No matter how fast business moves, there’s no substitute for a smart, carefully crafted IT plan that is aligned with your business strategy. At SQLSaturday Baton Rouge, Sparkhound Principal Consultant Tim Goedeke discussed his experiences as a fractional CIO, challenged with helping IT fulfill its role as a strategic business partner for speed to market, product / service differentiation and superior end-user experience delivery. Are you ready to eliminate perceptions of IT as a cost center, and paint the vision of IT as a business driver?
Presentation given to the Center for Closely Held Firms.
The focus of this presentation was on highlighting different perspectives on IT and gaining an appreciation for it's strategic and operational role. We conclude with strategies that can help an organization manage its IT.
Copyright Notice:
This presentation is prepared by Author for Perbanas Institute as a part of Author Lecture Series. It is to be used for educational and non-commercial purposes only and is not to be changed, altered, or used for any commercial endeavor without the express written permission from Author and/or Perbanas Institute. Appropriate legal action may be taken against any person, organization, or entity attempting to misrepresent, charge, or profit from the educational materials contained here.
Authors are allowed to use their own articles without seeking permission from any person, organization, or entity.
A view on the components of an operating model.
An Operating Model describes how an organisation (usually a business) works. This is made up of business processes, organisation structures, data and technology.
The processes represent HOW the business works. Capabilities represent WHAT the business does. Governance ensures regulatory compliance and business efficiency.
Info-Tech Research Group provides research and advice on IT issues. They have a methodology for developing an IT strategy in 8 steps that involves determining the scope, assessing the current state of IT and business drivers, developing a target vision, defining initiatives, building a roadmap, executing the plan, and reviewing progress. Their process is grounded in established frameworks and is designed to ensure business needs are understood and the strategy delivers value. Info-Tech can help organizations develop an effective strategy by gathering diagnostic data, overcoming common barriers, and tailoring the approach based on an organization's size and needs.
This document discusses the IT Capability Maturity Framework (IT-CMF) which provides a standard framework for linking corporate strategy to IT strategy. The IT-CMF examines the full spectrum of IT management dimensions across four macro processes - managing IT like a business, managing the IT capability, managing IT for business value, and managing the IT budget. It assesses maturity across five levels and provides guidance on best practices to increase maturity levels and maximize business value delivered by IT.
Itsmf successful itsm transformation v 1 - 28-11-2013Sukumar Daniel
The document discusses transforming IT service management (ITSM) using enterprise architecture and Kotter's 8 step process for organizational change management. It advocates using FlexModeIP, an ITSM framework that incorporates architectural principles and action research to establish baselines and drive continual improvement. The framework establishes service management as a supply chain using business process automation. Key steps in the transformation process include creating a sense of urgency, forming a guiding coalition, developing a vision and strategy, empowering employees, generating short-term wins, and anchoring new approaches in the culture.
An ERP system is an enterprise-wide software solution that integrates and automates key business functions and processes across an organization. It connects different departments like finance, operations, sales and HR on a single computer system. Implementing an ERP system requires careful planning, selecting the right system, effective change management and ensuring user adoption. Failure to follow best practices can lead to implementation challenges and project failure.
Presentation given to the Center for Closely Held Firms.
The focus of this presentation was on highlighting different perspectives on IT and gaining an appreciation for it's strategic and operational role. We conclude with strategies that can help an organization manage its IT.
Copyright Notice:
This presentation is prepared by Author for Perbanas Institute as a part of Author Lecture Series. It is to be used for educational and non-commercial purposes only and is not to be changed, altered, or used for any commercial endeavor without the express written permission from Author and/or Perbanas Institute. Appropriate legal action may be taken against any person, organization, or entity attempting to misrepresent, charge, or profit from the educational materials contained here.
Authors are allowed to use their own articles without seeking permission from any person, organization, or entity.
A view on the components of an operating model.
An Operating Model describes how an organisation (usually a business) works. This is made up of business processes, organisation structures, data and technology.
The processes represent HOW the business works. Capabilities represent WHAT the business does. Governance ensures regulatory compliance and business efficiency.
Info-Tech Research Group provides research and advice on IT issues. They have a methodology for developing an IT strategy in 8 steps that involves determining the scope, assessing the current state of IT and business drivers, developing a target vision, defining initiatives, building a roadmap, executing the plan, and reviewing progress. Their process is grounded in established frameworks and is designed to ensure business needs are understood and the strategy delivers value. Info-Tech can help organizations develop an effective strategy by gathering diagnostic data, overcoming common barriers, and tailoring the approach based on an organization's size and needs.
This document discusses the IT Capability Maturity Framework (IT-CMF) which provides a standard framework for linking corporate strategy to IT strategy. The IT-CMF examines the full spectrum of IT management dimensions across four macro processes - managing IT like a business, managing the IT capability, managing IT for business value, and managing the IT budget. It assesses maturity across five levels and provides guidance on best practices to increase maturity levels and maximize business value delivered by IT.
Itsmf successful itsm transformation v 1 - 28-11-2013Sukumar Daniel
The document discusses transforming IT service management (ITSM) using enterprise architecture and Kotter's 8 step process for organizational change management. It advocates using FlexModeIP, an ITSM framework that incorporates architectural principles and action research to establish baselines and drive continual improvement. The framework establishes service management as a supply chain using business process automation. Key steps in the transformation process include creating a sense of urgency, forming a guiding coalition, developing a vision and strategy, empowering employees, generating short-term wins, and anchoring new approaches in the culture.
An ERP system is an enterprise-wide software solution that integrates and automates key business functions and processes across an organization. It connects different departments like finance, operations, sales and HR on a single computer system. Implementing an ERP system requires careful planning, selecting the right system, effective change management and ensuring user adoption. Failure to follow best practices can lead to implementation challenges and project failure.
This is a presentation I gave to the Ohio Valley LIG of the Service Management Forum in April of 2010.
I focused the presentation on three main themes:
1) The refinement or removal of non value-added processes in IT (the "big" idea of Lean IT)
2) The institution of metrics (if you don't know where you are now, how do you know where you're going in the future?)
3) The enhancement of communications (manage projects throughout their lifecycle using normalized interfaces)
Align IT Strategy with Business StrategyMauly Chandra
Business Strategy & IT must go hand in hand. Aligning IT strategy with Business strategy enables leveraging IT for achieving strategic objectives like increase productivity, improve profitability, more"
https://www.forceintellect.com/2020/09/08/importance-aligning-it-strategy-business-strategy/
Digital Transformation as a Service!
EA-Driven Enterprise Digital Transformation with BLUEPRINT framework
This presentation introduces the BLUEPRINT Framework, a practical and pragmatic, proven and tested framework and methodology to plan, manage, and execute Digital Transformation at organnizations.
Business Intelligence Industry Perspective Session IPrithwis Mukerjee
The document discusses business intelligence and the evolution from early manual management systems to modern performance management systems. It describes how businesses now require real-time analytics to optimize operations and gain competitive advantages. Modern business intelligence systems integrate data from various sources and use dashboards and reports to provide insights across different levels of the organization for improved decision making.
Lean IT separates added value from waste by focusing on delivering value to the end customer with less cost. It is based on Toyota's Lean principles and combines Lean Six Sigma tools with Agile development and ITIL methodologies. The first step of Lean IT is to identify the customer and understand what creates value for them from an IT service or project. This allows organizations to maximize customer value while minimizing waste.
This document discusses the Strategic Alignment Model (SAM), which has four perspectives for aligning business and IT strategies:
1) Strategy Execution - Business strategy drives IT expenses
2) Technology Potential - Business strategy drives IT development
3) Competitive Potential - IT strategy influences and enables new business strategies
4) Service Level - IT improves business processes
It provides examples from Toyota and FedEx of how they align business and IT strategies under the different perspectives. The conclusion discusses pros of maximizing return on IT investment and competitive advantage, and cons of the model being too rigid and theoretical.
Lean IT focuses on eliminating waste to improve efficiency. An example is described where a high priority service desk issue is automatically passed to a subject matter expert along with configuration details and analytics to quickly find the root cause. Application performance management then triages the issue, checks for effects on other services, patches the problem machine, and updates configurations. Trend analysis also helps identify potential customer service level breaches proactively. Compliance risks are also automatically detected and addressed through integrated access controls and alerts to prevent violations.
The document discusses how LeanSigma can help CIOs address the challenges of reducing costs while improving efficiency, service quality, and enabling new capabilities. It describes how LeanSigma combines Lean and Six Sigma approaches to streamline processes and eliminate waste. Implementing LeanSigma across key IT processes like change management, software development, and help desk support can drive 20-30% annual productivity improvements for IT organizations.
Be Digital or Die - Predictive Analytics for Digital TransformationFintricity
A look at leveraging big data and predictive analytics for digital transformation. This deck was presented at the Predictive Analytics & Innovation Summit in London. 10th May 2016, by Alpesh Doshi, Founder of Fintricity.
Van Landrum, IBM Technical Sales Leader, Mobile Port discusses
- How companies are leveraging the IBM Mobile Portal Accelerator (MPA)
- How MPA easily extends the WebSphere Portal platform with services to seamlessly deliver scalable, mobile solutions optimized for display across a wide range of mobile devices, including the latest in-market versions
- Things to consider when implementing a mobile portal solution
How Evolven Blended Analytics Is Helping to Transform IT Efficiency and ValueEvolven Software
This report will examine more closely how and why blended analytics adds value. It will also introduce Evolven’s distinctive analytics capability in context with a deployment interview showing strong benefits in change, performance, and in particular, in facilitating a DevOps initiative through superior levels of insight and automation.
The document discusses how business process reengineering (BPR) can be enabled by information technology (IT). It provides a generic model for BPR and describes how IT can automate, integrate, and disintermediate processes. An example is given of how the apparel manufacturer TAL Group transformed its supply chain through IT investments like enterprise resource planning. This integrated TAL, its customers like JC Penney, and suppliers into a synchronized value network, improving inventory management, sales, and margins.
This document provides an overview of SmartERP's business intelligence and analytics services and team. It introduces key members of the BI team, their roles and experience. It then provides an overview of SmartERP as a company, including its founding, certifications, approach, industries served, locations and key solutions and services offered. The document also shares an overview of SmartERP's BI and analytics practice, including the services provided around analytics strategy, technology, consulting, implementation, management and support. It provides examples of client successes and describes SmartERP's approach to BI strategy assessments and roadmaps.
Introduction to Enterprise architecture and the steps to perform an Enterpris...Prashanth Panduranga
The document provides an overview of enterprise architecture presented by Prashanth B P Panduranga, Director of Technology. Some key points include:
- Line of business workers and IT staff increasingly use unauthorized SaaS apps
- IT suppliers are targeting business users directly and line of business heads demand higher project velocity
- An enterprise architecture framework provides structures for developing architectures using common standards and building blocks
- Enterprise architecture applies principles and practices to guide business, information, process, and technology changes to execute organizational strategy
Future Proofing Your IT Operating Model for DigitalDavid Favelle
Having worked with Operating Model for over 10 years, Dave has new adopted DevOps, IT4IT and Continuous Delivery alongside traditional frameworks. The concept of the value stream is central to the thinking. The presentation was delivered as a Keynote at the Open Group in Amsterdam October 2017 -https://www.youtube.com/watch?v=Y7yH1JJKvqc&t=1969s
Note that Dave and the ValueFlow team deliver Operating Model on the ServiceNow platform.
The document discusses business-IT alignment (BITA), including definitions, issues, strategies, and maturity levels. It argues that BITA is not just a technical process but involves social and organizational factors. Two case studies are presented comparing banks with different IT strategies and BITA capabilities. The conclusion is that developing vision and increasing BITA maturity requires focusing on relationships between business and IT through initiatives that develop skills, communication, and shared goals.
Framework for measuring enterprise agilityTushar Mathur
A thought paper on - what enterprise agility means, why it matters, how enterprises can measure enterprise agility to continue to disrupt and re-invent themselves.
The document summarizes the key findings of a 2011 survey measuring the maturity of Business Service Management (BSM) initiatives. The survey found that while business and IT personnel agreed on the definition of BSM, their perceptions of reality differed - business saw IT as tactical while IT saw itself as strategic. The study also found that businesses were maturing faster than IT, and there was a gap in how technology could support business growth. Optimally, IT maturity should be aligned with business maturity, but currently IT is playing catch-up as almost half of organizations have immature IT supporting more mature businesses. If this disconnect is not addressed, the document warns IT is at risk of being marginalized.
The document discusses different views on the role of industry and firm strategy in determining profitability. It argues that while older views claimed some industries are intrinsically more profitable, the firm's strategy is actually more important. Data shows industry choice explains only 8% of profit differences, while strategic choices explain 46%. Additionally, mature industries can still offer opportunities for innovative firms. Market share is a reward for effectiveness, and small firms can still challenge large leaders through superior strategies. The dynamics of competition are always changing as well, with no single approach working for all industries. Overall, the firm's choices and actions matter more than the industry it belongs to.
This document discusses different approaches to technology strategy. It describes the positioning approach, which focuses on market structure and a firm's position within an industry. It also describes the resource-based approach, which starts with a firm's competencies and resources. The document outlines rationalist and incremental approaches and provides details on methodologies from Porter, A.D. Little, Booz Allen & Hamilton, McKinsey, Prahalad and Hamel, D'Aveni, and Itami and Numagami.
This is a presentation I gave to the Ohio Valley LIG of the Service Management Forum in April of 2010.
I focused the presentation on three main themes:
1) The refinement or removal of non value-added processes in IT (the "big" idea of Lean IT)
2) The institution of metrics (if you don't know where you are now, how do you know where you're going in the future?)
3) The enhancement of communications (manage projects throughout their lifecycle using normalized interfaces)
Align IT Strategy with Business StrategyMauly Chandra
Business Strategy & IT must go hand in hand. Aligning IT strategy with Business strategy enables leveraging IT for achieving strategic objectives like increase productivity, improve profitability, more"
https://www.forceintellect.com/2020/09/08/importance-aligning-it-strategy-business-strategy/
Digital Transformation as a Service!
EA-Driven Enterprise Digital Transformation with BLUEPRINT framework
This presentation introduces the BLUEPRINT Framework, a practical and pragmatic, proven and tested framework and methodology to plan, manage, and execute Digital Transformation at organnizations.
Business Intelligence Industry Perspective Session IPrithwis Mukerjee
The document discusses business intelligence and the evolution from early manual management systems to modern performance management systems. It describes how businesses now require real-time analytics to optimize operations and gain competitive advantages. Modern business intelligence systems integrate data from various sources and use dashboards and reports to provide insights across different levels of the organization for improved decision making.
Lean IT separates added value from waste by focusing on delivering value to the end customer with less cost. It is based on Toyota's Lean principles and combines Lean Six Sigma tools with Agile development and ITIL methodologies. The first step of Lean IT is to identify the customer and understand what creates value for them from an IT service or project. This allows organizations to maximize customer value while minimizing waste.
This document discusses the Strategic Alignment Model (SAM), which has four perspectives for aligning business and IT strategies:
1) Strategy Execution - Business strategy drives IT expenses
2) Technology Potential - Business strategy drives IT development
3) Competitive Potential - IT strategy influences and enables new business strategies
4) Service Level - IT improves business processes
It provides examples from Toyota and FedEx of how they align business and IT strategies under the different perspectives. The conclusion discusses pros of maximizing return on IT investment and competitive advantage, and cons of the model being too rigid and theoretical.
Lean IT focuses on eliminating waste to improve efficiency. An example is described where a high priority service desk issue is automatically passed to a subject matter expert along with configuration details and analytics to quickly find the root cause. Application performance management then triages the issue, checks for effects on other services, patches the problem machine, and updates configurations. Trend analysis also helps identify potential customer service level breaches proactively. Compliance risks are also automatically detected and addressed through integrated access controls and alerts to prevent violations.
The document discusses how LeanSigma can help CIOs address the challenges of reducing costs while improving efficiency, service quality, and enabling new capabilities. It describes how LeanSigma combines Lean and Six Sigma approaches to streamline processes and eliminate waste. Implementing LeanSigma across key IT processes like change management, software development, and help desk support can drive 20-30% annual productivity improvements for IT organizations.
Be Digital or Die - Predictive Analytics for Digital TransformationFintricity
A look at leveraging big data and predictive analytics for digital transformation. This deck was presented at the Predictive Analytics & Innovation Summit in London. 10th May 2016, by Alpesh Doshi, Founder of Fintricity.
Van Landrum, IBM Technical Sales Leader, Mobile Port discusses
- How companies are leveraging the IBM Mobile Portal Accelerator (MPA)
- How MPA easily extends the WebSphere Portal platform with services to seamlessly deliver scalable, mobile solutions optimized for display across a wide range of mobile devices, including the latest in-market versions
- Things to consider when implementing a mobile portal solution
How Evolven Blended Analytics Is Helping to Transform IT Efficiency and ValueEvolven Software
This report will examine more closely how and why blended analytics adds value. It will also introduce Evolven’s distinctive analytics capability in context with a deployment interview showing strong benefits in change, performance, and in particular, in facilitating a DevOps initiative through superior levels of insight and automation.
The document discusses how business process reengineering (BPR) can be enabled by information technology (IT). It provides a generic model for BPR and describes how IT can automate, integrate, and disintermediate processes. An example is given of how the apparel manufacturer TAL Group transformed its supply chain through IT investments like enterprise resource planning. This integrated TAL, its customers like JC Penney, and suppliers into a synchronized value network, improving inventory management, sales, and margins.
This document provides an overview of SmartERP's business intelligence and analytics services and team. It introduces key members of the BI team, their roles and experience. It then provides an overview of SmartERP as a company, including its founding, certifications, approach, industries served, locations and key solutions and services offered. The document also shares an overview of SmartERP's BI and analytics practice, including the services provided around analytics strategy, technology, consulting, implementation, management and support. It provides examples of client successes and describes SmartERP's approach to BI strategy assessments and roadmaps.
Introduction to Enterprise architecture and the steps to perform an Enterpris...Prashanth Panduranga
The document provides an overview of enterprise architecture presented by Prashanth B P Panduranga, Director of Technology. Some key points include:
- Line of business workers and IT staff increasingly use unauthorized SaaS apps
- IT suppliers are targeting business users directly and line of business heads demand higher project velocity
- An enterprise architecture framework provides structures for developing architectures using common standards and building blocks
- Enterprise architecture applies principles and practices to guide business, information, process, and technology changes to execute organizational strategy
Future Proofing Your IT Operating Model for DigitalDavid Favelle
Having worked with Operating Model for over 10 years, Dave has new adopted DevOps, IT4IT and Continuous Delivery alongside traditional frameworks. The concept of the value stream is central to the thinking. The presentation was delivered as a Keynote at the Open Group in Amsterdam October 2017 -https://www.youtube.com/watch?v=Y7yH1JJKvqc&t=1969s
Note that Dave and the ValueFlow team deliver Operating Model on the ServiceNow platform.
The document discusses business-IT alignment (BITA), including definitions, issues, strategies, and maturity levels. It argues that BITA is not just a technical process but involves social and organizational factors. Two case studies are presented comparing banks with different IT strategies and BITA capabilities. The conclusion is that developing vision and increasing BITA maturity requires focusing on relationships between business and IT through initiatives that develop skills, communication, and shared goals.
Framework for measuring enterprise agilityTushar Mathur
A thought paper on - what enterprise agility means, why it matters, how enterprises can measure enterprise agility to continue to disrupt and re-invent themselves.
The document summarizes the key findings of a 2011 survey measuring the maturity of Business Service Management (BSM) initiatives. The survey found that while business and IT personnel agreed on the definition of BSM, their perceptions of reality differed - business saw IT as tactical while IT saw itself as strategic. The study also found that businesses were maturing faster than IT, and there was a gap in how technology could support business growth. Optimally, IT maturity should be aligned with business maturity, but currently IT is playing catch-up as almost half of organizations have immature IT supporting more mature businesses. If this disconnect is not addressed, the document warns IT is at risk of being marginalized.
The document discusses different views on the role of industry and firm strategy in determining profitability. It argues that while older views claimed some industries are intrinsically more profitable, the firm's strategy is actually more important. Data shows industry choice explains only 8% of profit differences, while strategic choices explain 46%. Additionally, mature industries can still offer opportunities for innovative firms. Market share is a reward for effectiveness, and small firms can still challenge large leaders through superior strategies. The dynamics of competition are always changing as well, with no single approach working for all industries. Overall, the firm's choices and actions matter more than the industry it belongs to.
This document discusses different approaches to technology strategy. It describes the positioning approach, which focuses on market structure and a firm's position within an industry. It also describes the resource-based approach, which starts with a firm's competencies and resources. The document outlines rationalist and incremental approaches and provides details on methodologies from Porter, A.D. Little, Booz Allen & Hamilton, McKinsey, Prahalad and Hamel, D'Aveni, and Itami and Numagami.
We're in this together! Summary Interview Findings for the eZ Publish CommunityPaul Di Gangi
The following presentation is a summary of the interviews conducted for a research project of eZ Systems and the eZ Publish community.
We would like to thank the many community members that participated in the interviews as well as the many eZ Systems employees who spent time with us so that we could learn more about the community.
With technology innovation continuing at a dizzying pace, is your organization investing its technology budget wisely? Are you concerned you might be buying yesterday's technology with little or no hope for return on investment? How do you determine what technologies will have the most beneficial impact for your organization? This session provides perspective on how to develop a technology strategy that looks at how the latest technologies can be utilized to streamline processing and improve control—and have positive impact on the organization. Ensure your organization is properly poised to fully leverage technology in the years ahead by attending this session.
This document summarizes Porter's framework for technology strategy formulation. It discusses that Porter identified two key decisions: selecting the business area and positioning within it. Technology affects industry attractiveness through the five forces model and a firm's value chain. A technology strategy has three elements: selecting technologies, deciding whether to lead or follow, and whether to sell technologies. The strategy should support the firm's overall competitive strategy and assess sustainability of leadership, advantages of leading, and disadvantages of leading.
This is the chairman's overview at Big Data & Analytics Innovation Summit Singapore on March 2nd, 2017.
What we expect when working on data analytics/science projects: data is loaded from only one source, data is represented in only one format, data follows one consistent schema, data has one single source of truth, etc.
The most important thing is to keep it consistent so our systems can be greatly simplified and more time can be spent in creating business value and impact.
This document outlines key concepts in organizational strategy. It discusses sustainable competitive advantage, the strategy making process, and different types of corporate, industry, and firm-level strategies. Specifically, it defines sustainable competitive advantage as a competitive edge that cannot be easily duplicated by competitors. It also describes the main steps in strategy making as assessing the need for change, conducting a situational analysis, and choosing strategic alternatives. Finally, it explains the different types of strategies including portfolio strategies, grand strategies, positioning strategies, and adaptive strategies.
Data Project Strategy - A Case Study on Data PlatformQiaoliang Xiang
Data team usually has to work on three types of projects: data engineering, data analytics, and data science. Data engineering projects focus on how to effectively process and manage data, data analytics projects try to find insights from what happened so as to make better decisions, and data science projects attempt to build models to predict the future.
What kind of strategies to use for a project? A strategy is an optimization since we want to optimize our return on investment. However, we have to face many constraints (i.e., money, time, resources). Therefore, a strategy is a trade-off that implies we cannot achieve all the objectives. The process of finding the right strategy involves in asking a lot of questions and figuring out what really matters for a project. The outcome of this process is some guidelines that effectively guide us when working on projects. We usually follow three guidelines: flexible, convenient, and scalable.
We built a unified s3-based data platform to achieve one source/format goal. An S3 object stores data in JSON format and some user-defined metadata (i.e., MD5, content size, last modified, UUID) for verification. The key idea is to use a relational database to keep S3 object key, S3 user-defined & system-defined metadata, a logical name (consists of a few fields), documentation, etc.
A unified data platform can easily support data analytics and data science tasks well. JSON format is convenient for a human to understand data. For efficient processing, data can be converted into Parquet format via Spark.
Solvatten is a Swedish-designed water purifier that uses solar energy to purify drinking water. It is a specially designed container that harnesses heat, UV light, and a built-in filter through a couple hours of sunlight to clean contaminated water according to WHO standards. The portable, affordable product costs $35 and requires no electricity or other resources to purify water.
Technology strategy is shaped by a firm's technological capabilities and competencies, which are developed through enacting the strategy. The document outlines a framework for technology strategy with four stances: competitive strategy, value chain, resources commitment, and management. It also discusses how technological capability, competence, substance of strategy, and enactment are interrelated in developing and implementing an effective technology strategy.
Why organizational strategy is so important; what is organizational strategy Anyway? implementing effective organization strategy. By Charlesmore Partners International; Consultants in Organizational Strategy.
9 Key Principles to Successful Organizational Strategytltiede
The purpose of this presentation is to review key principles that form the foundation of successful organizational strategy.
Readers are encouraged to review the referenced materials at the back of the presentation for further detail and insight.
Technology strategy at national level; Technology strategy at organizational level; Generation / development of technology; S curve of technology evolution; Technology progression
The document discusses organization strategy and project selection. It defines key strategic concepts like competitive advantage and strategic intent. It also outlines the strategic management process, which includes reviewing the organizational mission, setting long-range goals and objectives, analyzing strategies to reach objectives, and implementing strategies through projects. The document emphasizes linking projects to the organizational strategy and discusses various financial and non-financial models for project selection and portfolio management.
The NEW Way to Win Friends & Influence People (social media in events)Lara McCulloch-Carter
The document discusses how to use social media to make friends and influence people. It provides Dale Carnegie's six ways to make people like you and explains how these principles still apply online. It then discusses specific social media platforms like blogging, microblogging on Twitter, and professional networking on LinkedIn as ways for event planners to engage others and spread ideas. Throughout, it emphasizes listening to what others are saying and adding value to conversations.
ERP strategy and digital finance transformationjayjani123
New ERP systems alone won't bring about the digital finance transformation many executives seek.
ERP implementation can only deliver results if the fundamentals are in place.
Explore why ERP strategy is important, then dive deeper via our series of perspectives on how to develop an executable ERP strategy that can help you achieve desired capabilities, setting you up for success now and into the future.
Information Driven Enterprise Architecture - Connected Brains 2018LoQutus
In this session we will show you how to deliver business
improvements with enterprise and information architecture. During this session you will get new insights to increase value to the organisation. We also explain our LEAF framework, an integrated EA framework leveraging information to build architectures more quickly.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/it-strategy-209
This is a comprehensive document on Information Technology (IT) / Management Information Systems (MIS) Strategy.
This document includes IT strategy frameworks, critical success factors, detailed project approach and organizational structure, sample deliverables, and more.
Removing the barriers to business transformation with ArchiMateCorso
Typical Entry Points for Enterprise Architecture
What is ArchiMate?
How ArchiMate helps business transformation
Current tools used to manage business transformation
Enterprise Resource Planning (ERP) is a business management software that allows organizations to use a system of integrated applications to manage business processes like manufacturing, supply chain, inventory management, shipping and more. The summary discusses how ERP systems help streamline and integrate operations across departments to improve efficiency. It also mentions that while ERP implementations were initially only feasible for large companies due to high costs, many smaller companies in India have adopted ERP systems as they are expected to provide competitive advantages. Chartered Accountants play an important role in ERP system selection, implementation, ensuring business controls and customizing ERP systems to meet specific business requirements.
One of the most daunting challenges organizations face in making decisions on what technology is needed to fully enable the business to achieve its strategy and objectives. The key is ALIGNMENT.
The document discusses Robotic Process Automation (RPA) and its applications in finance and accounting. It provides examples of common repetitive tasks in finance and accounting that can be automated using RPA such as accounts receivable processing, accounts payable processing, and invoice processing. The benefits of RPA implementation are also summarized, including improved efficiency, reduced costs, improved data quality, and regulatory compliance. SmartERP's RPA services and platforms that use artificial intelligence to enable automation across business processes are also highlighted.
The document discusses balanced scorecards and how they can be used as a management toolkit to measure performance from customer, internal process, and learning and growth perspectives in addition to traditional financial measures. It provides examples of how metrics can be cascaded down from strategic scorecards to operational unit scorecards. Cause and effect relationships between metrics are also discussed, as well as how balanced scorecards can be linked to other frameworks like COBIT and used to track performance against business objectives.
ERP systems integrate planning, manufacturing, sales, marketing and other business functions into a single system. This document provides an overview of ERP, including what ERP is, how it works, key components like finance, HR and manufacturing modules, benefits like improved integration and efficiency, challenges of implementation like costs and time, and major ERP vendors like SAP, Oracle and PeopleSoft. The document uses examples to illustrate how ERP streamlines processes and information sharing across departments before and after implementation.
This document provides guidance on establishing effective metrics for measuring service desk performance. It recommends focusing on internal metrics that are specific to your organization's goals and environment, rather than relying solely on benchmarks. The document outlines steps to take such as defining critical success factors and key performance indicators, choosing action-based metrics that align with goals and can be tracked over time, and establishing dashboards to monitor and report on metrics. It emphasizes the importance of metrics driving productive improvement and measuring what matters most to stakeholders.
- Info-Tech Research Group provides IT research and advice to help organizations implement effective service management practices.
- The document discusses common misconceptions around service management and emphasizes the importance of establishing strong foundational elements like culture, governance, and management practices before implementing more advanced service management processes.
- Case studies demonstrate how Info-Tech has helped clients develop customized roadmaps to mature their service management practices by first stabilizing services and focusing on cultural and foundational elements before aiming to become strategic partners.
Want to make creating tickets, entering time and adding notes easier? Autotask's new Incoming Email Processing service is the tool you need. Not only can customer emails be parsed neatly and automatically into tickets, it integrates email communications into your day-to-day workflow, improves response times, increases customer satisfaction, and automatically captures ticket updates, task and time entries. This session shows you how you can increase efficiency and communication with the correct configuration of this powerful, new tool.
[Presenter: Guido Frank, Autotask]
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."
PTCL implemented an HRIS using SAP and Oracle software to manage employee data and HR processes more efficiently. The implementation process faced challenges like resistance to change and lack of technical skills. While the HRIS helped with tasks like payroll and reporting, PTCL still faced issues like losing employees to stronger competitors. The HRIS is updated using a data cleansing program and helps analyze large amounts of employee data through reporting tools.
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2. ALIGNING IT AND THE BUSINESS
Welcome and Introduction
Aligning IT with the Business
Components of a Strong IT Strategy
Developing the Plan
Tips for Execution
3. STRATEGIC PITFALLS
•60% of organizations don’t link strategy to budgeting
•75% of organizations don’t link employee incentives to strategy
•86% of business owners and managers spend less than one
hour per month discussing strategy
•95% of a typical workforce doesn’t understand their
organization’s strategy.
Credit: Forbes.com
5. BECOME AN IT PARTNER NOT JUST A SUPPORT CENTER
CHAOTIC - 0
•High operational
cost
• Low
productivity
•Can’t predict
demand
•Low employee
morale
•Unsatisfied
customers
•Can’t define
success
REACTIVE - 1
•Systems
downtime
• Inconsistent
performance
• Firefighting
•Compromised
service
expectations
• Inability to plan
• Time consuming
maintenance
•Ineffective
troubleshooting
PROACTIVE - 2
•Limited financial
insight
• Undervalued
services
•Services not
timely
•No alignment of
resources to
demand
SERVICE - 3
•IT as a Service
•Activity Based
Costs
• SLAs
•Integrated
Processes
• Capacity Mgmt.
•Define Services,
Classes & Pricing
VALUE – 4
•IT as a Strategic
Partner
• IT & Business
Metrics
•IT/Business
Collaboration
•Business
Planning
3
6. FUNDAMENTALS OF ALIGNING IT WITH THE
BUSINESS
ManagementStaff
1. People – understanding the
customer’s voice and assessment
of current systems, processes and
technology.
2. Process – an understanding of the
integration and workflows between
departments and system functions.
3. Technology – an understanding of
the technology platforms and
utilization of the information delivery
capabilities.
7. CHARACTERISTICS OF A STRONG IT STRATEGY
• Executive sponsorship
• Clarity, Communication, Education
• Clear definition of success and KPIs to
track progress
• Flexibility to change direction as market
and technology dictate
8. DEVELOPING THE PLAN
• Assessing the “AS-IS” environment
• Define Strategic Goals and Mission Statement
• Identify gaps between “As Is” and strategic goals
• Define and prioritize work needed to accomplish
strategic goals
9. THE MISSION STATEMENT
“BEGIN WITH THE END IN MIND”
The Mission of the “COMPANY” IT Strategic Business Strategy
Assessment is to create an IT strategy and infrastructure to support the
current and future information capital requirements to grow the business
to $2B by 2020.
The objective of the assessment will be to:
1. Provide recommendations and an IT Road Map to support the immediate,
short & long term needs
2. Identify baseline “as is” and “to be” IT systems to meet the business
requirements and driver measures
3. Prioritize the IT projects that will generate the greatest return on investment
4. Provide a recommended implementation approach to execute the IT Business
Plan
11. PEOPLE ASSESSMENTIT STRATEGY ASSESSMENT
WORKPAPERS
Interview Questions Notes
PEOPLE ASSESSMENT
Executive Team
CEO What is your vision for the company? What is your goals for the company? Revenue, Strategy, Profit, Stock Value, Competition Analysis
COO What is your operational goals for the company? Gross Margin performance, sales growth, performance optimization
CFO What is your financial goals for the company? Cashflow, profits, stock valuation, EBITDA
CAO What is your administrative goals for the Company? Adminstrative efficiencies, administrative collaboration
CIO What is your IT strategy for the company? IT Plan, Cloud strategy, Reporting strategy, Cost strategy
CHRO What is your human capital strategy for the company? HR strategies, Comp & Benefits, Training, Recruiting, Onboarding
Management Team
Accounting How well is the ERP system working for you? Reporting, transactional efficiency? Transactional efficiencies, timeliness of information
IT How well is the IT systems working? See below for more detail questions? Hardware, Software, Middleware assessments
HR How is HR valued to business? How is HR strategic? What are your goals to be strategic? HR Compensation Plans, Recruiting, Career Pathways, Onboarding efficiencies
Marketing How is marketing helping with market share? New customers? Growth in revenue? Growth, Sales, New Customers, Marketshare, Competitive Analysis
Corporate Communications How is communications handled? Webinar, Video, Audio, Newsletters, intranets Unified messaging, sharepoint solutions, lync collaboration
Legal How is legal using IT to help with document management? Sharepoint, document management, document versioning
End Users
Finance & Accounting Users Is the current systems you are using efficient? Manual processes, lack of integration, manual reporting
HR & Payroll Users Is the current systems you are using efficient? Manual processes, lack of integration, manual reporting
Marketing & Communications Users Is the current systems you are using efficient? Manual processes, lack of integration, manual reporting
12. PROCESS ASSESSMENT
IT STRATEGY ASSESSMENT WORKPAPERS
Interview Questions Notes
INFORMATION ASSESSMENT
Information Reporting
KPI Metrics (Lead &Lag) What KPI metrics are in place and being delivered on time? List KPI reporting, dashboards, lead and lag measures, do they have cadence?
Financials Statements What financials reports are in place and automated? List financial reports, manual reports, excel reports
Operational Statements What operational reports are in place and automated? List operational reports, manual reports, excel reports
PPPs - Policies, Procedures, Processes
Policies Are your policies aligned with your system processes? List policies
Procedures Are your procedures up to date and aligned with your system processes? List procedures
Processes Are your processes up to date and aligned with your policies and procedures? List processes
13. TECHNOLOGY ASSESSMENT
IT STRATEGY ASSESSMENT WORKPAPERS
Interview Questions Notes
TECHNOLOGY ASSESSMENT
Hardware
Servers What are the current server technology used? On premise, off premise, cloud, VM ware
Storage What are the current storage technology used? On premise, off premise, cloud, VM ware
Desktops What desktops are being used today? Lease vs purchases? What are desktops are being used?
Laptops How are mobile computers being used? What are mobile computers being used for?
Wireless Devices How are wireless devices being used? What are wireless devices being used for?
CITRIX How is citrix being used? Latency platforms? Why is Citrix being used?
CISCO What routers and switches are being used for network computing? When is the cisco gear nearing upgrades?
Software
Business Applications What business applications are being used ? Inventory business applications and how they are integrated or not?
Enterprise Applications What enterprise applications are being used? Inventory enterprise applications and how they are integrated or not?
Intranet What are you using for intranet platform? Do they have department intranets?
Email What email system is being used? Exchange, 0365, other?
ERP What ERP is being used? List ERP applications and modules
CRM What CRM is being used? List CRM applications and modules
Middle Ware
Custom Applications What custom applications are being developed? List of applications and how they are integrated or not?
Integration Platforms What interface or integration platforms are in place? List of applications and how they are integrated or not?
Business Intelligence Platforms What BI tools are in place? List of BI toolsets and how integrated with enterprise applications
Web Applications What is being used for web applications? Web applications? Inventory of web applications?
14. IT ASSESSMENT & BUSINESS PLAN ROADMAP
Sample Deliverable
Pillar 1 - People
The following assessment covered the current transactional and information
delivery users of the systems:
1. The “transactional users” are overall generally satisfied with the efficiency of the data entry features of the system
2. The “operational and financial information users” are dissatisfied with the ease of use and with the amount of effort to retrieve
meaningful information to manage the business – the business has outgrown the legacy paper reporting method that has been
used in the past to quickly manage the business in a timely manner
3. Lack of clearly defined driver measure reports used in the cadence of operations being delivered to management (lack of
scheduling, utilization management, and capacity planning information)
4. More training is needed for both transactional and operational/financial users to understand what the current system can do for
them
5. There is material amount of duplication of data entry in access databases, excel and other systems creating manpower
inefficiencies and potential lack of integrity of information
6. Strong IT programming skills and adequate PC Network staff skills but missing project management and business applications
skillsets
The following recommendations should be considered to address the People
findings:
1. Setup Focus Groups of users to share best practices to raise all users level experience to highest level possible
2. Design, develop, and deliver reports to management timely and in best format for usability
3. Define Driver Metrics to deliver reports to management to incorporate into weekly operational cadence system
4. Train users on the information reports designed and developed in #2 and #3 above
5. Identify and replace duplicate systems where possible
6. Upgrade IT project management, business applications and analytics skills
15. IT ASSESSMENT & BUSINESS PLAN ROADMAP
Sample Deliverable
Pillar 2 - Process
The following assessment covered the system & process integration & workflow
between departments:
1. The core financial systems (GL, PO, AP, OE, Billing, AR, JC/WO, PR, e-Time) are fairly well integrated even given the
divergent platforms and the high degree of customization that were purchased (M&D, Harris, Custom Applications, etc…)
2. The HR system (Silkroad) is an integrated suite of products replacing manual processes today; however, it is needs to be
integrated with Harris HR/Payroll and e-Time to prevent duplication of efforts
3. The RVI imaging system has been implemented at a few sites and is having some good success but not company wide;
however, there is an opportunity to improve the workflow to include AP and AR for customer backup and billing support and
create further improvements in workflow and integration before implementing company wide. There is also an opportunity to
centralize how workflow can improve overhead and create automation and synergies across RFOC
4. There is a need for an automated Requisition system to be interfaced with Procurement system and a Sales Tax system is
needed to accurately record sales tax.
5. The operational systems (Estimating, Engineering, Procurement, Scheduling) are working in vertical silos for the most part
and there are some opportunities to integrate engineering-bill of materials-procurement systems.
The following recommendations should be consideration to address the Process
findings:
1. Setup ITEC and review ERP solutions to gain new ideas to improve current platform or determine cost/benefit of solutions
2. Continue to integrate SILKROAD with current Harris HR/Payroll & e-Time systems
3. Review current RVI workflow design and determine best path forward for company wide rollout and improved workflow
4. Evaluate the cost/benefit of a Requisition and Sales Tax module to be built vs long term software package alternatives
5. Review current Operational system workflow opportunities and design an integrated Configuration Management System
16. IT ASSESSMENT & BUSINESS PLAN ROADMAP
Sample Deliverable
Pillar 3 - Technology
The following assessment covered the technology applications and infrastructure:
15
1. The hardware, server, and Microsoft platforms are solid infrastructure solutions
2. Standard laptops should be established with remote VPN capabilities to make it easier to use remote computing
3. Leverage Microsoft BI to deliver better information from the ERP and explore BI tools as needed
4. Sharepoint for Intranet solutions should be leveraged better for improved communications and office productivity
5. Review the engineering toolsets to ensure the right solutions for the business
The following recommendations should be considered to address the Technology
findings:
1. Setup ITEC and review ERP solutions to gain new ideas to improve current platform or determine cost/benefit of solutions
2. Document current network and provide recommendations on switches and routers
3. Document upgrade path for servers and infrastructure to keep up with business needs
4. Establish a company standard laptops, desktop and remote connectivity solution that is reliable
5. Training for ERP programmers on toolsets to improve productivity and delivery of information
6. Provide an assessment of Sharepoint utilization and make recommended improvement proposal
7. Move forward with Lync as the Video/Web/Communication unified conferencing messaging solution for company
8. Review and evaluate engineering and configurator toolsets to automate workflow and automation
9. Move forward with Microsoft Cloud Office 365 and Lync to reduce IT support and infrastructure costs
17. Sample Deliverable
IT Organizational Assessment & Recommendations
Sparkhound has evaluated current IT operations and costs, compared to the envisioned
state, then provided recommendations to organizational design and associated budget.
The result is an optimized IT human resource model and a more efficient cost structure.
IT ASSESSMENT & BUSINESS PLAN ROADMAP
Total IT Expenses
Current Org Chart
CIO
111
Infrastructure
25
Development
25
PMO
25
ERP
36
IT Expenses $25,500,000
IT Salaries 10,000,000
Total IT $35,500,000
*Cloud Infrastructure & Managed Services main reason for reduction
Future Org Chart
CIO
90
Infrastructure
16
Development
20
PMO
20
ERP
20
Total IT Expenses*
IT Expenses $20,000,000
IT Salaries 8,000,000
Total IT $28,000,000
18. IT ASSESSMENT & BUSINESS PLAN ROADMAP
High
$$$
Medium
$$
Low
$
TransformationalStrategicEfficiency
2
A-E
HR SilkRoad
15
SharePoint Intranet
4
Salesforce.Com
Microsoft Cloud Office 365
Messaging, Communications & Collaboration
WBT & CBT 12
13
PC Network
WAN Infrastructure
5
ABC Company Estimating System
6
Configuration Management System
Project Scheduling System
1
16
AP-AR
Imaging
Workflow
3
Sales Tax
Inventor – CNC
11
18
Web Site
Upgrade
eRequisition System
27
7
ABC Company Operations Reports
14
ERP Evaluation
22
Client EDI
17
Client Cloud Portals
23
Fax Server
Electronic
Rental Invoices
10
8
Manpower Utilization
Management Reports
25
Single Sign-On
9
Business Intelligence, Dashboards,
Budgeting & Forecasting
4-in-1 Project
20
Sales
OPS
IT
HR
Finance
21
Document Mgt System
24
26
Tool Management
19
Cell Phones
Sample Deliverable
IT Project Portfolio
ABC Company’s IT Project Portfolio was assessed to determine the cost of each initiative
as well as its value to the organization. These were grouped by business unit and
categorized by impact.
IT Project Portfolio Segmentation
20
19. IT ASSESSMENT & BUSINESS PLAN ROADMAP
Sample Deliverable
Short, Mid & Long Term Projects
Upon evaluation, it is recommended that each project be scheduled based on its cost,
duration and value characteristics.
IT Project Portfolio Prioritization*
*See Appendix A – Project Profiles for detail. 21
21. Tenants for Implementing an IT
Strategy
21
• Assign ownership of projects and tasks:
The most common reason a plan fails is lack of ownership.
If people don’t have a stake and responsibility in the plan, it’ll be business
as usual for all but a frustrated few.
• Communicate frequently and consistently:
Meet regularly with staff and managers. Discuss KPIs important for success.
• Track progress and report out to all levels within the organization:
Help to maintain employee buy-in and executive support when everyone
is in the know. Keeps everyone speaking the same language with regards to
wins, challenges, and progress.