The rapid rate of technological change can be overwhelming. Everyone sometimes needs to have a virtual CIO on call.
A virtual CIO can help the CIO, IT director, or business owner evaluate new technology, translate between IT and the business units, motivate and mentor effectively, and keep the big picture in focus. This holistic approach helps to create value, integrate systems, save costs, lower risks, increase innovation and produce successful outcomes.
IT Consultation — Expert, unbiased advice on a breadth of operational and strategic areas. This is tailored to the organization’s need, size, culture, and cost preferences. It may consist of providing a second opinion; briefing on industry best practices (e.g., for disaster recovery); building a support infrastructure (e.g., for mobile device support); or doing the problem analysis, plan, cost justification and presentations to the Board, among other possibilities.
Cloud Readiness Audits — Assessment of existing systems architecture, recommendations on which operational, financial, and accounting processes that could be moved to the cloud, and how to do so.
Rescue Assessments — Highly focused, impartial review of breakdowns in systems, applications, infrastructure and more. No finger-pointing, just a solid plan to fix the problem and get you back on track.
Support for Relocations — Experienced and thorough guidance in planning and executing the relocation of servers, networking and other computing assets to ensure efficiency, safety and continuity of operations.
Mentoring — Skills assessment and development; executive coaching; linking business and technology objectives to team performance; and requirements definition for strategic staffing.
CEO Best Practices for Information Technology - Bruce McCullough, CIO AdvisoryBruce McCullough
I've been fortunate in my career to have direct exposure to successful CEOs through CIO consulting advisory, speaking to CEO peer groups such as Vistage and Renaissance Forums, participating in prestigious CEO summits, serving as a member of executive steering committees, as a certified corporate director and as a former member of the National Association of Corporate Directors (NACD).
For most CEOs that have come up through the CFO and COO ranks, IT can be viewed as an overly complex, hard to understand cost only center. IT is incredibly complex to lead and technology continues to change at a dizzying pace. IT can sometimes be seen as an inhibitor and not a partner that drives innovation for top line results while improving processes and that positively impact the bottom line.
I've noticed some common IT management problems that occur for CEOs that can be easily addressed through the use of best practices. I can't cover all the best practices in this article but I can highlight some key observations based upon my experience reporting to and collaborating with CEOs.
- Bruce McCullough, CIO Advisory
CEO Best Practices for Information Technology - Bruce McCullough, CIO AdvisoryBruce McCullough
I've been fortunate in my career to have direct exposure to successful CEOs through CIO consulting advisory, speaking to CEO peer groups such as Vistage and Renaissance Forums, participating in prestigious CEO summits, serving as a member of executive steering committees, as a certified corporate director and as a former member of the National Association of Corporate Directors (NACD).
For most CEOs that have come up through the CFO and COO ranks, IT can be viewed as an overly complex, hard to understand cost only center. IT is incredibly complex to lead and technology continues to change at a dizzying pace. IT can sometimes be seen as an inhibitor and not a partner that drives innovation for top line results while improving processes and that positively impact the bottom line.
I've noticed some common IT management problems that occur for CEOs that can be easily addressed through the use of best practices. I can't cover all the best practices in this article but I can highlight some key observations based upon my experience reporting to and collaborating with CEOs.
- Bruce McCullough, CIO Advisory
201210 Insurance and Technology: Changing Times- How CIO's Can Increase Influ...Steven Callahan
Contributor to an article following Elite 8 winner announcements discussing how CIO's can increase their strategic influence and better enable their organizations to realize the benefits from technology.
For all business assignments, projects, slides and internship please contact me on below email:
rabi_117@hotmail.com
rabi_117@hotmail.com
rabi_117@hotmail.com
rabi_117@hotmail.com
rabi_117@hotmail.com
rabi_117@hotmail.com
rabi_117@hotmail.com
rabi_117@hotmail.com
rabi_117@hotmail.com
Where does IT value come from? IT is not money. IT is a tool. To understand the value of a tool, what must be shown is how its use makes a difference. The question of "value" is about what difference is important and how that difference is made. If that's not what you're managing, then you're not managing value.
Leading IT analyst firm Enterprise Management Associates (EMA) conducted global research with 400 executives and ITSM shareholders to provide actionable understanding of the appetite, adoption, maturity, and near-term plans for these technologies and their transformational impact on ITSM.
These slides based on the webinar provide highlights from this new research!
Economist Intelligence Unit 2013 report explores the business impact of strategic CIOs and offers advice to CIOs transitioning to a more strategic role.
EMA research places AI and automation initiatives at the top of C-level technology priorities. But resistance to change, lack of experience, and the complexity of training models all hold back progress.
These slides, based on the webinar, address 5 common misconceptions about AI-powered ITSM automation and present a practical way to revolutionize IT support without changing platforms, processes, or user habits.
CIOs tell The Economist Magazine's Intelligence Unit how they're becoming more strategic to their businesses via
http://pinterest.com/pin/251920172879153093/
Tech Update Summary from Blue Mountain Data Systems June 2015BMDS3416
For CTOs, CIOs & CISOs Every business day, we publish a Daily Tech Update for Federal & State CTOs ,CIOs & CISOs on the Blue Mountain Data Systems Blog. We hope you will visit our blog for the latest information >> https://bluemt.com/blog/
This presentation provides an introduction to the key concepts of the sustainable supply chain, providing definitions of sustainability, explaining climate change and the ways that supply chains can be expected to change in the future, as a result of the need to "go green".
Green design principles are introduced, including the need to avoid creating a "monstrous hybrid". The limitations of recycling are explained and the need for business models centred upon reuse is made clear. The presentation is designed for use at HE5 and HE6 (UK second year or final year Bachelors degree) but it could also be of interest to companies and individuals.
The slides are downloadable, and the download includes presenter notes – plus a short sustainability game that was used in class.
For Companies who want to become a Smart Services Leader, TMG provides a Digital Implementation Platform which enables dynamic B2B value creation through layering the platform operating model on top of the existing linear product value chain
201210 Insurance and Technology: Changing Times- How CIO's Can Increase Influ...Steven Callahan
Contributor to an article following Elite 8 winner announcements discussing how CIO's can increase their strategic influence and better enable their organizations to realize the benefits from technology.
For all business assignments, projects, slides and internship please contact me on below email:
rabi_117@hotmail.com
rabi_117@hotmail.com
rabi_117@hotmail.com
rabi_117@hotmail.com
rabi_117@hotmail.com
rabi_117@hotmail.com
rabi_117@hotmail.com
rabi_117@hotmail.com
rabi_117@hotmail.com
Where does IT value come from? IT is not money. IT is a tool. To understand the value of a tool, what must be shown is how its use makes a difference. The question of "value" is about what difference is important and how that difference is made. If that's not what you're managing, then you're not managing value.
Leading IT analyst firm Enterprise Management Associates (EMA) conducted global research with 400 executives and ITSM shareholders to provide actionable understanding of the appetite, adoption, maturity, and near-term plans for these technologies and their transformational impact on ITSM.
These slides based on the webinar provide highlights from this new research!
Economist Intelligence Unit 2013 report explores the business impact of strategic CIOs and offers advice to CIOs transitioning to a more strategic role.
EMA research places AI and automation initiatives at the top of C-level technology priorities. But resistance to change, lack of experience, and the complexity of training models all hold back progress.
These slides, based on the webinar, address 5 common misconceptions about AI-powered ITSM automation and present a practical way to revolutionize IT support without changing platforms, processes, or user habits.
CIOs tell The Economist Magazine's Intelligence Unit how they're becoming more strategic to their businesses via
http://pinterest.com/pin/251920172879153093/
Tech Update Summary from Blue Mountain Data Systems June 2015BMDS3416
For CTOs, CIOs & CISOs Every business day, we publish a Daily Tech Update for Federal & State CTOs ,CIOs & CISOs on the Blue Mountain Data Systems Blog. We hope you will visit our blog for the latest information >> https://bluemt.com/blog/
This presentation provides an introduction to the key concepts of the sustainable supply chain, providing definitions of sustainability, explaining climate change and the ways that supply chains can be expected to change in the future, as a result of the need to "go green".
Green design principles are introduced, including the need to avoid creating a "monstrous hybrid". The limitations of recycling are explained and the need for business models centred upon reuse is made clear. The presentation is designed for use at HE5 and HE6 (UK second year or final year Bachelors degree) but it could also be of interest to companies and individuals.
The slides are downloadable, and the download includes presenter notes – plus a short sustainability game that was used in class.
For Companies who want to become a Smart Services Leader, TMG provides a Digital Implementation Platform which enables dynamic B2B value creation through layering the platform operating model on top of the existing linear product value chain
IT Transformation is quickly becoming one of the primary responses from Enterprises are seeking to convert IT from an Operational Asset to a Tactical and Strategic Asset.
The paper describes the methodology created by Action Research Foundation for Practical ITSM transformation
Why New-age IT Operating Models are Necessary for Enhanced Operational AgilityCognizant
IT organizations need a new operating model consisting of automated tools, refined thinking around operating discipline, and more relevant talent acquisition and management strategies. This new model will not only help IT deliver tailored services to a new generation of users, but it will also unlock the vast potential of emerging digital business opportunities made possible by the quickly maturing SMAC Stack.
This is an extension on a presentation provided to the Unicom #DevOps North event in February 2017. It discusses the Challenges facing the transformation to Digital Business today and how that can be assisted by Starting with Why, thinking Agile, Breaking down delivery by value, Using the #IT4IT open standard and third parties
This webinar features two IT4IT™ experts: Jim Hietala, VP Business Development at The Open Group and Michael Fulton, President Americas Division of CC and C Solutions, co-chair IT4IT Adoption Workgroup and Lead Author ITpreneurs IT4IT courseware.
Training and consulting providers looking to help your clients improve IT efficiency will enjoy this webinar. You will:
-Gain insight on how IT4IT serves the digital enterprise
-Discover its relation with Cloud, Agile, and DevOps
-Learn how it complements TOGAF®, Archimate® and ITIL®
-Find out what the training opportunities are for IT4IT
The Open Group IT4IT Reference Architecture provides prescriptive guidance on how to design, procure and implement the functionality needed to run IT. The training content of IT4IT will be available for licensing in the ITpreneurs courseware soon.
Architecting Next Generatio IT Operating Models Using IT4IT and SFIASukumar Daniel
A case study of a Transformation Initiative to move a Third Party from Traditional Mechanic Shop Mentality to a Customisation Studio Mentality by causing a paradigm Shift in Ways of Working
Deloitte - Automate this: The business leader’s guide to robotic and intellig...UiPath
We have seen it in the movies...we have read fantastical futuristic fiction about it as youngsters in school...and now it is upon us: Robots performing human tasks.
The future posed by visionary film creators and novelists is still a bit further away, but the technological advancements which could make it possible are coming, and potentially with great speed. There is a buzz around how robots can transform business processes. We have been talking for years about robots — the droids that mimic humans in a factory — but now we are on the verge of seeing robots that replicate the human brain, rather than only arms and legs. Just like their physical cousins transformed manufacturing, these “virtual” robots are likely to change the way we run our business processes.
Running the Business of IT on ServiceNow using IT4ITcccamericas
In this presentation, Michael Fulton, President of CC&C Americas, shares his perspective on the new IT4IT industry standard and how you can use a combination of IT4IT and ServiceNow to transform how you run the business of IT.
Roommates matter particularly in college or university. Marcie Tucker, Ph.D./CEO of MyRoomsolution, summarizes the key research on belonging and how roommate relationships are key to student retention. Moreover, all roommate conflict is not the same and in today's age of personalized customer service we want a solution that fits our problem. We have a solution to support students and their development AND helps college/university staff develop a more effective intervention strategy.
This talk was given in ilJUG on the 29th of July 2014 and discusses the new Java8 StampedLock class. It compares it to different locking mechanism is Java and shows some insights deduced from a simple benchmark
Il Kettlebell: la pesistica del popolo, la forza per tutti
Emanuele Conti
http://www.calzetti-mariucci.it/shop/prodotti/il-kettlebell-la-pesistica-del-popolo-la-forza-per-tutti
CIO Advisory Services Guide | White Paper from Brittenford SystemsBrittenford Systems
IT departments are under stress as the need for financial resources becomes overwhelming and technology departments are required to do more with less, using existing IT systems while having to also move or keep systems online. This white paper serves as a guide to CIO advisory services and discusses the current stress on the IT industry.
In this presentation, we will discuss in depth about the importance of technology in business, what IT governance is and its impact.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
The Last Word: Enabling the Digitally Enhanced BusinessCognizant
For established companies, digital transformation isn't straightforward and simple. But by applying the following lessons, they can quickly embrace new thinking, strategies and skills that yield short-and long-term business results.
Delivering on the Promise of Digital TransformationBMC Software
IT is at the center of the digital revolution. Working with business leaders to execute a digital transformation strategy that capitalizes on cloud computing, big data, social networking and smart devices is critical for success. For more information, visit www.bmc.com
7 Steps to Transform Your Enterprise Architecture Practicepenni333
Enterprise architecture has a critical role in driving business success. But enterprise architects often find that they must create a better understanding for IT and business leaders of the function’s place in strategic planning, application rationalization, and business/IT alignment.
In this slidecast, author Beth Bacheldor explains what steps enterprise architects can take to transform their practice and give colleagues a greater appreciation of its value. The result? The business will have a greater opportunity to profit from enterprise architecture as an essential component of its operations.
Originally posted on: http://smartenterpriseexchange.com/groups/smart-architect
Crowe Horwath Jamaica (www.crowehorwath.com.jm) is one of the largest public accounting, consulting, and advisory firms in Jamaica . Crowe uses its deep industry expertise to provide audit services to public and private entities while also helping clients reach their goals with tax, advisory, risk and performance services.
Crowe Horwath Jamaica serves clients worldwide as an independent member of Crowe Horwath International, one of the largest global accounting networks in the world. The network consists of more than 200 independent accounting and advisory services firms in more than 130 countries around the world.
CHAPTER EIGHT
Strategic Alignment
Tim Campos
IN TODAY’S BUSINESS, CIOs have tremendous opportunity to have a major strategic influence on their businesses. This opportunity arises from the rapid adoption of information technology over the past three decades across nearly every aspect of business. When a company wants to merge with another organization, the IT organization is one of the first corporate departments to be involved. When a new plant or facility is opened, the IT organization must be involved to help connect it to the rest of the company’s systems. Even when a company reaches into a new line of business, the IT organization is involved to help set up the information systems to support the new business.
This opportunity, however, can also be the CIO’s greatest liability if the organization’s focus is diluted. IT has been adopted in nearly every business process, even those that are not very strategic. Nearly all employees at companies have e-mail accounts, and every corporation has a web site, regardless of whether it delivers products or services through that web site. Because all of these technology operations must function in order for the business to operate, CIOs must divide their focus and resources across the entire company.
This breadth of demand creates tremendous challenges for IT organizations. It is not good enough simply to focus on those portions of the business that are strategic, to the detriment of everything else. Although this might work in the short run, over time the neglected business functions become a drain on the success of the business. (This is one of the reasons so many firms reimplement enterprise systems.) Moreover, what is “strategic” depends on whom one asks. A customer portal may not be that important to manufacturing, but it is critical to the strategy of the service organization. The resources allocated to the IT department are finite, yet the demands on the IT organization can at times appear infinite. It is this challenge that separates the mediocre from the exceptional IT organization. The secret to addressing this challenge is to strategically align your organization to the business.
FRAMEWORK
Strategic alignment results from structuring the IT organization around the needs of the business. To explain how this is done, let me break the operations of the IT organization down into four basic functions. Two are delivery functions: support delivery and project delivery. The other two are management activities: value attainment and strategic alignment. All activities of the IT organization can be categorized into one of these four functions, although, as we will see later, these functions are typically spread out across multiple teams, which is the source of much of the misalignment IT organizations face (see Figure 8.1).
FIGURE 8.1 IT Strategic Alignment Framework
These functions layer on top of each other such that failure at one level affects everything above it. Strategic alignment is achieved.
"Electronics Industry CIOs Executive SummaryIBMElectronics
"How can today’s CIO make the biggest impact on behalf of the entire organization? We listened to over 2,500 CIOs worldwide. The
electronics industry was represented, with 128 CIOs from 26
countries."
IBM's CIO Study: Telecom Industry Executive SummaryIBMTelecom
As part of IBM's Chief Information Officer (CIO) Study, we listened to more than 2,500 CIOs worldwide including 80 CIOs from telecommunications (Telecom) companies. This Executive Summary focuses on findings related to our conversations with Telecommunications CIOs.
CIO Insights from the Global C-suite StudyCasey Lucas
Moving from the back office to the front lines - CIO insights from the Global C-suite Study
CIOs tell us that their place in the organizational pyramid has changed in the past five years. Many of them command more respect and possess more authority than before and they are working more closely with their C-suite colleagues.
Ressac recently implemented ServiceTrade to improve their service management and customer service. While this solved their challenges on the service side of their business, they were still using an outdated version of Dynamics NAV, a server-based accounting platform, to maintain its financial records. “We were so focused on making improvements to the service side including customer service and earning more revenue that accounting was an afterthought,” explains Nick Rohan, CEO at Ressac. “We lacked real-time visibility into our financial information,” he says, “and we had to double key everything.”
With no transparency into financials such as working capital and cash flow, decision-making was more like guesswork. In a very competitive industry, and with a profit margin as low as 5-7%, it was critical to know the current situation when making business decisions. And since data wasn’t being shared between the accounting system and ServiceTrade, the finance team carried a large time burden related to too many AP and AR manual processes.
“Connecting to the old accounting system was cumbersome,” Mr. Rohan explains, “and we had a lot of issues getting into the system.” And with no AP approval process in place, service managers had to approve purchases, which took them away from more strategic job related activities and created time consuming invoicing of their clients. Additionally, data siloed within spreadsheets led to inefficient and time consuming reporting processes throughout the organization.
Ressac desired a cloud solution that could streamline its AP workflow and approvals and provide real-time visibility into its multiple locations’ financial results. Sage Intacct’s financial management software was selected, and was seamlessly integrated with ServiceTrade to eliminate many hours of manual data entry and reduce costly errors inherent in their old system.
Are your clients asking you about the costs and benefits of cloud based accounting and financial management systems? Are they asking you about the risks of cloud computing? Are you curious to know why there is so much buzz about the cloud?
As a trusted advisor, it is your responsibility to be informed about available (and exceptional) accounting and financial management software options. So, have you informed your client-base about the power of the cloud? Have you shared the rewards and possible risks of cloud computing? What, exactly, do they need to know to make the best financial decision for their organizations? This webcast will provide you with the nuts and bolts of cloud computing so you will be better able to answer your client’s questions.
In this webcast you will learn:
How to evaluate the available cloud options provided by various software vendors.
How cloud accounting complies with Section 404 of Sarbanes-Oxley?
Why cloud computing is relevant to CPAs in public practice?
What are the cost saving opportunities that arise from cloud computing.
Accordia Global Health Foundation partnered with Wipfli/Brittenford Systems to implement an Sage Intacct Financial Accounting System. Accordia is a non-profit organization that invests in strengthening African health systems, not only to address today’s need to fight HIV/AIDS and other infectious diseases, but also to prepare a new generation of African healthcare leaders for tomorrow’s challenges.
Previously, Accordia had been using QuickBooks to maintain their accounting books. Before upgrading to Sage Intacct, they had a number of requirements. As a non-profit organization, they needed financial and grant reporting capabilities within the financial system. In addition, Accordia needed to be able to access this anywhere with dashboards that would provide grant managers access to reports and real time information on a view-only basis. Other requirements included the ability to import daily or weekly transactions into the General Ledger and Accounts Payable.
There were a number of challenges Accordia faced with their current system. QuickBooks did not have the capability to track grants, which led them to maintaining that in Excel. In addition, they did not have the infrastructure set in place to support an on-premise solution. Sage Intacct proved to be more cost-effective and had a higher ROI than their current QuickBooks system.
Established in 1967, the Association for Healthcare Philanthropy is an international, not-for-profit professional organization dedicated to developing the men and women who encourage charity in North America’s health care organizations. In addition to serving as their members’ source for education, networking opportunities, and research on health care fundraising, AHP advocates on behalf of nonprofit hospitals and monitors legislative and regulatory issues.
AHP was using Microsoft Dynamics SL to maintain their accounting books and Microsoft FRx for financial reporting—and several workarounds had been put in place to help get the data from point A to point B. Key challenges included:
-Limited client resources available for implementation
-Extracting data from Microsoft Dynamics SL for Sage Intacct
Wipfli/Brittenford implemented Sage Intacct core modules for AHP, leveraging the Sage Intacct QuickStart Financial Non-profit template that includes pre-built and customizable dashboards, reports, and analytics.
How did a MLB team save money on scouting expenses? By connecting leading Expense Management platform Concur with Microsoft Dynamics GP. Learn how much time they saved here.
The Arizona Diamondbacks have seen many successes in their sixteen-year history in the MLB, winning five National Leagues West titles, one National League pennant, and the 2001 World Series. From the field to the finance department, these successes could not be achieved without a complete organization effort. Just as on the field, the Diamondbacks needed to find a piece from outside the organization—Wipfli/Brittenford ExpenseConnect—to ensure success on the team.
Early on, the Diamondbacks chose Concur’s innovative travel and expense management solution to improve the reporting of 75 scouts, operations staff, and front office executives, and took advantage of Microsoft Dynamics GP to manage the finances of the organization. These two solutions, powerful and intuitive in their own respective industries, had one flaw—integration.
Seeking a cost- and time-effective answer, the Finance department scoped out the project and handed it over to the IT team, who found Wipfli/Brittenford’s pre-built ExpenseConnect for GP solution.
In less than two weeks, Wipfli/Brittenford was able to work with the Diamondbacks IT and Finance teams to configure and implement the integration through an interface directly installed into Dynamics GP.
When your basic accounting needs are no longer met by the limitations of QuickBooks, it’s time to upgrade to Intacct, the cloud-based, best in class, financial management software. Intacct scales with your business, automates your processes, and integrates with your other applications.
Why are Businesses Leaving QuickBooks for Intacct?
Intacct Improves Your Speed and Efficiency
With QuickBooks you often end up spending hours completing manual tasks to compensate for the way it works. Intacct eliminates this unneeded costly time investment by automating time-consuming processes, such as multi-entity/multi-location close and reporting, multi-currency management, revenue recognition, project accounting, and billing. You’ll discover that you have more time to focus on growing your business.
Increased Visibility and Flexibility in Usage.
With Intacct as your cloud-based solution, you can view your financial and operational performance anywhere, anytime. All you need is an Internet browser connection and a smartphone, tablet, or laptop. Intacct’s flexible system lets manage, analyze and summarize information the way you want using pre-defined or custom reports and dashboards.
Intacct Integrates with Other Applications and Eliminates Data Re-entry Time
Intacct integrates with best-in-class applications, such as Salesforce, and works with your other business systems seamlessly. Avoid the headaches of having to re-enter data from other applications into your financial system. When it’s time to upgrade from QuickBooks, Intacct is the best replacement.
Cloud-based Intacct Saves Money and Decreases IT Problems.
Intacct accounting software is cloud-based, allowing you to eliminate hardware costs, software maintenance, and upgrade problems. Intacct also provides industrial strength back-up and disaster recovery so your accounting system is secure. When your IT concerns decrease, your company can spend your time and resources focusing on strategic business goals.
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Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
2. 1 A GUIDE TO CIO ADVISORY SERVICES
A Guide to CIO Advisory Services
Executive Summary
The IT function in both small and midsize businesses is under stress. For years,
increasing competition for financial resources has forced virtually every IT
organization to do more with less, use existing IT assets and keep systems online.
At the same time, wave upon wave of disruptive technology offers potentially more
compelling value propositions or competitive advantages than the traditional data
center infrastructure. The push and pull of these competing forces can simply
overwhelm the ability of the IT director—or controller, CIO, CFO, President or
CEO, whoever does the job—to evaluate alternatives, adapt to changing business
needs, or simply keep up with existing projects.
Meanwhile, frustrated with the pace of response from IT, some business managers
take matters into their own hands. Often called “shadow IT,” they may implement a
departmental solution or buy mobile devices, for example, without understanding
the full impact on the organization’s infrastructure, operations, or costs. Bypassing IT
controls can lead to unfortunate results: creating more data silos or more seriously,
compromising data security.
Other managers complain that lack of alignment between IT and the business unit
hampers their ability to achieve revenue or other goals. Such complaints undermine
the CIO’s ability to be an effective member of the management team.
In the worst case, the relevance of the CIO role is called into question. Critics
have argued that IT is merely a commodity and a cost center; it does not require
representation in the C-suite. If this point of view prevails, then no one speaks for
the applications and infrastructure, and nobody takes a holistic, enterprise-wide
view of the function it performs. Yet the IT infrastructure is called the “backbone”
for good reason; it holds the organization together and enables it to move towards
its business goals.
While many mid-market companies typically have a CIO in place, start-ups and
small businesses frequently don’t. Small business owners often act as their own
CIO. They may not have the right skills or the right team to build and manage
the infrastructure. Typically they have nowhere to turn for guidance. Certainly
they don’t have time to do their own job and the CIO’s at the same time.
In both small and mid-size businesses, CIO Advisory Services can enhance the
owner’s or CIO’s personal effectiveness in a number of ways (see sidebar).
This white paper explores the impact that such services can have on the business.
• By temporarily assuming
part of the operational load,
freeing them to identify
needs, strategize, and partner
with business executives
• By acting as an independent
advisor or project manager
with comparable senior
technology management
experience, but greater
expertise in a particular
domain
• By coaching and mentoring
the IT Director/CIO as needed
• By augmenting available
resources with project staffing
How can CIO
Advisory Services
enhance the
CEO/Owner’s or
IT Director/CIO’s
personal effectiveness?
3. 2 A GUIDE TO CIO ADVISORY SERVICES
The Changing Role of the CIO
For simplicity, let’s agree to call the person who manages IT the CIO, because no
matter what their actual title is, they have certain role requirements to fulfill. These
are more formalized in larger organizations and more ad hoc in small ones. Building
and maintaining the infrastructure—the technology, applications, services, and
staffing used to support the business—used to be the CIO’s only job. Now it is a core
competency, one of the four main roles the “next-gen CIO” is being asked to play,
says Ray Wang, CEO and analyst, Constellation Research. The ideal CIO will play all
four roles; the less well-rounded one risks losing some of his functions to business
leaders and teams. Wang says this is starting to happen in many of his firm’s clients.
These roles, or “personas” as Wang calls them, are Chief Infrastructure Officer,
Chief Integration Officer, Chief Intelligence Officer, and Chief Innovation Officer.
Their profiles appear in Figure 1 (“How do you spell CIO?”), along with notes on three
dimensions of the role: How much of the total IT budget does that persona control?
Does that role require a technology or a business focus? Is it internal-facing or
external-facing? These roles move across the spectrum from an internal-facing
technology focus to an edgier position with a dual technology/business, internal/
external orientation—and from an operational to a strategic perspective.
A report from the Info-Tech Research Group recommends a similar movement from
a purely technical to a combined technology and business focus. The title tells why:
“Being a Strategic Enabler Ensures the CIO Role Remains Relevant.” According to the
report, “as long as CIOs act like glorified operational managers, they will jeopardize
the strategic influence of the CIO position. There will always be a need for someone
to maintain servers and networks, but this person will not be needed at the executive
table. Today’s CIO must find the balance between business needs and technology
capabilities. This CIO needs to turn IT into an internal consultancy that will work to
leverage the technological infrastructure to build new business functionality.”i
What are the 4
personas of the Next
Generation CIO?
1. Chief Infrastructure Officer
2. Chief Integration Officer
3. Chief Intelligence Officer
4. Chief Innovation Officer
FIGURE 1
How do you spell CIO?
Role % of Budget Purpose Focus Faces
Chief Infrastructure
Officer
65-70%
Cost reduction; availability; maintenance of
legacy systems
Technology Faces Internally
Chief Integration Officer 5-10%
Bring together business processes, data, systems,
legacy systems and newer cloud-based approaches
Technology
Faces Internally &
Externally
Chief Intelligence Officer 10-15% Improve business user access to information Business Faces Internally
Chief Innovation Officer 5-10%
Understand business strategy; keep up to date
with disruptive technology
Business &
Technology
Faces Internally &
Externally
Source: 4 Personas of the Next Generation CIO (http://www.cio.com/article/671573/4_Personas_of_the_Next_Generation_CIO)
4. 3 A GUIDE TO CIO ADVISORY SERVICES
Info-Tech’s action plan for building such a consultancy contains these steps:
• Forge links between business and IT strategies and processes
• Develop indicators that link IT performance metrics to business goals
• Secure resources for innovations by identifying opportunities rather than by cutting costs
• Align IT team members with business units and leverage their capabilities by developing
training opportunities
The CIO Advisory Services model is geared to work with management as well as
IT and systems staff in implementing these action steps.
The 80/20 Rule
Becoming a “next-gen CIO” is hardest on those who started as IT administrators, were
promoted up through the IT ranks as the business grew, and have had their hands full
just with maintaining availability. Wang notes that most CIO’s are in their comfort zone
for the first two roles—Infrastructure and Integration—but have to stretch to perform
as Chief Intelligence Officer and Chief Innovation Officer. These two roles, which
ideally control 20% of the IT budget, increasingly go to tech-savvy business leaders.
Every CIO knows the 80/20 rule, the Pareto principle, stating that 80% of the effects
come from 20% of the causes. The principle has many applications in business, such
as that 80% of your orders come from 20% of your customers. The application
that concerns us here is that based on Figure 1 above, 20% of the IT budget has to
produce 80% of the competitive advantages from technology.
As a practical example that companies of all sizes can relate to, consider the claims
associated with cloud computing. Rick Nucci, founder and CTO of Dell Boomi, which
markets a platform for integrating cloud and on-premises applications, says, “Cloud
[computing] is more than moving IT from the data center and scaling it into the cloud.
Customers currently have an 80/20 paradox – 80% is maintaining the stuff you already
have, 20% is getting to innovation. This paradox is a main driver for moving to the
cloud. Cloud provides the fundamentals (free trials, automatic upgrades, constant
streams of innovation, reduced CapEx expenses) to flip flop the 80/20, so IT can
deliver more innovation to their customers and focus less on maintenance.”ii
Andcloudcomputingisnotaloneinpromisingcompetitiveadvantagesfrominnovation.
Especially in mid-size and larger companies, various other disruptive technologies—
Bring your own device (BYOD), mobile technology, social media, Big Data—clamor
for attention. If they don’t get it from the CIO, they get it from business champions.
IBM’s “State of Marketing 2012” survey found that fully 60 percent of marketers point
to their lack of alignment with the company’s IT department as the biggest obstacle to
reaching today’s consumers across new channels including mobile devices and social
networks.iii
Capgemini says that “The exploitation of Big Data fuels a step change
in the quality of business decision-making,” but the biggest obstacle to taking that
step for most organizations is finding qualified data analysts.iv
“Customers currently
have an 80/20 paradox
– 80% is maintaining
the stuff you already
have, 20% is getting to
innovation. This paradox
is a main driver for
moving to the Cloud.”
Rick Nucci, Founder and CTO, Dell Boomi
5. 4 A GUIDE TO CIO ADVISORY SERVICES
Which of these disruptive technologies has the most promise? What competitive
advantage do they offer your organization? Which solutions should you select?
How can you combine technologies and what could you accomplish if you did?
How would that impact the systems environment and the bottom line? Should you
migrate some of the legacy systems to the cloud in order to free up time and money
to retrain and reallocate staff into other roles such as data analysts and application
developers? These are the kinds of questions an internal IT consultancy under the
direction of the Chief Intelligence Officer and the Chief Innovation officer would field.
If such an internal consultancy does not exist, CIO Advisory Services can fill this gap.
“From a technology perspective, it’s the best time in history to be in business as more
capabilities are available at a lower flexible price point than ever before. However,
navigating those options and turning them into business profits can lead to decision
paralysis,” says Ryan Risley, Managing Director of CIO Advisory Services, Brittenford
Systems. In addition to moving decisions along, a virtual CIO can help the whole
organization focus on the big picture—a holistic view of business objectives and the
infrastructure to support them.
See the Big Picture
For the record, let’s define IT infrastructure as cio.gov does: “IT infrastructure
consists of the equipment, systems, software, and services used in common across
an organization, regardless of mission/program/project. IT Infrastructure also
serves as the foundation upon which mission/program/project-specific systems and
capabilities are built.” Many argue—correctly, we think—that human resources are
also vital components of the infrastructure.
Infrastructure is the glue that holds the business together, and it is your biggest IT
investment. Once built, the infrastructure provides a solid platform and enables
business agility that empowers future application choices. Choosing and configuring
the right components to build an IT infrastructure that is reliable, appropriate for
your organization, and able to grow with it is a major challenge. That is why it comes
first among “4 Reasons Why IT Matters More than Ever,” the title of a recent article
in CIO magazine.
Its author asks, “Who selects these vendors? Who comes up with the jargon necessary
to translate business requirements into technical mandates? Who sorts through the
requests for proposals?”v
Even if IT is outsourced or consumed as a cloud service, these
and similar tasks remain essential. As applications move to the cloud, infrastructure
support staffers will evolve into vendor relationship managers.
Ryan Risley, Managing Director of CIO
Advisory Services, Brittenford Systems
6. 5 A GUIDE TO CIO ADVISORY SERVICES
The rapid rate of technological change has already exceeded any company’s ability to
absorb and synthesize, and is still increasing. However, unlike most other areas of the
organization, IT has formalized and systematized practices for change management—
which is arguably the Chief Innovation Officer’s most necessary skill. It is based
on taking a holistic perspective of the network architecture, process interactions,
application capabilities and data dependencies that must come together for end-to-end
delivery of IT services. You can never change just one thing in a systems environment;
everything is interconnected. This realization gives IT practitioners respect for the
Law of Unintended Consequences.
The CIO—and any virtual CIO engaged for special needs—must be someone who
understands the big picture, but can translate it and motivate people to take next
steps. Otherwise, the inherent complexities become paralyzing.
How to Choose a Virtual CIO
We are in the middle of a paradigm shift comparable to the infiltration of personal
computing into the “glass-house” data center of the 1980s and the Internet explosion
of the 1990s. Most businesses will need help in planning and managing the transitions
ahead. What should they look for and what should they expect from the CIO
Advisory Services model?
Figure 2 (“Advisory Services Model”) offers a way to visualize the four pillars
of this model: strategy, domain expertise, mentoring, and resource augmentation.
An established CIO Advisory practice is likely to offer all four components in a
unique combination of personal strengths, platform- and industry-specific skills,
and business know-how. Your own needs determine which offering has the most
to contribute at a given time.
FIGURE 2
CIO Advisory Services Model
Mentoring
Help the CIO or his reports
develop strategic skills
Strategy
Act as trusted advisor, sounding
board or second opinion
Resource Augmentation
Enable IT to increase capacity in
needed areas on a project basis
Domain Expertise
Bring specialized knowledge to bear
on technology or business decisions
7. 6 A GUIDE TO CIO ADVISORY SERVICES
Ideally, a virtual CIO will have working experience with multidisciplinary IT teams and
many different organizations. The project at hand may dictate whether to engage a
specialist in your vertical market or a technology expert with broad cross-industry
implementation experience. A vertical specialist is a good choice if you are looking for
business strategy as part of the advisory package. Emphasizing technical credentials
is a good idea when you need a roadmap or a second opinion.
Unlike management consultants who provide a plan then leave you to execute it, a
virtual CIO can give you strategic direction and also can execute on the strategic,
tactical, or operational level, whether alone or with special project staffing. And unlike
an interim CTO, a virtual CIO is not a candidate for a full-time position with your
company. They are engaged on a project basis but need to think strategically about
where the project fits in. From an outside perspective, a virtual CIO can often keep
an organization focused on the end business objective to be achieved, and not just
the particular application or process that needs to be built or fixed.
CIO Advisory Services, such as the sample services described below, can help the CIO
build alliances among stakeholders, translate between IT and the business units,
motivate and mentor effectively, and keep the big picture in focus for everybody.
This holistic approach helps to integrate systems, save costs, lower risks, increase
innovation and produce successful outcomes.
Sample CIO Advisory Services
The range of possible CIO Advisory Services is limited only by the buyer’s needs
and the provider’s capabilities. Here are the most popular categories.
• IT Consultation — Expert, unbiased advice on a broad variety of issues. This is tailored
to the organization’s need, size, culture, and cost preferences. It may consist of providing
a second opinion; briefing on industry best practices (e.g., for disaster recovery); building
a support structure (e.g., for mobile device support); or doing the problem analysis, plan,
cost justification and presentation to the Board, among other possibilities.
• Cloud Readiness Audits — Assessment of existing systems architecture, recommendations
on which operational, financial, and accounting processes that could be moved to the
cloud, and how to do so.
• Rescue Assessments — Highly focused, impartial review of breakdowns in systems,
applications, infrastructure and more. No finger-pointing, just a solid plan to fix the
problem and get you back on track.
• Support for IT Relocations — Experienced and thorough guidance in planning and
executing the relocation of servers, networking and other computing assets to ensure
efficiency, safety and continuity of operations.
• Mentoring — Skills assessment and development; executive coaching; linking business and
technology objectives to team performance; requirements definition for strategic staffing.
“From a technology
perspective, it’s the best
time in history to be
in business as more
capabilities are available
at a lower flexible price
point than ever before.
However navigating those
options and turning them
into business profits can
lead to decision paralysis.”
Ryan Risley, Managing Director of CIO
Advisory Services, Brittenford Systems
8. 7 A GUIDE TO CIO ADVISORY SERVICES
CIO Advisory Services Client Profile
Company: KippsDeSanto & Company, www.kippsdesanto.com
Business: Investment bank for growth-oriented defense and technology companies
Client Perspective:
Managing Director Kevin DeSanto says, “When we started our business, we faced a
fundamental choice: should we take charge of the IT function ourselves or outsource it?
We had limited expertise as technology managers—and even less time—so our startup
IT infrastructure did not meet our needs. We found an excellent professional services
firm that listened to our needs and offered to act as our virtual CIO. The Brittenford
team has been a crucial partner in our growth by providing deep, broad, and responsive
service, ranging from trouble-shooting to provisioning to advice on best practices
for security policies and procedures.”
Key Requirements:
• Fast growth path, cost effective structure, high performance collaboration platform,
proven reliable platform
• Sample deliverables: fast and secure large file repository, centralized pipeline
management, and BYOD policy guidance
Key Challenges:
• Needed to protect their intellectual property, ensure high staff productivity, and
provide anywhere access
• Had outgrown its in-house Client/Deal Management system
Key Outcomes:
• Provided mobile device management and secure file access to enable analysts to
work remotely as needed
• Improved performance of document collaboration
• Increased visibility into deal pipeline and key client interactions via MSCRM online
Kevin DeSanto, Managing Director,
KippsDeSanto & Company
9. 8 A GUIDE TO CIO ADVISORY SERVICES
About Brittenford
Brittenford Systems is a professional services firm that helps organizations harness
the power of their financial applications. The firm implements, trains, and supports
Microsoft Dynamics GP, Dynamics SL, and Dynamics CRM, along with Intacct, the
leading cloud financial management system. Brittenford Systems also offers cloud
engineering services, strategic infrastructure consulting and CIO advisory services.
For more information on Brittenford Systems, visit www.brittenford.com.
Brittenford Staffing is a full-service staffing service specialized in all aspects of
Microsoft Dynamics. For more information, visit www.brittenfordstaffing.com,
or call 703-860-6945.
For a complimentary CIO Advisory consultation, contact Brittenford Systems above.
References
i. infotech.com
http://www.infotech.com/research/being-a-
strategic-enabler-ensures-the-cio-role-
remains-relevant
ii. forbes.com
http://www.forbes.com/sites/ciocentral/
2011/12/03/executive-profiles-disruptive-
tech-leaders-in-cloud-computing-rick-nucci-
dell-boomi/
iii. crmadvocate.com
http://www.crmadvocate.com/idb/
41080b.html?goback=%2Egde_4371519_
member_127814611
iv. in.capgemini.com
http://www.in.capgemini.com/insights_and_
resources/news/capgemini-report-shows-
rising-impact-of-big-data-on-decisionmaking/
?goback=%2Egde_4371519_member_
128700907
v. cio.com
http://www.cio.com/article/711873/4_Rea-
sons_Why_IT_Matters_More_Than_
Ever?page=1&taxonomyId=3174