Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole...
1 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
Gartner
Gartner, Inc. (NYSE:) Is the world's leading in...
2 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
Personalized Service
Events
Peer Community
Analyst Inte...
3 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
1. What is bimodal IT and why should you care?
2. How s...
4 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
Bimodal IT is not a "nice to have."
By 2017, 75% of IT ...
5 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
Having two modes of IT, each designed to develop
and de...
6 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
Bimodal Is Not —
Shadow IT
Just dividing
something
in t...
7 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
Bimodal IT = Marathon Runners +
Sprinters, Deeply Diffe...
8 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
Systems
of
Innovation
Systems
of
Differentiation
System...
9 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
CIOs should care about
becoming bimodal because they
ca...
10 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
1. What is bimodal IT and why should you care?
2. How ...
11 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
Start Before You Think You Are Ready
Point Beyond Whic...
12 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
Bimodal Is Very Experimental —
You Have to Do It to Le...
13 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
Recommended Mode 2 Project
Characteristics, to Start:
...
14 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
Project Bimodal — Mode 1 Dominates
Project Bimodal
• S...
15 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
Select Your Projects Based on
Their Mode 1 Impact
Impa...
16 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
1. What is bimodal IT and why should you care?
2. How ...
17 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
Limiting predictions to short iterations gives us
incr...
18 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
Progress to Enterprise Bimodal —
Mode 2 Dominates
Bimo...
19 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
Bimodal IT — What Are the Next Steps?
CONSCIOUS COMPET...
FOR INTERNAL USE ONLY
20 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
FOR INTERNAL USE ONLY
20 © 2016 ...
Upcoming SlideShare
Loading in …5
×

Martin Börjesson - Hvad er Bimodal IT?

1,335 views

Published on

Martin Börjesson vil introducere Gartners teori om Bimodal IT og forklare, hvorfor den er en vigtig driver i IT innovation. I oplægget vil Martin Börjesson trække på sine mange års erfaring fra dansk erhvervsliv. Han vil blandt andet fortælle om, hvordan et digital lab efter 18 måneders snak, politik og diskussion nu endeligt kører og netop har leveret sine første brugbare resultater.

Published in: Business
  • Be the first to comment

Martin Börjesson - Hvad er Bimodal IT?

  1. 1. This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other intended recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates. © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Leading With Bimodal Martin Börjesson 2016-09-21
  2. 2. 1 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner Gartner, Inc. (NYSE:) Is the world's leading information technologyresearchand advisory company. We deliver the technology-related insight necessaryfor our clients to make the right decisions,every day. From CIOs and senior IT leaders in corporations and governmentagencies,to business leaders in high-tech and telecom enterprises and professionalservices firms, to technologyinvestors, we are the valuable partner to clients in approximately 10,000 distinctenterprises worldwide. Through the resources of Gartner Research,GartnerExecutivePrograms, Gartner Consulting and Gartner Events, we work with every client to research, analyze and interpret the business of IT within the context of their individual role. Founded in 1979,Gartner is headquartered in Stamford,Connecticut, USA, and has 7,600 associates,including more than 1,600 researchanalysts and consultants, and clients in 90 countries.
  3. 3. 2 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Personalized Service Events Peer Community Analyst Interactions Research How we deliver value to our Members
  4. 4. 3 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. 1. What is bimodal IT and why should you care? 2. How should you get started in bimodal IT? 3. How do you progress to enterprise bimodal and what traps should you avoid? Key Issues
  5. 5. 4 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Bimodal IT is not a "nice to have." By 2017, 75% of IT organizations will have a bimodal capability. Half will make a mess.
  6. 6. 5 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Having two modes of IT, each designed to develop and deliver information- and technology-intensive services in its own way. Bimodal IT Means — Mode 1 is traditional, emphasizing predictability, accuracy, stability. Mode 2 is exploratory, emphasizing agility and speed.
  7. 7. 6 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Bimodal Is Not — Shadow IT Just dividing something in two An IT capability Agile development An operating model or organization chart change Pace layering
  8. 8. 7 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Bimodal IT = Marathon Runners + Sprinters, Deeply Different, Both Essential Mode1 Mode 2 Reliability Goal Agility Price for performance Value Revenue, brand, customer experience Waterfall, V-model, high-ceremony IID Approach Agile, Kanban, low-ceremony IID Plan-driven, approval-based Governance Empirical, continuous, process-based Enterprise suppliers, long-term deals Sourcing Small, new vendors, short-term deals Good at conventional process, projects Talent Good at new and uncertain projects IT-centric, removed from customer Culture Business-centric, close to customer Long (months) Cycle Times Short (days, weeks) Think Marathon Runner Think Sprinter
  9. 9. 8 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Systems of Innovation Systems of Differentiation Systems of Record Mode 1 - + Governance + - Change Mode 2 Pace Layering and Bimodal IT Are Complementary
  10. 10. 9 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. CIOs should care about becoming bimodal because they cannot confront the range of needs presented by digital business with a single, conventional mode of IT.
  11. 11. 10 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. 1. What is bimodal IT and why should you care? 2. How should you get started in bimodal IT? 3. How do you progress to enterprise bimodal and what traps should you avoid? Key Issues
  12. 12. 11 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Start Before You Think You Are Ready Point Beyond Which Enterprise Change Significant Typical Second Mode Starting Point Low Maturity Limited Value High Maturity High Value Agile Innovation Lab Iterative Collaboration Project Bimodal Isolated Small Vendors Enterprise Bimodal Integrated: • Agile, Iterative Methods • Highly Collaborative X-bus. • CFO and CEO on Board • Flexible Funding • Adaptive Sourcing • Scaling Process
  13. 13. 12 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Bimodal Is Very Experimental — You Have to Do It to Learn It
  14. 14. 13 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Recommended Mode 2 Project Characteristics, to Start: Is an Island Project Can Be Completed Fast Creates External Value Is a System of Innovation Has Willing Business Partner Has Uncertain Requirements, Low Complexity
  15. 15. 14 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Project Bimodal — Mode 1 Dominates Project Bimodal • Success mostly under IT control • Fragmented, not systemic, capability • Project, not capability-focused • Lower risk projects, with limited scope and limited Mode 1 impact Mindset and Talent Teaming Engagement Governance Iterative Methods Structure Bimodal Critical Capabilities
  16. 16. 15 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Select Your Projects Based on Their Mode 1 Impact Impact on Mode 1 High Low Bimodal Maturity High "A Project Will Never Scale If Mode 1 Is Not Willing and FullySupportive." — Chris Osgood,Co-Founderand Co-Chair,MONUM Island Extend New Core Replace- ment
  17. 17. 16 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. 1. What is bimodal IT and why should you care? 2. How should you get started in bimodal IT? 3. How do you progress to enterprise bimodal and what traps should you avoid? Key Issues
  18. 18. 17 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Limiting predictions to short iterations gives us increased predictability and greater agility. "Give up the illusion of control to find it." Mode 1 Tries to Control the Unknown Mode 2 Senses and Responds to Change Finish Check The Plan Check the plan.Check The Plan Help! Check the Plan!You're sure this is Boston? Are we there yet? Start Not Yet! This WayYou Made It! Winds Of Change Come over — the weather's great. Are we there yet? We need to plan the whole thing upfront. Where are they? They said they would be here four months ago. Are We There Yet? Are we there yet? Are we there yet ? Are we there yet?
  19. 19. 18 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Progress to Enterprise Bimodal — Mode 2 Dominates Bimodal Critical Capabilities Architecture Syncing Modes Funding I&O Innovation Mgmt. Adaptive Sourcing Enterprise Bimodal • A Committed Executive Team That Accepts More Operational Ambiguity • A Well-Architected Digital Core on Which to Innovate • Top Digital Talent • Synching Between Modes
  20. 20. 19 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Bimodal IT — What Are the Next Steps? CONSCIOUS COMPETENCEUNCONSCIOUS COMPETENCE Create Awareness and Appetite Embed in Culture Build Capabilities UNCONSCIOUS INCOMPETENCE CONSCIOUS INCOMPETENCE • Establish shared values. • Ensure equity. • Build the processes and protocols to synchronize the two. • Reward team-oriented, goal-driven behaviors. • Socialize the concepts of bimodal with the executive team. • Challenge the executive team — How will it respond to the transformation it faces? • Get agreement — What does bimodal mean to you, how to proceed? • Define your filters. • Pick a project. • Pick the team. • Define the process, methods, tools. • START. • Capture learning, iterate. • Protect the team and its funding. • Engage sourcing and procurement. • Define an innovation management process. • Manage technical debt. • Iterate, iterate, iterate.
  21. 21. FOR INTERNAL USE ONLY 20 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. FOR INTERNAL USE ONLY 20 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. THANK YOU!

×