13. De afhankelijkheid van ……
Informatie
sales
marketing
Finance
frontoffice
backoffice
De business
HR
De rest
Organisatie
IT
Zo, dus jij
bent opzoek
naar
informatie
14. Besef – Organisatie – Veranderende rol van IT
Met de verkeerde / zonder informatie bestaat
uw bedrijf over enkele jaren niet meer.
16. Mijn doelstellingen als CIO ISS
– Beschikbaar stellen van informatie
• Op alles en overal
– Helpen bij het beantwoorden van RFQ/RFP
– Ondersteuning Business proces
– Helpen ontwikkelen nieuwe propositie
– Kosten reductie
Beloningsstructuur / Motivatoren
– Kosten beheersing / reductie?
17. IT = Uitdagingen
– Komende vanuit het laatste kamer aan het einde
van de gang
– Nog steeds vaak te vinden onder de CFO
– Niet inhoudelijk betrokken bij de business
– Gescheiden door demand management
– Kostcenter mindset
18. Waarom NIET onder de CFO
• Kennis van IT
• Motivatoren mismatch
• IT = Business enabler
• IT = meer dan een kostcenter
19. Eigenschappen huidige/toekomstige
CIO
• Business focus
• Ondernemende instelling
– Niet reactief maar proactief
• Van back office naar front office
• Interfacen met commercie en marketing
• Motivatoren
– Openstaan voor andere motivatoren
20. Motivatoren huidige/Toekomstige CIO
• Informatie beschikbaarheid
• Klant (intern/Extern) tevredenheid
• Commerciële doelstelling
– Business development
24. The Do and Don’t
• Do’s
– Leer de business
– Accepteer nieuwe motivatoren
– Neem de leiding in verandering
• Don’t
– Reactieve houding
– Huidige situatie accepteren
– Excel Guru blijven
26. Evolutie van de rol van IT leadership
Consumerization / BYOD - Internet of things – the connected world & social business
& wearable technology
27. Een fundamentele verschuiving van het
krachtenveld
1. Expertise
2. Kennis
3. Codes
4. Formele macht
1. gatekeeping
2. aankoopprocedures
3. gedragscontrole
28. A fundamental power shift
1. Expertise Service
2. Kennis Sharing
3. Codes Common Language
4. Formele macht Charisma
1. gatekeeping
2. aankoopprocedures
3. gedragscontrole
30. maar ‘t helpt om een beetje psycholoog te zijn...
who & what is driving the shift?
IT – corporate
customers
Business needs
Devices
Software
Independent Developpers
Je hoeft geen “mentalist” te zijn ...
31. On
31
Functional
Control / Disengagement
Conviviality
Harmony / Pleasure
Pleasure
Freedom / Fun
Vitality
Dynamic / Energy
Power
Individual / Content
Harmonized AIMS –model
Belonging
Tradition / Family
Distinction
Status / Control
Differentiation
Security
Routine / Safety
Trust
Doub
t
Need for Affirmation
Need for
Belonging
Convenience/user friendliness/seamless
Connectivity
Security
Badge Value
Performance
32. Do’s & Dont’s
1. Connectivity Don’t hide behind policy
2. Convenience Deliver FUN
3. Power There is no such thing as overempowering
4. Badge value Madge – give’m the badge
5. Security TRUST IS GOOD – Control is better ......
gebruik geen afkortingen FHH@16.00 maar “portmanteau’s
HappIT Hour
40. Marketing
- Pricing
- Locations of storen and branches
- Promotion targeting
- Website customization
- Advertising placement in digital media
Source: “Keeping up with the Quants”, T.H. Davenport
41. R&D
- Which product features are most desired
by customers
- How effective a particular product is
- Which product design is most appealing
Source: “Keeping up with the Quants”, T.H. Davenport
42.
43.
44. Supply chain
- How much inventory to keep
- Where to place distribution centers and
warehouses
- Routing of products or vehicles
- Truck loading
- Predictive maintanance
Source: “Keeping up with the Quants”, T.H. Davenport
45.
46.
47. Finance
- Drives of financial performance
- Performance scorecards
- Forecasts of various types
Source: “Keeping up with the Quants”, T.H. Davenport
48.
49.
50. Human resources
- Which employees to hire
- Which employees are likely to leave
- How much to compensate employees
- What education would benefit an
employee most
Source: “Keeping up with the Quants”, T.H. Davenport
How to get the divorce rate between IT and the rest of the organisation down ?
Intel uses a pyramid, shown below, to explain IT leadership in three stages: operational excellence, business partnership, and strategic contribution. The pyramid reflects the complex reality of IT / business relationships and the need for IT to deliver at multiple levels simultaneously. This approach offers a practical means for IT to address achieve goals that otherwise may appear to be in conflict.
Operational excellence.
It is important to understand that operational excellence encompasses "every aspect of basic delivery within IT," not just infrastructure. From delivering projects on time, to running the help desk and keeping customers satisfied, operational excellence is the starting point of partnership with the business:
If you don’t do this part with excellence, no one will let you go up the pyramid. If you can’t keep the network operational, nobody will listen to your ideas on how to improve their business or design their business models. So, we have to do the operational excellence piece extraordinarily well just to get a seat at the table for the higher value activities.
Business partnership. The next layer of the pyramid involves building on operational excellence to collaborate with the business, thus earning the right to influence business decisions.At this stage, IT is no longer just a cost added to the business; it helps the company gain a return on that cost by adding business value.
Business transformation. After developing excellent operational capabilities and delivering business value, IT can help enable strategic and transformative changes to help the Accomplishing business goals requires that IT collaborate with the business because IT cannot control all the business objectives or actions required to execute and achieve them. The solution, therefore, is a conversation that brings IT to the table, contributing jointly with the business to develop shared goals and solve problems together.
on development of programs & service delivery the power is shifting away from IT.... from top down to bottom up ... asking for a different kind of leadership
on coded language : eg BYOD versus portmanteau HAPPit Hour
on coded language : eg BYOD versus portmanteau HAPPit Hour
on coded language : eg BYOD versus portmanteau HAPPit Hour
on coded language : eg BYOD versus portmanteau HAPPit Hour
