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We often see optimisation as the consequence of deploying better management tools. Not just so. This path begins with good governance and cascades through realistic targets and pervasive communications. As enterprise networks assume an increasingly critical role in assuring business performance, the pressure on network management teams are escalating.In this session, we explore optimisation lessons from Governance Board’s research. We examine typical roles and staffing levels, and how they vary according to history, organisational culture, working practices and skill sets. We illustrate how team composition influences relationships with business unit stakeholders. The ability to engage business managers and users in the infrastructure investment vision, to make changes without drama and to drive success, particularly during turbulence all hinge on quality of these relationships. Finally, we examine successful dashboards and how they incorporate hard and soft indicators to drive effective decision making and execution, and promote healthier relationships.