How do I get the most value out of my technology investments?

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Manu Tandon and I recently made a presentation at the Asset Managers Forum ( a part of SIFMA) in NYC. This is the abstract of the presentation. We introduced 4 core concepts that will empower businesses to have more structured and value oriented conversation with IT.

Abstract:

Today technology is a critical part of not only surviving in this industry but essential for growth and seizing on global opportunities. We find organizations struggling to make the most of their technology investment because the relationships between “business and IT” are frayed or non existent. Given that, how do SIFMA AMF members make the most of their technology investments?

This talk will give the audience specific pointers that will enable them to have a constructive dialog with their technology organizations. It will also equip them with know-how to influence their technology counterparts and align their behaviors to meet business needs.

We will define and understand the usage of
-Strategic IT vs. Utility IT
-Time to Market
-Value vs. Waste
-Roadmap planning

Published in: Business, Technology
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How do I get the most value out of my technology investments?

  1. 1. How do I get the most valueout of my technologyinvestments?
  2. 2. Anupam Kundu / PrincipalManu Tandon / PrincipalThoughtWorks NY Office
  3. 3. - IBM, CEO Study 2012Technology is thenumber #1 concern ofCEOs worldwide
  4. 4. 66% of projects fail or are ‘marginal’61% of features delivered2/3 IT projectsare challengedOver budget by 189%Over schedule by 220%
  5. 5. We will define and understandthe usage of:• Strategic IT vs. Utility IT• Time to Market• Value vs. Waste• Roadmap planning
  6. 6. no more heroes
  7. 7. Strategy is about understandingwhat you do, looking out over thelong-term future to determinewhat you want to become,and—most importantly—focusingon how you plan to get there.- C. Davis Fogg, StrategistStrategic vs. Utility IT
  8. 8. glass-steagal
  9. 9. utility
  10. 10. CriticalityCostRetireContinue Maintain As-isImprove Cost-Effectiveness
  11. 11. CostValueactivationcandidateterminationcandidateterminationcandidateactive projectplanned project
  12. 12. The main obstacles to improvedbusiness responsiveness are slowdecision-making, conflictingdepartmental goals and priorities,risk-averse cultures and silo-basedinformation.- The Economist Intelligence UnitTime To Market
  13. 13. IT like an oil tanker
  14. 14. IT like a speedboat
  15. 15. Concept to cash case study
  16. 16. value vs waste
  17. 17. passing the buck
  18. 18. Invisible waste
  19. 19. Extra FeaturesDefectsPartially Done WorkRe-learningHand offsDelaysTask SwitchingSpecialized Silos
  20. 20. Go as far as you can see;when you get there, youllbe able to see farther.�- J P Morgan
  21. 21. IT whack-a-mole
  22. 22. 2013 Q1 2013 Q2 2013 Q3 2013 Q4For whom:What:Why:Where:For:Platform benefits:For whom:What:Why:Where:For:Platform benefits:For whom:What:Why:Where:For:Platform benefits:For whom:What:Why:Where:For:Platform benefits:Outline datesRelease nameStakeholdersRelease goalWhy it’s importantSystems affectedBusiness benefitsSystem benefits
  23. 23. keep your eye on the ball
  24. 24. McKinsey Quarterly Think• How will IT change the basis of competition in our industry?• What will it take to exceed our customers’ expectations in adigital world?• Do our business plans reflect the full potential of technology toimprove our performance?• Is our portfolio of technology investments aligned withopportunities and threats?•How will IT improve our operational and strategic agility?•Do we have the capabilities required to deliver value from IT?
  25. 25. We can’t do this—We’re in finance!�-You, maybe
  26. 26. continuous delivery
  27. 27. 30 updates a day
  28. 28. Anupam Kundu / PrincipalManu Tandon / PrincipalThoughtWorks NY Officeak@thoughtworks.comQuestions?

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