The document discusses the business value intelligence model, emphasizing the need for IT organizations to demonstrate their value to the business through effective reporting solutions. Pedro Soto, a regional sales manager at Westbury-IT, highlights the importance of IT being seen as strategic partners rather than just technical support. It outlines a six-step business value reporting model aimed at helping IT leaders align their objectives with business goals and improve operational performance.

1. “Business Value Intelligence: Beyond The Technology”
Pedro is responsible for developing and
managing strategic sales for the Americas,
and is also involved in supporting existing
key accounts. In that role he has supported
the Business Value Intelligence functions of
companies like FEDEX, USFoods, VW Credit
of North America, Royal Bank of Canada and
many more. Pedro offers over 30 years of
broad, successful experience as a sales and
marketing expert in a wide range of
industries from enterprise IT solutions,
including payments and ITSM segments.
Prior to joining Westbury, Pedro worked for
Fortune 500 companies such as MasterCard
International, as well as assisting in the
launch of Trintech Inc.
Pedro Soto
Westbury-IT

2. The Power of Showing
Impact to the Business
Business Value Reporting:
Beyond The Technology

3. About us: Westbury-IT
Mission:
Empower IT organizations to show Business Value with
modern reporting solutions that eliminate complexity,
increase productivity, and help IT position itself as a
strategic business partner.
• Founded in 1998
• 200+ Enterprise-level installs, 100,000+ end-users
• Cherwell partner
Pedro Soto, Regional Sales Mgr.
pedro.soto@westbury-it.com

4. What is Value?
“Value in a product or
service is not what the
supplier puts in. It is what
the customer gets out and is
willing to pay for.”
Peter Drucker

5. A Tale of Two ITSM Groups (real stories)

6. What do you want to be?

7. Innovate… or die

8. •Stop being seen as too technical
•Be seen as STRATEGIC LEADERS and
PARTNERS
•Know the business as well as, if not
better, than the other executives
IT’s epic challenge

9. •Business value reporting model
•Industrialize your reporting tool-set
•6 Steps to Business Value Reporting
Areas covered today

10. Operational metrics bore executives

11. Gotta go above the line…

12. 12
Maturityprocess
Becoming relevant to the business
Business Value
Reporting
IT Dashboarding
KPI reporting
Operational
Reporting
Reporting Tools

13. Above-the-line metrics show impact
Revenue
Unit of
Value
Operational
Performance IMPACT
Priority
Business
Objective
Business
Performance
Measure
IT
Performance
Measure
Business
Value
Reporting
Business Value Reporting
Operational Reporting

14. • Incident total
• Open time
• Impact in Lost Production
Days
• Unit of value in $’s
Show the impact (value)

15. •Business value reporting model
•Industrialize your reporting tool-set
•6 Steps to Business Value Reporting
Areas covered today

16. Why industrialize IT back office?
One Word: MOOSE*
Keeping
The
Lights
On
investment
Growth &
Innovation
investment
Growth &
Innovation
investment
Keeping
The
Lights
On
investment
Incremental
maintenance
Keeping
The
Lights
On
investment
Growth/Innovation
investment
Incremental
maintenance
*”Maintain and Operate the Organization, Systems and Equipment” - Forrester
Day n Day n + 1 Day n + 2
…

17. Remove complexity, lower operations cost,
Restore power to INNOVATE
Keeping
The
Lights
On
investment
Growth &
Innovation
investment
Keeping
The
Lights
On
Incremental
maintenance
Transformative
investment
Growth &
Innovation
investment

18. •Business value reporting model
•Industrialize your reporting tool-set
•6 Steps to Business Value Reporting
Areas covered today

19. Power of identity
The strongest force in the
human personality is the need
to stay consistent with one’s
identity (self-concept; how we
define ourselves).

20. What do you want to be?

21. Change self-concept

22. Mind-set focus shift

23. Skill-set focus shift

24. Change self-concept

25. 25
6Steps
Getting it done
Small test & optimize
Data & Analytical
Techniques
Collaborate on key
questions
Sr. IT & Exec. LOB
Support
Define/Affirm Role
Roll out & expand

26. Action plan
• 30 days – Role & Identity
• With IT leadership, assess where you are today
• Define/affirm role your IT group wants to play
• 60-90 days – Roadmap to fulfill role
• Assess current reporting
• Choose LOB where senior IT & LOB executive(s) have best
chance to collaborate successfully
• Determine key questions, data & analytical techniques
• 90-180 days – Roll out
• Tool review: got what it takes?
• Small test, and optimize
• Roll out & expand

27. Bottom line…
If you can’t CONSISTENTLY
deliver and demonstrate IT’s
value to the business, then be
prepared for someone else to
try.

28. What do you want to be?

29. Thank you for attending this
session. Please fill out an
evaluation form.