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managing “nasty surprises”       IS NOT A STRATEGY                        Christopher Luise                     ADNET Tech...
The Tower of BabbleThere exists data…A Strategy?If you could look inside an IT ManagerPlaying (with) Risk                 ...
Evolution of Computing                                                 Cloud                                              ...
What an executive wants to hear…   Everything is going according to plan   Expenses are well within budget   We have al...
How an IT manager is motivated…   Making sure everything is going according to plan   Keeping expenses well within budge...
JUST THE FACTS:BLUF
According to Forrester research,approximately 70% of IT budgets arespent maintaining inflexible and siloeddata center equi...
Mixed Messages?“By 2012, 80% of Fortune 1000 enterprises will beusing some cloud computer services, 20% of businesseswill ...
“In 2008, IT accounted for 50% of US capital      spending even though elaborate systems are in      place to show how the...
What Makes a Good IT Organization?   A willingness by IT leadership to be data-driven   Having access to the data you ne...
BLUF
The Good, the Bad, and the Hard Reality   Bad news:    There is no magic bullet to prevent nasty    surprises from happen...
Perfect World                Thorough methodology        Result of continuous                Rigorous process            i...
The Fundamentals–   Governance–   Risk management–   Strategy–   Relationships–   Talent inventory & development
Strategic Process“a different reality for most”
An Academic Look at the Strategic Process                                     Bargaining power                            ...
10,000 Foot View             EnvironmentResources                    Capacity            Strategic Plan
Environment                      Corporate Strategic Plan                       External environment                      ...
Build a Technology Roadmap   Understand the overall business strategy    –   In lieu of a formal one, understand what the...
Focus Areas                                                                 Governance                                    ...
There’s data driven, then…
IT Governance Model   Goes WAY beyond approval & review methodologies   Visibility into value driven by IT investments ...
Determine Where Your Skills Lie  Applications      Data    Runtime   Middleware                   CIO      O/S            ...
Talent Development   User education   Training/development   Educational opportunities   Leadership development   Coa...
Peeling Back the Onion:  the Heart of an IT Person                       challenged                          respected    ...
Measuring and Managing Risk   Understand key people   HA vs. Backup   Weakest Link   Own your compliance needs   Risk...
Baby steps   Its really about managing expectations (360°)   Be realistic. You cannot balance everything.   Empowerment...
THANK YOU, and Enjoy the Day!      www.goADNET.com | www.kostin.com
Managing "Nasty Surprises" is not a Strategy-KeyNote Presentation
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Managing "Nasty Surprises" is not a Strategy-KeyNote Presentation

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In this presentation, Christopher Luise, Executive Vice President at ADNET Technologies, walked
through the steps necessary for business and technology alignment and offer ways to proactively manage
surprises. With the right focus on strategic priorities such as business planning, training and development,
security and governance, organizations can create a balanced approach to technology management.

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Transcript of "Managing "Nasty Surprises" is not a Strategy-KeyNote Presentation"

  1. 1. managing “nasty surprises” IS NOT A STRATEGY Christopher Luise ADNET Technologies, LLC
  2. 2. The Tower of BabbleThere exists data…A Strategy?If you could look inside an IT ManagerPlaying (with) Risk Christopher Luise Executive Vice President cluise@goADNET.com
  3. 3. Evolution of Computing Cloud Mobile Internet Distributed Client Server Minicomputer Mainframe
  4. 4. What an executive wants to hear… Everything is going according to plan Expenses are well within budget We have all the resources we need to do our jobs Nothing unexpected is expected to happen
  5. 5. How an IT manager is motivated… Making sure everything is going according to plan Keeping expenses well within budget (and maybe understand that budget???) Completing all projects with available resources Preventing unexpected things from happening Feel Good. Making a difference. Being a member of the team.
  6. 6. JUST THE FACTS:BLUF
  7. 7. According to Forrester research,approximately 70% of IT budgets arespent maintaining inflexible and siloeddata center equipment. How much time do you spend trying to keep ? what you already have from breaking down?
  8. 8. Mixed Messages?“By 2012, 80% of Fortune 1000 enterprises will beusing some cloud computer services, 20% of businesseswill own no IT assets” - Gartner“If youre doing anything that is critical to yourbusiness, you need contingency plans. The marketingmessages of some cloud computing companies haveurged people to gloss over this need for contingencyplans.“ - Jay Heiser, Gartner cloud security analyst
  9. 9. “In 2008, IT accounted for 50% of US capital spending even though elaborate systems are in place to show how the capital is spent, few systems are in place to demonstrate the capital is well spent. In other words, although companies are managing IT spending, they’re not managing IT returns.”Source: 8 Things We Hate About IT: How to Move Beyond the Frustrations to Form a New Partnership with IT, Susan Cramm
  10. 10. What Makes a Good IT Organization? A willingness by IT leadership to be data-driven Having access to the data you need Relying on data to guide decisions instead of only intuition and experience Consistent business and technology processes across departments IT governanceSource: The Wall Street Journal, in partnership with McKinsey & Co. – April 25, 2011
  11. 11. BLUF
  12. 12. The Good, the Bad, and the Hard Reality Bad news: There is no magic bullet to prevent nasty surprises from happening Good news: But there are steps to help you manage them
  13. 13. Perfect World Thorough methodology Result of continuous Rigorous process improvement of current processes Complete & solid business strategy Paths & options remain constant Metrics Vision(s) Review program Role of IT changes Not an official event Reality
  14. 14. The Fundamentals– Governance– Risk management– Strategy– Relationships– Talent inventory & development
  15. 15. Strategic Process“a different reality for most”
  16. 16. An Academic Look at the Strategic Process Bargaining power of Suppliers Threat of Competitive Bargaining power Substitute Rivalry within of customers Products an Industry Threat of new Entrants… with Apologies to the 5 Forces of Porter…
  17. 17. 10,000 Foot View EnvironmentResources Capacity Strategic Plan
  18. 18. Environment Corporate Strategic Plan External environment Internal environment Current services Existing backlog Resources Existing plans Capacity Capacity of existingPeople, technology, people, technology, budget, time, budget, time, requirements regulations Strategic Plan Purpose Vision, Mission, Values Themes & Strands Objectives KPIs Risk Analysis
  19. 19. Build a Technology Roadmap Understand the overall business strategy – In lieu of a formal one, understand what the general direction is and the core values of the company Pick a timeline. Agree with your peers. Make it as formal as possible. Set financial impact and metrics (ROI!) Build in governance Communicate progress
  20. 20. Focus Areas Governance Staff • Costs Data • Applications Applications SourcingInventory oftechnology
  21. 21. There’s data driven, then…
  22. 22. IT Governance Model Goes WAY beyond approval & review methodologies Visibility into value driven by IT investments Metrics and measurement of IT performance Bi-directional communication forum Getting approval and teaching others simultaneously Business-impact decisions gain transparency
  23. 23. Determine Where Your Skills Lie Applications Data Runtime Middleware CIO O/S CFO/Owner C-Suite Virtualization Servers Storage Networking
  24. 24. Talent Development User education Training/development Educational opportunities Leadership development Coaching/mentoring Finding and encouraging individual passions
  25. 25. Peeling Back the Onion: the Heart of an IT Person challenged respected connected recognized
  26. 26. Measuring and Managing Risk Understand key people HA vs. Backup Weakest Link Own your compliance needs Risk assessment (not just compliance) SLA’s, Warranties, etc… Prepare for the bad guys. They ARE knocking at your door (I guarantee this) and will ruin your day very quickly.
  27. 27. Baby steps Its really about managing expectations (360°) Be realistic. You cannot balance everything. Empowerment is liberating. Trust is key, but… Accountability counts Data Driven. Or is it focused? Plan for the worst (at least imagine it happening) Measure returns Talk this through with stakeholders
  28. 28. THANK YOU, and Enjoy the Day! www.goADNET.com | www.kostin.com
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