The document discusses the challenges facing CIOs in managing a "two-speed IT" environment where there is both traditional stable IT (Mode 1) and new digital innovative IT (Mode 2).
Some key points:
- Mode 1 IT focuses on stability and efficiency while Mode 2 focuses on agility and innovation to drive new business opportunities.
- This creates differing cultures, skills requirements, metrics, and ways of working between the two modes that can cause issues.
- A large portion of IT spending is now outside of the CIO's direct control as business units directly purchase new digital technologies.
- Pricing models, vendor relationships, contracts, and skills needed are very different between traditional
Incorporating A DesignOps Approach Into Solution ArchitectureAlan McSweeney
Solution architecture and design is concerned with designing new (IT) solutions to resolve problems or address opportunities . In order to solve a problem, you need sufficient information to understand the problem. If you do not understand the scope of the required solution you cannot understand the risks associated with the implementation approach.
Getting the solution wrong can be very expensive. The DesignOps approach is a unified end-to-end view of solution delivery from initial concept to steady state operations. It is a design-to-operations approach identifying all the solution design elements needed to ensure the delivery of a complete solution.
Solution architecture and design teams are becoming larger so more co-ordination, standardisation and management is required. The increasing focus on digital transformation increases the need for improved design as business applications are exposed outside the organisation. Solution complexity is increasing. The aim of the DesignOps approach is to improve solution design outcomes.
Making Work Product-Centric: A Journey at Nationwide Insurance | Tasktop Conn...Tasktop
Over the last 18 months, Enterprise Digital at Nationwide Insurance experimented with an end to end agile approach to better integrate IT delivery and business activities in the commercial and mobile spaces. Customers are demanding products quicker, and we as a company must find ways to compress the timeline required to deliver the features customers seek to remain competitive. At the end of the second phase of this transition, which comprised just one team, we found a 64% decrease in lead time from discovery to analysis and a 20% decrease in lead time from analysis to implementation. This end to end model stressed co-location of business and IT and working together as one cross-functional team to continuously plan, integrate, and deliver value to our customers. We made the value stream work visible from idea to implementation and organized it in product-centric value streams with the goal of standardizing customer experiences regardless of whether the customer is interacting with our company via web or mobile. This standardization allowed for maximum reusability of requirements, code, and automation, and decreased variances with and the frequency of estimating. In the end to end model, poly-skilling was stressed across both roles and technologies so that all team members had the flexibility to pick up and work on any card at any point in the flow. This, coupled with the team’s use of the tools necessary to implement dev ops capabilities, allowed us to be more responsive to the customer.
Kristen Biddulph
Scrum Master, CSM, CSPO, CAL1 - Nationwide Insurance
Kristen has led software delivery teams over the last 4 years across Nationwide’s Digital assets for Sales, Identity Management, Servicing, and Mobile. Her current focus is on providing solutions to aid high performance teams in their product-centric journeys.
Tasktop Connect 2018
connect.tasktop.com
www.tasktop.com
Slides from workshop focused on service management excellence and end user experience measurement.
Sessions:
1. Service Management Process Automation, with Bright Horse
2. Enlightened Executives, with CitrusCollab
3. From SLA to XLA: Re-Thinking End-User KPIs, with Nexthink
4. Adopting an Experience Mind-Set, with G2G3
3. Great Customer Service is The Experience, with Chris Markiewicz
Your Challenge
It is difficult to start the project, engage the right people, and find the necessary requirements to drive the value of an enterprise architecture operating model.
It is challenging to navigate the common enterprise architecture (EA) frameworks and right-size them for your organization.
The EA practice may struggle to effectively collaborate with the business when making decisions, resulting in outcomes that fail to engage stakeholders.
Our Advice
Critical Insight
The benefits of an EA program are only realized when all components of the operating model enable the achievement of the program goals and objectives. Many times organizations overplay the governance card while ignoring the motivational aspects that can be addressed through the organization's structure or stakeholder relations.
Info-Tech’s methodology ensures that all components of an EA operating model are considered to optimize the performance of the EA program.
Impact and Result
Place and structure your EA team to address the needs of stakeholders and deliver on the previously created strategy.
Create an engagement model by understanding each relevant process of COBIT 5 and make stakeholder interaction cards to initiate conversations.
Recognize the need for governance and formulate the appropriate boards while considering various policies, principles, and compliance.
Develop a unique architecture development framework based on best-practice approaches with an understanding of the various architectural views to ensure the creation of a successful process.
Build a communication plan and roadmap to efficiently navigate through enterprise change and involve the necessary stakeholders.
Incorporating A DesignOps Approach Into Solution ArchitectureAlan McSweeney
Solution architecture and design is concerned with designing new (IT) solutions to resolve problems or address opportunities . In order to solve a problem, you need sufficient information to understand the problem. If you do not understand the scope of the required solution you cannot understand the risks associated with the implementation approach.
Getting the solution wrong can be very expensive. The DesignOps approach is a unified end-to-end view of solution delivery from initial concept to steady state operations. It is a design-to-operations approach identifying all the solution design elements needed to ensure the delivery of a complete solution.
Solution architecture and design teams are becoming larger so more co-ordination, standardisation and management is required. The increasing focus on digital transformation increases the need for improved design as business applications are exposed outside the organisation. Solution complexity is increasing. The aim of the DesignOps approach is to improve solution design outcomes.
Making Work Product-Centric: A Journey at Nationwide Insurance | Tasktop Conn...Tasktop
Over the last 18 months, Enterprise Digital at Nationwide Insurance experimented with an end to end agile approach to better integrate IT delivery and business activities in the commercial and mobile spaces. Customers are demanding products quicker, and we as a company must find ways to compress the timeline required to deliver the features customers seek to remain competitive. At the end of the second phase of this transition, which comprised just one team, we found a 64% decrease in lead time from discovery to analysis and a 20% decrease in lead time from analysis to implementation. This end to end model stressed co-location of business and IT and working together as one cross-functional team to continuously plan, integrate, and deliver value to our customers. We made the value stream work visible from idea to implementation and organized it in product-centric value streams with the goal of standardizing customer experiences regardless of whether the customer is interacting with our company via web or mobile. This standardization allowed for maximum reusability of requirements, code, and automation, and decreased variances with and the frequency of estimating. In the end to end model, poly-skilling was stressed across both roles and technologies so that all team members had the flexibility to pick up and work on any card at any point in the flow. This, coupled with the team’s use of the tools necessary to implement dev ops capabilities, allowed us to be more responsive to the customer.
Kristen Biddulph
Scrum Master, CSM, CSPO, CAL1 - Nationwide Insurance
Kristen has led software delivery teams over the last 4 years across Nationwide’s Digital assets for Sales, Identity Management, Servicing, and Mobile. Her current focus is on providing solutions to aid high performance teams in their product-centric journeys.
Tasktop Connect 2018
connect.tasktop.com
www.tasktop.com
Slides from workshop focused on service management excellence and end user experience measurement.
Sessions:
1. Service Management Process Automation, with Bright Horse
2. Enlightened Executives, with CitrusCollab
3. From SLA to XLA: Re-Thinking End-User KPIs, with Nexthink
4. Adopting an Experience Mind-Set, with G2G3
3. Great Customer Service is The Experience, with Chris Markiewicz
Your Challenge
It is difficult to start the project, engage the right people, and find the necessary requirements to drive the value of an enterprise architecture operating model.
It is challenging to navigate the common enterprise architecture (EA) frameworks and right-size them for your organization.
The EA practice may struggle to effectively collaborate with the business when making decisions, resulting in outcomes that fail to engage stakeholders.
Our Advice
Critical Insight
The benefits of an EA program are only realized when all components of the operating model enable the achievement of the program goals and objectives. Many times organizations overplay the governance card while ignoring the motivational aspects that can be addressed through the organization's structure or stakeholder relations.
Info-Tech’s methodology ensures that all components of an EA operating model are considered to optimize the performance of the EA program.
Impact and Result
Place and structure your EA team to address the needs of stakeholders and deliver on the previously created strategy.
Create an engagement model by understanding each relevant process of COBIT 5 and make stakeholder interaction cards to initiate conversations.
Recognize the need for governance and formulate the appropriate boards while considering various policies, principles, and compliance.
Develop a unique architecture development framework based on best-practice approaches with an understanding of the various architectural views to ensure the creation of a successful process.
Build a communication plan and roadmap to efficiently navigate through enterprise change and involve the necessary stakeholders.
Design, Build and Run an Effective IT (Service) Strategy to Business NeedsFlevy.com Best Practices
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/design-build-and-run-an-effective-it-service-strategy-to-business-needs-279
The "Deliver Business Value with IT" series provides a good overview and actionable material of the ways a CIO can provide valuable and effective support to your company strategy and leverages business model concepts to deliver business value from IT. Martin Palmgren propose an extremely solid piece of work that comes across as the A-Z reference of how to execute and implement IT strategy from a CEO and CIO level perspective."
Executive Summary:
The CIO and the IT Department need to position as premium provider of IT services and focus on value to cost.
In order to avoid the "do we really need a CIO and IT department to bother us with technology when we can use the cloud?" the CIO has to ensure that the business strategy and business objectives are supported by IT (from a Business and IT architecture perspective). Where the IT Strategy support Strategy execution, "Time to Market", Cost Effectiveness and stakeholder expectations from an Executive, Business Unit, IT Management and IT Risk Management perspective.
How to Articulate the Value of Enterprise Architecturecccamericas
Ever struggled with the question, What is the Value of Enterprise Architecture? In this facilitated conversation, Michael Fulton will share his perspective on Enterprise Architecture and the value it provides to the CIO, to IT, and to the business.
Come ready to engage, because in the conversation we will discuss:
•The EA 7-year itch
•Several External Perspectives on EA Value
•The CC&C perspective on a simplified approach to EA Value
•Ensuring your perspective on EA Value is relevant for your stakeholders
At the end of this conversation, you should walk away with:
•A new perspective on the value of EA
•Tips and tricks on how to articulate and quantify EA Value for your key stakeholders.
According to Gartner, "The stongest performing IT organizations are distinguished by strong strategy practices. The weak performing IT organizations are distinguished by weak delivery practices."
Having an IT strategy and executing it are important.
This brief presentation covers:
1. Why IT Strategy?
2. What does a great IT Strategy look like?
3. How to create a great IT Strategy
4. How to make the IT Strategy real
Enterprise Architecture Governance: A Framework for Successful BusinessNathaniel Palmer
Enterprise Architectures play an important role supporting business transformation initiatives. Enterprise Architecture Governance (EAG) provides a structure for defining relevant strategies and compliance processes. This Level 3 Communications case study presents a detailed framework composed of three essential components of EAG:
1) Organizational Accountability must be clearly defi ned for all EAG aspects, and executive sponsorship is essential. Level 3 formed an executive steering committee with broad representation, preventing EAG from becoming an IT-only initiative.
2) Strategy Defi nition provides the roadmap for business transformation initiatives. Architectural guiding principles defi ne values and offer input into strategies, end states define where the company is going, and roadmaps document how to get there from.
3) Compliance Processes ensure that development initiatives are in alignment with the strategic direction. Level 3 has created a framework that gives each development initiative an architecture rating that indicates its compliance level.
Practical Enterprise Architecture in Medium-size Corporation using TOGAFMichael Sukachev
Overview on the Practical Enterprise Architecture approach using TOGAF ADM for architectures development, Zachman Framework as artifacts repository and Sparx EA as a modelling tool.
Introduction to Business Architecture - Part 2Alan McSweeney
The first part is available at: https://www.slideshare.net/alanmcsweeney/introduction-to-business-architecture-part-1.
This material describes conducting a specific business architecture engagement. The engagement process is generic and needs to be adapted to each specific application and use. The engagement is a formal process for gathering information and creating a new business function model based on an analysis of that information.
The objective is to create a realistic and achievable target business architecture to achieve the desired business change.
Business architecture is a structured approach to analysing the operation of an existing business function or entire organisation with a view to improving its operations or developing a new business function, with a strong focus on processes and technology. Business architecture is not about business requirements – it is about business solutions and organisation changes to deliver business objectives.
When a company invests in ITIL, very often Architecture is not much involved: this is a mistake because there is much overlap, and Architecture can end up side-lined by the ITIL juggernaut. But there are a lot of benefits Architecture can bring to an ITIL-oriented organization.
This slide deck goes a step or two further than the white-papers out there I've found to date in providing some concrete guidance on how to actually integrate Architecture activities into ITIL. The deck uses TOGAF as the reference framework, but the concepts can be applied to any modern Architecture practice, since the discussion focuses on the types of deliverables and activities, which analogously exist in most frameworks.
This presentation describes systematic, repeatable and co-ordinated approach to agile solution architecture and design. It is intended to describe a set of practical steps and activities embedded within a framework to allow an agile method to be adopted and used for solution design and delivery. This approach ensures consistency in the assessment of solution design options and in subsequent solution design and solution delivery activities. This process leads to the rapid design and delivery of realistic and achievable solutions that meet real solution consumer needs. The approach provides for effective solution decision-making. It generates options and results quickly and consistently. Implementing a framework such as this provides for the creation of a knowledgebase of previous solution design and delivery exercises that leads to an accumulated body of knowledge within the organisation.
Free Project management Template for SharePoint from BrightWork and AtidanDavid J Rosenthal
Atidan and our partner BrightWork, are pleased to release the latest free template for Microsoft SharePoint that gives you just enough project management to create and track a project with the greatest of ease. Add extra project management with the new Structured template that delivers a more coordinated environment to manage a project on SharePoint - along with an optional sync to Microsoft Project Professional.
Download these templates and you will get:
Best Practice Template to Initiate, Plan, Track, Manage and Close a Project
Project Deliverables including Goals, Tasks, Risks, Issues and Documents
Discussions, Lessons Learned, Email and Team Calendars
Project status reports, My work, Metrics, Gantt Charts and Resource Reports
Optional two-way sync to Microsoft Project Professional
Access to the Free Templates Community for helpful tips, more free resources and guidance information from other free template users.
Learn from the Experts: Using DORA Metrics to Accelerate Value Stream FlowDevOps.com
When responding to digital disruption, organizations are embracing DevOps practices and value stream thinking, but find it tough to measure their progress.
Organizations need to find a way to make it easy to inspect team and global metrics for incremental adaptation to accelerate the flow of value through every team’s workflow or pipeline. In this webinar, we’ll explore how to automate transparency into the 4 key metrics for throughput and stability as defined by DORA’s Accelerate State of DevOps Reports.
Join Helen Beal, DevOpsologist at Ranger4, and Jeff Keyes from Plutora for this webinar where they will teach you about the key metrics for DevOps success.
Looking through a value stream lens they will show you:
What the key metrics are;
How to make it easy for people to use them;
How they evolve flow over time.
Introduction to Enterprise architecture and the steps to perform an Enterpris...Prashanth Panduranga
This presentation was used to introduce Enterprise Architecture, Introduction to how to perform an Enterprise Architecture Assessment followed by TechSharp introduction.
Deliverables in the presentation is not clear, the slides represent what was shown as part of the demo.
List of deliverables:
Application Rationalization framework
Portfolio Analysis framework
Road Map
Current state analysis
Target State establishing process
System Context
System Landscape
In a fast-paced economy, IT organizations must have the ability to continuously acquire and integrate new capabilities in order to support the business strategy, increase flexibility and improve efficiency. An organization, IT in particular, can no longer rely on internal capabilities to stay competitive; IT needs to become an agile service integrator that can manage and govern a portfolio of ever-changing and evolving internal and external capabilities.
In this whitepaper, 3gamma is exploring how IT can support cost reduction and innovation strategies through a business-oriented, agile approach to IT sourcing. The IT sourcing strategy needs to be viewed as an enabler of the overall corporate strategy. IT sourcing is not something that can be isolated to IT.
3gamma insights - Managing techonlogy in an ever-changing environmentJens Ekberg
oday, IT organisations need to manage an integrated, diverse and complex portfolio of technologies delivered both internally and via external partners. The ability to manage technology in this ever-changing environment creates competitive advantage. Complexity and the rapid pace of technological change create a need for a disciplined, structured and business-aligned technology integration strategy.
In this paper, 3gamma presents an approach on how to align your organisation’s technology with your business strategy.
Design, Build and Run an Effective IT (Service) Strategy to Business NeedsFlevy.com Best Practices
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/design-build-and-run-an-effective-it-service-strategy-to-business-needs-279
The "Deliver Business Value with IT" series provides a good overview and actionable material of the ways a CIO can provide valuable and effective support to your company strategy and leverages business model concepts to deliver business value from IT. Martin Palmgren propose an extremely solid piece of work that comes across as the A-Z reference of how to execute and implement IT strategy from a CEO and CIO level perspective."
Executive Summary:
The CIO and the IT Department need to position as premium provider of IT services and focus on value to cost.
In order to avoid the "do we really need a CIO and IT department to bother us with technology when we can use the cloud?" the CIO has to ensure that the business strategy and business objectives are supported by IT (from a Business and IT architecture perspective). Where the IT Strategy support Strategy execution, "Time to Market", Cost Effectiveness and stakeholder expectations from an Executive, Business Unit, IT Management and IT Risk Management perspective.
How to Articulate the Value of Enterprise Architecturecccamericas
Ever struggled with the question, What is the Value of Enterprise Architecture? In this facilitated conversation, Michael Fulton will share his perspective on Enterprise Architecture and the value it provides to the CIO, to IT, and to the business.
Come ready to engage, because in the conversation we will discuss:
•The EA 7-year itch
•Several External Perspectives on EA Value
•The CC&C perspective on a simplified approach to EA Value
•Ensuring your perspective on EA Value is relevant for your stakeholders
At the end of this conversation, you should walk away with:
•A new perspective on the value of EA
•Tips and tricks on how to articulate and quantify EA Value for your key stakeholders.
According to Gartner, "The stongest performing IT organizations are distinguished by strong strategy practices. The weak performing IT organizations are distinguished by weak delivery practices."
Having an IT strategy and executing it are important.
This brief presentation covers:
1. Why IT Strategy?
2. What does a great IT Strategy look like?
3. How to create a great IT Strategy
4. How to make the IT Strategy real
Enterprise Architecture Governance: A Framework for Successful BusinessNathaniel Palmer
Enterprise Architectures play an important role supporting business transformation initiatives. Enterprise Architecture Governance (EAG) provides a structure for defining relevant strategies and compliance processes. This Level 3 Communications case study presents a detailed framework composed of three essential components of EAG:
1) Organizational Accountability must be clearly defi ned for all EAG aspects, and executive sponsorship is essential. Level 3 formed an executive steering committee with broad representation, preventing EAG from becoming an IT-only initiative.
2) Strategy Defi nition provides the roadmap for business transformation initiatives. Architectural guiding principles defi ne values and offer input into strategies, end states define where the company is going, and roadmaps document how to get there from.
3) Compliance Processes ensure that development initiatives are in alignment with the strategic direction. Level 3 has created a framework that gives each development initiative an architecture rating that indicates its compliance level.
Practical Enterprise Architecture in Medium-size Corporation using TOGAFMichael Sukachev
Overview on the Practical Enterprise Architecture approach using TOGAF ADM for architectures development, Zachman Framework as artifacts repository and Sparx EA as a modelling tool.
Introduction to Business Architecture - Part 2Alan McSweeney
The first part is available at: https://www.slideshare.net/alanmcsweeney/introduction-to-business-architecture-part-1.
This material describes conducting a specific business architecture engagement. The engagement process is generic and needs to be adapted to each specific application and use. The engagement is a formal process for gathering information and creating a new business function model based on an analysis of that information.
The objective is to create a realistic and achievable target business architecture to achieve the desired business change.
Business architecture is a structured approach to analysing the operation of an existing business function or entire organisation with a view to improving its operations or developing a new business function, with a strong focus on processes and technology. Business architecture is not about business requirements – it is about business solutions and organisation changes to deliver business objectives.
When a company invests in ITIL, very often Architecture is not much involved: this is a mistake because there is much overlap, and Architecture can end up side-lined by the ITIL juggernaut. But there are a lot of benefits Architecture can bring to an ITIL-oriented organization.
This slide deck goes a step or two further than the white-papers out there I've found to date in providing some concrete guidance on how to actually integrate Architecture activities into ITIL. The deck uses TOGAF as the reference framework, but the concepts can be applied to any modern Architecture practice, since the discussion focuses on the types of deliverables and activities, which analogously exist in most frameworks.
This presentation describes systematic, repeatable and co-ordinated approach to agile solution architecture and design. It is intended to describe a set of practical steps and activities embedded within a framework to allow an agile method to be adopted and used for solution design and delivery. This approach ensures consistency in the assessment of solution design options and in subsequent solution design and solution delivery activities. This process leads to the rapid design and delivery of realistic and achievable solutions that meet real solution consumer needs. The approach provides for effective solution decision-making. It generates options and results quickly and consistently. Implementing a framework such as this provides for the creation of a knowledgebase of previous solution design and delivery exercises that leads to an accumulated body of knowledge within the organisation.
Free Project management Template for SharePoint from BrightWork and AtidanDavid J Rosenthal
Atidan and our partner BrightWork, are pleased to release the latest free template for Microsoft SharePoint that gives you just enough project management to create and track a project with the greatest of ease. Add extra project management with the new Structured template that delivers a more coordinated environment to manage a project on SharePoint - along with an optional sync to Microsoft Project Professional.
Download these templates and you will get:
Best Practice Template to Initiate, Plan, Track, Manage and Close a Project
Project Deliverables including Goals, Tasks, Risks, Issues and Documents
Discussions, Lessons Learned, Email and Team Calendars
Project status reports, My work, Metrics, Gantt Charts and Resource Reports
Optional two-way sync to Microsoft Project Professional
Access to the Free Templates Community for helpful tips, more free resources and guidance information from other free template users.
Learn from the Experts: Using DORA Metrics to Accelerate Value Stream FlowDevOps.com
When responding to digital disruption, organizations are embracing DevOps practices and value stream thinking, but find it tough to measure their progress.
Organizations need to find a way to make it easy to inspect team and global metrics for incremental adaptation to accelerate the flow of value through every team’s workflow or pipeline. In this webinar, we’ll explore how to automate transparency into the 4 key metrics for throughput and stability as defined by DORA’s Accelerate State of DevOps Reports.
Join Helen Beal, DevOpsologist at Ranger4, and Jeff Keyes from Plutora for this webinar where they will teach you about the key metrics for DevOps success.
Looking through a value stream lens they will show you:
What the key metrics are;
How to make it easy for people to use them;
How they evolve flow over time.
Introduction to Enterprise architecture and the steps to perform an Enterpris...Prashanth Panduranga
This presentation was used to introduce Enterprise Architecture, Introduction to how to perform an Enterprise Architecture Assessment followed by TechSharp introduction.
Deliverables in the presentation is not clear, the slides represent what was shown as part of the demo.
List of deliverables:
Application Rationalization framework
Portfolio Analysis framework
Road Map
Current state analysis
Target State establishing process
System Context
System Landscape
In a fast-paced economy, IT organizations must have the ability to continuously acquire and integrate new capabilities in order to support the business strategy, increase flexibility and improve efficiency. An organization, IT in particular, can no longer rely on internal capabilities to stay competitive; IT needs to become an agile service integrator that can manage and govern a portfolio of ever-changing and evolving internal and external capabilities.
In this whitepaper, 3gamma is exploring how IT can support cost reduction and innovation strategies through a business-oriented, agile approach to IT sourcing. The IT sourcing strategy needs to be viewed as an enabler of the overall corporate strategy. IT sourcing is not something that can be isolated to IT.
3gamma insights - Managing techonlogy in an ever-changing environmentJens Ekberg
oday, IT organisations need to manage an integrated, diverse and complex portfolio of technologies delivered both internally and via external partners. The ability to manage technology in this ever-changing environment creates competitive advantage. Complexity and the rapid pace of technological change create a need for a disciplined, structured and business-aligned technology integration strategy.
In this paper, 3gamma presents an approach on how to align your organisation’s technology with your business strategy.
Building a Lean and Agile I&O – The Engine for your Digital Business
Digitalization is redefining the future of business, challenging I&O leaders to bring fresh new thinking to the IT Infrastructure and Operations space.
Where will BRM find themselves in Product Centric Organizations in the Near F...Svetlana Sidenko
Re-defining the role of the Business Relationship Manager in a context of organization's rapid evolution towards product-centric operating models is increasingly needed. Here are possible venues for the BRM role evolution within organizations moving from a “project” to “product” mindset.
This presentation discusses the impact of most organizations shifting from being project-centered to product-centered and the future of the Business Relationship Management as a role and discipline in the product-centered organizations.
Information and Technology Operating Models are rapidly changing from previously centered on projects and project management to models centered on product and product management. Agile methods and lean principles are being widely adopted to support these models. In recent Gartner survey*, 85% of respondents said their organization has adopted or plans to institute a product-centric approach for an average of 80% of their work by 2022. This shift is impacting Business Relationship Management as a role and discipline, leaving no place for the tactical BRMs in the future in product-centered organizations. Strategic BRMs, who represent IT to Business, will play an important role in this transition, to ensure that the business value is realised. However, when the Product Management matures to the enterprise level, the Business Relationship Management will evolve.
17 Must-Do's to Create a Product-Centric IT OrganizationCognizant
Tightening IT-business alignment and embracing Agile, DevOps and Lean Startup principles, while transcending traditional project management disciplines by incorporating product engineering rigor, are critical to creating an effective, digitally enhanced business.
Emerging technologies: A transformative force of the new digital economy (ide...3gamma
In the new digital economy, driven by emerging technologies transforming how business is being done, IT is moving from being a reactive cost-centre to become a proactive business partner. IT is no longer just about servers and networks – it’s about delivering customer value across multiple internal and external touch-points.
What's the relationship between digital disruption and digital transformation? How can organisations manage their digital transformations better and achieve their business transformations faster? What role does digital culture play and how do you develop a digital culture?
New Zealand businesses and government agencies are all facing the effects of digital technology and responding to the changing nature of market expectations.
In this presentation, delivered at Solnet's CXO Digital Transformation seminars, Phil Coop, (Digital Transformation Director, Solnet) discusses the roles of focus, innovation, team structure, culture, data, and UX as ingredients to a successful digital transformation.
Inflation Impact on IT and Levers to Destress Balance SheetVishal Sharma
Growing inflation across the globe is primarily driven by supply side constraints and is putting pressure on the cost of capital, wages, procurement and other areas of the of business.
This is impacting the operational and financial health of every business including IT.
Following levers could be used to Destress the Balance Sheet of an IT
organisation to reduce OPEX, increase Free Cash Flow and deploy the freed capital in digital enablement
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
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
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2. 2
2 Speed IT
Evolution To Digital Business
• Ubiquity of internet has led to Digital
Transformation across vertical industries
and merging the gap between physical
and digital world.
• Digital Transformation is driving
fundamental shift in Business Model.
This shift has led to deep impact on
organisations operation, structure and,
their culture.
• This has created new opportunities for
players like Telstra to engage Australia
in their Digital Enablement.
3. 3
Bimodal IT
• Bimodal IT is the practice of managing two separate, coherent
modes of IT delivery :
• one focused on stability
• And the other on agility
Governance
Mode 1
Industrial IT
Mode 2
Digital IT
Change
Core
Run - Fullfillment
Differentiator
Demand Driven
Innovation
Outcome Driven
Source: Gartner.
• Traditionally, IT functions as a cost centre concentrating on fostering cost savings (efficiency), rather
than spearheading initiatives that drive top-line revenue growth (effectiveness). Technology now needs
to drive strategic growth, instead of just concentrating on business as usual.
• Utility IT (Mode1) can continue to be measured and delivered with an eye on cost containment.
• Treating Strategic IT (Mode2) the same way will result in lost opportunities, poor customer experiences,
and a reputation for being slow to market—a sure way to lose the next generation of both customers and
employees.
2 Speed IT
4. 4
Attributes
Mode 1 (Industrial IT) Attributes Mode 2 (Digital IT)
Reliability Goal Agility
Price for Performance Value Revenue Brand, Customer Exp.
Waterfall, V-Model, High Ceremony Approach Agile, Kanban, Low Ceremony
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 & Uncertain projects
IT Centric, Removed from Customer Culture Business Centric, Close to Customer
Months Cycle Times Days/Weeks
Status Quo is your Competitor Sales Challenge Agility and Innovation is a Must as shelf life is short
Source: Gartner.
2 Speed IT
5. 5
Impact on Value
Source: Gartner.
Traditional Mindset IOT Mindset
Value Creation
Customer
Needs
Solve for existing needs & lifestyle in a reactive
manner
Address real time & emergent need in a predictive manner
Offering Stand alone product becomes obsolete over time Product refreshes over the air updates & has synergy value
Role of Data
Single point data is used for future product
requirements
Information convergence creates the experience for current
products and enables service
Value Capture
Path to Profit Sell the next product or device Enable Recurring Revenue
Control Points
Potentially included commodity advantages, IP
ownership and brand
Adds personalisation and context; network effects between
products
Capability
Development
Leverage core commodity competencies, existing
resources & processes
Understand how other ecosystem partners make money
2 Speed IT
6. 6
Impact on Sourcing Strategy
Source: Gartner.
Onshore Offshore
Captive
Location
ControlOutsource
Shared
Services
Vendor
Captive
Offshoring
Onshore
Outsourcing
Traditional IT Digital IT
Competence & Performance
ValueandDifferentiation
Buy,
Outsource
Make
&
Invest
Retain,
Spinoff
Buy
&
Invest
• Traditional IT has become a commodity. Hence sourcing has moved from in
house to onshore. Digital IT is about innovation hence its about acquiring and
building new capabilities and going to market to find nimble vendors.
…..
…..
2 Speed IT
7. 7
Impact on Sales Strategy
1 2 3 4 5 6 7 8 9 10Small Big
Scale
1 2 3 4 5 6 7 8 9 10Achievable Outperforming
Risk
1 2 3 4 5 6 7 8 9 10Following Leading Edge
Innovativeness
1 2 3 4 5 6 7 8 9 10Easy Difficult
Difficulty
Source: KPMG, Neil Rackman
Relationship Builder ChallengerPitch
• Traditional IT requires traditional Sales
approach like SPIN. CIO’s and
respective stakeholders are used to this
approach as this is about running the
operations or keeping the lights on.
• Digital IT requires Insight driven sales
model. In a Digitally Connected World
Information is readily available on all
aspects of a sales cycle. Hence
customers are looking for insights
driven conversation.
• Leveraging SAFE - BOLD framework,
Challengers/Advisors can position their
value proposition to be BOLD and
mitigate moves by Relationship
Builders to be SAFE.
Traditional IT Digital IT
2 Speed IT
8. 8 Source: HBR – Challenger Selling
• Under Digital IT selling is not about relationships. It's
not because relationships no longer matter rather, what
the data suggests is what matters is the nature of the
relationships.
• Challengers win by pushing customers to think
differently, using insight to create constructive tension
in the sale.
• Relationship Builders, on the other hand, focus on
relieving tension by giving in to the customer's every
demand.
• Challengers push customers outside their comfort zone,
Relationship Builders are focused on being accepted
into it. They focus on building strong personal
relationships across the customer organization, being
likable and generous with their time.
• The Relationship Builder adopts a service mentality.
While the Challenger is focused on customer value, the
Relationship Builder is more concerned with
convenience.
• At the end of the day, a conversation with a
Relationship Builder is probably professional, even
enjoyable, but it isn't as effective because it doesn't
ultimately help customers make progress against their
goals.
• This finding — that Challengers win and Relationship
Builders lose — is one that sales leaders often find
deeply troubling
Impact on Sales Rep Profile
2 Speed IT
9. 9
Sales Strategy
Teach - Why Insight Driven
19%
Company and
Brand Impact
53%
% of Contribution to Customer Loyalty
19%
Product and
Service Delivery
9%
Value to
Price
Purchase
Experience
Purchase Experience
• Offers Unique and valuable perspective on the market
• Navigate alternatives, Avoid potential Land Mines
• Educates me on new issues and outcomes
• Supplier is easy to buy from
• Supplier has widespread support across my organisation
Source: HBR, The Challenger Sales Model
In a Digitally Connected World where
Information is readily available on all aspects
of a sales cycle (proposed solution or an
initiative), it is the Purchase Experience of
Stakeholders that drives the successful outcome.
10. 10 Source: BCG
Impact on IT, Relationships and Stakeholders
Applications
Speed& Cycle
Time
Methodology
and Tools
Skills
Customer to
Business
Business to IT
IT to IT
IT to
3rd Parties
Mode 1
Traditional IT - Industrial (non Digital) Speed
Mode 2
Web Scale IT - Digital Speed
• Mature technologies with long life cycles • Emerging, short life time, built on fast changing
technology with legacy technologies
• Release cycle of 6 to 12 months driven by
planned business needs
• Quick cycles (<1 mth) from idea to deployment,
driven by rapidly changing users needs and comp.
• A hierarchical organisation using established
frameworks and standardised approaches to design
• Self organising teams using agile tools, fast
evolving SDK and automated
• Individuals with specialised skills
• Jack of all trades who combines upto date
knowledge of technologies and business
• Predictable demand via established channels,
products and processes
• Unpredictable demands due to evolving trends,
technologies and channels
• Siloed and Fenced driven by mid and long term
strategies
• Highly collaborative and constantly changing
• Siloed and Fenced, vertically integrated, tech stack
is stable
• Collaborative and horizontally integrated, tech
stack is constantly evolving
• Buyer – vendor relationship, IT controls the pace of
interaction
• Participating in 3rd party ecosystem, the ecosystem
sets the pace
2 Speed IT
11. 11
Cultural Havoc
Collaboration
Customer
Intimacy
Control
Operational
Excellence
Cultivation
Disruptive
Innovation
Competence
Product Leadership
Competence Control Collaboration Cultivation
Prioritises Work System People Idea
Leads by Expertise Authority Process Charisma
Organises As Work Projects Hierarchy Persistent Team Little as Possible
Recruits For Competitiveness Loyalty Trustworthiness Brilliance
Source: HBR, Executing Your Strategy
• Under 2 speed IT, Traditional IT is predominantly ensuring to keep “lights
on” and keeping a tight control on OPEX. This means taking the “Cost-Out”
from every aspect of IT. This type of environment requires a culture driven by
control and loyalty. People lead by Authority and hierarchy in organisation
drives control.
• Digital IT is predominately about agility and innovation. This means
smartness and brilliance is promoted. People are always looking for new
ideas to make a difference to the business.
• These 2 different cultures requires varying structure and alignments, which is
creating a lot grief for CIO’s.
• Levering Traditional IT culture to expand across Digital IT operations will
result in more chaos, pain and dissatisfaction in employees for a CIO.
2 Speed IT
12. 12
Pricing - Mean Reversion
LowEarningsHigh
Time
Limits to Growth (?)
IT Services (cost is lowering)
• Traditional IT has now become a commodity. Barriers to
entry are low and number of suppliers are selling similar
(with minimal difference) products and services.
• This has put enormous pressure on pricing of services and
products, resulting in decline of prices and margins.
• From a CIO’s perspective this is a welcome news as they
need to free cash/equity from OPEX to acquire/build new
capabilities, esp.; in digital space.
• Digital IT is a high price and high margin services provided
by new nimble vendors or start-ups as its predominantly
T&M based and are short engagements. Since these vendors
has no long term contracts like other vendors get in
Traditional IT, hence a high price is commanded by them.
• From a CIO’s perspective this is a welcome news as they
need to free cash/equity from OPEX to acquire/build new
capabilities, esp.; in digital space.
• From a CIO’s perspective Digital IT enhances challenges in
managing and forecasting budgets for rest of the business.
2 Speed IT
13. 13
Pricing
Source: HBR, MIT, Gartner.
Time & Material
PAYG
Incentive
Shared Risk-Reward
Gain-Sharing/…
Open Book
Cost Plus
Fixed Price
Pricing Options In Use
Digital IT Traditional IT
Min Max
2 Speed IT
• Traditional IT has used various pricing options over the
years from T&M to Fixed price as shown. As this
become more and more commoditised options like
Fixed price will be the norm for majority of
engagements as most of the risk is carried by vendors.
CIO’s will be tempted to go this path.
• Digital IT's inherent nature and its shift to IT as a
Service model (x-aas) makes its a prime candidate for
PAYG/Unit based and T&M option. Ex - Using a Price
per Call Pricing Model Leads to a 19% Increase in the
Deal Cost.
• Since engagements are short term, business have an
appetite to approve these options and dictate the overall
business transformation (Digital Enablement).
• CIO’s have no option but to go by what business is
saying as Traditional IT doesn't have the culture,
expertise and resources to drive this segment.
14. 14
Shift to IT aaS
Source: HBR, MIT, Gartner.
• Business leaders purchase IaaS with business budget.
• Typically the provider is found, researched and trialed online.
• Contracts are simplified and favor Service Provider
• Buyers forgoes —High-grade SLAs, transparency, console level access to VMs,
global load balancing and others
• One side effect of this is, it will become shadow IT in business.
2 Speed IT
Workload
Volume
Terms &
Conditions
Support
Environment
Service LevelScope
Technical
Environment
Labor Mkt
Factors
Scale
• Instances
• Images
• MIPS
• Storage
• NW Cell
• System
Mgmt.
• Security
Svc.
• DR
• Facilities
• Reporting
• Availability
• Response
• Resolution
• CSAT
• Business
Result
• OS
Standards
• HW
Standards
• Contract
Length
• Penalty
• Flexibility
• Server
IMAC
• HW
Refresh
• DB Copies
• On Site
Locations
• Data
Center's
• Unix
Vendors
• Winter
Vendors
Data Center - Under Traditional vs Digital IT
15. 15
Impact on MSA
2 Speed IT
• MSA for Traditional IT and Digital IT requires different capabilities and commitments
• This must be catered in mind when deal is being put together for a Digital IT landscape
• Under IT aaS
• 30% of existing categories are not required
• 60% is greatly simplified
• only 10% is retained
MSA
4. Assets &
3rd Party
Contracts
2. Services
1. Guiding
Principles
A. Reln.
Integration
8. Rep. &
Warranties
7. Record
Keeping &
Audit
6. Fees &
Payment
Terms
C. Indep.
Advisor.
B. Strategic
Obj.
5. Retained
Authority
D. Comm.
Plan
F. Demand
Mgmt.
12.
Propr.
Rights
11. Limit.
of
Liabilities
10.
Disentangl
ement
H. Key
Personnel
G. Human
CapMgmt.
9. Term
&
Terminat.
I. Contract
Mgmt.
K. Exit
Plan
16.
Insurance
15.
Indemnific
ation
14. Legal
Compl.
M.
Measure.
Chart
L. Innov.
Plan
13.
Security &
Confed.
N. Sow,
SLA, Price,
OLA
P. Equip.19.Misc.
18. Use of
Sub
Contractor
17. Dispute
Resolution
ATT.
E. Trans. &
Transf.
J. Process
Ownership
O. Risk
Framewk.
22.
Accept.
21.
Licensing
20.
Definitions
3.
Personnel
RetainedLegend Not in aaS Contract
Greatly Simplified
Dictated
16. 16
2 Speed IT
IT Spending - Segmentation
Low Maturity Market Leader
CAPEX - 24%
OPEX – 76%
Industry Generic Industry Specific
Cross - Industry
Transform - 14%
Run – 66%
Cross - Industry Private Education Financial Services
Grow - 20%
Efficiency – 17%
Quality – 44%
Customer - 25%
Regulation – 8%
Cost – 5 %
Rev - 5%
Reduce
Cost – 18%
Grow
Revenue – 14%
Protect
Revenue - 54%
Avoid Cost – 9%
Risk - 5%
• Leveraging this to get a view of current IT spending maturity.
• It appears Auspost needs to grow and transform while keeping the lower OPEX.
• OPEX of spend on legacy assets needs to be streamlined so that cash can be freed
for integration of new capabilities acquired by acquisition or via JV.
Source: Gartner
17. 17
2 Speed IT
IT Spending by Departments
Source: Gartner
58 22 20
IT Spend Share
Funded by IT Budget Funded by Other Dept. Funded by Mktg & Comms.
67% 33%
Funded by IT
Non Cloud Cloud
• 42% of IT spend is outside IT
• 33% of IT spend is on Cloud
18. 18
Understand Your Negotiation Goals
• Financial target, Scope change, Improvement needs
• Flexibility, Prioritise goals, New service, Pricing models
Establish a Timeline, but Don't Let It Rule You • Typical neg. takes 2 - 4 mths, Establishing a deadline is a disadvantage
Manage the Negotiation Process.
• Prep. a position paper or deal sheet. Neg. by provider objections. SR's
legal should control the contract edits. Use an issue tracking table to
manage neg.
Negotiate Across All Critical Work Streams • Programme, perf., strategy, demand, svc, fin., people, relationship, legal
Plan for the Cost of Negotiations
• What are the costs during the negotiation process?
• What issues directly affect the bottom line?
Nego. with key Deal Drivers, Not just the Best legal terms • Business, Industry and IT drivers
Prioritize and Negotiate the Top Issues First.
• Termination, service credits, innovation, benchmarking, gain sharing,
material breach events, default, SOW modification, performance &
transition
Don't Negotiate Transformational Terms in Outsourcing • Avoid introducing JV terms into an outsourcing agreement
Plan and Be Prepared to Renegotiate For
• Outsourcing deals aren't static. Clients must allow for renegotiation and
build flexibility into their deals.
Establish a Negotiation Strategy • Identify & prep. your nego. team, ask obvious Q’s, Expect the unexpected
Negotiations Best Practice
Source: HBR, MIT, Gartner.
2 Speed IT
19. 19
2 Speed IT
CIO’s Challenge
Source: EY, MIT, HBR
• How to ensure CIO is relevant as Business is spending more than 40% of their IT budget outside the CIO organistaion
• How to ensure that both modes work toward aligned priorities and have an open and collaborative style of working together
• How to commit to all elements of the digital, more exploratory iterative mode, and not attempt a pick-and-mix approach
• How to ensure core applications are digitally ready — configurable, flexible and no monolithic
CIO’s Priorities
• Articulate a vision and a roadmap of how their technology will transform their business
• A relentless commitment to innovation
Constantly need to look-out for opportunities for IT to reduce costs, boost revenues, create efficiencies or facilitate the development
of new products and services
• A close focus on how IT can drive growth — and strong relationships with business partners, such as the front office, that
enable this
In the past, CIOs have sometimes acted as gatekeepers, sanctioning projects, or not, on the basis of their technological
viability and cost. CIOs’ recognise they need to be the ones pushing the projects — and to work more closely with business partners
in order to turn their hopes into reality.
20. 20
2 Speed IT
Source: EY, MIT, HBR
• An ability to communicate the potential of IT to key business partners
Need to get into the front office and to the management team
inspiring the whole management group is going to be a vital role for CIOs in the future
• Move beyond the operational elements of the CIO role
CIO’s role has moved beyond delivering the operational excellence. CIO’s need to be strategic and look outwards from the summit
of IT, rather than at what lies beneath them.
• The courage to take calculated risks
CIO’s need to step out of established comfort zones, learn new skills, forge new relationships and try to take advantage of
opportunities that simply did not exist when most CIOs began their careers. For these reasons, CIOs are more likely to be risk-takers
— and that is important, since many of the technologies they are now exploring are relatively new and untested.
CIO’s Priorities
21. 21
2 Speed IT
CFO’s Challenge
Source: EY,MIT, HBR
• CFOs continue to struggle with balancing their responsibility to maintain cost discipline with more strategic ambitions, such as
setting the agenda for change.
• Effective communication and understanding between CIO and CFO is a common problem. Insufficient understanding of IT
issues for finance executives drives this disconnect.
CFO’s Priorities
• Ensure strategy drives IT and not the other way around - IT does not drive the enterprise’s strategic response
• Plot a way out of the legacy trap
Organisations are not embarking on digital with a blank sheet of paper as they have legacy systems that are embedded in the
business. Legacy IT and the “technical debt“ of unproductive and inefficient technology can be a significant barrier. It can prevent
the organisation from gaining a SCV, because data is locked into various systems spread across organisation silos.
• Shift the digital IT investment mindset from Capex to Opex.
This reduces TCO and increases bottom line. Digital IT provides greater flexibility and scalability, allowing companies to expand
and contract more easily with changing demand. This provides a platform for growth.
• Manage digital IT risk exposures as part of the enterprise risk framework
• Unite against digital IT fragmentation
22. 22
Thank you
Contact
For further information, please contact:
Name: Vishal
Title: Client Solutions Manager
Address: Telstra Client Services Unit
Melbourne, VIC 3000 Australia
Mobile: 0468 675 566
25. 25
Australian
IT Industry – Financial Indicator
Australian Industry IT Spend - 2015 $ AUD in bn.
Total IT Spend 26.42 (+4%)
• Services 10.8 (+5.8%)
• Hardware 11.3 (+2.2%)
• Software/Product/IP 4.3 (+2.2%)
Share of Economy (%) 1.8
Software
16%
Services
41%
Hardware
43%
Share of IT Spend in 2015
26. 26
Australian
IT Industry – Static View 2015
• Govt. cloud computing strategy create
opportunity for vendors in the public/SME sector.
• High demand for cloud computing services.
• Launch of Win8 to increase potential for
for MSFT partners in hybrid (Tab/Lap) mkt.
• 2nd Phase of schools project to generate an
additional US $800mn. of spending.
• Major projects in healthcare and smart cards.
• High incomes and strong supporting infrastructure
support high spending.
• Strong government support for ICT programmes.
• IT-literate population with high levels of PC
ownership.
• Strong financial sector.
• Tablet sales are compensating for decline in
desktop and notebook sales.
• The biggest threat is of an economic slowdown in
• 2015, leading to a scaling back of IT budgets.
• A cheaper Aussie $ would affect consumer and
business demand in the import-dependent IT mkt.
• Vendors face threat of parliamentary enquiry into
product pricing and are coming under pressure
regarding tax arrangements.
• Australia has a relatively mature domestic market,
with relatively slow growth rates.
• Sensitive to volatility in the global economy.
StrengthOpportunities
WeaknessThreats
• SWOT provides a static view of Australian IT Industry.
• Dynamic (VRIO or Capability based) view is not required at this stage.
27. 27
Australian
IT Industry – Focus FY 2015
Verticals vs
Trends/Themes
Govt.
Travel,
Logistics, Hosp.
Resources Utilities
Financial
Services
Telecom &
Media
Health Retail
ERP
CRM
Digital Enablement
Cloud Enablement
Social
Mobility (M2M)
BI/Analytics/Big
Data
Security
BPO
Extreme
Rating
Low
Moderate
High
Consider
`
• Following Heat Map highlights where CIO/CTO’s will focus in FY2015
across various emerging trends and themes.
28. 28
Australian
IT Industry Competitive Position
Dominant
Strong
Tenable
Favorable
Weak
DeclineMaturity
Competitive
Shakeout
GrowthIntroduction
CompetitivePosition
Wallet Share
Capgemini
HCL, CTSH
Infosys,
Wipro, TCS
IBM, Accenture HP/EDS
Satyam/
Mahindra, CSC
Unisys, Fujitsu
(In Between Strong and favorable)
SMS, Oakton,
DWS
(Local vendors)
• Following is the competitive position of various players in Australian market.