The CIO's dilemma can best be described as having to manage the competing imperatives for growth, innovation and new capabilities on the one hand and continued cost reduction and efficiency on the other. There is an answer to the CIO's dilemma: simplification.
IT Services Proposal Powerpoint Presentation SlidesSlideTeam
IT services play an important role in the field of technology management. It is designed to offer the best technology solutions to the evolving business in the market. Before delivering the services to the customers, an organization has to design, plan, operate, and control the technical process. To keep the systems operational, an organization must implement a proper solution that avoids all kinds of technical problems and threats. To get rid of these issues, many companies require the best service solution provider who helps them in achieving their predetermined goals and objectives. Provide a one-stop solution to all the issues of your client and win the deal by using our content ready IT Services Proposal PowerPoint Presentation Slides. Talk about your creative and talented team who looks forward to working with the clients and help them in setting up their benchmark in the industry. With the aid of this eye-catching IT services proposal PPT layout, explain how you will handle your client’s social media platform and increase their client base effectively. Use our attention-grabbing information technology service proposal presentation template to design an impressive and well-informed cover letter that makes your client understand the gist of the proposal. Bring the client’s attention to the services you offer to them like consulting, research, designer PDFs, SEO or SEM, and online media account handling. In the project context section, you can mention your proposed solution that helps your clients in resolving their issues. Gain the confidence of your clients by providing them a brief knowledge about your company and its background. Employ this creatively designed IT services proposal PowerPoint theme to showcase the tools and techniques your experts use to update the platform or website of your client. Fix all the bug issues from your client’s software and build their trust for future aspects by downloading our ready-to-use IT services proposal PowerPoint presentation template. https://bit.ly/3j0cmrx
More startup pitch deck examples here: https://attach.io/startup-pitch-decks/
AirBnb's original pitch deck from 2008. They closed a $600k seed round with this deck.
Jio created ripples in the market by announcing the launch of their advertising agency. We, at Wolfzhowl, believe that leaving it only as another advertising agency is wrong. Jio Creative Labs can become much more than just that. While they threaten the existence of big & small agencies alike, they can become incubators for brands that are in an aggressive growth phase.
We believe Jio Creative Labs can usher Marketing 3.0 for India. Read and tell us your thoughts!
Digital Transformation Framework By IonologyNiall McKeown
An academically peer reviewed digital transformation framework. Taught by leading universities, used by hundreds of organisations around the world.
This framework uses modern data sources to help guide organisational leaders, digital marketers and technology professionals to create a sustainable, innovative engine of growth through digital transformation.
IT Services Proposal Powerpoint Presentation SlidesSlideTeam
IT services play an important role in the field of technology management. It is designed to offer the best technology solutions to the evolving business in the market. Before delivering the services to the customers, an organization has to design, plan, operate, and control the technical process. To keep the systems operational, an organization must implement a proper solution that avoids all kinds of technical problems and threats. To get rid of these issues, many companies require the best service solution provider who helps them in achieving their predetermined goals and objectives. Provide a one-stop solution to all the issues of your client and win the deal by using our content ready IT Services Proposal PowerPoint Presentation Slides. Talk about your creative and talented team who looks forward to working with the clients and help them in setting up their benchmark in the industry. With the aid of this eye-catching IT services proposal PPT layout, explain how you will handle your client’s social media platform and increase their client base effectively. Use our attention-grabbing information technology service proposal presentation template to design an impressive and well-informed cover letter that makes your client understand the gist of the proposal. Bring the client’s attention to the services you offer to them like consulting, research, designer PDFs, SEO or SEM, and online media account handling. In the project context section, you can mention your proposed solution that helps your clients in resolving their issues. Gain the confidence of your clients by providing them a brief knowledge about your company and its background. Employ this creatively designed IT services proposal PowerPoint theme to showcase the tools and techniques your experts use to update the platform or website of your client. Fix all the bug issues from your client’s software and build their trust for future aspects by downloading our ready-to-use IT services proposal PowerPoint presentation template. https://bit.ly/3j0cmrx
More startup pitch deck examples here: https://attach.io/startup-pitch-decks/
AirBnb's original pitch deck from 2008. They closed a $600k seed round with this deck.
Jio created ripples in the market by announcing the launch of their advertising agency. We, at Wolfzhowl, believe that leaving it only as another advertising agency is wrong. Jio Creative Labs can become much more than just that. While they threaten the existence of big & small agencies alike, they can become incubators for brands that are in an aggressive growth phase.
We believe Jio Creative Labs can usher Marketing 3.0 for India. Read and tell us your thoughts!
Digital Transformation Framework By IonologyNiall McKeown
An academically peer reviewed digital transformation framework. Taught by leading universities, used by hundreds of organisations around the world.
This framework uses modern data sources to help guide organisational leaders, digital marketers and technology professionals to create a sustainable, innovative engine of growth through digital transformation.
The coronavirus (COVID-19) presents many challenges for private, mid-market & small businesses, across the globe Focus has had to immediately shift from activities around improvement and digitalization, to the urgent steps needed to ensure business continuity and resilience.
A PowerPoint overview of New York No-Fault Law, including the background of the law and regulation, an explanation of the scope of coverage, exclusions and benefits, and exploration of several issues, including notice and claims handling.
Digital transformation: A seminar for senior managementMichael Cairns
This presentation represents a full day workshop for senior executives designed to help define and execute digital transformation programs within their businesses.
Email if you want a downloaded copy. michael.cairns @ outlook.com
If your company needs to submit a Consulting Proposal Template PowerPoint Presentation Slides look no further. Our researchers have analyzed thousands of proposals on this topic for effectiveness and conversion. Just download our template, add your company data and submit to your client for a positive response. https://bit.ly/2WEXsuA
An excerpt of my Persuasive Communication and Influence workshop. For more information or to book a workshop, visit my website at http://lundbergmedia.com or e-mail me at abbie@lundbergmedia.com
The coronavirus (COVID-19) presents many challenges for private, mid-market & small businesses, across the globe Focus has had to immediately shift from activities around improvement and digitalization, to the urgent steps needed to ensure business continuity and resilience.
A PowerPoint overview of New York No-Fault Law, including the background of the law and regulation, an explanation of the scope of coverage, exclusions and benefits, and exploration of several issues, including notice and claims handling.
Digital transformation: A seminar for senior managementMichael Cairns
This presentation represents a full day workshop for senior executives designed to help define and execute digital transformation programs within their businesses.
Email if you want a downloaded copy. michael.cairns @ outlook.com
If your company needs to submit a Consulting Proposal Template PowerPoint Presentation Slides look no further. Our researchers have analyzed thousands of proposals on this topic for effectiveness and conversion. Just download our template, add your company data and submit to your client for a positive response. https://bit.ly/2WEXsuA
An excerpt of my Persuasive Communication and Influence workshop. For more information or to book a workshop, visit my website at http://lundbergmedia.com or e-mail me at abbie@lundbergmedia.com
Digital Innovation, IT and the Art of InfluenceAbbie Lundberg
A presentation based on research I conducted for Harvard Business Review Analytic Services, delivered at the St. Louis Gateway to Innovation conference.
This is from a talk I gave to the members of Northeast Ohio SIM in September 2009. It focuses on the dilemma of profitable growth in a slow economy, and what CIOs can do about it.
Presentation delivery is often the most important yet the least tended to leg of the Presentation Ecosystem (Duarte 2008). In this presentation, I share with you my tips for presentation delivery success: REAL (Readiness, Engagement, Authenticity, and Lasting Impression). Note: This deck blends the delivery ideas of Nancy Duarte and Garr Reynolds.
DRIVERS AND IMPEDIMENTS TO DIGITAL TRANSFORMATION - THE RESEARCHTom Rieger
In August 2020 EnterpriseDB and Platform 3 jointly asked 1000s of IT professionals their perspectives and priorities. This paper is a detailed view of those results.
Digital Transformation and Application Decommissioning - THE RESEARCHTom Rieger
The resulting research paper from the August 2020 market surveying of 1000s of IT professionals around the current state of affairs and what is happening over the next 18-14 months.
WHY DO SO MANY ANALYTICS PROJECTS STILL FAIL?Haluk Demirkan
“KEY CONSIDERATIONS FOR DEEP ANALYTICS ON BIG DATA FOR DEEP LEARNING”
What is Big Data? Big Data, which means many things to many people, is not a new technological fad. In addition to providing innovative solutions and operational insights to enduring challenges and opportunuties, big data with deep analytics instigate new ways to transform processes, organizations, entire industries, and even society all together. Pushing the boundaries of deep data analytics uncovers new.
Big Data is not just “big.” The exponentially growing volume of the data is only one of many characteristics that are often associated with Big Data, such as variety, velocity, veracity and others (6Vs).
By now, we should already have knowledge and experience to have successful data and analytics enabled decision support systems. So why do these projects still fail, and why are executives and users are still so unhappy? While there are many reasons for this high failure rate, the biggest is that companies still treat these projects as just another IT project. Big data analytics is neither a product nor a computer system. It is, rather, a constantly evolving strategy, vision and architecture that continuously seek to align an organization’s operations and direction with its strategic business goals with strategic, tactical and operational decisions.
For over four decades, IT strategy has been about the alignment of technology with the needs of the “customer,” be it an organization, business, end user, or device. The most important part of system acquisition is deciding what to build or buy, as it is better to deliver no solution at all than it is to deliver the wrong solution. But there are two distinct dimensions to getting requirements and ensuring that they, and the IT solution that results, not only aligns with the business as it is, but is built in such a way that it can sustain that alignment in a cost-effective and time-efficient manner. Specifically, (1) narrow requirements, which focus on the short-term needs for specific parts, functions, or processes of the business; and, (2) broad requirements, which focus on a comprehensive, enterprise-wide approach with holistic and longer-range objectives like simplicity, suppleness, and total cost of ownership. We typically call these “Systems Analysis and Design” and “Enterprise Architecture” respectively. Ideally, organizations should be able to do both well, and effectively balance the inevitable tradeoffs between them. Sadly, in the vast majority of organizations, that is not yet the case.
Professor Kappelman will present the results of a ground-breaking study from the Society for Information Management (SIM) Enterprise Architecture Working Group that developed and validated measures for these two distinct types of requirements capabilities. Findings include:
• Empirical validation that there is, in fact, a difference between requirement capabilities in a narrow or individual system context (i.e., Systems Analysis and Design within the bounds of a specific development project), and requirements capabilities in a broad or enterprise context (i.e., Enterprise Architecture regarding how those individual systems fit together in an enterprise-wide strategic design).
• Strong evidence that requirements capabilities overall are immature, with narrow activities more mature than the corresponding broad enterprise capabilities.
• Solid evidence, based on fifteen years of studies, that software development capabilities are generally maturing, but are still fairly immature.
This research provides requirements engineers, software designers, software developers, and other IT practitioners with tools to assess their own requirements engineering and software development capabilities. and compare them with those of their peers. Suggestions for improvements are made.
Understand the What, Why & How of Digital Transformation Featuring 451 ResearchVMware Tanzu
Why did we hear so much about “Digital Transformation” in 2016, and frankly what does it mean? While it's easy to dismiss the phrase with an eye-roll, there's no better phrase to represent improving how IT is used to help drive business innovation...and the huge changes organizations must go through to be successful. This webinar with Nick Patience, Research Vice President for 451 Research's software team, and Michael Coté of Pivotal will discuss a pragmatic definition and approach to Digital Transformation as seen through the experiences of organizations who've lived through it.
Digital Transformation is about fundamentally rebuilding business and IT processes, not just about building apps. 451 Research defines Digital Transformation as “a result of IT innovation that is aligned with and driven by a well-planned business strategy, with the goal of transforming how organizations serve customers, employees and partners.” Some main features of a successful transformation include the ability to quickly react to market demands, and use information to make better decisions and serve constituents more effectively.
In this webinar Nick Patience of 451 Research and Pivotal’s Michael Cote will discuss:
- Why now is the time for Digital Transformation
- How the balance of power between customer and provider contributes to this new revolution
- Shifting priorities that require new practices and processes and the technical tools and platforms that support them
- Real-world examples of organizations that have been there (we’ll share all the gorey details, including what worked and didn't work for them)
View the webinar here: https://www.brighttalk.com/webcast/14891/242781
BIG DATA is having an enormous impact on the profile of workforces around the world. If you've ever seen the technology and experienced the impact it has on the pace of innovation in a business then the predictations made by McKinsey Global Institute will come as no surprise ( and just in case you've been on holiday for around two years, McKinsey is suggesting that by 2018 the US will face a shortfall of close to 200,000 analysts and 1.5 million managers with the right skills. In this presentation I outline the impact of BIG DATA on workforce design. I hope you find it informative and fun to read. Ian.
The Softchoice Innovation Report 2018: Four New Roles For CIOS In The Modern ...Softchoice Corporation
In 2017, Softchoice’s Innovation Executive Forum (IEF) traveled across North America, taking the pulse of today’s front-line leaders of digital transformation. From St. John’s to Los Angeles, we visited 14 major cities, and met with over 120 top-level technology executives to discuss their priorities, challenges, and experiences pushing forward change. Online, we hosted quarterly conference calls with members and special guests, and published numerous whitepapers featuring insights from organizations big and small.
Patrick Couch - Intelligenta Maskiner & Smartare Tjänster IBM Sverige
Industriföretag, såväl tillverkare som användare av maskiner, fordon och utrustning, står inför ett paradigmskifte drivet av ökad global konkurrens, kunders förändrade efterfrågan samt det faktum att produkterna nu blir instrumenterade, ihopkopplade och mer intelligenta. Stora datamängder är inte ett buzzword för dessa företag, utan en reell verklighet som de behöver förhålla sig till för att säkra sin framtida verksamhet. I bästa fall omvandlar dessa företag denna teknologiska revolution (populärt kallad Internet of Things, Industrial Internet, M2M, Industri 4.0 etc.) till en motor för att utveckla verksamheten mot tillväxt och effektivare produktion. Detta skifte skapar framförallt stora möjligheter att förflytta sig mot leveranser av tjänster som kraftigt ökar mervärdet för kunderna, deras kunders kunder samt för producenten.
Few decades ago, Managers relied on their instincts to take business decisions. They could afford to make mistakes and learn from it. Today, the scope for learning from mistakes is very minimal. Instincts should be backed by data to minimise mistakes.
Technological advancements, in addition to opening new channels of communication with customers, have also enabled organizations to collect vital information about their businesses with customers. But, have these organizations fully leveraged this data?
Today, Organizations make use of data for business decisions, but the data is not close enough to the customer to reap maximum benefit. In many cases, importance is not given to the granularity of data. The probability of “customer centric” decisions being right could be high, if the top management makes better use of the end user customer data (such as point of sale data, voice of customer, social media buzz etc.) to devise business strategies.
A New Leadership Model for Digital BusinessAbbie Lundberg
This presentation is based on research I conducted for Harvard Business Review Analytic Services as well as interviews with dozens of business leaders and CIOs.
A Brief and Colorful History of Technology in BusinessAbbie Lundberg
A look back at the amazing developments that have taken place over the past 20 years in technology development and IT management; where we are now, and what IT leaders need to focus on in the months ahead.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...
The CIO's Dilemma
1. The CIO’s Dilemma Abbie Lundberg, Lundberg Media Former Editor in Chief, CIO Magazine EFFICIENCY OR INNOVATION? PULLED IN TWO DIRECTIONS & GETTING NOWHERE FAST
11. "Being highly responsive to our business partners’ and customers’ needs and creating standardized processes and technology platforms can seem like conflicting goals, but doing BOTH is key to maximizing value .” Stuart McGuigan, CIO, CVS Caremark
12. BOTH 57% of executives say innovation and cost reduction are equally important to their company’s ability to achieve future growth Source: Accenture survey of 630 U.S. and U.K. executives, Nov. 2009
13. IT savvy firms are 20% more profitable than their competitors -MIT Center for Information Systems Research
15. “ There are very few secrets out there anymore. The only competitive advantage becomes speed. Organizations need to keep embracing innovation and new technology models. At the end of the day, it’s about getting from point A to point B quicker than everybody else.” Rollin Ford, CIO, Wal-Mart
19. 85% information is a key strategic asset 36% well positioned to use information for growth Source: “Unlocking the Value of the Information Economy,” a global survey of 1,375 executives conducted by Harvard Business Review Analytic Services and sponsored by Symantec Room for Improvement
20. Barriers to growth Which of the following are barriers to your organization's ability to use information to grow your business? (Select all that apply) Source: “Unlocking the Value of the Information Economy,” a global survey of 1,375 executives conducted by Harvard Business Review Analytic Services and sponsored by Symantec
24. SaaS 1/3 of all enterprises have subscribed to or plan to subscribe to software as a service applications in the next 12 months Source: Forrester Enterprise And SMB Software Survey 2010
25. The government should adopt Web-based and free technologies over proprietary ones wherever possible to reduce government spending on long-term maintenance and consulting contracts. - Aneesh Chopra
28. Cisco Virtual Sales Meeting, September 2009 19,000 participants 89 countries 24 times zones 88 hours 90% cost savings! … and offset 84,400 metric tons of carbon dioxide Image from Cisco
31. Performance Gap Please rate how important each of the following information strategies is to your organization’s growth over the next 1–3 years where 1 means “not at all important” and 10 means “extremely important.” Please rate how well your organization is currently doing each. Source: “Unlocking the Value of the Information Economy,” a global survey of 1,375 executives conducted by Harvard Business Review Analytic Services and sponsored by Symantec
32. Closing the Performance Gap What are the three most important things your organization can do to close the gap from where you are today and where you want to be to make better use of information? (Select up to three) Source: “Unlocking the Value of the Information Economy,” a global survey of 1,375 executives conducted by Harvard Business Review Analytic Services and sponsored by Symantec
33. REAL SIMPLE COMMON PROCESSES STANDARD INFORMATION LEVERAGED PLATFORM OF CORE SYSTEMS INNOVATION AT THE EDGE
34. “ It may seem counterintuitive, but the more standardized your systems and processes are, the more flexible you can be.” - Charlie Feld, Blind Spot
37. Today’s Tech Landscape Q. Which option best describes your plans for each of the following applications in the next 12 months? Source: CIO Technology Priorities Study February 2010
38. Tomorrow? Source: CIO Technology Priorities Study February 2010 Q. Which option best describes your plans for each of the following applications in the next 12 months?
48. Abbie Lundberg 508.269.3547 [email_address] http://lundbergmedia.com Most of the photos in this presentation are from flickr, offered for use under a Creative Commons license Photo by Matthew Fang
Editor's Notes
Companies are gearing up to start growing again. But it's not just any growth CEOs are looking for. The holy grail for 2010 is profitable growth In sluggish economy = creative tension Requires BOTH innovation and continued cost reduction
If not managed well, trying to drive both innovation and efficiency can lead to a lot of wasted energy and little forward motion, like these two locomotives pulling in opposite directions
This need for BOTH is being driven by a variety forces. Recession may be over, but slow recovery IMF forecasts Total world GDP: modest 2.5% for 2010, most of that in emerging markets U.S. GDP: less than 1% Companies just have to find a way to grow IMF World Economic Outlook, update July 2009 http://www.imf.org/external/pubs/ft/weo/2009/update/02/index.htm
Unlike in previous recoveries, there's still a lot of uncertainty. Companies have little visibility into... Customer intentions Supplier viability Market conditions Financing Regulations As a result, cautious in investments
At the same time, demand for new technology capabilities has never been greater. Customers, employees and business partners can't get enough of the latest & greatest, and they don't seem to care that many of the things we now take for granted weren’t even conceivable just 10 years ago. I love this clip of the comedian Louis CK from the Conan O’Brian show, talking about how truly miraculous today’s technology developments are, and yet nobody’s satisfied.… I’m sure that feels familiar to some of you. These kinds of expectations create demand for innovation, market opportunity – and lots of headaches for CIOs.
CIOs attempt this balancing act while the economy is shifting beneath their feet. Still an economy in transition This is the power house at the old Bethlehem Steel plant. You don’t have to be in the steel industry to know that things are changing: Detroit Music industry, publishing... [click] Just about every aspect of business is being transformed by information technology, from the very products companies sell to how they create, store, market and distribute them.
Just about every aspect of business is being transformed by information technology, from the very products companies sell to how they create, store, market and distribute them.
CIOs have always been faced with competing imperatives, but current trends have increased the tension. Today it’s not a matter of shifting from one end of the spectrum to the other but of finding a way to do the things on BOTH sides of the chart. [ review list] For many in IT, dealing with this kind of ambiguity can be extremely uncomfortable. What’s worse, given IT’s focus over the last few years on cost cutting and efficiency, many people in other parts of the business question whether IT is actually up to the task of innovation
oversimplified metaphor? illustrative nonetheless. Organizations with relatively immature IT may have trouble delivering both efficiency and innovation at the same time More mature organizations, however, can be much more versatile. The end game for CIOs for 2010 will be the ability to both run efficient operations AND help the company better understand what’s going on with customers and quickly innovate new products around that customer insight.
Smart CIOs are taking on this challenge [QUOTE] ..... Part of creating change involves holding two incompatible ideas in your head at the same time and somehow still functioning. http://www.smartenterprisemag.com/articles/2007fall/casestudy.jhtml
The demand for BOTH is pervasive 57% ...
While there are many things companies can do to achieve profitable growth, in an information-based economy, IT is one of the most important. According to research by MIT CISR, firms that are IT Savvy are 20% more profitable than their competitors. This is because everything about business is becoming more digitized. .... There are five main characteristics of IT savvy companies: Senior management committed to using IT strategically IT is integrated into all aspects of the business Company has a culture of collaboration and of sharing data and business processes Employees are empowered with great systems and information Management learns from experience by embedding lessons of the past into its governance process
We’ve put to rest the question of does IT matter… … how do you make it matter when everyone has access to the same tools? Competitive advantage comes from how well you use technology, and how quickly your business is able to respond to new opportunities
Rollin Ford, Wal-Mart, at this year's National Retail Federation conference [QUOTE] This holds true regardless of company size. http://www.fastforwardblog.com/2010/01/14/top-cios-say-social-networks-now-drive-innovation/
A big problem in the quest for speed: Many companies are weighed down by overly complex or outmoded systems that have been built up over the past 20-30 years.
Businesses have built up system upon system, feature upon feature, until their infrastructure looks like this. There’s useful stuff down here – the furnace, foundation, some tools. But most of it is rarely used and never will be. No one wants to give up their pet systems time to clean house Companies just can’t afford to have multiple disjointed systems – both for cost reasons and because fragmented data is a lot less useful
According to various surveys, the average company still spends 70% of its IT dollars on non-discretionary fixed costs. Just think if you could shift an additional 20% of that to providing new capabilities – and make your core systems better at the same time. (CIO, Gartner, MIT CISR) Goal: Not only reduce fixed costs -- also reduce operating complexities, making it easier to respond quickly as business conditions change. Consider this: companies that spend more of their IT budgets on new rather than sustaining initiatives have significantly higher revenue growth and net margins relative to competitors. (MIT CISR)
There's a big gap between where companies are and where they want to be when it comes to leveraging information. 85% of Harvard Business Review subscribers surveyed recently said that information is a key strategic asset, yet only 36% said their organizations are well positioned to use information for growth – and only 7% said they are very well positioned to do so. http://hbr.org/hb-main/resources/pdfs/comm/symantec/15846_HBR_Symantec_Report_FNL_for_web.pdf
Respondents, particularly the CIOs, were very clear that changes in technology and process must be made if their companies are to recognize the full value of their IT systems and data. Organizational silos, a lack of data integration, a lack of analytic skills, and outdated, overly complex information systems all were cited as barriers to making the most effective use of information.
It’s not like CIOs don’t know there's a problem, but optimizing IT, like laying any new infrastructure, takes money. And money is scarce.
The good news: things are starting to thaw… (survey released early this year by CIO) Not enough to do a lot of new things unless you do a lot of things differently
IT has to move to a lighter weight, more flexible, lower-cost model for IT. Small & midsize first to embrace SaaS, free software Virtualization Agile development & Visualization Open Source & “Free” software Service oriented architecture allowing for reuse and repurposing of assets Cloud computing: matter of when and in what mix, internal/external Global spending on cloud computing will more than double to $44.2 billion in the next three years, according to IDC Start projects now
SaaS established, accepted, especially for departmental applications
Governments make for interesting case studies when it comes to the shifts going on. dramatic decreases in tax revenues at the same time that demand for services is up. Driving many to do things in a radically different way. Last August, Aneesh Chopra, the U.S. govt’s CTO, said [SEE QUOTE]. He went on to say: “ In the old days, an agency might have to adopt a commercial software package and spend $8 or $9 for every $1 spent on the actual license. Increasingly, new platforms are emerging based on the re-use of intellectual property.” No wonder Ballmer looks like he wants to crush something. But Microsoft never stands still – in early 2010, announced its own cloud offering for government. http://blogs.wsj.com/digits/2009/08/24/federal-government-mulls-web-20/
State of California $45.5 BILLION budget gap this year, forcing the government to lay off and furlough workers in record numbers. City of Los Angeles made headlines recently when it announced it was moving to Gmail and Google apps estimated savings of $5.5 million in hard-costs, and an additional $20 million in soft costs due to factors like increased productivity Piloting Gmail now with 3,000 employees Full rollout to more than 30,000 desktops in June Later calendar, word processing, document collaboration, and video and chat Lots of headwinds as competing interests lobby for the status quo. But because Randi Levin, the CTO there, went through solid cost/benefit analysis, due diligence, strong communication about security concerns, moving forward. Government Technology, Feb. 10, 2010 http://www.govtech.com/gt/articles/744804
iPhones introduced a whole new paradigm for lightweight software development with applets Genentech was an early adopter of iPhones in the enterprise 30 iPhone apps, including SAP shopping cart Pierce compared what he spent to make his purchasing system usable on SAP ($10 million) to what it cost to make it usable on the iPhone ($10,000). In addition to decreasing the cost of IT, IT has a central role to play in lowering business operating costs. The technology exists today to do a lot of things differently – everything from procurement to order management to supply chain to sales. The business case for iPhones at Genentech was mobility and productivity Now in addition to decreasing its own costs, IT has a central role to play in lowering business operating costs. The technology exists today to do a lot of things differently – everything from procurement to order management to supply chain to sales.
Cisco did something very different and saved a ton when it held its Global Sales Meeting virtually last fall. [stats] [CLICK] Satisfaction scores for the sessions comparable to previous events 3 global Contact Centers, 24x7 technical monitoring & support >8,000 participants in group chat within the “Chat Zone”
no sales meeting wd be complete w/out fun teambuilding exercise – ex. – hard to do virtually >13,000 active players of the alternate reality game “The Threshold” (expected 7,000) YES, people missed seeing their colleagues in person, but at 10% of the cost, that’s a tradeoff more companies will make in 2010. This is one way to free up money for other things While many of these examples are of large organizations, the points they illustrate are just as applicable to midsize enterprises as well.
Profitable growth requires looking outward to customers In the Harvard study on information value, we asked participants to rate the priorities that would help their business grow profitably over the next 1-3 years. At the top, named by 81% of participants: retaining customers, followed by acquire new customers at 74% Hasn’t been a big focus for CIOs in the past, but fortunately that’s changing because, again, IT has a big role to play here
In the same survey, Respondents were asked to rate the importance of various information strategies to their organization's growth over the next 1-3 years on a scale of 1 – 10. Leveraging Customer information took the top two spots. They were also asked to rate how well their organization is currently doing at each of those. There’s a big gap. And that’s a big problem
How are companies going to close that gap? By first focusing on the information flows, and by taking better advantage of the technology they already have! (optimize, turn on features not using yet)
There’s really only one answer to the CIO’s dilemma. Simplification. Simplification of processes, standardization of information and technologies – and enabling innovation at the edge Not necessarily easy – or cheap - but it’s not brain surgery, either. [click] The practice of IT management is reaching maturity. We have the tools and techniques today to build effective digital platforms.
Charlie Feld [QUOTE] [background] Book targeted at business not IT leaders. Describes Blind Spot as A subject that is obscure or unintelligible to otherwise sharp and intelligent people – the situation with business leaders when it comes to IT today.
Charlie’s model focuses on common versus unique processes, standard versus disjointed information, and leveraged versus fragmented IT platforms and networks. If you are common, standard and leveraged in your systems, data and processes, he says, you can continuously flex your organizational model. However, if those things are unique, disjointed and fragmented, you are locked into those structures and change is expensive and slow. Especially relevant for midsize businesses in growth mode – whether through acquisition or not. Direct Energy. Southwest Airlines Frito-Lay, Delta, Burlington Northern, Southwest and more
Bechtel liquified natural gas processing plant, Angola Why talking about Bechtel at Midsize Enterprise Summit? Not so much as example that would relate directly to your business, but rather, as Geir Ramleth led IT transformation at Bechtel a few years ago Project Services Network (PSN): Infrastructure built to operate natively within the internet, with a set of services that enables anybody to interact with it from any place at any time with any set of hardware in a secure and cost effective manner. Everyone outside the firewall Creating the ecosytem for the Engineering, Procurement & Construction industry Flow of information up and down the value chain. ISO standard for data exchange. Massive efficiencies, flexibility, speed for everyone Benefits to partners, but to get full advantage, have to comply with the standards Whether you’re the center of the ecosystem or a player in it, something like this is in your future
CIO’s tech priorities survey – just released The things people are doing today – ordered by number of respondents, not necessarily $$. It’s a pretty good snapshot of the current technology landscape, as these are the things that are in production or being upgraded and enhanced.
These are the technologies CIOs are investigating for tomorrow – a very different list, with Cloud computing, business process management, various facets of services and expanding applications of virtualization topping the list
Always get to point where start to feel overwhelmed on behalf you all of you with all the mandates, imperatives and choices So many choices can really can be overwhelming – especially in companies without good governance mechanisms. To have any hope of being effective, CIOs must be good at demand management, portfolio management and project prioritization, negotiating with business partners and suppliers, and communication in many dimensions.
There is competition for resources inside most organizations that lack good methods for deciding where to invest in IT. And the competition isn’t just one IT project against another, but all capital spending – is your company going to spend money on a new major software package or a new warehouse or acquisition? How are you going to decide?
It’s not going to be easy in companies where the relationship between IT and other business executives is contentious, as it is in many organizations -- creating a need for books like this one. This has got to change. To fund innovation, companies have to face up to the fact that they can’t do everything
Nashville [QUOTE] To do what’s most important, business & IT leaders have to work together to prioritize IT projects and spending across the company, understand and agree to tradeoffs
Spoke recently with CIO at Mid market retailer, hard hit by the recession – and some marketing and merchandising problems before that. Massive budget and staff cuts over past 4 years –10% on top of 33% already done, staff cut in half. CIO did a couple of remarkable things: First, challenged staff: how get smaller AND better? #1 opportunity: were spending time on work that was not most important work Functionally organized, making project decisions within silos Second, CIO offered to cut deeper than asked – in exchange for business execs sitting down together on monthly basis to force rank the project portfolio across the business Now IT spending time on the highest value things for the entire business
Force rank all projects – WITH all functions participating. This will drive some very interesting and productive conversations
Having to cut 30-40% of your budget will drive a lot of change It helps to have a burning platform: a situation where people are forced to act by dint of the alternative being worse. Initiate change: Don’t take it for granted that everyone is as aware of the urgency as you. The crisis may already exist but it still needs to be highlighted. Have to show how staying where you are is not an option, and that doing nothing will result in disaster Maintain momentum: Steve Bandrowczak talks about this a lot. DHL acquisition of Airborne. 7/24, 15-week effort. Millions/day that don’t integrate. SAP – report -- $5 million/week operating What strategies will you employ to highlight the situation and get buy in to your ideas?
Pursue speed & innovation while also making the business more efficient. The way to do this is to move to a simpler, more flexible, lighter weight model for IT Given limited resources, critical to prioritize efforts across the business to get most value This is a team sport and will require new, more collaborative relationships between IT and the rest of the business
This is a time to think big, and think radical. One financial services company that had been through many swings of fortune began to use a novel planning approach: Imagine we’re bankrupt; what do we do now? Strip down to core, then add to that. Whether that means abandoning traditional software models in favor of something that may have seemed only appropriate for the consumer market – or getting functional leaders to view things from an enterprise perspective – or offering end customers something that really is amazing – think big.