Where does IT value come from? IT is not money. IT is a tool. To understand the value of a tool, what must be shown is how its use makes a difference. The question of "value" is about what difference is important and how that difference is made. If that's not what you're managing, then you're not managing value.
Where does IT value come from? IT is not money. IT is a tool. To understand the value of a tool, what must be shown is how its use makes a difference. The question of "value" is about what difference is important and how that difference is made. If that's not what you're managing, then you're not managing value.
It Organization Management : Revisiting CentralizationIT-Toolkits.org
For many IT execs, the term centralization is a relic of the 1970s, eliciting memories of skyrocketing gas prices, VW Beetles and Donald Rumsfeld. Like all those timepieces, centralization is back. But it’s not your father’s centralized IT organization?this time it has a chance to succeed.
Centralization in the 1970s and early 1980s involved monolithic IT organizations built around a mainframe that served the entire enterprise. Because IT staffers were set apart from the business units, they were usually out of touch with users who saw them?often accurately?as unresponsive and irrelevant. In the late 1980s, with the rise of distributed computing environments, IT departments also became distributed, with IT employees organized to support specific business units at different geographic locations.
Copy of presentation delivered at the CHASS 2015 National Forum in Melbourne (October 2015), The Council for Humanities, Arts and Social Sciences in Australia is the peak body supporting more than 75 member organisations in their relationships with Federal and State Government policy makers, Academia and the broader community within Australia.
Mark reflects on 10 years of speaking at 50 conferences in 20 countries and 4 continents and shares some of the 'paradigms' that have helped him and his clients get a better grip on IT.
With thanks for Ca Technologies for sponsoring TFT14 slides. For a free trial of Nimsoft go to bit.ly/1df6jY7
7 steps to business and it alignment it management templatesIT-Toolkits.org
The goal of perfect alignment is unachievable because of the dynamic nature of business. Every organization operates in an ecosystem and is affected by the forces at play in it. Economy, industry, competitors etc. are all players in this ecosystem who are continuously evolving. Similarly, knowledge and tools – such as information technology – are also continuously changing. To remain competitive i.e. maintain differentiation, every organization must adapt in response to the actions and activities of others in its ecosystem. Organizations that do not adapt lose their competitive edge over time and disappear.
Presentation for #TFT12: Reinvent IT service management and embrace 'occupy IT' - IT service management is on the move.
Under pressure on the supply side from suppliers of standard services like SaaS and on the demand side having to deal with increasingly IT-savvy and demanding users - I call this the IT Spring movement. So reinvent yourself and start the journey from supplier to business partner. Move up the value chain and preempt - no, embrace! - 'occupy IT'.
I'll explore the responsibilities on the business side of the demand-supply chain. Hope to get you thinking out of the IT box. I'll introduce you to the Business Information Services Library (BiSL) process framework (supported by APMG and priSM). Overarching takeaway message: • Suppliers (e.g. SaaS) are encroaching into the ITSM space • Business is more demanding and IT savvy • ITSM has to move up the value chain from supplier mode to business partner mode • ITSM needs to develop business knowledge and empathy, and collaboration and acquisition skills • Business and IT must find a way to engage and align at all levels.
See Mark's TFT speaker Pinterest board: http://pinterest.com/servicedesk/mark-smalley/
A dual management operating system to improve digitalisation and automation o...Hendrik Lourens
It is possible to remove the cultural obstacles in trying to achieve success in Digitalisation, Internet of Things
and automation while improving productivity, employee engagement and managing the risks inherent in
change. We need to create a change platform to do this, not launch another change program. By changing
management paradigms, effort can be focussed where it will deliver outsized returns, and bottom-up
improvement becomes possible. This creates the stability from where implementations can be properly
sequenced and involve internal champions who buy into the change.
IT in the Age of Globalization. Keynote speech from the GSE Nordic Conference 2006 - before the financial crisis. It was meant as a presentation on “Hey, Who Stole my Computer” requested the year before at Riga one late evening over a glass of good beer.
As Global thought leader on Digitalization of Governments, I was asked to address the Minister of ICT and Senior Government leaders at a conference in Port Louis. My keynote presentation addressed how ICT innovations - especially in LDC's and MDC's can greatly improve eGovernment implementation success - especially if three key prerequicites are remembered: Good Master Data, Good Identification of Citizen and Good Communication Infrastructure. Also outlined a number of recommendations that Governments can follow to be successful with eGovernment Implementations.
Digital disruption is a top-of-mind issue in the C-suites of every industry. Senior executives of traditional firms are looking over their shoulders and wondering if they are in the crosshairs of a digital insurgent.
Can you hear the shift change whistle? Because today the whistle is blowing for the accounting profession. The shift change is the transfer of the retiring baby boomers to the next generation of leaders who will be taking the helm in the next few years. Except this time it is not the same as the shipyard. This time the incoming shift will require a new set of skills and tools to continue the work of the prior shift. This time it is different. The cause of the shift change is the rapidly changing and complex hypercompetitive environment that has become the new normal. Tom uses research and extensive experience working with accounting firms to talk about the five fundamental shifts in play, leadership, learning, technology, generations, and the workplace, and what accounting leaders need to know to successfully navigate these changes.
It Organization Management : Revisiting CentralizationIT-Toolkits.org
For many IT execs, the term centralization is a relic of the 1970s, eliciting memories of skyrocketing gas prices, VW Beetles and Donald Rumsfeld. Like all those timepieces, centralization is back. But it’s not your father’s centralized IT organization?this time it has a chance to succeed.
Centralization in the 1970s and early 1980s involved monolithic IT organizations built around a mainframe that served the entire enterprise. Because IT staffers were set apart from the business units, they were usually out of touch with users who saw them?often accurately?as unresponsive and irrelevant. In the late 1980s, with the rise of distributed computing environments, IT departments also became distributed, with IT employees organized to support specific business units at different geographic locations.
Copy of presentation delivered at the CHASS 2015 National Forum in Melbourne (October 2015), The Council for Humanities, Arts and Social Sciences in Australia is the peak body supporting more than 75 member organisations in their relationships with Federal and State Government policy makers, Academia and the broader community within Australia.
Mark reflects on 10 years of speaking at 50 conferences in 20 countries and 4 continents and shares some of the 'paradigms' that have helped him and his clients get a better grip on IT.
With thanks for Ca Technologies for sponsoring TFT14 slides. For a free trial of Nimsoft go to bit.ly/1df6jY7
7 steps to business and it alignment it management templatesIT-Toolkits.org
The goal of perfect alignment is unachievable because of the dynamic nature of business. Every organization operates in an ecosystem and is affected by the forces at play in it. Economy, industry, competitors etc. are all players in this ecosystem who are continuously evolving. Similarly, knowledge and tools – such as information technology – are also continuously changing. To remain competitive i.e. maintain differentiation, every organization must adapt in response to the actions and activities of others in its ecosystem. Organizations that do not adapt lose their competitive edge over time and disappear.
Presentation for #TFT12: Reinvent IT service management and embrace 'occupy IT' - IT service management is on the move.
Under pressure on the supply side from suppliers of standard services like SaaS and on the demand side having to deal with increasingly IT-savvy and demanding users - I call this the IT Spring movement. So reinvent yourself and start the journey from supplier to business partner. Move up the value chain and preempt - no, embrace! - 'occupy IT'.
I'll explore the responsibilities on the business side of the demand-supply chain. Hope to get you thinking out of the IT box. I'll introduce you to the Business Information Services Library (BiSL) process framework (supported by APMG and priSM). Overarching takeaway message: • Suppliers (e.g. SaaS) are encroaching into the ITSM space • Business is more demanding and IT savvy • ITSM has to move up the value chain from supplier mode to business partner mode • ITSM needs to develop business knowledge and empathy, and collaboration and acquisition skills • Business and IT must find a way to engage and align at all levels.
See Mark's TFT speaker Pinterest board: http://pinterest.com/servicedesk/mark-smalley/
A dual management operating system to improve digitalisation and automation o...Hendrik Lourens
It is possible to remove the cultural obstacles in trying to achieve success in Digitalisation, Internet of Things
and automation while improving productivity, employee engagement and managing the risks inherent in
change. We need to create a change platform to do this, not launch another change program. By changing
management paradigms, effort can be focussed where it will deliver outsized returns, and bottom-up
improvement becomes possible. This creates the stability from where implementations can be properly
sequenced and involve internal champions who buy into the change.
IT in the Age of Globalization. Keynote speech from the GSE Nordic Conference 2006 - before the financial crisis. It was meant as a presentation on “Hey, Who Stole my Computer” requested the year before at Riga one late evening over a glass of good beer.
As Global thought leader on Digitalization of Governments, I was asked to address the Minister of ICT and Senior Government leaders at a conference in Port Louis. My keynote presentation addressed how ICT innovations - especially in LDC's and MDC's can greatly improve eGovernment implementation success - especially if three key prerequicites are remembered: Good Master Data, Good Identification of Citizen and Good Communication Infrastructure. Also outlined a number of recommendations that Governments can follow to be successful with eGovernment Implementations.
Digital disruption is a top-of-mind issue in the C-suites of every industry. Senior executives of traditional firms are looking over their shoulders and wondering if they are in the crosshairs of a digital insurgent.
Can you hear the shift change whistle? Because today the whistle is blowing for the accounting profession. The shift change is the transfer of the retiring baby boomers to the next generation of leaders who will be taking the helm in the next few years. Except this time it is not the same as the shipyard. This time the incoming shift will require a new set of skills and tools to continue the work of the prior shift. This time it is different. The cause of the shift change is the rapidly changing and complex hypercompetitive environment that has become the new normal. Tom uses research and extensive experience working with accounting firms to talk about the five fundamental shifts in play, leadership, learning, technology, generations, and the workplace, and what accounting leaders need to know to successfully navigate these changes.
IT Service Management (ITSM) Model for Business & IT AlignementRick Lemieux
Today’s multi-faceted business world demands that Information Technology provide its services in the context of a fully integrated corporate strategic model. This transformation becomes possible when IT evolves from its technological heritage into a Business Technical Organization, or an “internal service provider.” This paper describes how the itSM Solutions reference model integrates five widely used service management domains to create a powerful model to guide IT in its journey into the business leadership circle.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
2. Knowing what is right
By David Nichols
As an IT leader, when was the last time you asked yourself, “What business are
we in?” What was the answer? All too often the circumstances of daily survival in
IT have a tendency to keep us focused on putting out today’s fires.
IT professionals have all experienced the increasing rate of technological change.
In fact, it is not just the rate at which the world around us is changing, but it is
david
NICHOLS how it has changed that has profoundly impacted IT and IT’s ability to
understand what is important.
Articles
E-mail
Bio
We do not seem to have the luxury of time to wonder about abstract things like
why we are doing the things we do; we just do them. After all, isn’t IT just about
getting it done? Sound familiar?
However, because we have not asked the question often enough, we find ourselves in the situation
where we spend our days (and sometimes nights) rushing our valuable resources from fire to fire.
To break out of this constant cycle of reaction, IT management has to reexamine the business it is
in and refocus its resources on only those things that are important.
Boiled Frogs
There is an analogy that explains why IT organizations often fail to recognize and react to the
change that is going on all around them, its called the “boiled frog syndrome.”
It goes like this; if you place a frog into a pot of boiling water, it will jump out. However, if you
place a frog in a pot of room temperature water and slowly raise the heat they frog will boil to
death. Frogs are unable to notice the gradual degradation of their environment. (Please note, no
frogs were harmed in the preparation of this article).
If you examine your own IT environment you can identify many gradual changes occurring. IT
has evolved from mere “data processors” to mission critical support of business processes. IT is
now on the cusp of another evolutionary change -- IT is becoming part of the business value
chain, and, in some instances, IT has become the business. In effect, IT has evolved from being
the recorder of transactions to the enabler of those transactions.
Businesses have gone from producing real to virtual goods. This results in business caring as
much about information as the goods it produces. Business has shifted from products to services,
often adopting virtual organizational structures characterized by horizontal process boundaries
across functional silos.
Shifting Paradigm – New Focus
Lest we too succumb to boiled frog syndrome we need a new way of thinking about what we do
and why we do it. The changing IT and business environments call into question what and how
we manage, organize, optimize, and invest. IT must evolve from a provider of technology to a
provider of business enabling services; IT must transform itself into a “service provider.”
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3. Knowing what is right
To become a successful service provider, IT must understand and invest in activities that are
central to the company’s ability to compete (important activities), while exerting control over all
of the other activities that are not central to a company’s ability to compete, but still important to
the successful functioning of the enterprise.
In his book “Living on the Fault Line,” Geoffrey Moore offered a way of thinking about the
problem of “… what’s important?” He said, “The problem facing the IT organization, which is in
microcosm the same as the problem facing the corporation as a whole, is that too much time is
being spent on tasks that are context, too little on tasks that are core.” He went on define core
activities as those that directly affect the company’s competitive advantage; while everything else
is context. Core activities then are “important.” Like all things is life “important” is not a black
and white issue; there are shades of importance.
In order to sort through the different “shades” of importance, we can create a two-dimensional
grid where the vertical axis represents process criticality (core & context) and the horizontal
axis represents organizational capability (critical & support). Moore referred to these as
hygiene issues; what had to be done versus what needed to be done.
When the grid is analyzed, the related business and IT processes can be grouped into one of four
quadrants. Business and IT must concentrate their efforts and invest their resources in those
activities that are both core and critical (see figure 1). At the same time, business and IT must
exert control over those activities that combine core and support or critical and context.
file:///C|/Documents and Settings/hmarquis/My Documents/My Webs/itSM Solutions(v2)/newsletters/DITYvol2iss32.htm (3 of 6)8/15/2006 8:37:01 AM
4. Knowing what is right
Figure 1. Moore's Quadrant
This technique identifies those activities that are important for the business and therefore
important for IT to enable via its services. Let’s exam the grid. The upper right quadrant
represents core and critical activities. These activities enable the enterprise to differentiate
itself in the marketplace (be competitive), and they must be executed successfully. Successfully
executing these activities can result in significant rewards, whereas failure to execute can result in
significant losses.
The upper left and lower right quadrants represent activities that need to be executed properly,
but do not actually contribute to a company’s ability to compete. In effect, there is little or no
upside to over investing in these activities. However, there may be a significant downside in
failing to execute properly. An example would be payroll. Employees must be paid, but once a
company can execute (pay their employees the correct wage or salary on time, all the time) there
is no competitive advantage of over-commitment of corporate or IT resources in doing so.
Both sets of these activities once understood and controlled can be candidates for outsourcing.
That is why payroll processes have been outsourced for years. There are companies that can do a
better job at a lower price than can be done internally.
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5. Knowing what is right
The problem that has always faced IT has been the ability to identify what those core/critical
activities are, and to ensure that the necessary resources are invested. What happens over time is
that what was once core to a company changes as the marketplace matures or as technological
innovation is introduced.
The investment in IT personnel and infrastructure is often disproportional to its importance.
Human nature and organizational behavior conspire to maintain the status quo, or, in some
instances, expand organizational or technological fiefdoms even when no meaningful competitive
advantage results.
Because all of these activities compete for the same resources, we often find, as Moore pointed
out, that IT is spending scarce resources disproportionably on activities that do not enable the
business to compete. If IT is doing that, what resources then are available to be invested in those
activities that do enable a competitive advantage?
This is really the nub of the matter. IT organization must, working with the business, identify
those activities that enable the business to compete successfully and focus or invest resources
there. At the same time, IT has to ensure it exerts control over the other activities (executes
properly) to ensure support of ongoing business support activities. These other activities become
candidates for outsourcing.
In fact, Nicholas Carr in his Spring 2005 MIT Sloan Management Review article “The End of
Corporate Computing” asserted that technology no longer offered a strategic advantage to
corporations, so they should avoid risk and utilize “IT utilities” where possible to outsource IT
functions. Henry Marquis countered in his Summer 2006 MIT Sloan Management Review article
“Finishing IT” that corporate dependency on IT services, not technology, actually dictated
outsourcing decisions.
When viewed in the context of understanding what is important for the business and IT, both
authors make valid points. Carr is right in stating that IT is not about technology any more, so
organizations should not invest in IT technology in the hopes of gaining a strategic advantage.
Marquis is right in stating that the organization’s need to control IT to enable core/critical
business process precludes it from outsourcing those activities because it must control them in
order to become or remain competitive.
Moore seems to concur with both Carr and Marquis, and recent articles that examined trends in
outsourcing, confirmed that when an organization understands and controls core/support and
critical/context processes, it can successfully outsource them.
By the same token, those processes that are core/critical are never candidates for outsourcing
because they do not lend themselves to “standard” delivery and because the organization must
retain control of those activities to achieve a competitive advantage.
Deriving "Is" from "Ought"
I once had a manager that said “One can’t always derive ‘is’ from ‘ought’.” What he meant was that
just because something ought to happen, does not mean that it is happening. As IT professionals
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