Gartner analysts will further discuss how to prioritise IT initiatives, while balancing the use of resources at Gartner PPM & IT Governance Summit 2011, 14-15 June in London. For more information please visit europe.gartner.com/ppm
How Gartner Helps Across the Entire IT Cost Optimization Life CycleChris Grow
IT Cost Optimization includes the practices, capabilities and behaviors taken by IT organizations and enterprises to balance the constraints of reducing costs, managing service levels and showing the business value of IT in pursuit of enterprise financial imperatives.
As High performing businesses need to respond quickly to market changes, improve operational efficiency and accelerate growth. know more about how netmagic’s IT infrastructure services can help.
Gartner analysts will further discuss how to prioritise IT initiatives, while balancing the use of resources at Gartner PPM & IT Governance Summit 2011, 14-15 June in London. For more information please visit europe.gartner.com/ppm
How Gartner Helps Across the Entire IT Cost Optimization Life CycleChris Grow
IT Cost Optimization includes the practices, capabilities and behaviors taken by IT organizations and enterprises to balance the constraints of reducing costs, managing service levels and showing the business value of IT in pursuit of enterprise financial imperatives.
As High performing businesses need to respond quickly to market changes, improve operational efficiency and accelerate growth. know more about how netmagic’s IT infrastructure services can help.
Technology Business Management (TBM) - Achieving Digital StrategyAlex Manders
During the 2017 TBM Council Conference hosted in San Diego, CA with over 1,200 IT and Finance professionals - ISG presented on the topic of aligning IT financial management to Enterprise digital transformation initiatives. The case for IT strategy was demonstrated through augmented reality with a Client in the Public Utilities sector.
Five Things Every CPQ Administrator Must Know, Presented by Apttus UniversityApttus
In this practical session, you’ll learn several key things that every administrator must know about setting up pricing and configuration for Apttus CPQ. With the depth of instruction that only Apttus University can provide, it’s a perfect starting point for new and prospective designers, and a great refresher for experienced admins.
We are neutral IT Advisors for the full M&A life-cycle – for strategic buyers/sellers and for Private Equities. Within our industrialized IT Due Diligence or IT Assessments, we minimize risks and identify cost reduction potentials as well as growth opportunities – based on the investment thesis. Our proven track record and our unique partnership with West Monroe Partners, a leading IT M&A advisor in the US, underlines our capabilities.
While enterprise IT infrastructures are the key driver for the success of nearly every modern business, their costs for initial deployment and operational management can be astonishingly expensive. Costs related to the provisioning and maintenance of a complex IT ecosystem can grossly erode operational budgets and marginalize business successes and profitability. Faced with this reality, most organizations are pressured to reduce IT-related costs without diminishing service availability or performance.
Discover how rationalization practices can substantially reduce the cost of maintaining IT infrastructures while accelerating their effectiveness and reliability.
Today’s most *beneficial technologies include Mobile Field Service – work order management, dispatch, parts management, real time data access, signature capture, communications also includes Scheduling and Routing, Remote Product Monitoring, Forecasting & Planning, Business Intelligence.
Gartner forecasts worldwide IT spend will grow by 3.1% in 2014 to $3.8 trillion, yet many IT organizations are still struggling to track IT spend, relate spend to business priorities, and measure and communicate the value created by IT for the business.
Learn how Apptio can help: http://www.Apptio.com/transparency
“How P2P Fits Within an Enterprise Supply Chain” is the second topic of a supply chain learning series presented by ScottMadden and Shared Services & Outsourcing Network (SSON).
ICT Cost Management And Savings General2control4IT
ICT costs are increasigly becoming an issue. This presentation shows option for getting most value out of your ICT at reasonable cost levels. Transparancy in costs and volumes are key.
Technology Business Management (TBM) - Achieving Digital StrategyAlex Manders
During the 2017 TBM Council Conference hosted in San Diego, CA with over 1,200 IT and Finance professionals - ISG presented on the topic of aligning IT financial management to Enterprise digital transformation initiatives. The case for IT strategy was demonstrated through augmented reality with a Client in the Public Utilities sector.
Five Things Every CPQ Administrator Must Know, Presented by Apttus UniversityApttus
In this practical session, you’ll learn several key things that every administrator must know about setting up pricing and configuration for Apttus CPQ. With the depth of instruction that only Apttus University can provide, it’s a perfect starting point for new and prospective designers, and a great refresher for experienced admins.
We are neutral IT Advisors for the full M&A life-cycle – for strategic buyers/sellers and for Private Equities. Within our industrialized IT Due Diligence or IT Assessments, we minimize risks and identify cost reduction potentials as well as growth opportunities – based on the investment thesis. Our proven track record and our unique partnership with West Monroe Partners, a leading IT M&A advisor in the US, underlines our capabilities.
While enterprise IT infrastructures are the key driver for the success of nearly every modern business, their costs for initial deployment and operational management can be astonishingly expensive. Costs related to the provisioning and maintenance of a complex IT ecosystem can grossly erode operational budgets and marginalize business successes and profitability. Faced with this reality, most organizations are pressured to reduce IT-related costs without diminishing service availability or performance.
Discover how rationalization practices can substantially reduce the cost of maintaining IT infrastructures while accelerating their effectiveness and reliability.
Today’s most *beneficial technologies include Mobile Field Service – work order management, dispatch, parts management, real time data access, signature capture, communications also includes Scheduling and Routing, Remote Product Monitoring, Forecasting & Planning, Business Intelligence.
Gartner forecasts worldwide IT spend will grow by 3.1% in 2014 to $3.8 trillion, yet many IT organizations are still struggling to track IT spend, relate spend to business priorities, and measure and communicate the value created by IT for the business.
Learn how Apptio can help: http://www.Apptio.com/transparency
“How P2P Fits Within an Enterprise Supply Chain” is the second topic of a supply chain learning series presented by ScottMadden and Shared Services & Outsourcing Network (SSON).
ICT Cost Management And Savings General2control4IT
ICT costs are increasigly becoming an issue. This presentation shows option for getting most value out of your ICT at reasonable cost levels. Transparancy in costs and volumes are key.
Nowadays, IT organizations face challenges that not only relate to the use of technologies, platforms and tendencies; they go go beyond operating and maintaining applications over 15 years-old, many of them developed in old or obsolete programming languages, in platforms whose maintenance and operation are increasingly more complicated to maintain.
With this in mind we have developed an assembly of services and solutions for the purpose of supporting IT officials to optimize time, resources and investments in IT.
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.
Denodo DataFest 2016: ROI Justification in Data VirtualizationDenodo
Watch the full session: Denodo DataFest 2016 sessions: https://goo.gl/eB3lOM
There are two sides to the ROI coin. One is TCO and the other is business impact. In this session, we will explain how to justify and measure the ROI for data virtualization, and share examples of authentic business benefits realized by our key customers. If you need help justifying the investment, don't miss this session!
In this session, you will learn:
• How data virtualization is used to leverage data as a strategic asset, and to monetize data
• How to justify and measure ROI for data virtualization solutions
• Examples of business benefits realized by our key customers
This session is part of the Denodo DataFest 2016 event. You can also watch more Denodo DataFest sessions on demand here: https://goo.gl/VXb6M6
Bending the IT Op-Ex Cost Curve Through IT SimplificationCognizant
CIOs can cut back operations expenditures (Op-Ex) and redirect the funds to strategic digital transformation by reducing IT complexity and rooting out inefficiencies while engaged in IT simplification.
IT Financial Management Series - Part 1: Defining a Model to Effectively Run ...UMT
"This is the first part of the IT financial management series. In this webinar, Charlie Curcio, IT CFO shares his experience in defining what it means to Run the Business of IT.
On average companies spend 5% of the total operating budget on IT, increasing pressure on executives to reduce costs, communicate value and align IT investments with business priorities to drive a competitive advantage.
Today, many high performing IT organizations are adopting Integrated IT Portfolio Analysis (IIPA) best practices to effectively Run the Business of IT. Developing a holistic data model and financial framework is key to driving transparency across disparate IT domains and providing accurate and reliable metrics to enhance decision making."
The concept of IT intensity is explained, and I show how an organisation with the correct IT intensity will be better able to survive future threats. This little understood concept can change the way you do business and the way you think about IT.
However IT intensity is much more than just adding more technology. This must be linked with your processes and strategy.
The bottom line: Do it to yourself before someone does it to you
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.
Integration allows rapid business reconfiguration to create new business models and ecosystems while continually optimizing customer experience and business operations.
ERP Optimization: How to Save Cost And Gear Up For Business Innovation Simult...CAST
This slide presentation features Liz Herbert, Principal Analyst with Forrester Research Inc, on how to take control of your ERP system to enable growth and revenue generation by learning to:
-Find the balance between cost control and business innovation
-Manage the TCO of ERP systems by reducing complexity
-Identify performance and stability vulnerabilities by focusing on the quality of customizations
To watch the complete webinar, visit http://www.castsoftware.com/news-events/event/erp-customization-kills-innovation?gad=ss
Frameworks to drive value from your investment in Information TechnologyJohn Halliday
This PDF presentation aims to assist the C-Suite (CEO, CIO, CRO, CSO), Board Members and Audit and Risk Committees to be aware of good IT governance frameworks and references and thereby have Value conversations with IT professionals (and assist IT professionals to drive, and prepare for these conversations). It will cover a wide range of frameworks and references. Enjoy!
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.
If your business goal is increased profitability, then reducing TCO must be a high priority business case. It’s about ‘Optimizing’ cost, and doing ‘more’ with ‘less’. If your annual IT budget is USD 100 Million, a 5% TCO reduction can add USD 5 Million straight to your bottom line.
Similar to Central de Serviço e Governança de IT | Encontro de Cios CTIS e Sucesu Minas 08/04/2014 (20)
"Impact of front-end architecture on development cost", Viktor TurskyiFwdays
I have heard many times that architecture is not important for the front-end. Also, many times I have seen how developers implement features on the front-end just following the standard rules for a framework and think that this is enough to successfully launch the project, and then the project fails. How to prevent this and what approach to choose? I have launched dozens of complex projects and during the talk we will analyze which approaches have worked for me and which have not.
Search and Society: Reimagining Information Access for Radical FuturesBhaskar Mitra
The field of Information retrieval (IR) is currently undergoing a transformative shift, at least partly due to the emerging applications of generative AI to information access. In this talk, we will deliberate on the sociotechnical implications of generative AI for information access. We will argue that there is both a critical necessity and an exciting opportunity for the IR community to re-center our research agendas on societal needs while dismantling the artificial separation between the work on fairness, accountability, transparency, and ethics in IR and the rest of IR research. Instead of adopting a reactionary strategy of trying to mitigate potential social harms from emerging technologies, the community should aim to proactively set the research agenda for the kinds of systems we should build inspired by diverse explicitly stated sociotechnical imaginaries. The sociotechnical imaginaries that underpin the design and development of information access technologies needs to be explicitly articulated, and we need to develop theories of change in context of these diverse perspectives. Our guiding future imaginaries must be informed by other academic fields, such as democratic theory and critical theory, and should be co-developed with social science scholars, legal scholars, civil rights and social justice activists, and artists, among others.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
2. 1
Gartner helps CIOs to Change Focus from Cost
Cutting to Generating Value
A cost-focused IT culture is reflected in the obsessive focus on the cost of
IT operations (as opposed to the cost of enterprise operations), a budget-
driven project proposal process, absence of IT in the front office and
deferred maintenance on IT (thus increasing IT debt).
Loss of revenue, market share or reduction in customer satisfaction scores
is common among organizations that focus only on cost.
As front-office operations increasingly depend on technology support,
enterprise culture must shift to recognize IT as a value-generating
function. The alternative is diminishing effectiveness in the front office.
The IT organization must not see itself as a victim that's powerless to
change an externally imposed IT cost focus. The change can, and should,
start from within.
3. Barriers —There are Many
2
Politics (silos)
Poor IT cost
transparency
Lack of
accountability
Inability to divest
Low tolerance
for risk
IT lacks
involvement in
“business”
strategy
4. Enable Innovation & Business
Restructuring
Joint Business & IT Cost
Savings
Implement process improvement,
business restructuring and
innovation
Implement cost-savings
technologies in conjunction with
the business
IT Procurement
Cost Savings Within IT
Identify opportunities to reduce IT
costs
Get the best pricing and terms for
your IT purchases
SignificantITSavingsPotential
(IT&BusinessReductions)
ModestSavingsPotential
(ITCostReduction)
Size of Potential value of IT Directly Relates to
Effort Invested
• Deliver Units Differently - Evaluate
changes to service delivery domains
consolidation, streamlining or
selective outsourcing
• Reduce Unit Cost -
• Deliver Different Units - Reimagine
business service delivery with
technology
• Reduce Number of Units
Reduce application footprint ,
• Evaluate projects
IncreasingBusinessValue
IncreasingLevelofEffort
1
2
3
4
Four paths that can be taken individually or together for compounding effect
5. 4
Questions to Ask About Lever 1 (Procurement)
• Does your organization have consistent processes for IT
procurement and contract renegotiation?
• Where is your organization is on Gartner’s IT Score
Model for Sourcing and Procurement?
• How confident are you that you are getting the best
pricing and terms, and how to you validate your
assumptions?
6. Cost Optimization Opportunities Remain in Every
Area of IT
- Best performers are decreasing costs
20% faster than average performers
- The resulting I&O performance gap alone
has now increased to 41% over the past
three years, even larger within
applications.
• There is a pressing need to ensure IT spend
drives business value and financial
performance, yet cost optimization efforts are
frequently poorly framed and implemented
• Maximizing the opportunity requires
challenging the conventional wisdom
regarding cost optimization among both IT
and Business executives.
US$M
Relative spend to deliver same workload
Best Performers vs. Average Infrastructure Costs,
Average Performers Best Performers
41%
Differences Between Average and Best Performers
Overall IT Spend 38% difference in cost
Application Development
53% difference in cost per function point
Application Support:
55% difference in cost per function point
Mainframe
35% difference in cost per installed MIPS
Unix server 62% difference in cost per server
Wintel server 32% difference in cost per server
Storage 44% difference in cost per TB
Desktop 22% difference in cost per device
Help Desk
33% difference in cost per handled
contact
Wide-Area Data Network 43% difference in cost per device
Local-Area Network 51% difference in cost per active port
Wide-Area Voice Network
27% difference in cost per minute
Voice Premise
Technologies
34% difference in cost per active
extension
7. Enable Innovation & Business
Restructuring
Joint Business & IT Cost
Savings
Implement process improvement,
business restructuring and
innovation
Implement cost-savings
technologies in conjunction with
the business
IT Procurement
Cost Savings Within IT
Identify opportunities to reduce IT
costs
Get the best pricing and terms for
your IT purchases
SignificantITSavingsPotential
(IT&BusinessReductions)
ModestSavingsPotential
(ITCostReduction)
Size of Potential value of IT Directly Relates to
Effort Invested
• Deliver Units Differently - Evaluate
changes to service delivery domains
consolidation, streamlining or
selective outsourcing
• Reduce Unit Cost -
• Deliver Different Units - Reimagine
business service delivery with
technology
• Reduce Number of Units
Reduce application footprint ,
• Evaluate projects
IncreasingBusinessValue
IncreasingLevelofEffort
1
2
3
4
Four paths that can be taken individually or together for compounding effect
8. 7
Questions to Ask About Lever 2
(Cost Savings Within IT)
• Have you compared your IT costs against Gartner’s IT
Key Metrics Data?
• Where is your organization on Gartner’s IT Score Model
for Infrastructure and Operations?
• In which areas are you currently working to save costs
within IT?
• What are the biggest drivers of unanticipated IT costs in
your enterprise?
• Have you implemented Gartner’s “10 Key Actions to
Reduce Infrastructure and Operations Costs,” found in
G00170304?
9. Lever 2: Cost Savings Within IT:
Identify Opportunities to Reduce Costs
1. Defer non-critical key initiatives
2. Re-examine networking costs
3. Consolidate I&O
4. Virtualize I&O
5. Reduce power and cooling needs
6. Contain storage growth
7. Push down IT support
8. Streamline IT operations
9. Enhance IT asset management
10. Optimize multi-sourcing
Gartner’s Ten Actions to Reduce IT Infrastructure and Operations Costs
These actions reduce
annual I&O costs by
10% within 12 months,
and by 25% or more
over three years.
10. Enable Innovation & Business
Restructuring
Joint Business & IT Cost
Savings
Implement process improvement,
business restructuring and
innovation
Implement cost-savings
technologies in conjunction with
the business
IT Procurement
Cost Savings Within IT
Identify opportunities to reduce IT
costs
Get the best pricing and terms for
your IT purchases
SignificantITSavingsPotential
(IT&BusinessReductions)
ModestSavingsPotential
(ITCostReduction)
Size of Potential value of IT Directly Relates to
Effort Invested
• Deliver Units Differently - Evaluate
changes to service delivery domains
consolidation, streamlining or
selective outsourcing
• Reduce Unit Cost -
• Deliver Different Units - Reimagine
business service delivery with
technology
• Reduce Number of Units
Reduce application footprint ,
• Evaluate projects
IncreasingBusinessValue
IncreasingLevelofEffort
1
2
3
4
Four paths that can be taken individually or together for compounding effect
11. 10
Questions to Ask About Lever 3
(Joint Business and IT Cost Savings)
• Are you familiar with Gartner’s research on application Total
Cost of Ownership, as described in, “A Framework for the
Lifetime Total Cost of Ownership of an Application”?
• Where is your organization on Gartner’s IT Score Model
for Applications?
• How do you currently manage your application portfolio?
• How do you work with business’ stakeholder to identify
opportunities for IT and the business to work on and
leverage IT?
12. Treat Applications as Assets
• The "E" in TIME (*) is logical, but requires intestinal
fortitude.
• Most of the time, things stay around until they pose an
obviously huge risk, or break and cannot be fixed.
• Unless there is a life-threatening moment…
(*) TIME = Tolerate, Invest, Migrate or Eliminate Methodology
Value
Cost
Value/Business Benefit
TimeProject
Expense
Project Capital Depreciation Upgrade
ExpenseOps Cost
App Maint.
……
13. Capital Planning and Portfolio Management
• Whenever someone wants something new, the CFO (or
CEO, COO) asks, "What will go away?"
• Business cases include financials for full life cycles — from
creation through retirement (including decommissioning).
• Retirement and reuse lists exist, and execution is tracked.
Base Base
Project
A
Project
B
New
Project
New
Project
Current
Year
Next
Year …
Base
Several
Years
Budget
…
14. 13
Take away for Lever 3
(Joint Business and IT Cost Savings)
• Application Rationalization; Identifying and retiring business
applications
• Business Process Optimization.
• Demand Governance: How do you ensure business projects
support business objectives
• Shared Services: How can business support be rationalized ?
• Sourcing strategy: Can processes be delivered in a different
way?
15. Enable Innovation & Business
Restructuring
Joint Business & IT Cost
Savings
Implement process improvement,
business restructuring and
innovation
Implement cost-savings
technologies in conjunction with
the business
IT Procurement
Cost Savings Within IT
Identify opportunities to reduce IT
costs
Get the best pricing and terms for
your IT purchases
SignificantITSavingsPotential
(IT&BusinessReductions)
ModestSavingsPotential
(ITCostReduction)
Size of Potential value of IT Directly Relates to
Effort Invested
• Deliver Units Differently - Evaluate
changes to service delivery domains
consolidation, streamlining or
selective outsourcing
• Reduce Unit Cost -
• Deliver Different Units - Reimagine
business service delivery with
technology
• Reduce Number of Units
Reduce application footprint ,
• Evaluate projects
IncreasingBusinessValue
IncreasingLevelofEffort
1
2
3
4
Four paths that can be taken individually or together for compounding effect
16. 15
Questions to Ask About Lever 4
(Innovation and Business Transformation)
• Is the enterprise using information technology to support
new business models and/or new sources of revenue as
described in Gartner’s research on “In Emerging Markets,
CIOs Must Partner With the Business to Leverage
Innovation ?”
• Is the enterprise using information technology to create a
competitive advantage?
• How confident are you that the business is investing in the
right things?
• Where are your best opportunities to drive business
process improvement with information technology?
17. 16
Measure as a Business Partner
Use business performance to determine IT success
Contribution of IT
Dramatically
reduce
inventories
Identify redundant
assets
Reduce
process
inefficiencies
Dynamic pricing
Increase reach
Improve service/
cost value
proposition
(Illustrative)
Technology
(Illustrative)
Asset tracking
systems
Inventory
management systems
Process automation
Real time market
analysis and price files
Virtual channels,
Web and so on
Customer self-
service/ delivery
tracking
Note: (1) Return on capital employed
(2) Profit before interest and tax
(3) Cost of goods sold
Business Objectives
Increase
ROCE (1)
Increase
Market
Share
Increase
Market
Size
Increase
Sales
Decrease
Costs
Increase
PBIT (2)
Reduce
Current
Assets
Reduce
Fixed
Assets
Decrease
Capital
Employed
Reduce
Other
Costs
Reduce
COGS (3)
Increase
Volume
Increase
Price
Source: Adapted from www.investopedia.com
18. Lever 4: Business Innovation and Transformation
• "Seizing Competitive
Advantage" special report
highlights how enterprises
use IT to win.
• Hype Cycles and Emerging
Technologies research helps
identify game- changing
technologies.
• The Internet of Everything
research explores how IT is
often becoming the business.
• Research around mobile,
hybrid thinking, social
computing, idea
management, R&D
approaches and innovation
labs.
• Toolkits add rigor and
discipline to innovation
processes.
• Webinars, best practices and
case studies on business
and IT innovation in key
industries.
• Vertical industry research and
analysts
• The Gartner IT Market
Clock™ and Gartner ITScore
help identify modernization
targets, and build actionable
road maps.
• Deep expertise in business
process and risk management
to drive operational
excellence.
• "Business value of IT" Key
Initiative translates IT benefits
into business value.
Shift the focus from
the cost of IT to
value of IT
InnovateSeize Competitive Advantage Transform the Business
Today, a competitive
advantage from IT is
rarely about
implementing a
single “killer app”
C-Level Executives
view information
technology as the
engine of growth
19. STREET: Process for Innovation
TransferEvaluateTrack
Scope EvangelizeInnovation
Candidates
Rank
Give yourself a star:
We don't do this, or we don't do this well
We have activities but could do it better
We don't have too many problems here
20. 19
Next Steps: Developing the Go-Forward Plan
• Build into your team meetings in the next 30 days to
address insights from this workshop.
• Identify accounts to proactively take our Cost
Optimization capabilities.
• Build into service kick offs and ongoing value Reviews.
• Think about establishing an innovation process, such
as STREET.
21. Recommended Reading
20
In Emerging Markets, CIOs Must Partner With the Business to Leverage Innovation
Published: 18 April 2013 ID:G00250677
Analyst(s): Cassio Dreyfuss
10 Key Actions to Reduce IT Infrastructure and Operations Cost Structure
Published: 6 October 2009 ID:G00170304
Analyst(s): Jay E. Pultz
A Framework for the Lifetime Total Cost of Ownership of an Application
Published: 30 March 2010 ID:G00174275
Analyst(s): Andy Kyte
Use the Pace-Layered Application Strategy to Understand Your Applications Portfolio
Published: 16 August 2012 ID:G00232225
Analyst(s): Darryl Carlton | Jim Duggan | Luis Claudio Mangi
Driving the STREET Process for Emerging Technology and Innovation Adoption
Published: 30 March 2010 ID:G00174060
Analyst(s): Jackie Fenn