If your IT strategy looks like this

Design, Build, Run_To Deliver Business Value with IT we need to 

If your IT strategy looks like this then I would invite you to discover my new book Deliver Business Value with IT! – Design, Build and Run Effective IT Strategy execution to business needs. @ https://www.smashwords.com/books/view/290604 and soon also on apple store, Amazon,  Barnes and Noble.

Keep yourself updated @ https://deliverbusinessvaluewithit.wordpress.com/

Article @ https://deliverbusinessvaluewithit.wordpress.com/2013/03/01/if-your-it-strategy-execution-looks-like-this-i-would-invite-you-to-discover-my-new-book-deliver-business-value-with-it-design-build-and-run-effective-it-strategy-execution-to-business-needs-ht/?goback=%2Egmp_3376230%2Egde_3376230_member_218787029

What the reviewers said: “Deliver Business Value with IT” 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.

(Jean-Louis Leignel, Ex CIO of the Schneider Electric Group ; past vice-chairman of ISACA (Information System Audit and Control Association), of ISACA’s IT Governance Committee and of the AFAI association (ISACA’s french chapter))

Phase 1. – To support business processes and enhance the customer experience we:

Step 1 – Observe: (Context A) A vendor of a process modelisation tool manages to convince the business or IT executive team that to provide a modelised version of business and IT processes was business critical and would demonstrate that the IT Strategy is business centric and that the IT department understands the Business, Business objectives and the Business strategy. (Context B)  A business or IT internal client wants to industrialise a process or a bundle of services with IT. We decided to use the same consultants as for the six sigma initiative  (below) to capture business processes. The problem is that the business people are to busy to do their job (and might not be able to formalise their processes). And if their work is automatised we might chuck their work out on the cloud or an outsourced provider as well (the last time they spoke to a consultant their colleague was fired (sorry made redundant, sorry given the opportunity to seek new challenges))? Obviously they do not get it.

Step 2 – Synthesize: (Context A) The captured processes are modelised in a process modelisation tool and will sit in a cuppord. (Context B) The captured processes (in the case of the industrialisation effort) delivered by the somewhat reluctant users are translated by a business analyst in to user requirements. These are then transferred to managment for verification. The 300 pages document sit on a disk somewhere for 3 weeks to 3 months before it is shipped of for programming.

 

Step 3 – Generate Ideas: The user requirements are programmed.

 

Step 4 – Refine: The end user team is brought in 18 months after to validate the application. Hmm they might not have gotten it either. At least we avoided a fist fight…

 

Step 5 – Implement: The project sponsor refuses to sign off the project budget because the coulour of beige of the application is not right. We and they know that this is due to the fact that the modelisation did not correspond to the needs of the client in the first place and certainly not 18 or 36 months down the road (not to mention thousands of man hours).

 

Phase  2. – Solve the problem: We realise that the customer experience and the services delivered by IT does not work / might not be perceived to be effective and the green light red light charts that we produce to demonstrate that we are able to keep the lights on during critical periods of the run performs the effect that we thought it would.

Best case scenario: We convince the executive team to leverage social media and post the business strategy via facebook and twitter for the IT personnel to appreciate it in a crisp 140 characters format

Next best case scenario: Walk your dead dog. This scenario would typically implicate a subject matter expert that would come in for an hour or 2 compare the Information system to a car, a boat or an engine where the new technology is a paradigm shift. The IT team that have participated gets all worked up because the analogy used that relates back to the early 19th century is so descriptive for our current cloud deployment. We build this really great presentation on how to leverage the cloud much as henry ford revolutionaised the personal transport industry with his you can have any coulour you like as long as it is black concept to optimise cost.

Not half that bad case scenario: We bring in a Top 3 or Big 5 to perform a change excercise (preferable a very long slide deck of .ppt that if not produces nausea or panic puts the subject (participant) out (commonly called death by powerpoint) from exhaustion.

The presentation should idealy be based on example of a project put in place for the production in a tooth paste / car factory (not our domain). If possible with a reorganisation so that a task that previously took 3 days now take 5 or 10. We cross our fingers an hope that the green light red light chart now will produce the desired effect.

Worst case scenario: We bring in a Top 3 or Big 5 to help management understand how important it is for IT not to be a support function. Executive management is brought in (down from their ivory tower) and walk the floor and participate in a IT strategy workshop. This is often resumed to a quick walk past a few desk and then in to a war room where an entusiastic team of IT leaders, personel (convoqued by the stategy consultants engaged) are to demonstrate how important it is for the company to have IT. A good intention turns in to a strategy exercise (that the Executive Team has no desire to perform let be told how to do strategy by the IT team) on a brown paper. In a Worst worst case scenario: the consultants bring out finger paint and the Businees executive finds himself with green paint on his tie or suit and now sees red.

Really bad case scenario: The consultants have organised an excercise for the IT team to solve the problem that end users do not get it when solutions are delivered and tend to interupt the reflections of the IT team. The obvious solution would be to exclude end users from any contact with the IT team and set up an answering machine with no possibility to leave a message as they have problems. Since the business consulting lead did not fel convinced, he managed to convice the IT Director to present the conclusions in front of the board. After all this was the conclusions of his team, and an all in IT initiative would have so much more credibility.

Phase 3. – The Big Change: As the business excecutives are a bit stingy and as the green light red light chart still does not do the charm we once more decide to bring in a Top 3 or Big five (preferably the same as earlier). We decide turn the situation around an in order to do so we will not do thing half way and go for a Big Change.

Best case scenario: We engage a top 1 team of consultants, that will manage a top 2 team of consultants, that will in turn manage a top 3 team of consultants to deliver change and new revolutionarry projects to be presented to the board. A transversal Big Change programme is announced and consultants from the top 1, 2 and 3 consulting companies an invited and provided with the possibility to bring in new ideas. The business, IT and endusers are not consulted and business is delivered as usual. After a year or so the conclusions of the programme is delivered, the cover looked smashing but we did not have the time so we put it (burried it) in a drawer for a moment where we would have more time on our hands.

Worst case scenario: We read this really good article by the guy who used to be the top hen for IT for the US government that decided to chuck IT out to the cloud not to have to run an IT department and IT resources (By the way I wonder why he stayed for such a short time before he went on to evangelise the cloud for salesforce). I wonder if we can chuck the IT department out to the cloud. Then the cloud provider could deal with users that are not happy. I wonder if the cost cutting genious that we brought in last year is available. On his recommendation we consitently cut the cost of IT for the (mobile) sales force. At the end of the day as they did not have an office or a fix computer why should they need a lap top? Not to forget that we made substantial economies on software licenses and storage space.

Phase 4. – Set direction: We have the impression that we might not be on top of things and should add a bit of governance. The Internal audit department confirmed this impression as they confirmed that we clearly lacked focus due to the absence of an IT Dashboard.

Best case scenario: As we where quite happy with the Big Change report , the first page does after all look smashing,  and the weight of the paper makes my table more stable. We decide to once more bring in our favourite consultants. At the end of the day if the six sigma task force initiative had a few bumps it was not due to the fact that the principles that where implemented where directly applied from the Toyota production chain (they are after all very good at car construction) but certainly due to the fact that the users did not get it. Even though the delivery cycle now takes 180 days compared to 30 before at least it is measured and we can bench cost to competition.

 

Now to the point, as the audit team requires an IT dash board we asked our consultants to deliver one that looks smashing and the audit team is satisfied. The best part is that we now feel that we have effective governance in place and that they did not have to bother neither the IT executive team nor the business or the IT team.

Worst case scenario: We had a meeting with the business consultant that convinced us that for IT to demonstrate that we support the business we should modelise all 15 00 business processes (I wonder why executive management put an end to this effort ?) This time we will demonstrate how we execute the IT strategy to the business strategy as we will implement a full audit framework!

 

 

If your IT strategy looks like this then I would invite you to discover my new book Deliver Business Value with IT! – Design, Build and Run Effective IT Strategy execution to business needs. @ https://www.smashwords.com/books/view/290604 and soon also on apple store, Amazon,  Barnes and Noble.

Keep yourself updated @ https://deliverbusinessvaluewithit.wordpress.com/

Article @ https://deliverbusinessvaluewithit.wordpress.com/2013/03/01/if-your-it-strategy-execution-looks-like-this-i-would-invite-you-to-discover-my-new-book-deliver-business-value-with-it-design-build-and-run-effective-it-strategy-execution-to-business-needs-ht/?goback=%2Egmp_3376230%2Egde_3376230_member_218787029

What the reviewers said: “Deliver Business Value with IT” 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.

(Jean-Louis Leignel, Ex CIO of the Schneider Electric Group ; past vice-chairman of ISACA (Information System Audit and Control Association), of ISACA’s IT Governance Committee and of the AFAI association (ISACA’s french chapter))

Breakout:

“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 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.

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.

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)?

COBIT 5 (ValIT, CobIT 4.1, RiskIT), ITIL, CMMI, IT-CMF are excellent frameworks to ensure that business and IT processes focus on to deliver business value, to implement a framework is as absurd as to try to roll out a dictionnary. Apply the bits a pieces that apply to your business.”

More reviews: 

“Deliver Business Value with IT provides a good overview of the ways a CIO can provide valuable and effective support to your company strategy. The reader will learn robust approaches to navigate the ever changing IT and global economic landscapes and deliver to next generation business drivers of IT architecture. “Deliver Business Value with IT” 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 CEO and CIO level perspective.

Deliver Business Value further helps us understand how to leverage business concepts brought forward in: Blue Ocean Strategy (W. Chan Kim and Renée Mauborgne), Business Model Generation (Alex Osterwalder & Yves Pigneur), The Balance Scorecard, The Strategy Focused Organisation, Alignment, Strategy Maps, Mastering the management system, Managing Alliances with the Balanced Scorecard (Kaplan and Norton), Breakthrough IT: Supercharging Organizational Value Through Technology (Patrick Gray), The Marshmallow challenge and the Customer Journey by IDEO.”

(Andrew Loveless has held executive roles in Accenture, GE Capital, Saba and Co-founded Element8)

The CIO and IT department must focus on to support business objectives, the business strategy and to be able to demonstrate how they do this  (that is to spell out a valid IT strategy and a value proposition to the business). To do so they need to manage IT like a business and be responsible to profit and loss.

“Deliver Business Value with IT” has inspired me to approach the “how” differently, that is to think differently for the future development of IT services and the Enterprise (Business, IT) Architecture to support business processes, with IT processes (aggregated as services), applications and infrastructure.

(Daud Santosa, Chief Technology Officer and Distinguished Chief IT Open Group)

“Deliver Business Value with IT” 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.

(Jean-Louis Leignel, Ex CIO of the Schneider Electric Group ; past vice-chairman  of  ISACA (Information System Audit and Control Association), of ISACA’s IT Governance Committee and of the AFAI association (ISACA’s french chapter))

“Deliver business value with IT” gives an excellent practitioner’s view on how to realize value from  IT investments. Martin successfully introduces the core theories and practices regarding this topic that recently had a lot of attention from both academics and practitioners. The material in his book also gives for CIO’s a good overview of the most popular IT governance and IT management frameworks including the relative new ones such as ISO 38500 and COBIT 5. This publication may help CIO’s and senior IT people to better understand that the only goal of IT is to support the business and that it is the business that ultimately will make profit from developed applications.

(Prof. dr. Wim Van Grembergen, University of Antwerp &   Antwerp Management School, Information Technology Alignment and Governance Research Institute)

“The focus that Martin takes in “Deliver Business Value with IT” 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)

“Deliver Business Value with IT ” is spot on. The role, use, provisioning, and expectations for IT are going through profound changes across the globe. The enterprise is demanding a higher velocity and more agile access to IT capabilities. Users are dismayed that they have better technology at home than they get in the business. IT is increasingly a part of or needed in direct support to the enterprise’s products and services. Stakeholders expect immediate, seamless access to transaction capability, information and analytics in their increasingly mobile work environments. IT leadership requires a refresh of approaches, thinking and management practice to meet these new challenges; thus the value of the contribution of “Deliver Business Value with IT”.

(Jerry Luftman Ph.D., Professor & Managing Director Global Institute for IT Management)

“I like Martin’s practical approach of IT strategy. With his new book “Deliver Business Value with IT”, he is helping us work on actual paradigms we can find in today’s organisations like how to find a business foundation for technology supported undertaking while using state of the art technology”

(Olivier Neau, has held IS & IT Leadership roles and is today the Business Systems Director at Amcor Flexibles)

“Deliver Business Value” with IT has for objective to set and influence the direction that the IT business relationship will take over the next few years.

“Where traditional IT management focus on management & amortisation the approach “Deliver Business Value with IT” spell out demonstrates the way to the future position of the CIO as de guardian of effective investments providing innovative services to the business by new enabling technologies. The approach focuses on Enterprise Architecture as a way of managing changes in business processes and their IT support services. Competitive advantage in business depends directly on agile business processes and their support by IT. CIOs often struggle with legacy application due to the fact that their flexibility has disappeared. New emerging service delivery models such as SaaS, as PaaS or as IaaS provides an opportunity to reintroduce flexibility to IT services. As stated “Deliver Business Value with IT”, technology evolution does not free up the CIO from his role but in the contrary asks for even greater understanding of the new enabling technologies and how they can support efficiently the business processes. Required skills are shifting from in house server operation to the management of virtual servers provided by external suppliers. The end-to-end service delivery still remains under the responsibility of the CIO. And companies most valuable assets, knowledge and information, getting distributed over the cloud, require higher security measures.

“Deliver Business Value with IT” correctly states that the value of IT is even growing over years and becomes the beating heart in the Business processes. Efficiency and effectiveness are more than ever the key concepts of IT management driven by the business needs. By bridging the key elements of best practice IT management Cobit, ITIL, Togaf, COSO, … he provides us with an excellent approach to IT management of the 21 century.”

(Bjorn Gronquist, Audit of IT Governance and Cobit compliance, he has also held the position as Chief Security Officer & Enterprise Architect @ a Capgemini Group Level)

” I am honored to have the opportunity to review “Deliver Business Value with IT”, which I found to be very comprehensive and to the point.  With the proliferation of public form of Cloud Computing, CIO’s are threatened of their survival in the corporate world.  Business units can readily meet their compute needs by purchasing services directly from service providers without using IT.  These services come with predictable cost at given service levels with high degree of agility.  IT organizations, on the other hand, are order takers.  Martin’s publication on designing, building and running an effective IT Strategy to meet business needs was developed to help CIOs create business value by addressing the following mega IT challenges:

1.  How to transform IT from an order taker to a product and service organization;

2. How to make IT more agile to create value from a time-to-market perspective;

3. How to develop product and services that are fully aligned with business needs and, then, offer them at predictable cost with given service levels

4. How to provide effective IT Governance.  There will be times when it will be more effective to buy services directly from Service Providers as opposed to building them in house.  But those decisions should be made in a more methodical way.  But, this will require for IT to administer a very effective and sound IT governance process.  IT should be the keeper of the product and service catalog.

“Deliver Business Value with IT” provides an excellent opportunity for CIO’s to develop an effective IT Delivery model. Martin, thanks again for giving me the opportunity to review your publication.  You really have done an excellent job with this publication.  Good luck”

(Rajesh Kumar, is a senior IT executive specialised in cloud, IT Transformation and IT Financial Management. He has held positions such as SVP Bank of America, IT Infrastructure and Finance and Director, Rackspace).

““Deliver Business Value with IT” is a comprehensive, concise and KPI focused publication. I have always agreed with the fact that IT services are a profit center. I call this “a business within a business” in actual fact a component of the business’ federation of services. The CIO must only be a supporter and a facilitator who relies on architecture services to justify roadmaps ans business IT strategies. Unfortunately, and is not only in my experience, many CIO’s emerge from project management backgrounds and lack the wealth of knowledge the paper so nicely describes. CIO’s would ideally come from a certified architecture background or subscribe to the approach and methodolgies suggested in the book. I would dare to suggest that specific charters must be defined and accepted for every role as part of governance. Many thanks for the opportunity to review this publication.”

(Gabriel Maties, Enterprise Architecture Manager, Gala Coral Group).

“A pragmatic approach to align IT initiatives to the business strategy and business objectives with the ability to measure the outcome (KPI’s). I particularly appreciate Martins capability to provide a metamodel of common IT frameworks as steps of the execution of the IT Strategy: – Deliver IT services, – Ensure delivery capability (Governance), – Coherence (Architecture) and Security.”

(Romain Hennion de Thyses, Governance and Architecture Director, Global Knowledge, VP ITSM France).

“Information Technology has been a fundamental asset to excel in business performance. “Deliver Business Value with IT” is a new way of providing practical ideas to CIO and CEO about the extent to which cutting-edge IT such as Cloud Computing can deliver business value to customers.”

(Mohamed Hédi CHARKI, PhD, Associate Professor, Director of the MSc Strategy & Organization Consultancy EDHEC Business School, FRANCE)

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