The document discusses linking business strategy to execution in an agile manner. It covers using ecommerce, emarketing, and eCRM tools to drive profitability while consolidating systems. Key areas covered include supporting revenue growth, improving customer experience, and reducing costs. Metrics from Gartner and Forrester research are referenced.

1. Linking Strategy to Execution
in Internet time
While driving Profitability

2. 

 Ecommerce and Emarketing as well as eCRM

 By buying/consolidation, configuring and integrating and NOT building

 Supporting revenue growth*
 Thinking about the customer experience*
 Reducing and controlling costs*

* Gartner: “2012’s CIO Leadership Challenges”
** Gartner: “Gartner Outlines Five Cloud Computing Trends That Will Affect Cloud Strategy Through 2015“
*** Forrester: “CIO Perspectives On App Dev: We Need New Approaches To Deliver Applications Faster”

3. 
 Business needs and IT
 Strategy to meet those needs and Execution
 3rd Party Providers and IT Roadmaps

 Incorporating best practices
 Collecting statistics about how long a step might take

 to best maximize the Value created
 ,
 including through surveys

4.  IT Executives:
 better visibility into their business and customer needs and
how it alignments with IT
 to make faster ,better decisions to best utilize scares
resources/funding
 to create Value or know how Revenue/profitability will be
impacted
 IT Employees:
 see how they fit into the big picture
 how they can contribute to growth
 use best practices to reduce their stress and do their best work

5. Process/Project Product/Service Financial Business
Management Delivery Management Management
Management
Manage all the Provide clear Financial Planning Linking
processes and link market drives for including revenue • Vision,
them together product/ and expense • Mission,
including:
service deliveries modeling. Compare • Strategies,
• Balanced
Scorecard, and processes to projected to actuals • Objectives to
• PMIBOK, deliver them. including expense  Products,
• ITIL for your tracking by product,  Processes,
IT organization. Manage lessons client, business, et al  Projects… with
learned into Includes online unique one-page
future process expense reporting. visualization
enhancements. including traffic
light status

6.  Portfolio of Processes
 Business Planning: Budgeting, Balanced Scorecard
 New Product/Service development: PMIBOK
 Marketing programs/promotions: Campaigns
 IT Process: ITIL
 Process linkage
 Linking Business processes with delivery processes
 Process compliance
 Measure execution and provide traffic light status
 Developing new processes
 Incorporation of new best practices and lessons learned

8.  Leverage Product Requirements
 Link to Product Requirements
 Evaluate impacts
 Process Compliance
 Define roles/responsibilities
 Define activities/deliverables
 Measure per role execution on activities and
deliverables
 Traffic light status with roll up
 Track issues/action items and drive to
resolution

10.  Financial Planning
 Budgeting/Performa
 Projected vs. Actuals
 Project/Product based budgeting
 Revenue and expenses
 Cost based accounting by
 Customer Account
 Product/Product Line
 Online Expense Reports

12.  Align with Corporate and Define IT’s charter
 Link Products, Projects, Processes to Vision, Mission,
Objectives and Strategies
 Costs with Revenue to maximize profitability
 Organize
 Processes, Programs/Projects, Teams,
 Products/Services,
 Markets, Messaging, Promotions, Channels
 Prioritize
 Best ROI, Resource utilization/bottlenecks

13.  Define Business Segments
 Influencers/Thought leaders/Business Owner
 Getting Business Segments Buy-in on Proposal
 Make vs Buy
 Partners/Suppliers
 Identify business requirements
 Size effort and risks
 Link to 3rd party product/service deliveries
 Evaluate risks of execution
 New skills/resources
 New processes
 Funding requirements vs payback timeframe

14.  Measure and Alert
 Define Objectives and Targets
 As well “Traffic Light” Status
 Surveys
 Focus attention based on ROI priority weighting

15. SG&A
HR Fin
IT
Mktg Sppt
Mfg

19.  Per User Per Month or Per Employee Per
Month
 CRM Licenses vs. Platform licenses
 Process and Project only users
 Business Mgmt only users
 3rd Party Product Delivery Management

20. Linking Strategy to Execution
in Internet time
While Driving Profitability

21. CEO
 Delivered 100+ 1st to market products/services
 Degrees in CS and MBA
 Ran 3 PMO’s, 2 at business level
 VP, Development, CTO, CIO, CFO, CEO
 Member of Project Mgmt Society 10+ years
 Guest speaker including Stanford’s Graduate
School of Business
 Startups/Turnarounds: Doll Cap, Northwest
Cap, Perkin and Kleiner

22.  Degrees
 PhD in Advanced Technology Industrial Engineering, Cybernetic Systems
 MBA, MS-Managing in Science & Technology
 Computer Science, Electrical Engineering, Industrial Engineering,
Technology Management
 Operations, Development, Finance, IT Mgmt Experience
 Patent inventor, 100+ 1st to market product/services
 Trained in:
 Miller Heiman
 Pragmatic Marketing
 ISO 9001
 TQM
 Certification
 Salesforce.com Developers and Admins, ERP, CDIA+, TOGAF, SOA,
Enterprise Architecture Planning
 CQI, PMI, CMQ/OE, Balanced Scorecard, Baldrige Evaluation Criteria

23.  High Tech  Bio/Medical,
 Hardware  Research,
 Software  Energy,
 Internet
 Clean Tech,
 IT
 Automotive,
 Mobile

24. BMS Prj Tools Financials Tools BPM Tools
Project Basic Sophisticated No No
Process Deliverables Not Specifically, No Yes
based task based
Market Included +$ (Presentation) Not of Not
analysis +$ (Spreadsheet) competitors or Specifically
providers
Strategy Included +$ (Presentation) +$ (Presentation) Not
/Objective Specifically
Alignment
Cost Acctng/ Included +$ (Spreadsheet) Yes but No
Allocation allocation is
manual or fixed
Visualization Included +$ (Presentation) +$ (Presentation)
Documents Included +$ +$ +$
Cloud-based Yes (native) No No +$