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The Data & Findings
Practical IT Research that drives
measureable results
Info-Tech Research Group 2Info-Tech Research Group 2
A Systematic Roadmap to Drive IT Success
Innovator - Transforms the Business
Reliable Technology Innovation
Business Partner - Expands the Business
Effective Execution on Business Projects, Strategic
Use of Analytics and Customer Technology
Trusted Operator - Optimizes the Business
Effective Fulfillment of Work Orders, Functional
Business Applications and Reliable Data Quality
Firefighter - Supports the Business
Reliable Infrastructure and IT Service Desk
Unstable - Struggles to Support
Inability to Provide Reliable Business Services
90-100%
Satisfaction
80-90%
Satisfaction
70-80%
Satisfaction
60-70%
Satisfaction
<60%
Satisfaction
Our Programs: CIO Business
Vision
CEO-CIO
Alignment
Management &
Governance
Diagnostic
Info-Tech Research Group 3Info-Tech Research Group 3
What we have Learned: Successful Organizations mature based on
their Capabilities
Info-Tech Research Group 4Info-Tech Research Group 4
When Performance is Measured it Can be Improved, Dramatically
22%
25%
31%
13%
9%
0% 10% 20% 30% 40%
<1%
1-4%
5-9%
10-19%
20%+
% of Organizations
SatisfactionImprovement
Improvement after 1 Year
Largest Gain: 24% in One Year
53% of Orgs improved by > 5%
Least Improvement Achieved: - 3%
(From 92% to 89% - who are we to judge!)
Info-Tech Research Group 5Info-Tech Research Group 5
Our Data Programs
Understand
IT’s Mandate
Assess Satisfaction
with Business Services
Identify IT Processes
to Improve
CEO-CIO Alignment
Info-Tech Research Group 7Info-Tech Research Group 7
CEO-CIO Alignment Program
• Short 20 question survey on IT Direction and
Execution
• Complete with your CEO (or equivalent), CFO,
COO, and/or whoever your manager is
• Road-tested with dozens of CIOs, CEOs, and
Business Executives
1. Evaluate IT Fundamentals
2. Align IT with Business Priorities
3. Establish Performance Indicators
4. Invest in Technology & Innovation
Info-Tech Research Group 8Info-Tech Research Group 8
CEOs And CIOs Rarely See Eye To Eye
of CIOs/CEOs are not aligned on IT’s
current performance49%
67%
are somewhat misaligned
of CIOs/CEOs are unclear on
the target role for IT
33%
34% are highly misaligned
Info-Tech Research Group 9Info-Tech Research Group 9
Many CIOs Overestimate the Size of their Next IT Budget
Increase
16–30%
Increase
> 30%
Increase
6–15%
Increase
1–5%
Decrease
1–5%
Increase
16–30%
Increase
6–15%
Increase
1–5%
Decrease
1–5%
Decrease
6–15%
CIO Expectation CEO Expectation
CIOs Accurately
Estimated
CIOs
Overestimated
CIOs
Underestimated
43% of CIOs
overestimate the
size of their next
budget.
23% of CIOs are too
conservative and
underestimate their
future IT budget
Info-Tech Research Group 10Info-Tech Research Group 10
CIOs frequently have a stronger appetite for Transformational IT than
their CEOs
66% of CEOs don’t
want IT to transform
the business.
38% of CIOs aim
higher than their CEO
wants them to.
We asked CIOs and CEOs to “describe the role of IT in your organization in the future.”
17%
34%57%
26%
19%
42%
5%
% of CIO Respondents % of CEO Respondents
Date Driven Insight:
Come to consensus on what your CEO expects from you. Operating under the false expectation that IT should
strive for innovation can result in wasted resources and unwanted spending.
Info-Tech Research Group 11Info-Tech Research Group 11
50%++ of CEO want Improvement with key CIO Deliverables
Effective
Some
improvement
necessary
Significant
improvement
necessary
Not required
Business goals are clearly defined and
understood by IT.
35.8% 50.0% 14.2% 0.0%
An IT strategy is clearly defined,
published, and aligned with business
goals.
23.3% 41.7% 35.0% 0.0%
IT measures business satisfaction. 22.5% 42.5% 30.8% 4.2%
IT project approval is based on alignment
with business goals.
42.5% 44.2% 12.5% 0.8%
Annual IT budgeting aligns with business
goals.
44.2% 39.2% 16.7% 0.0%
Metrics are in place to measure success
of IT projects.
22.5% 40.8% 35.0% 1.7%
The results below depict the responses
provided by CXOs (CEO, CFO, etc.)
Info-Tech Research Group 12Info-Tech Research Group 12
When does your CEO want involvement?
n = 120
Frequency IT Strategy IT Budgeting
IT Project
Funding
Major IT
Project Review
IT Quality
Management
Vendor
Management
IT Risk
Assessment
Annually 29.2% 55.8% 34.2% 9.2% 28.3% 25.8% 51.7%
Semi-annually 31.7% 20.0% 25.0% 23.3% 30.0% 14.2% 20.0%
Quarterly or
more
frequently
37.5% 22.5% 32.5% 64.2% 29.2% 7.5% 21.7%
Less than
annually
1.7% 0.8% 2.5% 2.5% 7.5% 21.7% 5.8%
Never 0.0% 0.8% 5.8% 0.8% 5.0% 30.8% 0.8%
CEOs want to be frequently
involved in IT project planning.
Failure to involve
your CEO in IT
budgeting is risky.
Your CEO may not
want to be involved in
vendor management.
Info-Tech Research Group 13Info-Tech Research Group 13
CEOs And CIOs Are Aligned On What IT Issues Impede Innovation…
0
1
2
3
4
5
6
7
Legacy Systems
Overhaul
Poor
Communication
IT Staff
Resistance
Business
Understanding
(IT Leadership)
IT Leadership
Resistance
CIO CEO
We asked: “How significant of a barrier to IT-enabled Innovation are the following IT issues?”
ITBarrierSignificance
Largest
barrier
Data Driven
Insight:
CEOs and CIOs
generally agree on IT
barriers. There is very
high alignment
between CEO and CIO
barrier significance
averages.
Data Driven
Insight:
CEOs do not perceive
IT leaders as
resistant. IT leaders
have demonstrated
willingness to improve
and deliver value.
Smallest
barrier
Info-Tech Research Group 14Info-Tech Research Group 14
CEOs/ CIOs are Highly Misaligned On What Business Barriers Impede
Innovation
0
1
2
3
4
5
6
7
Lack of
Direction from
Business
Inadequate IT
Funding
Poor Project
Execution
Employee
Resistance
Business
Leadership
Resistance
CIO CEO
We asked: “How significant of a barrier to IT-enabled Innovation are the following business issues?”
BusinessBarrierSignificance
Data Driven
Insight:
CIOs are much more
critical of the
business than CEOs.
There is little value in
pointing the finger. IT
must become proactive
in overcoming business
barriers.
• Seek out direction
from business
leaders.
• Help manage critical
projects.
• make a strong case
for funding.
Info-Tech Research Group 15Info-Tech Research Group 15
CEO’s are focused on Delivering Benefits to Align with Business
Needs
45%
30%
25%
Resource Optimization
Benefits Delivery
Risk Mitigation
“Which business
objectives should
IT be able to
support best?”
Historically, IT
departments have
been mandated to
optimize resources
and mitigate risks.
Today, IT success
means delivering
benefits by
generating revenue
and creating value
for stakeholders.
Info-Tech Research Group 16Info-Tech Research Group 16
Business Mandates -- Drive IT Needs
16 14 14 14 9 8 8 7 7 412 13 12 11 9 10 9 9 8 5
Stakeholder
Value
Operational
Efficiency
Customer
Experience
Service
Continuity
Manage
Risk
Respond to
Change
Data-driven
Decisions
Competitive
Offerings
Regulatory
Compliance
Manage
People
CEO CIO
Info-Tech Research Group 17Info-Tech Research Group 17
What IT Metrics do CEO’s want???
Business Value
Metrics
Stakeholder
Satisfaction
Reporting
Technology
Performance &
Operating
Metrics
Risk Metrics Cost & Salary
Metrics
37%
25% 22% 25% 20%
35%
45%
45% 38%
42%
Some
improvement
necessary
Significant
improvement
required
CEOs consistently demand better
metrics around business value and
Satisfaction reporting.
CIOs must prioritize measuring these.
Cost, Salary, and Risk-related
metrics are typically more well-
regarded by the CEO.
Info-Tech Research Group 18Info-Tech Research Group 18
The Importance of Knowing your Stakeholders
Info-Tech’s Perspective:
The most important thing an IT leader can do is understand business
needs and actively measure that business stakeholders are satisfied
 If you don’t have a clear understanding of the needs of your
stakeholders, you are flying blind
of C-Suite Executives believe IT
needs to improve how they
measure business satisfaction
74%
CIO Business Vision
Info-Tech Research Group 20Info-Tech Research Group 20
CIO Business Vision
• Short 28 question survey on satisfaction and needs
• 21,367 business leaders
• 267 organizations
• Proven results: Members close their satisfaction gap by 20% in one year
1. Understand Business Satisfaction
2. Demonstrate Business Demand
3. Manage Stakeholders
4. Generate Improvement Ideas
Info-Tech Research Group 21Info-Tech Research Group 21
What We Ask About
Overall Satisfaction
with and Value from IT
12 Core IT Services
3 Relationship
Factors
Resource Constraint
and Dependency
Use of Shadow IT
Info-Tech Research Group 22Info-Tech Research Group 22
How Effective is the Process You Use to Measure and Manage
Business Stakeholder Satisfaction?
Our process is fairly ad hoc. Typically we use conversations
in the hallway or ad hoc meetings” – CIO
“Understanding the business’s needs is important to us like
breathing, but it isn’t something we really have a lot of
processes around” – CIO
“We don’t really have much in place” – CIO
Info-Tech Research Group 23Info-Tech Research Group 23
When Performance is Measured it Can be Improved, Dramatically
Relationships Satisfaction
71%
71%
70%
Needs
Execution
Communication
Satisfaction
74%
Net IT Support Score: Satisfaction Percentage
+30%
Net IT Support Score: Value Percentage
-2%
Value
72%
Service* Satisfaction Range
Network Infrastructure 75% 45% - 91%
Service Desk 79% 48% - 95%
Business Applications 72% 41% - 90%
Data Reliability 72% 47% - 89%
Devices 75% 56% - 92%
Analytical Capability 67% 42% - 86%
Work Orders 75% 45% - 93%
Customer Facing Technology 66% 47% - 83%
Projects 71% 40% - 91%
Innovation Leadership 66% 39% - 93%
IT Policies 71% 43% - 91%
Requirements Gathering 69% 43% - 94%
Info-Tech Research Group 24Info-Tech Research Group 24
Satisfaction Varies by Division/ Department/ Location Know where to
Focus
Info-Tech Research Group 25Info-Tech Research Group 25
Discuss the IT Budget - Using Clear Data on Business Demand
Info-Tech Research Group 26Info-Tech Research Group 26
The Overwhelming Majority Of IT Departments
Do Not Achieve More Than 80% Satisfaction
0%
2%
4%
6%
8%
10%
12%
14%
3.75 4 4.25 4.5 4.75 5 5.25 5.5 5.75 6 6.25 6.5 6.75 7 7.25 7.5 7.75 8 8.25 8.5 8.75 9 9.25 9.5 9.75 10
73% of firms have an Overall
Satisfaction score between
6.0 and 8.0
Just 16% of firms
score above 8.0 in
Overall Satisfaction
11% of firms score
lower than 6.0 in
Overall Satisfaction
Average Score: 7.4
Info-Tech Research Group 27Info-Tech Research Group 27
More Mature IT Departments Have Drastically
Higher Satisfaction Levels
Date Driven
Insight:
Progression up
Info-Tech’s
operating model
tower means
improvement
across every core
service. However,
largest differences
are observed in
work orders
fulfillment, project
satisfaction, and
innovation
leadership.
Most IT departments
score very similarly in
Device Satisfaction.
Service Desk is a
high-scoring core
service at all levels.
Significant variance in
Innovation Capability
and Project Satisfaction
Info-Tech Research Group 28Info-Tech Research Group 28
IT Departments in Large Organizations achieve Lower Satisfaction,
likely due to Higher Stakeholder Expectations
79%
69%
77%
71%
78%
70%
78%
73%73%
66%
73%
68%
60%
64%
68%
72%
76%
80%
Devices Innovation Leadership Work Orders IT Projects
CoreServiceSatisfaction
Date Driven
Insight
Large organizations are the least satisfied due to the
heightened expectations at large firms and the complexity
of managing large-scale IT environments.
Info-Tech Research Group 29Info-Tech Research Group 29
Business Leaders Misjudge Which Services
Really Matter to Them
Network Infrastructure
Service Desk
Business Applications
Data Quality
Devices
Analytical Capability
Client-Facing Technology
Work Orders
Innovation Leadership
Projects
IT Policies
Requirements Gathering
Projects
Work Orders
Innovation Leadership
Business Applications
Requirements Gathering
Service Desk
Client-Facing Technology
Network Infrastructure
Analytical Capability
Data Quality
IT Policies
Devices
Data Driven Insight:
Rethink your priorities; invest
in services with the highest
return on IT satisfaction.
Projects, work orders, and
innovation leadership drive IT
satisfaction.
Ensure projects deliver value, remain on
budget, and finish on time.
Data needs to be good, but truly
spectacular data may go unnoticed.
Investing in state-of-the-art devices won’t
significantly bolster satisfaction.
11
10
12
1
2
4
5
8
9
7
6
3
11
10
12
1
2
4
5
8
9
7
6
3
Info-Tech Business Vision Survey
N = 21,367
Achieve fast turnaround on work requests.
Reported Importance Actual Importance*
Overrated Services Underrated Services
Info-Tech Research Group 30Info-Tech Research Group 30
Business Leaders below the Executive Level Undervalue IT
Innovation, Data Quality, and Customer-facing Technology
Network Infrastructure
Service Desk
Business Applications
Data Quality
Devices
Analytical Capability
Work Orders
Client-Facing
Technology
Innovation Leadership
Projects
IT Policies
Requirements Gathering
Network Infrastructure
Data Quality
Business Applications
Service Desk
Analytical Capability
Client-Facing Technology
Innovation Leadership
Devices
Projects
Work Orders
IT Policies
Requirements Gathering
Management Level Executive Level
Date Driven
Insight
There is a much larger disconnect between Executives and Manager than
between Managers and their Direct Reports, particularly with regards to Work
Orders and Devices.
Info-Tech Research Group 31Info-Tech Research Group 31
Identifying and Serving the Needs of Shadow IT Factions Can Bolster
Overall IT Satisfaction
Those among the
“Shadow IT Factions”
are 13% less satisfied
with Project Execution
and Availability than
those among the
Complying Majority.
“Lost-Cause Outliers”
are no more dissatisfied
with IT than their
Shadow IT Faction
counterparts; their more
blatant disregard for IT
policy is not explained
statistically.
Data Driven Insight:
Target the needs of shadow IT factions. The majority of shadow IT is driven by a subset of dissatisfied
individuals with similar complaints. Ask what IT needs to do to meet their needs, and mobilize to enable them.
Info-Tech Research Group 32Info-Tech Research Group 32
Building Relationships with Business Stakeholders is a
Key Driver Of Overall Satisfaction and Perceived Value
OverallITSatisfaction
Perceived Value of IT
Firefighters Operators Innovators
Relationships are 24% stronger
among Innovators than Operators.
Operators score a 71% average
in relationship satisfaction.
Relationships are 22% weaker
among Firefighters than Operators.
Info-Tech Business Vision Survey
N = 21,367
Data Driven Insight:
Invest in building
relationships with your
stakeholders.
Stronger relationships will
drive improved satisfaction
across all IT services.
Info-Tech Research Group 33Info-Tech Research Group 33
Prioritize IT Services that Have Real Potential to Improve
Most Improved
1 Projects (+26%)
2 Innovation (+24%)
3 Analytics (+21%)
Least Improved
1 IT Policies (+13%)
2 Infrastructure (+14%)
3 Devices (+15%)
Minimum
43%
Satisfaction
25th Percentile
69%
Satisfaction
Mean
74%
Satisfaction
75th Percentile
82%
Satisfaction
Maximum
97%
Satisfaction
+19%
Overall Satisfaction:
From the 25th to 75th percentile, the average
Core Service satisfaction score improved by
Management &
Governance
Info-Tech Research Group 35Info-Tech Research Group 35
The IT Management & Governance Program
Dive deeper into
process performance:
Highlight contentious
areas and understand
how aligned your team is.
Assign process
ownership and hold your
team members
accountable for process
improvement
What is the difference between an IT department in
firefighting mode and a trusted business partner?
Strong core processes.
Info-Tech Research Group 36Info-Tech Research Group 36
When Performance is Measured it Can be Improved, Dramatically
How EFFECTIVE and
IMPORTANT are all
of your Processes?
Are ACCOUNTABILITY
and RESPONSIBILITY for
each Process assigned?
Complete the
survey in just
ten minutes
Info-Tech Research Group 37Info-Tech Research Group 37
What we See
Info-Tech Research Group 38Info-Tech Research Group 38
Too many people think they own the same processes, or Too Many
Processes
Info-Tech Research Group 39Info-Tech Research Group 39
Prioritize Process Improvement based on
Importance and Effectiveness
Info-Tech Research Group 40Info-Tech Research Group 40
World Class IT Departments Live Everywhere
• These ratios hold across industries
• 50% of Innovator IT Departments are operating in business
environments that are ‘Challenging’ or ‘In Decline’
• 40% of Firefighters are in business environments that are ‘Rapid
Growth’ or ‘Steady’
26% 59% 15%
How IT Departments Self-Identify
Firefighter Operator Innovator
Info-Tech Research Group 41Info-Tech Research Group 41
Innovators & Firefighters Agree on Which Processes are Most
Important: Security, Risk, and Basic Operations
IT Process
Average
Importance Score
1 Service Desk 89%
2 Security Management 89%
3 DRP 88%
4 Security Strategy 88%
5 Incident & Problem Management 88%
6 Stakeholder Relations 87%
7 Business Continuity 87%
8 IT Strategy 87%
9 Leadership, Culture, and Values 86%
10 Requirements Gathering 86%
Info-Tech Research Group 42Info-Tech Research Group 42
Innovators Place Significantly More Importance
on 8 Key App- and Business-Focused Processes
IT Process
Importance
Surplus*
1 Application Portfolio Management 5%
2 Enterprise Application Selection & Implementation 4.4%
3 Vendor Management 4.3%
4 Stakeholder Relations 3.6%
5 Business Value 3.5%
6 Enterprise Architecture 3.4%
7 Data Quality 3.3%
8 Innovation 3.3%
*Extra Importance Placed on Each Process by Innovators
Total Variance Across Processes is only 15%, hence why these small %s are
significant
Info-Tech Research Group 43Info-Tech Research Group 43
Innovators are Significantly More Effective at 7 Key Processes
IT Process
Effectiveness
Surplus*
1 Innovation 9.7%
2 Project Management 9.2%
3 Stakeholder Relations 9.1%
4 Availability & Capacity Management 9.0%
5 Change Management 9.0%
6 Vendor Management 8.9%
7 IT Management & Policies 8.8%
*Gap Between Innovator and Firefighter Effectiveness
What to do
Info-Tech Research Group 45Info-Tech Research Group 45
Each Diagnostic Drives Decisions in an IT Strategy
ITSTRATEGY
Gathered Data
• IT Future Role
• Expected Budget
Change
Participants
• CEO
• CIO1
2
3
Gathered Data
• Core Service
Satisfaction
• Core Service
Feedback
Participants
• Business
Leaders
• Business
Employees
Gathered Data
• Process
Importance
• Process
Effectiveness
Participants
• IT Leaders
• IT Employees
Info-Tech Research Group 46Info-Tech Research Group 46
Unstable
Identify if your IT department’s results place you on this level
Core Service SatisfactionSatisfaction
SupportFeedback
< 65%
< 60%
< 65%
IT needs to resolve network
downtime issues.
IT regularly fails to support
every-day admin tasks.
Network and Comm. Infrastructure
Work Orders
Service Desk
Firefighter Category Description
Firefighters typically experience wide-spread dissatisfaction fueled by an inability to deliver on
core infrastructure, service desk, and business-as-usual services.
Characteristics: Low IT satisfaction, low infrastructure satisfaction, low service desk satisfaction.
Satisfaction
<60%
Net IT Support Score: Satisfaction Percentage
< -20%
Net IT Support Score: Value Percentage
< -20%
Info-Tech Research Group 47Info-Tech Research Group 47
Unstable Roadmap:
Leverage Info-Tech’s research to expedite IT improvement
Next Level: Reliable Operator
Current Level: Firefighter
4
3
2
1
Service Desk (DSS02)
Network and Infrastructure (BAI09, BAI10)
Devices (APO09, BAI09)
Security (APO013, DSS05)
Service Desk
Make the
Network Invisible
End-User
Computing
Information
Security
Incident Management
Outsource Network
Management
Mobility
Management
Secure Critical
Systems
Info-Tech Research Group 48Info-Tech Research Group 48
Firefighter
Identify if your IT department’s results place you on this level
Reliable Operator Category Description
Trusted Operator Bs have established core IT operations, such as infrastructure and a service
desk, but they struggle with work orders and data quality.
Characteristics: Moderate infrastructure satisfaction, low work order and business applications satisfaction.
Satisfaction
SupportFeedback
IT doesn’t prioritize my
work orders.
Data quality is poor and it
makes our job harder.
Core Service Satisfaction
65%-75%
65%-75%
60%-70%
Work Orders
Data Quality
Business Applications
Satisfaction
60%-70%
Net IT Support Score: Satisfaction Percentage
-20% - 10%
Net IT Support Score: Value Percentage
-20% - 15%
Info-Tech Research Group 49Info-Tech Research Group 49
Firefighter Roadmap:
Leverage Info-Tech’s research to expedite IT improvement
Next Level: Trusted Operator
Current Level: Reliable Operator
4
3
2
Work Orders (DSS01, DSS02, BAI04)
Service Management (DSS01, BAI04, BAI06)
Business Applications (BAI03, BAI05, BAI07)
Stakeholder Management (APO08, EDM05)
Capacity
Management
Application
Rationalization
Build a 100-Day Plan
for IT Excellence
Application
Maintenance
Manage an
Agile Portfolio
User-Facing
Service Catalog
Application
Development
Manage Stakeholder
Relations
Info-Tech Research Group 50Info-Tech Research Group 50
Trusted Operator
Identify if your IT department’s results place you on this level
Trusted Operator Category Description
Trusted Operator As have bolstered satisfaction by improving work order and data quality
performance. They still struggle with projects, customer technology, and analytics.
Characteristics: Moderate-high overall satisfaction, low client-facing technology and analytics satisfaction.
Satisfaction
SupportFeedback
IT projects are sometimes
late or over budget.
We need better analytic
support from IT
Core Service Satisfaction
65%-75%
60%-70%
60%-70%
Projects
Client-Facing Technology
Analytics
Satisfaction
70%-80%
Net IT Support Score: Satisfaction Percentage
20% - 55%
Net IT Support Score: Value Percentage
15% - 45%
Info-Tech Research Group 51Info-Tech Research Group 51
Trusted Operator Roadmap:
Leverage Info-Tech’s research to expedite IT improvement
Next Level: Evolutionary Innovator
Current Level: Trusted Operator
4
3
2
4
Strategy & Governance (EDM01, APO01, APO02)
IT Strategy IT Governance
Projects (APO05, BAI01, BAI02)
Project
Management
Project Portfolio
Management
Resource Management (APO06, APO07)
IT Budgeting
Resource
Management
Data Quality (APO01, DSS06)
Data
Management
Data Quality
Info-Tech Research Group 52Info-Tech Research Group 52
Business Partner
Identify if your IT department’s results place you on this level
Evolutionary Innovator Category Description
Innovator Bs have achieved high overall satisfaction by improving analytic and project
performance. Still required improvement in client-facing technology and IT innovation leadership.
Characteristics: High overall satisfaction, moderate client-facing tech. and innovation leadership satisfaction.
Satisfaction
SupportFeedback
IT is great, but we could
benefit from some cutting-
edge technology.
IT always helps our critical
projects succeed.
Core Service Satisfaction
75%-85%
70%-80%
70%-80%
Projects
Customer-Facing Technology
IT Innovation Leadership
Satisfaction
80%-90%
Net IT Support Score: Satisfaction Percentage
55% - 90%
Net IT Support Score: Value Percentage
45% - 75%
Info-Tech Research Group 53Info-Tech Research Group 53
Business Partner Roadmap:
Focus on these areas to advance to the next level
Next Level: Transformative Innovator
Current Level: Evolutionary Innovator
4
3
2
1
Risk Management (EMD03, APO12)
External
Compliance
Mitigate Risk with
Internal Controls
Analytical Capability (BAI03, DSS06)
Develop a Winning
BI Strategy
Develop a BI
Tool Strategy
Customer-Facing Technology (BAI03, EDM02)
Consumer Technology
Integration
Enterprise Architecture
Adopt Universal
EA Principles
Develop an
EA Vision
Exploit Disruptive
Technology
Info-Tech Research Group 54Info-Tech Research Group 54
Innovator
Identify if your IT department’s results place you on this level
Transformative Innovator Category Description
Innovator As have achieved remarkable and rare levels of IT satisfaction by performing
exceptionally well on all core IT services and delivering innovative solutions.
Characteristics: High satisfaction, high customer-facing technology and innovation leadership satisfaction.
Satisfaction
SupportFeedback
IT is a truly critical enabler
for our business.
IT delivers exactly what we
need before we even know
we need it.
Core Service Satisfaction
80%-90%
75%-85%
80%-90%
Network and Comm. Infrastructure
Customer-Facing Technology
IT Innovation Leadership
Satisfaction
>90%
Net IT Support Score: Satisfaction Percentage
>90%
Net IT Support Score: Value Percentage
>75%
Info-Tech Research Group 55Info-Tech Research Group 55
Innovator Roadmap:
IT Innovation Leadership (APO04)
Position IT as an
Innovator
Make IT a Partner in
Innovation
Leadership, Culture, & Values (APO01, APO07)
Leadership
Optimization
Employee
Engagement
Next Level: You are already at the
highest level
Current Level: Transformative Innovator
2
1
Info-Tech Research Group 56Info-Tech Research Group 56
Business Partner
Identify if your IT department’s results place you on this level
Info-Tech Research Group 57Info-Tech Research Group 57
Business Partner
Identify if your IT department’s results place you on this level
Info-Tech Research Group 58Info-Tech Research Group 58
Business Partner
Identify if your IT department’s results place you on this level

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Data and Findings - Accelerating IT Transformation with DATA

  • 1. The Data & Findings Practical IT Research that drives measureable results
  • 2. Info-Tech Research Group 2Info-Tech Research Group 2 A Systematic Roadmap to Drive IT Success Innovator - Transforms the Business Reliable Technology Innovation Business Partner - Expands the Business Effective Execution on Business Projects, Strategic Use of Analytics and Customer Technology Trusted Operator - Optimizes the Business Effective Fulfillment of Work Orders, Functional Business Applications and Reliable Data Quality Firefighter - Supports the Business Reliable Infrastructure and IT Service Desk Unstable - Struggles to Support Inability to Provide Reliable Business Services 90-100% Satisfaction 80-90% Satisfaction 70-80% Satisfaction 60-70% Satisfaction <60% Satisfaction Our Programs: CIO Business Vision CEO-CIO Alignment Management & Governance Diagnostic
  • 3. Info-Tech Research Group 3Info-Tech Research Group 3 What we have Learned: Successful Organizations mature based on their Capabilities
  • 4. Info-Tech Research Group 4Info-Tech Research Group 4 When Performance is Measured it Can be Improved, Dramatically 22% 25% 31% 13% 9% 0% 10% 20% 30% 40% <1% 1-4% 5-9% 10-19% 20%+ % of Organizations SatisfactionImprovement Improvement after 1 Year Largest Gain: 24% in One Year 53% of Orgs improved by > 5% Least Improvement Achieved: - 3% (From 92% to 89% - who are we to judge!)
  • 5. Info-Tech Research Group 5Info-Tech Research Group 5 Our Data Programs Understand IT’s Mandate Assess Satisfaction with Business Services Identify IT Processes to Improve
  • 7. Info-Tech Research Group 7Info-Tech Research Group 7 CEO-CIO Alignment Program • Short 20 question survey on IT Direction and Execution • Complete with your CEO (or equivalent), CFO, COO, and/or whoever your manager is • Road-tested with dozens of CIOs, CEOs, and Business Executives 1. Evaluate IT Fundamentals 2. Align IT with Business Priorities 3. Establish Performance Indicators 4. Invest in Technology & Innovation
  • 8. Info-Tech Research Group 8Info-Tech Research Group 8 CEOs And CIOs Rarely See Eye To Eye of CIOs/CEOs are not aligned on IT’s current performance49% 67% are somewhat misaligned of CIOs/CEOs are unclear on the target role for IT 33% 34% are highly misaligned
  • 9. Info-Tech Research Group 9Info-Tech Research Group 9 Many CIOs Overestimate the Size of their Next IT Budget Increase 16–30% Increase > 30% Increase 6–15% Increase 1–5% Decrease 1–5% Increase 16–30% Increase 6–15% Increase 1–5% Decrease 1–5% Decrease 6–15% CIO Expectation CEO Expectation CIOs Accurately Estimated CIOs Overestimated CIOs Underestimated 43% of CIOs overestimate the size of their next budget. 23% of CIOs are too conservative and underestimate their future IT budget
  • 10. Info-Tech Research Group 10Info-Tech Research Group 10 CIOs frequently have a stronger appetite for Transformational IT than their CEOs 66% of CEOs don’t want IT to transform the business. 38% of CIOs aim higher than their CEO wants them to. We asked CIOs and CEOs to “describe the role of IT in your organization in the future.” 17% 34%57% 26% 19% 42% 5% % of CIO Respondents % of CEO Respondents Date Driven Insight: Come to consensus on what your CEO expects from you. Operating under the false expectation that IT should strive for innovation can result in wasted resources and unwanted spending.
  • 11. Info-Tech Research Group 11Info-Tech Research Group 11 50%++ of CEO want Improvement with key CIO Deliverables Effective Some improvement necessary Significant improvement necessary Not required Business goals are clearly defined and understood by IT. 35.8% 50.0% 14.2% 0.0% An IT strategy is clearly defined, published, and aligned with business goals. 23.3% 41.7% 35.0% 0.0% IT measures business satisfaction. 22.5% 42.5% 30.8% 4.2% IT project approval is based on alignment with business goals. 42.5% 44.2% 12.5% 0.8% Annual IT budgeting aligns with business goals. 44.2% 39.2% 16.7% 0.0% Metrics are in place to measure success of IT projects. 22.5% 40.8% 35.0% 1.7% The results below depict the responses provided by CXOs (CEO, CFO, etc.)
  • 12. Info-Tech Research Group 12Info-Tech Research Group 12 When does your CEO want involvement? n = 120 Frequency IT Strategy IT Budgeting IT Project Funding Major IT Project Review IT Quality Management Vendor Management IT Risk Assessment Annually 29.2% 55.8% 34.2% 9.2% 28.3% 25.8% 51.7% Semi-annually 31.7% 20.0% 25.0% 23.3% 30.0% 14.2% 20.0% Quarterly or more frequently 37.5% 22.5% 32.5% 64.2% 29.2% 7.5% 21.7% Less than annually 1.7% 0.8% 2.5% 2.5% 7.5% 21.7% 5.8% Never 0.0% 0.8% 5.8% 0.8% 5.0% 30.8% 0.8% CEOs want to be frequently involved in IT project planning. Failure to involve your CEO in IT budgeting is risky. Your CEO may not want to be involved in vendor management.
  • 13. Info-Tech Research Group 13Info-Tech Research Group 13 CEOs And CIOs Are Aligned On What IT Issues Impede Innovation… 0 1 2 3 4 5 6 7 Legacy Systems Overhaul Poor Communication IT Staff Resistance Business Understanding (IT Leadership) IT Leadership Resistance CIO CEO We asked: “How significant of a barrier to IT-enabled Innovation are the following IT issues?” ITBarrierSignificance Largest barrier Data Driven Insight: CEOs and CIOs generally agree on IT barriers. There is very high alignment between CEO and CIO barrier significance averages. Data Driven Insight: CEOs do not perceive IT leaders as resistant. IT leaders have demonstrated willingness to improve and deliver value. Smallest barrier
  • 14. Info-Tech Research Group 14Info-Tech Research Group 14 CEOs/ CIOs are Highly Misaligned On What Business Barriers Impede Innovation 0 1 2 3 4 5 6 7 Lack of Direction from Business Inadequate IT Funding Poor Project Execution Employee Resistance Business Leadership Resistance CIO CEO We asked: “How significant of a barrier to IT-enabled Innovation are the following business issues?” BusinessBarrierSignificance Data Driven Insight: CIOs are much more critical of the business than CEOs. There is little value in pointing the finger. IT must become proactive in overcoming business barriers. • Seek out direction from business leaders. • Help manage critical projects. • make a strong case for funding.
  • 15. Info-Tech Research Group 15Info-Tech Research Group 15 CEO’s are focused on Delivering Benefits to Align with Business Needs 45% 30% 25% Resource Optimization Benefits Delivery Risk Mitigation “Which business objectives should IT be able to support best?” Historically, IT departments have been mandated to optimize resources and mitigate risks. Today, IT success means delivering benefits by generating revenue and creating value for stakeholders.
  • 16. Info-Tech Research Group 16Info-Tech Research Group 16 Business Mandates -- Drive IT Needs 16 14 14 14 9 8 8 7 7 412 13 12 11 9 10 9 9 8 5 Stakeholder Value Operational Efficiency Customer Experience Service Continuity Manage Risk Respond to Change Data-driven Decisions Competitive Offerings Regulatory Compliance Manage People CEO CIO
  • 17. Info-Tech Research Group 17Info-Tech Research Group 17 What IT Metrics do CEO’s want??? Business Value Metrics Stakeholder Satisfaction Reporting Technology Performance & Operating Metrics Risk Metrics Cost & Salary Metrics 37% 25% 22% 25% 20% 35% 45% 45% 38% 42% Some improvement necessary Significant improvement required CEOs consistently demand better metrics around business value and Satisfaction reporting. CIOs must prioritize measuring these. Cost, Salary, and Risk-related metrics are typically more well- regarded by the CEO.
  • 18. Info-Tech Research Group 18Info-Tech Research Group 18 The Importance of Knowing your Stakeholders Info-Tech’s Perspective: The most important thing an IT leader can do is understand business needs and actively measure that business stakeholders are satisfied  If you don’t have a clear understanding of the needs of your stakeholders, you are flying blind of C-Suite Executives believe IT needs to improve how they measure business satisfaction 74%
  • 20. Info-Tech Research Group 20Info-Tech Research Group 20 CIO Business Vision • Short 28 question survey on satisfaction and needs • 21,367 business leaders • 267 organizations • Proven results: Members close their satisfaction gap by 20% in one year 1. Understand Business Satisfaction 2. Demonstrate Business Demand 3. Manage Stakeholders 4. Generate Improvement Ideas
  • 21. Info-Tech Research Group 21Info-Tech Research Group 21 What We Ask About Overall Satisfaction with and Value from IT 12 Core IT Services 3 Relationship Factors Resource Constraint and Dependency Use of Shadow IT
  • 22. Info-Tech Research Group 22Info-Tech Research Group 22 How Effective is the Process You Use to Measure and Manage Business Stakeholder Satisfaction? Our process is fairly ad hoc. Typically we use conversations in the hallway or ad hoc meetings” – CIO “Understanding the business’s needs is important to us like breathing, but it isn’t something we really have a lot of processes around” – CIO “We don’t really have much in place” – CIO
  • 23. Info-Tech Research Group 23Info-Tech Research Group 23 When Performance is Measured it Can be Improved, Dramatically Relationships Satisfaction 71% 71% 70% Needs Execution Communication Satisfaction 74% Net IT Support Score: Satisfaction Percentage +30% Net IT Support Score: Value Percentage -2% Value 72% Service* Satisfaction Range Network Infrastructure 75% 45% - 91% Service Desk 79% 48% - 95% Business Applications 72% 41% - 90% Data Reliability 72% 47% - 89% Devices 75% 56% - 92% Analytical Capability 67% 42% - 86% Work Orders 75% 45% - 93% Customer Facing Technology 66% 47% - 83% Projects 71% 40% - 91% Innovation Leadership 66% 39% - 93% IT Policies 71% 43% - 91% Requirements Gathering 69% 43% - 94%
  • 24. Info-Tech Research Group 24Info-Tech Research Group 24 Satisfaction Varies by Division/ Department/ Location Know where to Focus
  • 25. Info-Tech Research Group 25Info-Tech Research Group 25 Discuss the IT Budget - Using Clear Data on Business Demand
  • 26. Info-Tech Research Group 26Info-Tech Research Group 26 The Overwhelming Majority Of IT Departments Do Not Achieve More Than 80% Satisfaction 0% 2% 4% 6% 8% 10% 12% 14% 3.75 4 4.25 4.5 4.75 5 5.25 5.5 5.75 6 6.25 6.5 6.75 7 7.25 7.5 7.75 8 8.25 8.5 8.75 9 9.25 9.5 9.75 10 73% of firms have an Overall Satisfaction score between 6.0 and 8.0 Just 16% of firms score above 8.0 in Overall Satisfaction 11% of firms score lower than 6.0 in Overall Satisfaction Average Score: 7.4
  • 27. Info-Tech Research Group 27Info-Tech Research Group 27 More Mature IT Departments Have Drastically Higher Satisfaction Levels Date Driven Insight: Progression up Info-Tech’s operating model tower means improvement across every core service. However, largest differences are observed in work orders fulfillment, project satisfaction, and innovation leadership. Most IT departments score very similarly in Device Satisfaction. Service Desk is a high-scoring core service at all levels. Significant variance in Innovation Capability and Project Satisfaction
  • 28. Info-Tech Research Group 28Info-Tech Research Group 28 IT Departments in Large Organizations achieve Lower Satisfaction, likely due to Higher Stakeholder Expectations 79% 69% 77% 71% 78% 70% 78% 73%73% 66% 73% 68% 60% 64% 68% 72% 76% 80% Devices Innovation Leadership Work Orders IT Projects CoreServiceSatisfaction Date Driven Insight Large organizations are the least satisfied due to the heightened expectations at large firms and the complexity of managing large-scale IT environments.
  • 29. Info-Tech Research Group 29Info-Tech Research Group 29 Business Leaders Misjudge Which Services Really Matter to Them Network Infrastructure Service Desk Business Applications Data Quality Devices Analytical Capability Client-Facing Technology Work Orders Innovation Leadership Projects IT Policies Requirements Gathering Projects Work Orders Innovation Leadership Business Applications Requirements Gathering Service Desk Client-Facing Technology Network Infrastructure Analytical Capability Data Quality IT Policies Devices Data Driven Insight: Rethink your priorities; invest in services with the highest return on IT satisfaction. Projects, work orders, and innovation leadership drive IT satisfaction. Ensure projects deliver value, remain on budget, and finish on time. Data needs to be good, but truly spectacular data may go unnoticed. Investing in state-of-the-art devices won’t significantly bolster satisfaction. 11 10 12 1 2 4 5 8 9 7 6 3 11 10 12 1 2 4 5 8 9 7 6 3 Info-Tech Business Vision Survey N = 21,367 Achieve fast turnaround on work requests. Reported Importance Actual Importance* Overrated Services Underrated Services
  • 30. Info-Tech Research Group 30Info-Tech Research Group 30 Business Leaders below the Executive Level Undervalue IT Innovation, Data Quality, and Customer-facing Technology Network Infrastructure Service Desk Business Applications Data Quality Devices Analytical Capability Work Orders Client-Facing Technology Innovation Leadership Projects IT Policies Requirements Gathering Network Infrastructure Data Quality Business Applications Service Desk Analytical Capability Client-Facing Technology Innovation Leadership Devices Projects Work Orders IT Policies Requirements Gathering Management Level Executive Level Date Driven Insight There is a much larger disconnect between Executives and Manager than between Managers and their Direct Reports, particularly with regards to Work Orders and Devices.
  • 31. Info-Tech Research Group 31Info-Tech Research Group 31 Identifying and Serving the Needs of Shadow IT Factions Can Bolster Overall IT Satisfaction Those among the “Shadow IT Factions” are 13% less satisfied with Project Execution and Availability than those among the Complying Majority. “Lost-Cause Outliers” are no more dissatisfied with IT than their Shadow IT Faction counterparts; their more blatant disregard for IT policy is not explained statistically. Data Driven Insight: Target the needs of shadow IT factions. The majority of shadow IT is driven by a subset of dissatisfied individuals with similar complaints. Ask what IT needs to do to meet their needs, and mobilize to enable them.
  • 32. Info-Tech Research Group 32Info-Tech Research Group 32 Building Relationships with Business Stakeholders is a Key Driver Of Overall Satisfaction and Perceived Value OverallITSatisfaction Perceived Value of IT Firefighters Operators Innovators Relationships are 24% stronger among Innovators than Operators. Operators score a 71% average in relationship satisfaction. Relationships are 22% weaker among Firefighters than Operators. Info-Tech Business Vision Survey N = 21,367 Data Driven Insight: Invest in building relationships with your stakeholders. Stronger relationships will drive improved satisfaction across all IT services.
  • 33. Info-Tech Research Group 33Info-Tech Research Group 33 Prioritize IT Services that Have Real Potential to Improve Most Improved 1 Projects (+26%) 2 Innovation (+24%) 3 Analytics (+21%) Least Improved 1 IT Policies (+13%) 2 Infrastructure (+14%) 3 Devices (+15%) Minimum 43% Satisfaction 25th Percentile 69% Satisfaction Mean 74% Satisfaction 75th Percentile 82% Satisfaction Maximum 97% Satisfaction +19% Overall Satisfaction: From the 25th to 75th percentile, the average Core Service satisfaction score improved by
  • 35. Info-Tech Research Group 35Info-Tech Research Group 35 The IT Management & Governance Program Dive deeper into process performance: Highlight contentious areas and understand how aligned your team is. Assign process ownership and hold your team members accountable for process improvement What is the difference between an IT department in firefighting mode and a trusted business partner? Strong core processes.
  • 36. Info-Tech Research Group 36Info-Tech Research Group 36 When Performance is Measured it Can be Improved, Dramatically How EFFECTIVE and IMPORTANT are all of your Processes? Are ACCOUNTABILITY and RESPONSIBILITY for each Process assigned? Complete the survey in just ten minutes
  • 37. Info-Tech Research Group 37Info-Tech Research Group 37 What we See
  • 38. Info-Tech Research Group 38Info-Tech Research Group 38 Too many people think they own the same processes, or Too Many Processes
  • 39. Info-Tech Research Group 39Info-Tech Research Group 39 Prioritize Process Improvement based on Importance and Effectiveness
  • 40. Info-Tech Research Group 40Info-Tech Research Group 40 World Class IT Departments Live Everywhere • These ratios hold across industries • 50% of Innovator IT Departments are operating in business environments that are ‘Challenging’ or ‘In Decline’ • 40% of Firefighters are in business environments that are ‘Rapid Growth’ or ‘Steady’ 26% 59% 15% How IT Departments Self-Identify Firefighter Operator Innovator
  • 41. Info-Tech Research Group 41Info-Tech Research Group 41 Innovators & Firefighters Agree on Which Processes are Most Important: Security, Risk, and Basic Operations IT Process Average Importance Score 1 Service Desk 89% 2 Security Management 89% 3 DRP 88% 4 Security Strategy 88% 5 Incident & Problem Management 88% 6 Stakeholder Relations 87% 7 Business Continuity 87% 8 IT Strategy 87% 9 Leadership, Culture, and Values 86% 10 Requirements Gathering 86%
  • 42. Info-Tech Research Group 42Info-Tech Research Group 42 Innovators Place Significantly More Importance on 8 Key App- and Business-Focused Processes IT Process Importance Surplus* 1 Application Portfolio Management 5% 2 Enterprise Application Selection & Implementation 4.4% 3 Vendor Management 4.3% 4 Stakeholder Relations 3.6% 5 Business Value 3.5% 6 Enterprise Architecture 3.4% 7 Data Quality 3.3% 8 Innovation 3.3% *Extra Importance Placed on Each Process by Innovators Total Variance Across Processes is only 15%, hence why these small %s are significant
  • 43. Info-Tech Research Group 43Info-Tech Research Group 43 Innovators are Significantly More Effective at 7 Key Processes IT Process Effectiveness Surplus* 1 Innovation 9.7% 2 Project Management 9.2% 3 Stakeholder Relations 9.1% 4 Availability & Capacity Management 9.0% 5 Change Management 9.0% 6 Vendor Management 8.9% 7 IT Management & Policies 8.8% *Gap Between Innovator and Firefighter Effectiveness
  • 45. Info-Tech Research Group 45Info-Tech Research Group 45 Each Diagnostic Drives Decisions in an IT Strategy ITSTRATEGY Gathered Data • IT Future Role • Expected Budget Change Participants • CEO • CIO1 2 3 Gathered Data • Core Service Satisfaction • Core Service Feedback Participants • Business Leaders • Business Employees Gathered Data • Process Importance • Process Effectiveness Participants • IT Leaders • IT Employees
  • 46. Info-Tech Research Group 46Info-Tech Research Group 46 Unstable Identify if your IT department’s results place you on this level Core Service SatisfactionSatisfaction SupportFeedback < 65% < 60% < 65% IT needs to resolve network downtime issues. IT regularly fails to support every-day admin tasks. Network and Comm. Infrastructure Work Orders Service Desk Firefighter Category Description Firefighters typically experience wide-spread dissatisfaction fueled by an inability to deliver on core infrastructure, service desk, and business-as-usual services. Characteristics: Low IT satisfaction, low infrastructure satisfaction, low service desk satisfaction. Satisfaction <60% Net IT Support Score: Satisfaction Percentage < -20% Net IT Support Score: Value Percentage < -20%
  • 47. Info-Tech Research Group 47Info-Tech Research Group 47 Unstable Roadmap: Leverage Info-Tech’s research to expedite IT improvement Next Level: Reliable Operator Current Level: Firefighter 4 3 2 1 Service Desk (DSS02) Network and Infrastructure (BAI09, BAI10) Devices (APO09, BAI09) Security (APO013, DSS05) Service Desk Make the Network Invisible End-User Computing Information Security Incident Management Outsource Network Management Mobility Management Secure Critical Systems
  • 48. Info-Tech Research Group 48Info-Tech Research Group 48 Firefighter Identify if your IT department’s results place you on this level Reliable Operator Category Description Trusted Operator Bs have established core IT operations, such as infrastructure and a service desk, but they struggle with work orders and data quality. Characteristics: Moderate infrastructure satisfaction, low work order and business applications satisfaction. Satisfaction SupportFeedback IT doesn’t prioritize my work orders. Data quality is poor and it makes our job harder. Core Service Satisfaction 65%-75% 65%-75% 60%-70% Work Orders Data Quality Business Applications Satisfaction 60%-70% Net IT Support Score: Satisfaction Percentage -20% - 10% Net IT Support Score: Value Percentage -20% - 15%
  • 49. Info-Tech Research Group 49Info-Tech Research Group 49 Firefighter Roadmap: Leverage Info-Tech’s research to expedite IT improvement Next Level: Trusted Operator Current Level: Reliable Operator 4 3 2 Work Orders (DSS01, DSS02, BAI04) Service Management (DSS01, BAI04, BAI06) Business Applications (BAI03, BAI05, BAI07) Stakeholder Management (APO08, EDM05) Capacity Management Application Rationalization Build a 100-Day Plan for IT Excellence Application Maintenance Manage an Agile Portfolio User-Facing Service Catalog Application Development Manage Stakeholder Relations
  • 50. Info-Tech Research Group 50Info-Tech Research Group 50 Trusted Operator Identify if your IT department’s results place you on this level Trusted Operator Category Description Trusted Operator As have bolstered satisfaction by improving work order and data quality performance. They still struggle with projects, customer technology, and analytics. Characteristics: Moderate-high overall satisfaction, low client-facing technology and analytics satisfaction. Satisfaction SupportFeedback IT projects are sometimes late or over budget. We need better analytic support from IT Core Service Satisfaction 65%-75% 60%-70% 60%-70% Projects Client-Facing Technology Analytics Satisfaction 70%-80% Net IT Support Score: Satisfaction Percentage 20% - 55% Net IT Support Score: Value Percentage 15% - 45%
  • 51. Info-Tech Research Group 51Info-Tech Research Group 51 Trusted Operator Roadmap: Leverage Info-Tech’s research to expedite IT improvement Next Level: Evolutionary Innovator Current Level: Trusted Operator 4 3 2 4 Strategy & Governance (EDM01, APO01, APO02) IT Strategy IT Governance Projects (APO05, BAI01, BAI02) Project Management Project Portfolio Management Resource Management (APO06, APO07) IT Budgeting Resource Management Data Quality (APO01, DSS06) Data Management Data Quality
  • 52. Info-Tech Research Group 52Info-Tech Research Group 52 Business Partner Identify if your IT department’s results place you on this level Evolutionary Innovator Category Description Innovator Bs have achieved high overall satisfaction by improving analytic and project performance. Still required improvement in client-facing technology and IT innovation leadership. Characteristics: High overall satisfaction, moderate client-facing tech. and innovation leadership satisfaction. Satisfaction SupportFeedback IT is great, but we could benefit from some cutting- edge technology. IT always helps our critical projects succeed. Core Service Satisfaction 75%-85% 70%-80% 70%-80% Projects Customer-Facing Technology IT Innovation Leadership Satisfaction 80%-90% Net IT Support Score: Satisfaction Percentage 55% - 90% Net IT Support Score: Value Percentage 45% - 75%
  • 53. Info-Tech Research Group 53Info-Tech Research Group 53 Business Partner Roadmap: Focus on these areas to advance to the next level Next Level: Transformative Innovator Current Level: Evolutionary Innovator 4 3 2 1 Risk Management (EMD03, APO12) External Compliance Mitigate Risk with Internal Controls Analytical Capability (BAI03, DSS06) Develop a Winning BI Strategy Develop a BI Tool Strategy Customer-Facing Technology (BAI03, EDM02) Consumer Technology Integration Enterprise Architecture Adopt Universal EA Principles Develop an EA Vision Exploit Disruptive Technology
  • 54. Info-Tech Research Group 54Info-Tech Research Group 54 Innovator Identify if your IT department’s results place you on this level Transformative Innovator Category Description Innovator As have achieved remarkable and rare levels of IT satisfaction by performing exceptionally well on all core IT services and delivering innovative solutions. Characteristics: High satisfaction, high customer-facing technology and innovation leadership satisfaction. Satisfaction SupportFeedback IT is a truly critical enabler for our business. IT delivers exactly what we need before we even know we need it. Core Service Satisfaction 80%-90% 75%-85% 80%-90% Network and Comm. Infrastructure Customer-Facing Technology IT Innovation Leadership Satisfaction >90% Net IT Support Score: Satisfaction Percentage >90% Net IT Support Score: Value Percentage >75%
  • 55. Info-Tech Research Group 55Info-Tech Research Group 55 Innovator Roadmap: IT Innovation Leadership (APO04) Position IT as an Innovator Make IT a Partner in Innovation Leadership, Culture, & Values (APO01, APO07) Leadership Optimization Employee Engagement Next Level: You are already at the highest level Current Level: Transformative Innovator 2 1
  • 56. Info-Tech Research Group 56Info-Tech Research Group 56 Business Partner Identify if your IT department’s results place you on this level
  • 57. Info-Tech Research Group 57Info-Tech Research Group 57 Business Partner Identify if your IT department’s results place you on this level
  • 58. Info-Tech Research Group 58Info-Tech Research Group 58 Business Partner Identify if your IT department’s results place you on this level