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Competing with IT 15 March 13
The document discusses challenges and opportunities for successful innovation through the use of information systems and technology, providing examples of how organizations have maximized their innovation investments, expertise, and data through various initiatives. It also examines factors that contribute to successful innovation, such as clear sponsorship, diversity, engagement, and alignment of IT and business strategies. The document advocates using a portfolio approach to assess opportunities and prioritize initiatives to improve realization of benefits from innovation investments.
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Competing with IT 15 March 13
- 1. Competing with IT -breaking through to enable business innovation Colin Ashurst Alison Freer 15th March 2013
- 2. Creating value forstakeholders by exploiting ongoing innovation in IS / IT
- 6. Connecting the firstPC to the internet 19..?
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- 16. Where next? What opportunitieswill current innovations in IS/IT provide organisations?
- 17. The problem… highfailure rate Huge spend on IT – “The UK public sector alone has spent an estimated £12.4 billion on software in the last year and the overall UK spend on IT is projected to be a monumental £22.6 billion,” High failure rate of IT projects – “We looked at a range of studies showing that only around 16per cent of IT projects can be considered truly successful.” – “Billions of pounds are wasted every year on new IT systems”….. British Computer Society report The Challenges of Complex IT Projects – 22 April 2004 Its not just the public sector!
- 18. The major gainscome from “doing the right things.”
- 19. IT & ChangePortfolio Strategic Exploratory Transformational critical to may be important change / doing achieving strategic in achieving future new things objectives success Improving the critical to existing valuable but current business business operations not critical to success Core Operations Support Based on McFarlan 1981
- 20. Driving forces STRATEGIC EXPLORATORY Perceived market Innovative business idea requirements New technology Competitive pressures opportunity Achieve Create change business changes Improved performance of existing activities (effectiveness) Cost reduction and efficiency improvements Integration/rationalisation to through automation speed up business processes General Legislation Industry Legislation CORE OPERATIONS SUPPORT 20
- 21. Setting Priorities Strategic Exploratory K B C G D L I M H E A J F Core Operations Support Size of circle represents use of resources on applications A - M. Diagram could show: • Money or people • Development or Maintenance or both • Current system, work in progress (ie a current project) or possible future project
- 22. Innovation Debate • Whatare the challenges to successful innovation in your organisation? • Examples of good practice?
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- 24. How do wemaximise our R&D Investment? • Global business • Multiple suppliers with expertise • High competition • Time critical
- 25. How do wemaximise our R&D expertise? • Entrepreneurial leader • Innovation Days • Won over hearts & minds • ‘Open Innovation’ campaign with suppliers = 90 new ideas
- 26. How do weturn data into Information? • NHS organisation • 115 days to transfer patient activity data into management reports • Slow, cumbersome planning
- 27. How do weinvoice accurately? • Global IT services business – 90,000+ staff • Push to maximise cost efficiency • Multiple teams, locations and time-zones
- 28. How do weinvoice accurately? • Used ‘Ideation’ as “21st Century Suggestion Scheme” • 3000 staff contributed to a 6 week Ideation event • Ideas adopted yielded $64M increase in cash-flow
- 29. eLearning case study Theuniversity has a core eLearning system Action: used by 90% of its 20,000 students. It is Use the IT & Change reliable and effective. However it looks dated portfolio to assess the and does not provide Web 2.0 features. current situation and A professor in Computer Science has develop options for action developed a new eLearning system. Usage is gradually growing in other departments. It looks up to date and it has some clear functional advantages over the core university system. The system is hosted on a server under the professors desk. It is becoming unreliable and no one other than the professor can provide support.
- 30. Successful Innovation Engagesthe Crowd
- 31. Successful Innovation Requiresa Toolkit
- 32. Successful Innovation isEnabled by IT • IT & Business strategies aligned • Open Innovation Platforms • Scope for exploration & experimentation
- 33. Successful Innovation hasClear Sponsorship • Idea Portfolio Manager • Global Head of Collective Intelligence • Chief Growth Officer • Chief Innovation Officer • Chief Inspiration Officer • Chief Imagination Officer • Chief Detonator • Chief Lizard Wrangler
- 34. Successful Innovation RequiresDiversity • Demographics • Personalities • Experience • Cultures • Sectors • Life
- 35. Successful Innovation RequiresIT Leadership • Envisioning Future Trends • Experimentation • Engaging with users • Embedded in strategy • Empowered IT Teams
- 36. Investment justification STRATEGIC EXPLORATORY Enable the R & D project to achievement of explore potential business objectives value and cost via explicit - fund from R & D Critical budget Success $ Factors $ Risk money. Disadvantage / Risk Net cost if it is not done reduction through (Critical Failure Factors) & / or quantified $ quantified savings $CORE OPERATIONS performance improvement SUPPORT $extent to which benefits can be justified financially
- 37. Thank you, questionsor comments? • colin.ashurst@ncl.ac.uk • alison.freer@leadtransform.co
- 38. The benefits ‘toolkit’– linking theory and practice
- 39. Bridging the knowing-doinggap: building the business transformation capability Shared language / mindset: focus on benefits & transformation IT Strategic Management Transformation Evolving Learning Knowledge toolkit Transformation by doing into action Capability Leadership & Development Individuals & teams using the toolkit to contribute to benefits realization
- 41. How would youapproach a xxxx1 project…. • Consider: – Lifecycle: stages / deliverables / milestones – Role of sponsor – Style / skills of project manager – Resourcing – Approach to budget / timescales – Attitude to risk xxxx1 – can be Strategic / – Use of package software Exploratory/ Core Operations / – ‘Agility’ Support
- 42. Your project… • Wheredoes it fit on the investment portfolio? • What are the implications for how you sell the project? • What are the implications of the portfolio for the management of the project? • How appropriate is the current management framework for the project?
- 43. What examples ofgood practice for portfolio management can you share? How has the practice contributed to improved realization of benefits from your portfolio?
- 44. How can youuse the portfolio to build engagement with colleagues and build the capability of your organization to realize benefits from IT?
- 45. Using the portfolio…. • Setting priorities • Strategic alignment • Investment justification • Project strategy • Governance • Resourcing / sourcing Common language
Editor's Notes
- #20 Colin – brief introduction to the portfolio with examplesPortfolio of what?
- #22 Colin – brief wrap up on portfolio – depending on timing. Refer to report
- #30 Brief discussion in groups and then discuss together
- #40 Colin Using the toolkit as part of a change programme
- #42 Colin – get different groups to work on different types of project – start with risk then move one from there
- #44 Colin – brief opportunity to share good practices
- #45 Steve: Question