the Pharma, Bank, Manufacturing and Insurance Sector to articulate the “IT Business Model” “This is how we deliver effective IT services to the business” and the “Business (IT) Value proposition” “This is how we support business objectives with services in a time to market perspective”.

He addresses how to build an effective “Cloud Business Model” to take full advantage of the flexibility and cost advantage that new cloud solutions permit to improve “Time to Market”, “Cost Effectiveness” and “Cycle Time”.

Martin has accompanied a number of IT consulting companies and editors in their “Go to Market” with Client acquisition, (Large) Account Introductions, Alliances (notably with BIG 5 consultancies), Market Position (Forrester, Gartner, Bright Talk) and position of the “Value Proposition” (discovery, competitive analysis of market offerings, road map to realign solutions portfolio and transform sales and delivery operations, develop new market strategy and execution plans, and drive sales transformation, acquisition of smaller actors).

An international thought leader, Martin is regularly brought in to ensure that transformation initiatives are on the right track.

What Is Disruption? A reflection by the team behind the New York Times

 

Disruption is a predictable pattern across many industries in which fledgling companies use new technology to offer cheaper and inferior alternatives to products sold by established players (think Toyota taking on Detroit decades ago). Today, a pack of news startups are hoping to “disrupt” our industry by attacking the strongest incumbent — The New York Times. How does disruption work? Should we be defending our position, or disrupting ourselves? And can’t we just dismiss the BuzzFeeds of the world, with their listicles and cat videos?

Here’s a quick primer on the disruption cycle:

1. Incumbents treat innovation as a series of incre- mental improvements. They focus on improving the quality of their premium products to sustain their current business model.

For The Times, a sustaining innovation might be “Snowfall.” 

2. Disruptors introduce new products that, at first, do not seem like a threat. Their products are cheap- er, with poor quality — to begin with.

For BuzzFeed, a disruptive innovation might be social media distribution. 

3. Over time, disruptors improve their product, usually by adapting a new technology. The flash- point comes when their products become “good enough” for most customers.

They are now poised to grow by taking market share from incumbents. 

 

A CASE STUDY IN DISRUPTION: KODAK

Kodak and its filmbased cameras were the classic incumbents: a traditional, respected company offer- ing a high-quality product to a mass market.

Then came digital cameras. Film companies laughed at the poor shutter speed and fuzzy images of early digital cameras.

The photos weren’t great, but digital cameras better addressed the user’s primary need: to capture and share moments. It was easier and cheaper to take a digital picture, download it onto your computer and email it to many people than it was to buy film, print dozens of high quality photos at a shop and mail copies to friends.

When the inferior and cheaper digital product became “good enough” for customers, it disrupted the incumbent.

Digital cameras seemed poised to own the market. Then came flip phone cameras. They offered even lower quality photos. And digital camera companies mocked their grainy images. But again, users opted for a lesser product that was more convenient. They’d rather have a “good enough” camera in their phone then lug a better but bulky digital camera. When the flip phone camera became “good enough,” it disrupted the incumbent. “

 

A willingness by notably salesforce to disrupt how the IT services are delivered requires a repositioning of the IT department. I have a boarded this perspective in “deliver business value with IT” that you can find @  http://www.amazon.com/dp/B00FOQ6T46

 

Please find the full report from the New york Times @: https://app.box.com/s/618qztt4g1fupw7p9s9n

 

 

An updated version of “Deliver Business Value with IT” is now available on Amazon

@  www.amazon.com/dp/B00FOQ6T46

What the reviewers said: “The focus that Martin takes in the “Deliver Business Value with IT” series will help in tackling the seven main non-technical challenges any CIO or other senior IT business leaders will face:

1. How and what should I communicate to whom in what way?

2. What to think of when it comes to competences needed to provide my IT services?

3. How to provide the best value at the best cost?

4. What to think of when ensuring efficient and effective delivery of projects?

5. How to establish a sourcing strategy and determining how to manage your vendors?

6. What are the best practices for managing my operations, and what to think of?

7. How can I best scan for and analyse emerging technologies?

The approach taken utilizing basic business management principles and applying them to how to run an IT department are explained clearly, and takes this publication above and beyond the standard publication proclaiming to ‘run IT as a business’. The 2 key trends identified in the publication for the CIO to focus on of “Differentiation” and “Cost” are a perfect example of this.

Further to this the focus and examples of non-technical KPIs used, provides a good framework for the CIO to communicate the state of how services are provided and how the company is maximizing its value of their IT assets.”

(Alex van der Kruit, is a senior IT executive with extensive experience in building and leading service organisations, and directing change management initiatives for leading global corporations. He has held positions such as Service Delivery Director at CSC, General Manager IT at Swedish Match, and is currently Business Systems Manager at Toyota Material Handling Europe)

@  www.amazon.com/dp/B00FOQ6T46

Do you want to stay on top of your IT and Digital and Mobile strategy and deliver to the needs of the business?

I thought that you would find this of interest and in particular how security, IT, Infrastructure, Mobile and “Digital” multi channel web services (FB, you name it…) demand management is addressed orchestrated and provisioned effectively (we most likely could have prevented the security default mess @ Target). Bottom line we ensure that applications and the network are up an running and secure.

 

Do let me know could you accord me 30 min to rapidly take you through the logics @ martin.palmgren@deliverbusinessvaluewithit.com

 

Cheers Martin

 

I have over the last 15 years worked with a COO / CIO audience on how to “deliver business value with IT” and I thought that you would find it of interest to see how you can pull the IT delivery model together and keep mission critical applications and the network up and running to “keep the business in business” and deliver end-to-end.

We do this as we Discover, Model, Manage the Availability, Performance and Security of Business Critical applications and the network and ensure that Business Services are delivered end-to-end (Monitor, Orchestrate and Provision).

 

Network (IT, Web and Business) services are spelled out with SLA’s, OLA’s, chargeback / show back. If you have a large number of networks and multiple network providers you need to understand the application layer, if services invoiced from outsourced providers are delivered and at cost, impact of outages, how to fix them, penalize outsourced providers and pinpoint where the problem is.
We provide 100% instant discovery rate of the network and 80% of applications outsourced providers, cloud included the import of visio (Aris, Mega) diagrams is used to map and discover homebuilt applications (the 20 % that might not have been auto discovered), this would include applications that sit on a mainframe as access is given.
Once the information collected we build and host a world class CMDB.As the technical service catalogue is consolidated ( this includes thatIT infrastructure demand management is addressed effectively, this recent article from McKinsey and Company https://app.box.com/s/vfrwb2njz342h88vog5x spells out the logics that can be delivered “out of the box”) we can orchestrate business and IT services (business & IT service catalogue) with IAM and self service store fronts.

 

Web services such as Facebook, Priceline, Expedia, Travelocity (you name it) can be provisioned and orchestrated as access is given as the the platform is designed with a SOA compliant massively scalable Enterprise Service Bus (web services) at its core. We can move data to/from any system to any system. FB can be used as point of contact, first level help desk with end – to – end integration of the work flow behind.

A Big (picture) data application approach would ensure network and application security but is not limited to IT:

“Data analysis and aggregation increase efficiency and improve safety. Oil and gas companies are faced with collecting, storing and analyzing massive amounts of information associated with well site and pipeline transport data, carbon accounting data and safety management demands needed to reduce or eliminate the potential for catastrophic failures. Oil and gas companies must aggregate and analyze vast amounts of data both real time and offline to acquire the information they need to operate safely and efficiently. We provides a Big Data aggregation capability with massive scalability for pulling together disparate data from real-time and offline sources. It enables real-time processing of data for normalization and an analysis engine for doing real-time inline data analysis for detection of anomalies and patterns of interest to safety and performance. Capable of processing 500,000 events per second, the data analysis engine is unmatched in scalability and performance.”

Clients: US Army, US Marines, and US Federal Aviation Administration, Verizon, AT & T, Direct TV, Starz, Bloombergs, Global Payments.

Bottom line: we deploy “business technology” with end-to-end process delivery and captured in a business service catalogue (and follow up on delivery (SLA’s, OLA’s) as well as Total Cost of Ownership (TCO) with Cost, Consumption, Show back / Chargeback as needed) supported by IT services provisioned in an IT service and technical catalogue (SLA,s, OLA’s + TCO) as well as the possibility to follow up on the delivery of outsourced providers (SLA,s, OLA’s + TCO) to ensure that services are delivered and at set cost and that the IT Business Model supports the Business (IT) Value Proposition.

From a business perspective this permit service provisioning and orchestration where we set up self service store fronts (internal / external (ecommerce)) that can be accesses in a browser / app format, with full range Identity Access Management that fully leverages internal and external cloud initiatives, that is regardless of where the data / applications sit.

 

Where is the beef? As a part of my thought leadership effort where I help an international COO / CIO audience to “Deliver Business Value with IT” (the “value proposition” often implies to think outside the Gartner quadrant and look @ industrial highly scalable “swiss army knife” IT tools that does not fit in to a neat little box), I would like to invite you to discover a slide set on how to stay on top of your IT and Digital and Mobile strategy and deliver to the needs of the business.

Step 1: “We keep the business in business” and demonstrate that we do so as we keep applications and the network up an running, that is we ensure service delivery (Network Management, Service Management, Provisioning to support business needs and big data analysis), we “pull the IT stack together” as we Consolidate the Technical Service Catalogue and build an effective CMDB.In business terms this translates in to the ability to in 10 minutes time-to-set-up and visualize an “As Is” of services (applications, how they interrelate and that they run correctly), network and security performance in real time with actionable reporting (Orchestration and provisioning: Discover, Model, Manage: Availability, Performance, Security). It also means that we address bottlenecks as they appear rather that when users complain and the ability to follow up on outsourced contracts (SLA’s, OLA’s, pinpoint breaches).Performance dashboards are available in real time with the possibility to drill down and we are able to in a couple of minutes pull together the critical services, network and security report.

Step 2: We ensure that business services are delivered end-to-end (We pull the ERP landscape together and stay on top of the IT and Digital and Mobile strategy and deliver to the needs of the business as platforms, dashboards, internal and external self service storefronts, AIMs are available in a browser or an app format as needed), that is we Consolidate the Business Service Catalogue.

Step 3: We build an effective IT Delivery Model to meet Business Needs (build an effective relationship with your stakeholders as you understand their expectations and build a clear IT Business Model and Value Proposition).

What is in it for me? Bottom line: we consolidate the “IT Business Model” (security, architecture, delivery capability, IT Strategy delivery articulated in services) bottom up with a tool set that gives you the opportunity to deliver IT services end-to-end where mission critical network services are kept up an running and IT and network, service provisioning and service orchestration performance “Big Data” (an overview) is available in a dash board at the tip of your fingers and permit you to pilot and follow up on, delivery and consumption of services in real time.

We do this with end-to-end delivery through scalable and secure network management (Discovery, Planning, Configuration, Reporting), service management, self service provisioning, service orchestration, internal and client facing self service store fronts (IAM) that support handheld and BYOD that helps you get the job done regardless of where data and applications “sit” to fully leverage internal / external cloud efforts that you should find of interest (product oriented).