Achieving Business IT Alignment With IT Best Practices Experts are now talking about Business and IT Integration or Fusion. Experts are always coming up with trendy new buzzwords and models. It is as if by giving it a new name we can sweep the old one under the carpet and blame our lack of alignment on the old outdated terminology…or framework. Whatever you want to call it, with the increasing demand for IT and the increasing impact and importance of IT for organisations we must bring alignment to a more mature level. Writing this is like living the film "Groundhog Day". Every day you wake up and face the same situation again and again…only with business and IT alignment it seems to be a perennial experience. The fact that business and IT alignment is STILL an issue implies that existing IT Best Practice frameworks, training and consulting approaches must contribute to achieve the hoped for results… namely alignment. Is it simply an impossible goal? Join Paul Wilkinson in this session as he explains how ITIL, COBIT® and BRM contribute to one common goal: achieving alignment between the world of Business and IT.

1. Pink Elephant – Knowledge Translated Into Results
Achieving Business & IT
Alignment with Best practices
…BRM
Paul Wilkinson
Director
GamingWorks Bv

2. Achieving Business & IT-Alignment using Best Practices © Pink Elephant, 2016. All Rights Reserved.

3. Achieving Business & IT-Alignment using Best Practices © Pink Elephant, 2016. All Rights Reserved.
A TOP scoring ABC card from
World-Wide-Workshops > 3000 organizations
…Marriage guidance counsellor?
Executive
perceptions of
IT dropping > 30%
GAP between
perceptions…
BRM: Connector, Orchestrator, Navigator..
[en- shoo r, -sure]
1. To secure or guarantee
2. To make sure or certain
Business Relationship Management
Stimulates, Surfaces and Shapes
Business demand
for a provider’s Products and Services
and ENSURES that the potential
Business Value
from those Products and Services
is Captured, Optimized and Recognized

4. Achieving Business & IT-Alignment using Best Practices © Pink Elephant, 2016. All Rights Reserved.
Value Chain Capabilities

5. Achieving Business & IT-Alignment using Best Practices © Pink Elephant, 2016. All Rights Reserved.
Value LEAKAGE: Does this mean BRM isn’t working?
“..ENSURES..”

6. Achieving Business & IT-Alignment using Best Practices © Pink Elephant, 2016. All Rights Reserved.
Value LEAKAGE: Does this mean BRM isn’t working?
“..ENSURES..”

7. Achieving Business & IT-Alignment using Best Practices © Pink Elephant, 2016. All Rights Reserved.
q Current approaches are NOT WORKING!
q We can no longer afford to FAIL!
q Need to translate THEORY and CERTIFICATES
into PRACTICE and CAPABILITIES
q Can BRM SAVE THE DAY!
q Business & IT Alignment is STILL an Issue!
Alignment:
A position of agreement or alliance (Oxford dictionary)
An arrangement of groups or forces in relation to one another (Merriam-Webster)
Change something so that it has a correct relationship to something else
MUST

8. Achieving Business & IT-Alignment using Best Practices © Pink Elephant, 2016. All Rights Reserved.
q We can no longer afford to FAIL!
q Current approaches are NOT WORKING!

9. Achieving Business & IT-Alignment using Best Practices © Pink Elephant, 2016. All Rights Reserved.
• Able to leap tall buildings in a single bound
• Faster than a speeding bullet
• Stop runaway trains
• Able to see trough walls
BRM: Connector, Orchestrator, Navigator.. Superhero!
• Able to leap tall buildings in a single bound
(Order taker to Strategic Partner)
• Faster than a speeding bullet
(Time-to-Market, Portfolio)
• Stop runaway trains
(Business Transformation Manager,
Provider domain)
• Able to see trough walls
(Communication skills,
Business IQ)

10. Achieving Business & IT-Alignment using Best Practices © Pink Elephant, 2016. All Rights Reserved.
Successful BRMs …… establish a sense of TRUST, team involvement
and ownership with Provider personnel, communicate urgency when
needed to their Provider partners. If the BRM is positioned in a tactical
role, they must have strong expertise in Service Management discipline,
its processes and standards. If they are positioned more strategically, they
must still have a good understanding of Service Management.
The BRM initiates efforts to drive
continuous improvement…..
Conveys sense of purpose and mission that motivates others.
This does NOT Mean throwing it over
the WALL and hoping or blaming IT!

11. Achieving Business & IT-Alignment using Best Practices © Pink Elephant, 2016. All Rights Reserved.
YOU may have been on the BRMP Course…..
But your Business Partner & Provider HAVEN’T!
q What are the TOP ABC worst practices
in Business & IT alignment (3000 orgs)
q What did delegates discover and take away?
q Need to translate THEORY and CERTIFICATES
into PRACTICE and CAPABILITIES
q I am curious to know how CBRM will help
address these issues?

12. Achieving Business & IT-Alignment using Best Practices © Pink Elephant, 2016. All Rights Reserved.
Business
does not share
strategy, does
not govern IT,
does not
LISTEN to IT
and
blames IT
IT is technology
focused and
has no insight
Into strategy,
blames business
and is frustrated
business does
not LISTEN
to IT
ü The principles of effective and persuasive communication.
(Both business & IT learn to communicate in terms of Value creation)

13. Achieving Business & IT-Alignment using Best Practices © Pink Elephant, 2016. All Rights Reserved.
The disparity between IT leaders’
aspirations to be more strategic
and their actual performance is rooted in communication….
“Why didn’t you tell us”!................
“Why didn’t you ASK!!”

14. Achieving Business & IT-Alignment using Best Practices © Pink Elephant, 2016. All Rights Reserved.
ü The use of Por>olio Management disciplines and techniques to
maximize realized business value.
IT does not
fully understand
which business
demands are
important in
terms of benefits
realizaGon,
Cost reducGon or
risk opGmizaGon..
IT decides
priority of
changes
Business managers
Insist all THEIR
Investments in
IT have priority
over IT investments

15. Achieving Business & IT-Alignment using Best Practices © Pink Elephant, 2016. All Rights Reserved.
IT is unable
to make the
business case for
IT investments
for miGgaGng
risks and for
adopGng
emerging
technologies.
The business
does not
understand IT
nor what
quesGons
it should ask
of IT..
IT is not seen
as a trusted
advisor.
ü What it means to perform as a strategic partner
contributing to business strategy formulation &
shaping business demand for the provider’s

16. Achieving Business & IT-Alignment using Best Practices © Pink Elephant, 2016. All Rights Reserved.
…..Thursday reported a sharp jump in quarterly sales and profit driven in
part by digital initiatives….mobile apps, a technology driven solution?
The moral of the story is that IT matters. If done correctly, IT should not
be an afterthought. IT drives the entire enterprise. Forgetting that leads
to dashed dreams and lost billions.

17. Achieving Business & IT-Alignment using Best Practices © Pink Elephant, 2016. All Rights Reserved.
IT does not
understand
the business and
does not engage
to understand
how Services
& SLA’S
relate to
business value
& business risk
The business
does not help
IT understand
the business
value or risks,
the business
insists on more
changes
and faster
changes and
has liOle
involvement
In the execuGon
processes.
ü Business Transition Management and the conditions for successful
change programs to minimize value leakage.

18. Achieving Business & IT-Alignment using Best Practices © Pink Elephant, 2016. All Rights Reserved.
U = Urgency for the change
V = Vision of what is possible
FS = First, concrete steps
towards the Vision
R = RESISTANCE
BRM: Transition Management
Key Roles
Stakeholders
Initiating Change Leader
Sustaining Change Leader
Change Agents
Advocates
Change Agents
• Those who GUIDE the planning and
implementation of the change
Advocates
• Those who are not initiating or
sustaining change leaders or change
agents, but are needed to use their
PERSONAL INFLUENCE for the
change!
70%
DON’T GET
VALUE
FROM
IMPROVEMENT
INITIATIVES

19. Achieving Business & IT-Alignment using Best Practices © Pink Elephant, 2016. All Rights Reserved.
ü The BRM role in Service Management and alignment of
services and service levels with business needs.
IT reports are
internally focused
and the business
does not know
what it should be
asking from
IT in terms
of reports.
IT is not aware
of the impact of
outages on
value realizaGon
or business risk
and is unable to
make the case for
invesGng in ITSM.

20. Achieving Business & IT-Alignment using Best Practices © Pink Elephant, 2016. All Rights Reserved.
QN: 15.000 IT
professionals ‘Doing ITIL’ ,
“What is the definition
of a Service”? How many
KNOW this?
…Worse still, how many KNOW
in the context of THEIR
Organization!?

21. Achieving Business & IT-Alignment using Best Practices © Pink Elephant, 2016. All Rights Reserved.
ü New RACI model for BRM – balance to include
Service delivery responsibilities
(e.g BRM Voice of Customer in CSI)
ü Business IQ: send everybody into business for 1 day,
BRM facilitates, captured in SPM, SCM
recognize where value occurs and LEAKS
ü Business representation in:
- Strategy to portfolio
(Investment mechanism to balance VOCR, SPM, COBIT GC)
- Requirement to deploy
(CAB and Project)
- Detect to Correct
(Priority & impact)
ü Improved Service reporting ‘metrics that matter’ - Value
Business & IT AGREED Action plan

22. Achieving Business & IT-Alignment using Best Practices © Pink Elephant, 2016. All Rights Reserved.
RELEVANCE!

23. <Insert presentation title> © Pink Elephant, 2016. All Rights Reserved.
p.wilkinson@gamingworks.nl
www.gamingworks.nl
Twitter: @gamingpaul
Questions?