I Can't Make THAT Decision!

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You've got to ace the "why" question! Whether it's a document capture & recognition project or another initiative to automate processes, you must learn to reframe the value proposition in quantifiable business terms. Join Tony Peleska, Chief Information Officer at Minnesota Housing Finance Agency, as he shares winning talking points that will make each of your stakeholders care. From the CIO’s perspective, he’ll show you how to:
- ask permission to embark on your Capture/Imaging project
- overcome internal resistance
- be the champion, to get the right people involved and excited to move the project forward

Published in: Technology, Business, Education
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I Can't Make THAT Decision!

  1. 1. “I'm  not  in  a  Posi-on  to   Make  that  Decision"   When  you  can't  get  your  Capture  (or  any  other)   project  off  the  ground    
  2. 2. Organiza-onal  Health  is  the  Key   “Organiza:onal  Health  will  one  day  surpass  all   other  disciplines  in  business  as  the  greatest   opportunity  for  improvement  and  compe::ve   advantage.”        -­‐  Patrick  Lencioni  (The  Advantage)  
  3. 3. Requirements  for  Success Smart  Organiza,ons     •  Strategy   •  Marke:ng   •  Finance   •  Technology   Healthy  Organiza,ons   •  Minimal  Poli:cs   •  Minimal  Confusion   •  High  Morale   •  High  Produc:vity   •  Low  Turnover  
  4. 4. The  Nexus  of  Forces Extreme   collabora,on   Pervasive  access   World-­‐class   delivery   “Big”  context   Gartner®   June  2013   ©  2013  Copyrighted  Material  –  Tony  Peleska  MHFA   4  
  5. 5. What  We  Are  Dealing  With  Today… •  Constant  and  con:nual  change  with  exponen:al  growth  extremes   •  Solu:on  providers  that  sell  directly  to  the  business  –  skipping  IT   •  Free  trials  become  the  standard  and  freeware  is  acceptable   •  PlaZorm  and  environment  management  that  is  almost  unmanageable   •  User  demands  shape  our  focus  on  the  Nexus  of  Forces  delivery  more   than  ever  before   June  2013   ©  2013  Copyrighted  Material  –Tony  Peleska  MHFA   5  
  6. 6. www.aiim.org/infochaos   Do  YOU  understand  the  business     challenge  of  the  next  10  years?   This  ebook  from  AIIM  President   John  Mancini  explains.  
  7. 7. The  Nexus  of  Forces  -­‐  Revisited Gartner®   June  2013   ©  2013  Copyrighted  Material  –Tony  Peleska  MHFA   6  
  8. 8. Responding  to  the  Nexus 1.  Focus  on  customer  experience   2.  Forge  vendor  partnerships   3.  Leverage  IT  business  partnerships   4.  Deliver  value  and  bo`om-­‐line  results   June  2013   ©  2013  Copyrighted  Material  –  Tony  Peleska  MHFA   7  
  9. 9. IT  Business  Partners • Chief  liaison  between  IT  and  associated  business   units  (sales,  finance,  supply  chain,  HR,  etc...)     • Trusted  advisors  that  develop  integrated   business  and  technology  investment  roadmaps  that   achieve  business  unit  goals  and  objec:ves   June  2013   ©  2013  Copyrighted  Material  –  Tony  Peleska  MHFA   8  
  10. 10. The  IT  Business  Partnership     Power  Curve June  2013   ©  2013  Copyrighted  Material  –  Tony  Peleska  MHFA   9   Order     Taker   Necessary   Linkages   Mutual   Dependency   Synchronized     Teams   True   Partner   Aligned   Converged   BoBom-­‐line   Impact  
  11. 11. Key  IT  Business  Partner  Func-ons June  2013   ©  2013  Copyrighted  Material  -­‐AIIM  Execu:ve  Leadership   Council   10   Understand  Business   Goals  &  Objec,ves   Par,cipate   Proac,vely  in  the   Strategic  Planning   Process   Meet  Regularly  With   External  Customers   Seek  Knowledge     of  the  Compe,,on   Conduct   Outside-­‐In  Customers   Research   Develop  Investment   Roadmaps   Lead  Business  Case   Development   Manage  Intake  &   Governance   Processes   Less  than  23%  of  IT  organiza,on  meet  with  external  customers   2012  State  of  the  CIO,  CIO  Magazine  
  12. 12. Convergence  =  Results •  PwC  says  that  close  IT  &  C-­‐suite  rela:onships  are  4  :mes  more  likely   to  achieve  revenue  &  profit  targets   •  The  BTM  Ins:tute  says  that  converged  organiza:ons  outperform  their   compe:tors  by  double  digits      Characteris:cs  of  Converged  Organiza:ons       June  2013   ©  2013  Copyrighted  Material  -­‐AIIM  Execu:ve  Leadership   Council   11  
  13. 13. Why  Is  Mee-ng  with  Customers  &   Conduc-ng  Field  Research  SO   Important? June  2013   ©  2013  Copyrighted  Material  -­‐AIIM  Execu:ve  Leadership  Council   12  
  14. 14. Thinking  “Outside–In”   Customer  Touch  Points June  2013   ©  2013  Copyrighted  Material  -­‐AIIM  Execu:ve  Leadership   Council   13   Discover   Evaluate   Buy   Acquire   Use   Service   § U.S.  mail   § Catalog   § Email   § Facebook     § Display   § Website   § Social   § Brochure   § Employee   § Neighbor   § Sales  rep   § Credit  card   § Website   § Gij  card   § Coupon   § U.S.  mail   § Door  tag   § Gij  box   § Download   § Technician   § Clothing   § App   § Vehicle   § Food   § Service   § Call  Center   § Service  tech   § Online  chat   § Store  returns   § Website  
  15. 15. Elements  of  a  Journey  Map June  2013   ©  2013  Copyrighted  Material  -­‐AIIM  Execu:ve  Leadership   Council   14   Elements  of  a  Customer  Journey  Map   §  Customer  interac,on  chronology   §  Pain  points,  gaps,  and  disconnects   in  service   §  Goals  and  needs  at  each     process  step   §  Brand  impact,  sa:sfac:on,     and  emo:onal  responses   §  Moments  of  truth  (impact  areas)   in  the  overall  customer  experience   §  Business  touch  points  and   process,  including  roles,  systems,   and  provider  departments   §  Improvement  opportuni,es  for  exis:ng  services  
  16. 16. June  2013   ©  2013  Copyrighted  Material  -­‐AIIM  Execu:ve  Leadership   Council   16           Understand  Your  Challenges               …How  does  your  organiza-on  view  IT? …Does  your  company  have  a  well   understood  strategy  planning  process? …Do  you  measure  top-­‐line  or  bo[om-­‐ line  performance  of  business   technology  investments?  
  17. 17. Change  the  Status  Quo 1.  Challenge  bad  behavior   2.  Draw  parallels  between  the  5  domains  of  the  supply   chain  &  IT   3.  Combat  oversimplifica:on  (especially  the  “I  Know  A   Guy”  syndrome)       June  2013   ©  2013  Copyrighted  Material  -­‐AIIM  Execu:ve  Leadership   Council   17  
  18. 18. How  did  we  make  it  work •  Reinvented  IT  -­‐  BT  not  IT  ,  Business  Partnerships  and  Customer   Journey  Mapping   •  Roadmap  the  processes,  investments,  and  technology   •  Created  guiding  principles  for  Informa:on  Technology  Investments   •  Created  an  environment  for  idea:on  and  informa:on  sharing   •  Built  leadership  teams  –  Strategic  and  Opera:onal   •  Created,  over-­‐communicated,  &  reinforced  clarity  –  Common   Language   •  Publish  and  celebrate  results  
  19. 19. June 2013 ©  2013  Copyrighted  Material  –Tony  Peleska   MHFA   19 A  Day  in  the  Life  … The  Pains  of  Today’s  System   Leveraging  Technology   A  BeBer  Tomorrow  The  Pains  of  Today’s  System   XXX  XXX   XX   XXX  XXX   XXX  XXX  XXX   XXX  XXX   ABC   XXX  XXX  XXX   XXX  XXX   XXX  XXX  
  20. 20. Mapping  Investments  to  Vision  &  Strategy   Copyrighted  Material  –  Tony  Peleska   MHFA   20   Top-­‐line   Revenue   BoBom-­‐line   Savings   Risk     Management   PorYolio  Management   Strategic   Alignment  
  21. 21. Strategic  vs.  Opera-on  Projects Opera,onal  Projects   •  Short-­‐term  and  long-­‐term  focus   •  Low  risk  or  founda:onal   ac:vi:es   •  limited  or  defined  capital   investments   •  Well-­‐defined  requirements   •  Light  project  management  skills   needed     Strategic  Projects   •  Helps  drive  accomplishment  of   strategic  goals   •  Longer-­‐term  focus   •  May  require  capital  investments     •  Leverages  project  management   disciplines   Copyrighted  Material  –  Tony  Peleska   MHFA   21  
  22. 22. The  Phases  of  Poraolio  Management Close  Deploy  Execute  Plan  Ini:ate  Discovery   22   •  Objec:ves   •  Deliverables   •  Business  Case   •  Approve,  Decline,   Defer   •  Project  Plan   •  Resource  Mapping   •  Dependencies   •  Task  Plan   •  Milestones   •  Technical  Specs   •  Sojware  Dev.   •  Sojware  Install   •  Servers,  Databases   •  Unit  Tes:ng   •  User  Acceptance   •  Pilot  Tes:ng   •  Training   •  Support  Turnover   •  Project  Warranty   •  Lessons  Learned   •  Budget  Close   •  Wind-­‐down   •  Align  to  Strategy   •  Link  to  Balanced   Scorecard   •  Approve,   Decline,  Defer   Copyrighted  Material  –  Tony  Peleska   MHFA  
  23. 23. New  Investments •  High  Level  Gut  Check   •  Goals  alignment   •  Gut  check  on  priority   •  Impact  on  current   porZolio   •  Approve,  decline,  defer   •  Deeper  Dive   •  Charter  /  Deliverable   •  Ballpark  cost  &  benefits   es:mate   •  Budget  impact   assessment   •  Readiness  assessment   •  Approve,  decline,  defer   Copyright  Material  –  Tony  Peleska  MHFA   23   Align   Ini:ate  
  24. 24. Establish  the  Business  Technology  Investment  Commi[ee   (BTIC) Commi=ee  Purpose:       1.  Provide  Strategic  Leadership  &  Investment  Alignment   §  Provide  strategic  leadership  for  business  technology  investments  by  aligning  new  investment  opportuni:es  with   enterprise  strategic  objec:ves  and  processes   2.  Priori,ze  New  &  Exis,ng  Investments   §  Priori:ze  business  technology  investment  ini:a:ves  and  deliver  final  approvals  and  recommenda:ons  regarding   proposed  Business  Technology  projects   3.  Track  Exis,ng  Business  Technology  Investments   §  Provide  management  oversight  and  guidance  on  ac:ve  business  technology  investments  to  ensure  accountability   and  results   4.  Communicate  Investment  Decisions   §  Ensure  investment  decision  transparency  and  promote  collabora:on  &  understanding  across  all  func:onal  units   24   Copyrighted  Material  –  Tony  Peleska   MHFA  
  25. 25. Area   Role   Responsibility   CEO’s  Business   Technology   Investment   Commi`ee   Members   •  Strategic  Vision  &   oversight   •  Business  &  market  alignment   •  Overall  investment  oversight   •  Risk/return  oversight   •  Cons:tuent  communica:ons  /   porZolio  transparency  /  Business   Accountability     CIO     •  IT  oversight   •  Holis:c  planning   •  Governance   •  Strategic  planning  &  business   alignment   •  Investment  budget  oversight   •  Business-­‐results-­‐oriented  repor:ng   Financial   Management   •  Financial  oversight   •  Financial  savvy   •  Asset  alloca:on   •  Financial  tracking   •  Spending  oversight   BTS  Project   Management   •  Project  tracking   •  Project   management     •  Resource  planning   •  Business  liaison  for  projects   •  Project  tracking   •  Project  financial  management   Business  Technology  Investment  Commi[ee   Roles  &  Responsibili-es 25   Copyrighted  Material  –  Tony  Peleska   MHFA  
  26. 26. BTIC  Membership Name Func,on   Role Commissioner Approver CIO Approver CFO Approver Strategy Approver Legal Reviewer Policy Reviewer Copyrighted  Material  –  Tony  Peleska   MHFA   26  
  27. 27. What  do  you  do  next? •  Work  with  management  –  fundamental   •  Share  your  ideas  with  others  –  find  like  minded  individuals   •  Ask  ques:ons     •  Build  your  business  case(s)   •  U:lize  resources  to  build  your  business  case   •  Tell  your  story  around:   •  Bo`om-­‐line  savings   •  Increased  top-­‐line  revenue   •  Mi:ga:ng  risk    
  28. 28.    Thank  You      For  more  informa:on:     Tony  Peleska   CIO,  Minnesota  Housing     tony.peleska@state.mn.us   651-­‐296-­‐8189  

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