BITI MM aligns the worlds that belong together

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A brief summary of my project at Getronics Consulting Dec2009-June2010

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BITI MM aligns the worlds that belong together

  1. 1. BITI MM aligns the worlds THAT belong together<br />Results of the research about business-it integration maturity model<br />Oleksandr varlamov<br />Zoetermeer, June 2010<br />PUBLIC<br />
  2. 2. Getronics Consulting is building its image of trusted consulting advisor<br />Getronics is known for its technology expertize and technological focus<br />Getronics Consulting is striving to build a new market image<br />It is leveraging on consulting advice and getting the market exposure from the new viewpoint<br />It is as much important to give customers clear advice and explain why they need changes as to implement the changes<br />
  3. 3. We should learn FROM successes and mistakes of others<br /><ul><li>Becoming a trusted consulting partner is impossible without learning from the leaders
  4. 4. Shift from operational excellence to client intimacy means looking at and learning from companies other than the current competition</li></ul>SPECIALTY TOPICS KNOWLEDGE & SKILLS GOVERNANCE METHODS STANDARDS ALIGNMENT CASE STUDIES TEMPLATES<br />PRODUCT LEADERSHIP<br />(innovation)<br />CONTINUAL SERVICE IMPROVEMENT<br />SERVICE OPERATION SERVICE TRANSITION<br />SERVICE STRATEGY<br />AS IS<br />TO BE<br />OPERATIONAL EXCELLENCE<br />(lowest total cost)<br />CUSTOMER INTIMACY<br />(best total solution)<br />Source: The discipline of market leaders, Treacy & Wiersema (1994)<br />
  5. 5. Known consulting leaders actively back up their though leadership<br />Gartner says (Feb,2010): Thought leadership effort of consulting firms forms up to 20% of marketing expenditure<br />McKinsey’s global network of 1,800 knowledge professionals contributes to McKinsey Quarterly with >2mln of regular readers<br />Accenture opens centers of excellence to increase its link with universities and science<br />Targeting 2,500 CIOs yearly for their research initiative IBM gives an example of niche thought leadership<br />
  6. 6. Getronics consulting should pay more attention to research activities<br />Marketing publications bring more attention, research publications bring more respect and trust<br />Building closer relation with universities<br />Hiring MSc and PhD graduates with less technical and more of generalist mindsets and education<br />Leveraging currently used methods, frameworks and models by unbiasly proving them and creating scientific descriptions of success stories<br />
  7. 7. BUSINESS IT INTEGRATION (BITI) MATURITY MODEL PROJECT SHOWS HOW TO LEVERAGE ON RESEARCH<br />Source: BITI MM Research, Oleksandr Varlamov 2010<br />
  8. 8. AGENDA<br />INTRODUCTION<br />WHAT STANDS BEHIND BITI MM<br />HOW WE CAN EXTEND BITI MM<br />HOW WE CAN IMPROVE BITI MM<br />HOW TO BENEFIT FROM RESULTS<br />PUBLIC<br />
  9. 9. Business IT Integration Maturity Model (BITI MM) – a start point of the research<br /><ul><li>Innovation
  10. 10. New Markets/New business
  11. 11. Shared
  12. 12. Prevention
  13. 13. Anticipation
  14. 14. Understanding
  15. 15. Pro active
  16. 16. Beyond IT
  17. 17. Cost efficient
  18. 18. Standard
  19. 19. Measurable
  20. 20. Auditable
  21. 21. End-to-End
  22. 22. Off the shelf or
  23. 23. Custom-Made
  24. 24. Per process or function
  25. 25. Project based
  26. 26. Off the shelf
  27. 27. Small/free</li></ul>Source: Getronics Consulting, BITI Maturity Model, P. Leenards (2008)<br />
  28. 28. main activities and numbers explain the research approach<br />In Dec 2009 – May 2010 Oleksandr Varlamov, MSc, researcher from the University of Twente, conducted a study to check if BITI MM can be scientifically supported<br />8 internal interviews and informal talk to grasp the knowledge about BITI MM and organizational context<br />Extensive literature search in domains of Business-IT Alignment, Maturity Models, Organizational Change, IT Strategy, and Business Models to check and build the theoretical foundation for BITI MM <br />11 structured expert interviews with senior consultants and business representatives from 6 companies to challenge BITI MM practical applicability<br />
  29. 29. Main project Results show the value for getronics consulting <br />The main concepts of BITI MM are proven, explained and linked to the relevant theories<br />A 100 page report gives an exhaustive description of BITI MM, related theories, research project process, results, guidelines, and recommendations <br />A whitepaper provides an entertaining and well-grounded description of BITI MM<br />A new framework – Strategic Portfolio Alignment Model gives a new dimension to BITI MM and has already become a foundation for an “Information Management” course by Educational Services<br />
  30. 30. AGENDA<br />INTRODUCTION<br />WHAT STANDS BEHIND BITI MM<br />HOW WE CAN EXTEND BITI MM<br />HOW WE CAN IMPROVE BITI MM<br />HOW TO BENEFIT FROM RESULTS<br />11 / GETRONICS CONSULTING BEDRIJFSPRESENTATIE<br />PUBLIC<br />
  31. 31. SIX PRINCIPLES matter IN RELATIONS between BUSINESS AND IT PARTIES<br />Business-IT Alignment implies two parties<br />Different maturity levels possible for each party<br />Every maturity level can be described and recognized<br />For proper relations the maturity of Business and IT must be in balance<br />Difference in maturity levels means misalignment and the need for organizational change<br />Adjusting maturity takes time and requires a well-thought approach<br />
  32. 32. Staged maturity model from itil explains the 5 maturity levels on the it side<br />The 5 stages reflect years of research: CMM/CMMI(2006); Nolan(1979);Gibson&Nolan(1974);Greiner(1972);Anthony(1965)<br />IT Organization Maturity<br />5<br />4<br />3<br />2<br />1<br />Business Influence<br />Source: ITIL Service Design. Lloyd, V. & Rudd, C., 2007<br />
  33. 33. Strategic portfolio evolution model supports the 5 levels on the business side <br />The model shows how to combine strategic portfolio perspective with leveled evolution perspective<br />4. BUSINESS LED<br />5. ORGANIZA-TIONAL<br />3. ADMINISTRATION LED<br />1.TECHNOLOGY LED<br />2. METHOD LED<br />Source: Portfolio matrix by McFarlan (1984) represented as a strategic evolution model by Ward & Peppard (2002), Strategic Planning for Information Systems, Wiley.<br />
  34. 34. Strategic alignment model links business and IT together<br />The model explicitly shows the Business side, IT side and dynamics of their interaction<br />BUSINESS STRATEGY<br />IT STRATEGY<br />ORGANIZATIONAL<br />INFRASTRUCTURE <br />AND PROCESSES<br />INFORMATION SYSTEMS INFRASTRUCTURE <br />AND PROCESSES<br />Source: IBM Systems Journal, Strategic Alignment Model, J. Henderson & N. Venkatraman ,1993 <br />
  35. 35. The 3-step change approach shows where to go next<br />BITI MM makes a starting point for the service strategy and transformation approach<br />ASSESSING YOUR ORGANISATION<br />TRANSFORMATION<br />CONTINUOUS IMPROVEMENT<br />2<br />1<br />3<br />Start a Revolution<br />Enable Evolution<br />Identify Crisis<br />Source: “WHERE DO YOU WANT TO EAT OUT? GUIDE FOR MAKING A CHIEF COOK FROM YOUR IT PROVIDER”, Oleksandr Varlamov & Paul Leenards, 2010<br />
  36. 36. AGENDA<br />INTRODUCTION<br />WHAT STANDS BEHIND BITI MM<br />HOW WE CAN EXTEND BITI MM<br />HOW WE CAN IMPROVE BITI MM<br />HOW TO BENEFIT FROM RESULTS<br />
  37. 37. 9-BLOCKS MODEL SHOWS THE MAIN FOCUS AREAS OF IT MANAGEMENT <br />Does technology in the eyes of company strategists really stand on the same level with business strategy?<br />Source: Generic IT Management Framework, Maes, R., 1999<br />
  38. 38. STRATEGIC PORTFOLIO ALIGNMENT MODEL IS A BETTER EXPLANATION OF THE REAL WORLD<br />BUSINESS<br />STRATEGY<br />STRUCTURE<br />INFORMATION<br />OPERATIONS<br />TECHNOLOGY<br />Source: Strategic Portfolio Alignment Model, Oleksandr Varlamov, 2010<br />
  39. 39. STRATEGIC PORTFOLIO ALIGNMENT MODEL MAPPED ON THE LAYERS OF BITI BM OPENS A NEW DIMENSION<br />BUSINESS<br />STRATEGY<br />STRUCTURE<br />INFORMATION<br />OPERATIONS<br />TECHNOLOGY<br />Source: Strategic Portfolio Alignment Model, Oleksandr Varlamov, 2010<br />
  40. 40. AGENDA<br />INTRODUCTION<br />WHAT STANDS BEHIND BITI MM<br />HOW WE CAN EXTEND BITI MM<br />HOW WE CAN IMPROVE BITI MM<br />HOW TO BENEFIT FROM RESULTS<br />
  41. 41. EXPERT INTERVIEWS provided valuable insights about BITI MM<br />Minor changes in the model look can drastically change its perception<br />Situations where BITI MM can help most:<br />Client engagement meetings;<br />“Where we are” workshops<br />As a high-level strategic roadmap<br />Essential components of the model:<br />Main model representation<br />Brief explanations and “check-lists” for every level<br />Extensive model description with links to related theories<br />
  42. 42. BUSINESS IT INTEGRATION (BITI) BALANCE MODEL – A NEW REPRESENTATION OF BITI MM<br />
  43. 43. AGENDA<br />INTRODUCTION<br />WHAT STANDS BEHIND BITI MM<br />HOW WE CAN EXTEND BITI MM<br />HOW WE CAN IMPROVE BITI MM<br />HOW TO BENEFIT FROM RESULTS<br />
  44. 44. Advice for getronics consulting based on the research<br />Keep the momentum going – don’t put the research results “on ice”<br />Internal marketing:<br />Define who can benefit from BITI knowledge<br />Define which knowledge (set of materials) is needed for different groups<br />Arrange workshops and trainings to transfer knowledge and create common vision<br />
  45. 45. Advice for getronics consulting based on the research<br />External marketing:<br />Make a clear description of BITI proposition<br />Make explicit and clear links to the current and future GoToMarket’s (e.g. IT Strategy and Information Management)<br />Clearly define what to give away to clients and competitors<br />
  46. 46. Oleksandr varlamov<br />+31610720962 / Varlamov.o@gmail.com<br />PUBLIC<br />

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