Is it time to remove IT from the boardroom agenda?
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Is it time to remove IT from the boardroom agenda? Sadly, IT is usually there because things have gone wrong. So, perhaps, now we should be fighting to get IT off the boardroom agenda. This deck explains why and asks, if this can be achieved, what will the future role of the CIO be?
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Don't let the common issues catch you out. M&A IT projects are difficult however the issues tend to be common ones. In this whitepaper we help guide you through them so come Day One you have a smile on your face and not a frown.
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Most businesses are trying to achieve digital transformation, but not everyone is going about it the right way. MuleSoft recently surveyed 800 global IT decision makers; 96 percent of respondents are executing on digital transformation initiatives or planning to do so in the near future. However, the results also showed that just 18 percent of IT decision makers are confident that they will succeed in meeting this year’s digital transformation goals.
In this presentation, you will learn:
-How IT can enable opportunities that impact the bottom line
-Steps to digitize data and transform the organization
-How CIOs and IT teams can reconcile existing technology with expectations for digital transformation
Future of enterprise IT function IBM white paper
Further discussion on changes expected in Enterprise IT - and what does it mean for CIOs and the IT department?
Why Break-Fix is Dead When It Comes To IT Support
The document discusses how break-fix IT support is an outdated model and managed services are better suited for businesses with 10-100 employees. It notes that managed services provide end-to-end support across a business's entire technology system through a dedicated IT professional. This allows issues to be addressed proactively before they impact the business and ensures technology supports the business as it evolves flexibly. The document promotes HTL as an IT support provider that offers personalized managed services through assigned engineers.
The Law Of Unintended Consequences
The document provides a history of the evolution of the IT industry and the development of project management, business analysis, and service management methodologies to address challenges over time.
In the early days, IT was viewed as strange priests and a cost center, and methods were homemade with a lack of integration. Over decades, views shifted as technologies advanced but also caused new problems. Maturing methodologies evolved to align with business needs and address issues like integration. Going forward, success requires continual improvement through collaboration of all disciplines informed by lessons of the past.
The Law Of Unintended Consequences
This document provides a history of the evolution of IT, project management, business analysis, and service management from the pre-1980s to present. It discusses how each has matured over time in response to business needs and challenges. Key events and frameworks like the PMBOK, BABOK, SOX Act, and formation of groups like PMI and IIBA are mentioned. The overall message is that while past failures and unmet promises occurred, the methodologies and practices in place now are the result of constant change and lessons learned, and will continue adapting to integrate approaches and meet future business demands.
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Catching the Tide: VMware IT as a Service
This document discusses how IT organizations are evolving from reactive operations models focused on maintaining existing systems, to more proactive models that drive business goals through strategic technology investments. It describes a three phase process where virtualization initially provides server consolidation benefits, then automation and management efficiencies, and finally a fully virtualized, software-defined data center enabling an IT-as-a-service model. This allows IT to shift resources from operations to new initiatives that generate revenue and growth for the business. The evolution transforms the CIO's role from functional manager to business strategist focused on innovation.
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How Converged Infrastructure Will Change IT Operations Management
Over the past decade, Enterprises have leveraged a shared service model to make IT more cost effective. The emergence of “Converged Infrastructure” and “Fabric-Based Infrastructure” will allow IT to offer purpose driven solutions rather than the function driven solutions of the past. To do this, IT will need to evolve towards more modular designs, rely more on open standards, and rethink their approach to management frameworks.
In this session you will learn:
How converged infrastructure is used to create purpose driven solutions
Why new operational challenges are faced as this new approach is used broadly
What changes need to occur to succeed with this new paradigm
Unified Computing Whitepaper
- CIOs are facing mounting pressure to do more with less as IT spending decreases and more technology spending occurs outside the IT department.
- Unified Computing combines outsourcing managed services with cloud computing to provide IT departments agility and lower costs while allowing them to become strategic enablers of the business.
- This approach provides all the benefits of cloud infrastructure alongside application skills and delivery from a large systems integrator. Companies like UEFA have adopted this model to dynamically scale their systems and lower costs.
Outsourcing for Profit: Make investment work
IT outsourcing strategy needs to ensure a plan of action. Assessing, analyzing, and evaluating the task will help in further optimization. Companies must ensure the outcome in place through assessing with mind-expanding questions and employing a ready-to-use-tool to find out “what to do next?”
What to expect?
Specific IT outsourcing strategy checklist
Decision matrix on IT outsourcing
Dual method to evaluate right partnership
Strategic checklist to optimize
Managing IT as a Business.pptx
During the 1990s, companies spent large amounts on IT investments without clear business cases. This document discusses managing IT as a business to ensure investments are aligned with business goals and deliver value. It argues the CIO must treat IT as a mainstream business, connect IT to corporate strategy, and focus on customer service, quality and performance. The CIO should also demand business units justify IT needs and pay for resources themselves. By integrating IT strategy with overall business strategy and focusing on profitability drivers, companies can better manage IT as a business.
Roger l brathwaite_cover_letter_it_2020
Roger Brathwaite is an experienced IT leader with over 20 years of experience managing and consulting on IT initiatives. He has led many large-scale service integration projects involving multiple vendors and business processes. Service integration involves integrating discrete IT services into coherent end-to-end services through governance, information sharing, and service level agreements. Brathwaite provides examples of two major service integration projects, one for an oil and gas company integrating asset management and one for a telecom company integrating global IT service delivery. He outlines his responsibilities and methodology for leading such projects from conception through deployment.
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Is it time to remove IT from the boardroom agenda?
- 1. Is it time to remove IT from the boardroom agenda?