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Become a real business partner by delivering results for your IT organization
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Become a real business partner by delivering results for your IT organization

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Presentation that outlines the steps for IT to become a real business partner. Follow the process outlined to deliver outstanding results that create value for your business.

Presentation that outlines the steps for IT to become a real business partner. Follow the process outlined to deliver outstanding results that create value for your business.


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  • 1. Become a Business Partner Stephen Hightower
  • 2. Business Partnership • Develop an effective service delivery model with measurements • Be proactive and stop firefighting • Develop a strategy that aligns with business needs • Reduce operational cost, invest savings and financial transparency • Forecasts are accurate • Cycle time reduction programs drive quality and customer satisfaction • Integrated change control in place across the organization • Roadmaps and discipline guide the organization
  • 3. Building Blocks for Success
  • 4. You get what you measure and don’t wait for the perfect metric
  • 5. Metrics • Reporting Machine Metrics • Being reactive because you don’t have sensors and early warning indicators in place • Reporting on Service with Cycle Time, Quality Levels and Unit costs • Developing a maturity model for your organization to benchmark • Teaching your team the value of managing with Metrics • Instilling a “Can do” and Customer Centric language in the organization
  • 6. Everybody likes saving money and a transparent financial model
  • 7. Save Money and BuildCredibility • Always asking for more money • Identifying projects that don’t have a financial impact to the business • Financial reviews that identify opportunities to reduce cost • Building unit cost models linked to volume • Budget transparency • Develop an ROI model for IT spend and investments • Market and communicate your success
  • 8. Is your CFO your biggest supporter?
  • 9. Great Project Management = CFO Support • Fear, Uncertainty and Doubt • Implementing projects without sound change management • Developing a methodology with a “CFO approved” ROI model • Use a Risk management approach that implements a risk mitigation plan for all projects • Develop stakeholder committees for prioritization • Project reviews with stakeholders • Developing a framework for project management and training your resources to be professional project managers
  • 10. Effective Strategy serves as a roadmap for effective action, but culture eats strategy for breakfast
  • 11. Be Strategic and generate value • Always asking for more money • Identifying projects that don’t have a financial impact to the business • Complete your “as-is” and “to be” state with a gap analysis that creates your roadmap for the future • Building Roadmaps for technology linked to the business model • Understanding the culture of the business and how it impacts your organization • Develop an ROI model for IT spend and investments • Market and communicate your success
  • 12. Having a seat at the table • Benchmarking • Fiduciary responsibility • Manage your projects for success• Vision for the future that is recognized
  • 13. Business Partner • Reporting only IT impacts – Link to Business results • Hiring only IT skilled resources – Hire business resources • Self fund projects based on savings in existing budget • Applying Lean principles to Service Delivery and Projects • Managing the organization by the numbers • Growing your skills in project management and developing dashboards on Key Process Indicators
  • 14. Summary • Understand the foundational actions needed to transform your relationship with the business • Leverage the value of metrics and translate the results into meaningful business impacts and continuously benchmark your performance • Find ways to continuously save the organization money and making your budget transparent • Focus on Quality of Service, Cycle Time Reductions and Unit Costs • Leverage maturity models and dashboards to focus on the critical improvements needed to keep the “trains running on time” • Be strategic and provide leadership for the organization through the effective use of metrics, sound financial principles and a true gap analysis from your customers