For IT organizations, digital transformation can be an especially daunting task. Keeping up with and managing ever-evolving technologies and applications entails four essential components that help accelerate time to market, minimize project risk; automate and handle thousands of requirements, enrich collaboration and manage costs.
Your Challenge
Internal stakeholders usually have different – and often conflicting – needs and expectations that require careful facilitation and management.
Vendors have well-honed negotiating strategies. Without understanding your own position and leverage points, it’s difficult to withstand their persuasive – and sometimes pushy – tactics.
Software – and software licensing – is constantly changing, making it difficult to acquire and retain subject matter expertise.
Our Advice
Critical Insight
Conservatively, it’s possible to save 5% of the overall IT budget through comprehensive software contract review.
Focus on the terms and conditions, not just the price.
Learning to negotiate is crucial.
Impact and Result
Look at your contract holistically to find cost savings.
Guide communication between vendors and your organization for the duration of contract negotiations.
Redline the terms and conditions of your software contract.
Prioritize crucial terms and conditions to negotiate.
Your Challenge
Service desk managers with immature service desk processes struggle with:
Low business satisfaction.
High cost to resolve incidents and implement requests.
Confused and unhappy end users.
High ticket volumes and a lack of root-cause analysis to reduce recurring issues.
Wasted IT time and wages resolving the same issues time and again.
Ineffective demand planning.
Our Advice
Critical Insight
Don’t be fooled by a tool that’s new. A new service desk tool alone won’t solve the problem. Service desk maturity improvements depend on putting in place the right people and processes to support the technology.
Service desk improvement is an exercise in organizational change. Engage specialists across the IT organization in building the solution, and emphasize how everyone stands to benefit from the initiative.
Organizations are sometimes tempted to track their work under a single ticket type. Unfortunately, the practice obscures the fact that incidents, requests, and projects require radically different amounts of time and resources, and can create the impression that IT is underperforming. Distinguish between incidents, requests, and projects, and design specific processes to support and track the performance of each activity.
Remember, the value of any IT service management (ITSM) tool is a function of the processes it supports and the adoption of those processes. The ITSM tool with the best functionality is worth little if you do not build the right processes, configure the tool to support them, and work to improve tool adoption in your organization.
Impact and Result
Increase business satisfaction.
Reduce recurring issues and ticket volumes.
Reduce average incident resolution time and average request implementation time.
Increase efficiency and lower operating costs.
Enhance demand planning.
Your Challenge
Companies are approving more projects than they can deliver. Most organizations say they have too many projects on the go and an unmanageable and ever-growing backlog of things to get to.
While organizations want to achieve a high throughput of approved projects, many are unable or unwilling to allocate an appropriate level of IT resourcing to adequately match the number of approved initiatives.
Portfolio management practices must find a way to accommodate stakeholder needs without sacrificing the portfolio to low-value initiatives that do not align with business goals.
Our Advice
Critical Insight
Failure to align projects with strategic goals and resource capacity are the most common causes of portfolio waste across organizations. Intake, approval, and prioritization represent the best opportunities to ensure this alignment.
More time spent with stakeholders during the ideation phase to help set realistic expectations for stakeholders and enhance visibility into IT’s capacity and processes is key to both project and organizational success.
Too much intake red tape will lead to an underground economy of projects that escape portfolio oversight, while too little intake formality will lead to a wild west of approvals that could overwhelm the PMO. Finding the right balance of intake formality for your organization is the key to establishing a PMO that has the ability to focus on the right things.
Impact and Result
Eliminate off-the-grid initiatives by establishing a centralized intake process that funnels requests into a single channel.
Improve the throughput of projects through the portfolio by incorporating the constraint of resource capacity to cap the amount of project approvals to that which is realistic.
Silence squeaky wheels and overbearing stakeholders by establishing a progressive approval and prioritization process that gives primacy to the highest value requests.
This document provides information from Info-Tech Research Group regarding modernizing communications and collaboration infrastructure.
[1] It recommends following a three phase methodology to modernize communications - assess current infrastructure, define the target state, and advance the project. Various tools and templates are provided to help with each phase.
[2] It emphasizes that the project scope and assessment phase takes more time than anticipated and is critical for defining requirements. Both business and IT perspectives should be considered.
[3] A hybrid deployment model combining on-premises and cloud solutions is recommended to modernize infrastructure over time without requiring a full replacement of existing systems.
1) The document outlines best practices and potential pitfalls for using business intelligence (BI) dashboards based on the presenter's experience implementing BI initiatives.
2) It discusses how to effectively design dashboards to communicate key metrics to stakeholders, avoid common implementation pitfalls, and reviews an example dashboard from a top US wireless operator.
3) The presentation emphasizes the importance of data quality, integration standards, and aligning dashboard metrics with organizational strategy for successful long-term dashboard use.
Your Challenge
Risk is an unavoidable part of IT. And what you don't know, can hurt you. The question is, do you tackle risk head-on or leave it to chance?
Get a handle on risk management quickly using Info-Tech's methodology and reduce unfortunate IT surprises.
Our Advice
Critical Insight
1. IT risk is business risk.
Every IT risk has business implications. Create an IT risk management program that shares risk accountability with the business.
2. Risk is money.
It’s impossible to make intelligent decisions about risks without knowing what they’re worth.
3. You don’t know what you don’t know.
And what you don’t know can hurt you – so find out. To find hidden risks, you need a structured approach.
Impact and Result
Stop leaving IT risk to chance. Transform your ad hoc IT risk management processes into a formalized, ongoing program and increase risk management success by 53%.
Take a proactive stance against IT threats and vulnerabilities by identifying and assessing IT’s greatest risks before they happen.
Involve key stakeholders including the business senior management team to gain buy-in and to focus on IT risks that matter most to the organization.
Share accountability for IT risk with business stakeholders and have them weigh-in on prioritizing investments in risk response activities.
Your Challenge
As the market evolves, capabilities that were once cutting edge become default and new functionality becomes differentiating.
Vendors use a lot of marketing jargon, buzzwords, and statistics to sell their solutions, making objective evaluation rather difficult.
The endpoint protection (EPP) market is overcrowded and fragmented, resulting in information overload and consequently, a difficult vendor assessment.
Disparate product solutions are being bundled into one-off solutions or suites, often resulting in less efficient solutions than the more niche players.
Imminent obsolescence is an issue. Previous EPP solutions have not adapted with the rapidly evolving threat landscape and are no longer relevant, resulting in breaches or vulnerabilities.
Critical Insight
Don’t let vendors and market reports define your endpoint protection needs. Identify the use cases and corresponding feature sets that best align with your risk profile before evaluating the vendor marketspace.
Your security controls are diminishing in value (if they haven’t already). Develop a strategy that accounts for the rapid evolution and imminent obsolescence of your endpoint controls. Plan for future needs when making purchasing decisions today.
Endpoint protection is a matter of defense in depth and risk modelling, there is no silver bullet protection and mitigation solution. As end-client-technology providers release regular product/software updates, security tools will become outdated. Multiyear endpoint protection commitments will leave you playing a constant game of catch up.
Impact and Result
The solution is a holistic internal security assessment that not only identifies, but satisfies, your desired endpoint protection feature set with the corresponding endpoint protection suite and a comprehensive implementation strategy.
Use this blueprint to walk through the steps of selecting and implementing an endpoint protection solution that best aligns with your organizational needs.
This document discusses Info-Tech Research Group and change management. It provides an overview of Info-Tech as a global leader in IT research and advice. It then discusses the importance of balancing risk and efficiency in change management processes. Having too onerous of a process can lead to changes being implemented without proper review, while not having any process can increase risk. The document emphasizes having a right-sized change management process that incorporates adequate review and approval without being overly burdensome. It also stresses the importance of staff buy-in, tools to track changes, and management support for effective change management.
Your Challenge
Internal stakeholders usually have different – and often conflicting – needs and expectations that require careful facilitation and management.
Vendors have well-honed negotiating strategies. Without understanding your own position and leverage points, it’s difficult to withstand their persuasive – and sometimes pushy – tactics.
Software – and software licensing – is constantly changing, making it difficult to acquire and retain subject matter expertise.
Our Advice
Critical Insight
Conservatively, it’s possible to save 5% of the overall IT budget through comprehensive software contract review.
Focus on the terms and conditions, not just the price.
Learning to negotiate is crucial.
Impact and Result
Look at your contract holistically to find cost savings.
Guide communication between vendors and your organization for the duration of contract negotiations.
Redline the terms and conditions of your software contract.
Prioritize crucial terms and conditions to negotiate.
Your Challenge
Service desk managers with immature service desk processes struggle with:
Low business satisfaction.
High cost to resolve incidents and implement requests.
Confused and unhappy end users.
High ticket volumes and a lack of root-cause analysis to reduce recurring issues.
Wasted IT time and wages resolving the same issues time and again.
Ineffective demand planning.
Our Advice
Critical Insight
Don’t be fooled by a tool that’s new. A new service desk tool alone won’t solve the problem. Service desk maturity improvements depend on putting in place the right people and processes to support the technology.
Service desk improvement is an exercise in organizational change. Engage specialists across the IT organization in building the solution, and emphasize how everyone stands to benefit from the initiative.
Organizations are sometimes tempted to track their work under a single ticket type. Unfortunately, the practice obscures the fact that incidents, requests, and projects require radically different amounts of time and resources, and can create the impression that IT is underperforming. Distinguish between incidents, requests, and projects, and design specific processes to support and track the performance of each activity.
Remember, the value of any IT service management (ITSM) tool is a function of the processes it supports and the adoption of those processes. The ITSM tool with the best functionality is worth little if you do not build the right processes, configure the tool to support them, and work to improve tool adoption in your organization.
Impact and Result
Increase business satisfaction.
Reduce recurring issues and ticket volumes.
Reduce average incident resolution time and average request implementation time.
Increase efficiency and lower operating costs.
Enhance demand planning.
Your Challenge
Companies are approving more projects than they can deliver. Most organizations say they have too many projects on the go and an unmanageable and ever-growing backlog of things to get to.
While organizations want to achieve a high throughput of approved projects, many are unable or unwilling to allocate an appropriate level of IT resourcing to adequately match the number of approved initiatives.
Portfolio management practices must find a way to accommodate stakeholder needs without sacrificing the portfolio to low-value initiatives that do not align with business goals.
Our Advice
Critical Insight
Failure to align projects with strategic goals and resource capacity are the most common causes of portfolio waste across organizations. Intake, approval, and prioritization represent the best opportunities to ensure this alignment.
More time spent with stakeholders during the ideation phase to help set realistic expectations for stakeholders and enhance visibility into IT’s capacity and processes is key to both project and organizational success.
Too much intake red tape will lead to an underground economy of projects that escape portfolio oversight, while too little intake formality will lead to a wild west of approvals that could overwhelm the PMO. Finding the right balance of intake formality for your organization is the key to establishing a PMO that has the ability to focus on the right things.
Impact and Result
Eliminate off-the-grid initiatives by establishing a centralized intake process that funnels requests into a single channel.
Improve the throughput of projects through the portfolio by incorporating the constraint of resource capacity to cap the amount of project approvals to that which is realistic.
Silence squeaky wheels and overbearing stakeholders by establishing a progressive approval and prioritization process that gives primacy to the highest value requests.
This document provides information from Info-Tech Research Group regarding modernizing communications and collaboration infrastructure.
[1] It recommends following a three phase methodology to modernize communications - assess current infrastructure, define the target state, and advance the project. Various tools and templates are provided to help with each phase.
[2] It emphasizes that the project scope and assessment phase takes more time than anticipated and is critical for defining requirements. Both business and IT perspectives should be considered.
[3] A hybrid deployment model combining on-premises and cloud solutions is recommended to modernize infrastructure over time without requiring a full replacement of existing systems.
1) The document outlines best practices and potential pitfalls for using business intelligence (BI) dashboards based on the presenter's experience implementing BI initiatives.
2) It discusses how to effectively design dashboards to communicate key metrics to stakeholders, avoid common implementation pitfalls, and reviews an example dashboard from a top US wireless operator.
3) The presentation emphasizes the importance of data quality, integration standards, and aligning dashboard metrics with organizational strategy for successful long-term dashboard use.
Your Challenge
Risk is an unavoidable part of IT. And what you don't know, can hurt you. The question is, do you tackle risk head-on or leave it to chance?
Get a handle on risk management quickly using Info-Tech's methodology and reduce unfortunate IT surprises.
Our Advice
Critical Insight
1. IT risk is business risk.
Every IT risk has business implications. Create an IT risk management program that shares risk accountability with the business.
2. Risk is money.
It’s impossible to make intelligent decisions about risks without knowing what they’re worth.
3. You don’t know what you don’t know.
And what you don’t know can hurt you – so find out. To find hidden risks, you need a structured approach.
Impact and Result
Stop leaving IT risk to chance. Transform your ad hoc IT risk management processes into a formalized, ongoing program and increase risk management success by 53%.
Take a proactive stance against IT threats and vulnerabilities by identifying and assessing IT’s greatest risks before they happen.
Involve key stakeholders including the business senior management team to gain buy-in and to focus on IT risks that matter most to the organization.
Share accountability for IT risk with business stakeholders and have them weigh-in on prioritizing investments in risk response activities.
Your Challenge
As the market evolves, capabilities that were once cutting edge become default and new functionality becomes differentiating.
Vendors use a lot of marketing jargon, buzzwords, and statistics to sell their solutions, making objective evaluation rather difficult.
The endpoint protection (EPP) market is overcrowded and fragmented, resulting in information overload and consequently, a difficult vendor assessment.
Disparate product solutions are being bundled into one-off solutions or suites, often resulting in less efficient solutions than the more niche players.
Imminent obsolescence is an issue. Previous EPP solutions have not adapted with the rapidly evolving threat landscape and are no longer relevant, resulting in breaches or vulnerabilities.
Critical Insight
Don’t let vendors and market reports define your endpoint protection needs. Identify the use cases and corresponding feature sets that best align with your risk profile before evaluating the vendor marketspace.
Your security controls are diminishing in value (if they haven’t already). Develop a strategy that accounts for the rapid evolution and imminent obsolescence of your endpoint controls. Plan for future needs when making purchasing decisions today.
Endpoint protection is a matter of defense in depth and risk modelling, there is no silver bullet protection and mitigation solution. As end-client-technology providers release regular product/software updates, security tools will become outdated. Multiyear endpoint protection commitments will leave you playing a constant game of catch up.
Impact and Result
The solution is a holistic internal security assessment that not only identifies, but satisfies, your desired endpoint protection feature set with the corresponding endpoint protection suite and a comprehensive implementation strategy.
Use this blueprint to walk through the steps of selecting and implementing an endpoint protection solution that best aligns with your organizational needs.
This document discusses Info-Tech Research Group and change management. It provides an overview of Info-Tech as a global leader in IT research and advice. It then discusses the importance of balancing risk and efficiency in change management processes. Having too onerous of a process can lead to changes being implemented without proper review, while not having any process can increase risk. The document emphasizes having a right-sized change management process that incorporates adequate review and approval without being overly burdensome. It also stresses the importance of staff buy-in, tools to track changes, and management support for effective change management.
Digital Quality Assurance: Insights and Trends Shaping Banking and Financial ...Cognizant
In the face of surging digital disruption, banks and financial institutions need to hone a critical focus on digital quality assurance to ensure and enhance the end-user experience. We explore the testing issues relating to the cloud, mobility, big data analytics, Agile and DevOps, and suggest a quality assurance strategy.
Aligning Business and Technology for Competitive AdvantageDijitle
Until quite recently, I.T. has functioned primarily as a technology implementer for the business. it has focused on providing a robust infrastructure, along with the implementation and integration of package software to automate the main business processes. But now we have entered the age of digital business, where many businesses exist solely because of technologies – in many cases technology is now driving the business rather than being subservient to it.
A Rationale for a PDF Rendering Factory ModelCognizant
As life sciences organizations increasingly embrace digital models of engagement, they need to streamline their PDF rendering processes to avoid unnecessary delays and costs in getting promotional materials to market.
Your Challenge
Infrastructure, by focusing on the reliability, availability, and serviceability of existing platforms, is perceived as a cost center rather than a business enabler.
Business stakeholders look to external vendors, rather than Infrastructure, to exploit emerging technologies. This leads to duplication of effort, inconsistent standards, and ineffective IT governance.
Infrastructure directors are unable to draw a line showing how their activities directly support the overall business goals.
Our Advice
Critical Insight
Think of the roadmap as a service, not a product. Its value is inversely proportional to the time since its last update.
Alignment perception issues can be addressed by having the infrastructure practice formally engage and communicate with business stakeholders.
Shadow IT can provide business-ready initiatives that need only to be tweaked to align with Infrastructure’s internal goals.
Impact and Result
This blueprint will help you build:
A formal channel and way of communicating value bottom-up and top-down between IT and the executive team.
A methodology to prioritize and create projects that generate business value.
A tool that can produce multiple outputs of value for different audiences using the same data.
An ongoing roadmap process, rather than a static document, that is able to adjust and react to evolving business circumstances.
Organizational Change Management: A Make or Break Capability for Digital SuccessCognizant
To realize the full benefits of digital transformation programs, businesses must manage the impact of digital change on their operational structure, culture and employees.
The document describes a 5-stage BI maturity model developed by MAIA Intelligence. The model assesses business intelligence capabilities across 3 dimensions: business enablement, information management, and strategy/program management. Each successive stage represents more advanced capabilities, such as increased integration, data quality/governance, analytics usage, and strategic alignment. Reaching the final stage requires treating BI as a strategic asset and using predictive analytics across the business.
Our business partner and insurance operations expert, Rob Berg, will show you how he helped a major insurance company reducing costs and cycle time using Trisotech Digital Enterprise Suite through process simulation.
In this webinar, analysts, architects and other subject matter experts will learn how to:
- Generate defensible data to make clear and objective decisions
- Accurately model the way things are and the way you would like them to be
- Apply real-life data to process models
- Bring a static model to life by simulating the impact of process changes
Ww idc report the business value of concur invoice (fdm)Shannon Blackwell
Concur Invoice provides cloud-based invoice management software that helps organizations automate invoice processing workflows. An IDC study interviewed 8 organizations using Concur Invoice and found they achieved significant benefits including:
1) Improving business user productivity by 11% on average through mobile access and easier invoice submission and approval.
2) Reducing the time spent on invoice processing tasks by 34% on average through automation and streamlined workflows.
3) Lowering costs by enhancing compliance and avoiding penalties, with estimated annual savings of $511 per 1,000 invoices.
The document discusses a live webinar on the future of business analysis that will take place on August 26, 2021. It provides details on the webinar presenters and agenda. The agenda covers topics like the increasing demand for modern business analysts, the evolution of the business analyst role, career pathways for business analysts, training the modern and future business analyst, and building a dynamic business analyst community.
Overview Of Effective CRM Implementation And OperationAlan McSweeney
The document provides an overview of effective customer relationship management (CRM) implementation and operation. It discusses key aspects of CRM including customer analysis and segmentation, implementation approaches, activity-based costing, data mining, and technology components. The document emphasizes balancing a focus on internal cost reductions with improving the external customer experience to maximize long-term customer value and profitability.
Optimizing Outcome-Driven Change: It's About the Process, Not the TechnologyCognizant
IT enablement, digitization and automation are crucial for supporting processes that are cost-effective and value-rich. Nonetheless, technology can only deliver these benefits if businesses understand the flaws in their processes and take steps to rectify them. Using a structured, comprehensive approach, companies can clearly define and deconstruct inefficient processes and reconstruct them to achieve the desired outcomes, a clear and quantifiable return on investment.
Surviving the Software Selection ProcessAnthony D'Ugo
I presented at a CMA Ontario professional development event to 50+ attendees on Dec 3, 2009, and again on Dec 17, 2009 due to a sold out first session with an accompanying waiting list. I shared insights and approaches with the attendees to help them find opportunities to reduce the costs, risks, and time associated with software evaluation and selection. I was then asked to write an article on the topic for the CMA Ontario Member Newsletter because of the high level of interest from their members - published on Jan 2010.
Digital Transformation e-book: Taking the 20X20n approach to accelerating Dig...CAST
More information on Digital Transformation here: https://www.castsoftware.com/use-cases/accelerate-it-modernization
The digital transformation wave is hitting its peak. An IDC
study found that global enterprise spending related to digital
experiences is set to reach $1.7 trillion in 2019.
The problem is that companies are spending heavily on
digital transformation, but not getting results: Approximately
59 percent of those polled in the IDC study identified as
companies at a digital impasse—stuck in an early stage of
maturation and struggling to move forward.
Digital transformation frameworks—formalized strategies that
define priorities and create clear technology roadmaps —are
essential to becoming a digitally mature organization. The
20x20n approach gives organizations an iterative, cohesive
base to build their efforts around. It isn’t just a high-level
philosophy, it’s a pragmatic, analytics-driven framework.
More information on Digital Transformation here: https://www.castsoftware.com/use-cases/accelerate-it-modernization
This document discusses how adopting an agile approach to outsourcing can help organizations accelerate the benefits of outsourcing in today's rapidly changing business landscape. It recommends that companies define their business strategy, create a base case of current costs, and understand their target operating model to prepare for an agile outsourcing approach. Adopting agile methods allows for faster implementation of outsourcing solutions through more flexible contracts and cloud-based "as-a-service" offerings.
The leader's job is to set a clear direction of what their organizations mean by "results" - Peter Drucker
Here's a partial example of how to do that with Balanced Scroecard
In depth look at my career and work history focusing on the magnitude and impact of my accomplishments and the complexity of the the positions I've held and the teams I've managed.
The document discusses how quality initiatives like Six Sigma and Total Quality Management can provide useful tools and concepts for IT service management even when the full implementations of those initiatives fail. It highlights how Yahoo spent years optimizing the wrong parts of its system without understanding users' needs. Six Sigma concepts like defining processes, understanding critical quality factors, and calculating the costs of poor quality could help IT organizations better implement ITIL and improve services. The document then explains several key Six Sigma tools - Voice of the Customer, SIPOC, CTQ, COPQ, and CONC - that can be useful for ITSM practitioners.
Info-Tech is the most innovative firm in the industry, and we pride ourselves on delivering better research than anyone.
Become a member and unlock a range of data-driven tools and resources to drive systematic IT improvement.
This document discusses best practices for software vendor selection. It begins by introducing Advantiv Solutions, which provides tools to help with complex procurement projects. The document then outlines lessons learned from past vendor selection projects, emphasizing that they should be business-driven projects with clear requirements and stakeholder involvement. It also discusses the vendor perspective and common mistakes made during selections. The document concludes by highlighting emerging practices like increased due diligence and stakeholder education, as well as advice from industry peers.
Cognizant Digital Media Services Practice OverviewCognizant
Cognizant DMS practice brings order to your digital media lifecycle and distribution. We build custom content solutions that streamline the workflows for creating, managing, distributing and consuming media
Platform Cooperativisim als kulturelle Basis für FintechBoris Janek
Der Fintech Branche fehlt weitgehend ein wirklich disruptiver Ansatz. Die Verbindung von genossenschaftlicher Idee und dem Erfindergeist der Fintech Gründer könnte eine Chance für Mensch, Wirtschaft und Gesellschaft sein
Digital Quality Assurance: Insights and Trends Shaping Banking and Financial ...Cognizant
In the face of surging digital disruption, banks and financial institutions need to hone a critical focus on digital quality assurance to ensure and enhance the end-user experience. We explore the testing issues relating to the cloud, mobility, big data analytics, Agile and DevOps, and suggest a quality assurance strategy.
Aligning Business and Technology for Competitive AdvantageDijitle
Until quite recently, I.T. has functioned primarily as a technology implementer for the business. it has focused on providing a robust infrastructure, along with the implementation and integration of package software to automate the main business processes. But now we have entered the age of digital business, where many businesses exist solely because of technologies – in many cases technology is now driving the business rather than being subservient to it.
A Rationale for a PDF Rendering Factory ModelCognizant
As life sciences organizations increasingly embrace digital models of engagement, they need to streamline their PDF rendering processes to avoid unnecessary delays and costs in getting promotional materials to market.
Your Challenge
Infrastructure, by focusing on the reliability, availability, and serviceability of existing platforms, is perceived as a cost center rather than a business enabler.
Business stakeholders look to external vendors, rather than Infrastructure, to exploit emerging technologies. This leads to duplication of effort, inconsistent standards, and ineffective IT governance.
Infrastructure directors are unable to draw a line showing how their activities directly support the overall business goals.
Our Advice
Critical Insight
Think of the roadmap as a service, not a product. Its value is inversely proportional to the time since its last update.
Alignment perception issues can be addressed by having the infrastructure practice formally engage and communicate with business stakeholders.
Shadow IT can provide business-ready initiatives that need only to be tweaked to align with Infrastructure’s internal goals.
Impact and Result
This blueprint will help you build:
A formal channel and way of communicating value bottom-up and top-down between IT and the executive team.
A methodology to prioritize and create projects that generate business value.
A tool that can produce multiple outputs of value for different audiences using the same data.
An ongoing roadmap process, rather than a static document, that is able to adjust and react to evolving business circumstances.
Organizational Change Management: A Make or Break Capability for Digital SuccessCognizant
To realize the full benefits of digital transformation programs, businesses must manage the impact of digital change on their operational structure, culture and employees.
The document describes a 5-stage BI maturity model developed by MAIA Intelligence. The model assesses business intelligence capabilities across 3 dimensions: business enablement, information management, and strategy/program management. Each successive stage represents more advanced capabilities, such as increased integration, data quality/governance, analytics usage, and strategic alignment. Reaching the final stage requires treating BI as a strategic asset and using predictive analytics across the business.
Our business partner and insurance operations expert, Rob Berg, will show you how he helped a major insurance company reducing costs and cycle time using Trisotech Digital Enterprise Suite through process simulation.
In this webinar, analysts, architects and other subject matter experts will learn how to:
- Generate defensible data to make clear and objective decisions
- Accurately model the way things are and the way you would like them to be
- Apply real-life data to process models
- Bring a static model to life by simulating the impact of process changes
Ww idc report the business value of concur invoice (fdm)Shannon Blackwell
Concur Invoice provides cloud-based invoice management software that helps organizations automate invoice processing workflows. An IDC study interviewed 8 organizations using Concur Invoice and found they achieved significant benefits including:
1) Improving business user productivity by 11% on average through mobile access and easier invoice submission and approval.
2) Reducing the time spent on invoice processing tasks by 34% on average through automation and streamlined workflows.
3) Lowering costs by enhancing compliance and avoiding penalties, with estimated annual savings of $511 per 1,000 invoices.
The document discusses a live webinar on the future of business analysis that will take place on August 26, 2021. It provides details on the webinar presenters and agenda. The agenda covers topics like the increasing demand for modern business analysts, the evolution of the business analyst role, career pathways for business analysts, training the modern and future business analyst, and building a dynamic business analyst community.
Overview Of Effective CRM Implementation And OperationAlan McSweeney
The document provides an overview of effective customer relationship management (CRM) implementation and operation. It discusses key aspects of CRM including customer analysis and segmentation, implementation approaches, activity-based costing, data mining, and technology components. The document emphasizes balancing a focus on internal cost reductions with improving the external customer experience to maximize long-term customer value and profitability.
Optimizing Outcome-Driven Change: It's About the Process, Not the TechnologyCognizant
IT enablement, digitization and automation are crucial for supporting processes that are cost-effective and value-rich. Nonetheless, technology can only deliver these benefits if businesses understand the flaws in their processes and take steps to rectify them. Using a structured, comprehensive approach, companies can clearly define and deconstruct inefficient processes and reconstruct them to achieve the desired outcomes, a clear and quantifiable return on investment.
Surviving the Software Selection ProcessAnthony D'Ugo
I presented at a CMA Ontario professional development event to 50+ attendees on Dec 3, 2009, and again on Dec 17, 2009 due to a sold out first session with an accompanying waiting list. I shared insights and approaches with the attendees to help them find opportunities to reduce the costs, risks, and time associated with software evaluation and selection. I was then asked to write an article on the topic for the CMA Ontario Member Newsletter because of the high level of interest from their members - published on Jan 2010.
Digital Transformation e-book: Taking the 20X20n approach to accelerating Dig...CAST
More information on Digital Transformation here: https://www.castsoftware.com/use-cases/accelerate-it-modernization
The digital transformation wave is hitting its peak. An IDC
study found that global enterprise spending related to digital
experiences is set to reach $1.7 trillion in 2019.
The problem is that companies are spending heavily on
digital transformation, but not getting results: Approximately
59 percent of those polled in the IDC study identified as
companies at a digital impasse—stuck in an early stage of
maturation and struggling to move forward.
Digital transformation frameworks—formalized strategies that
define priorities and create clear technology roadmaps —are
essential to becoming a digitally mature organization. The
20x20n approach gives organizations an iterative, cohesive
base to build their efforts around. It isn’t just a high-level
philosophy, it’s a pragmatic, analytics-driven framework.
More information on Digital Transformation here: https://www.castsoftware.com/use-cases/accelerate-it-modernization
This document discusses how adopting an agile approach to outsourcing can help organizations accelerate the benefits of outsourcing in today's rapidly changing business landscape. It recommends that companies define their business strategy, create a base case of current costs, and understand their target operating model to prepare for an agile outsourcing approach. Adopting agile methods allows for faster implementation of outsourcing solutions through more flexible contracts and cloud-based "as-a-service" offerings.
The leader's job is to set a clear direction of what their organizations mean by "results" - Peter Drucker
Here's a partial example of how to do that with Balanced Scroecard
In depth look at my career and work history focusing on the magnitude and impact of my accomplishments and the complexity of the the positions I've held and the teams I've managed.
The document discusses how quality initiatives like Six Sigma and Total Quality Management can provide useful tools and concepts for IT service management even when the full implementations of those initiatives fail. It highlights how Yahoo spent years optimizing the wrong parts of its system without understanding users' needs. Six Sigma concepts like defining processes, understanding critical quality factors, and calculating the costs of poor quality could help IT organizations better implement ITIL and improve services. The document then explains several key Six Sigma tools - Voice of the Customer, SIPOC, CTQ, COPQ, and CONC - that can be useful for ITSM practitioners.
Info-Tech is the most innovative firm in the industry, and we pride ourselves on delivering better research than anyone.
Become a member and unlock a range of data-driven tools and resources to drive systematic IT improvement.
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Kick-Starting Digital Transformation: Four IT Strategies
1. Kick-Starting Digital Transformation:
Four IT Strategies
Keeping pace with IT cycles and managing applications
in the age of digital requires an integrated strategy for
defining and assessing solutions, enriching collaboration,
automating processes and augmenting in-house resources
with industry and technology expertise.
Executive Summary
Does your organization have the in-house
expertise available and ready to deliver a digital
transformation project? Have you suffered
“buyer’s remorse” after failing to validate appli-
cation vendors’ claims before committing to
a solution? Are you looking for a scientific,
objective approach for prioritizing the thousands
of requirements among divergent stakeholders,
and evaluating dozens of solutions against them?
You are not alone.
The digital business agenda demands highly
responsive and flexible IT capabilities –
obliging organizations to jettison costly, often
cumbersome in-house application development
in favor of commercial off-the-shelf (COTS) appli-
cations. Still, the tasks associated with setting
requirements and assessing solutions have not
kept pace; companies continue to rely on ad-hoc,
manual processes that can create a number of
challenges (see Figure 1, next page).
Industry research
1, 2, 3, 4, 5
continues to tell us that
a majority of the IT challenges related to digital
transformation have to do with requirements
definition and solution evaluation. According to
one recent research study, in excess of 50% of
failures can be traced to four factors: a lack of
focus, missing or incomplete requirements, IT
complexity and a shortage of required skills. To
alleviate this situation and get the biggest bang
for the buck, it’s best to address these issues
early on.
Although this can be tedious for companies that
are anxious to start their digital transformation,
it is the best way to ensure that requirements are
well defined and solutions are properly evaluated.
Tackling digital transformation and its critical
but often taxing initial phases mandates a
new approach, especially given the increasing
emphasis on delivering relevant and rich customer
experiences. Poorly orchestrated initiatives can
result in faulty decision making, a decline in
customer loyalty and lost revenue. Implement-
ing new technologies and processes during these
stages can dramatically improve the odds of
success in digital transformation.
cognizant 20-20 insights | january 2016
• Cognizant 20-20 Insights
2. cognizant 20-20 insights 2
In this paper, we identify four strategies for modern-
izing the crucial phases of digital-transformation
projects and improving their outcomes. We also
explore tools and processes that can be applied to
deliver optimum benefits and overcome challenges.
Requirements definition and solution evaluation
are key steps in today’s digital projects, and sig-
nificantly impact an IT organization’s transfor-
mation program. Yet traditional approaches for
executing these activities are the root cause
of most project failures (see Figure 2). Enter-
prises looking to align their IT infrastructure
with evolving digital business objectives need to
revamp their process for requirements definition
and solution evaluation in order to reap the full
benefits of their transformation initiatives. Our
experience suggests that an integrated, solutions
driven-approach (see Quick Take, p. 3) improves
an IT organization’s ability to make better
decisions, rapidly achieve its objectives, and stay
in step with overall business imperatives.
Strategies for Improving the Outcome
of Digital Initiatives
Whatisanintegrated,solutions-basedapproachfor
requirements definition and solution evaluation?
How does it help improve the outcomes of digital
Confronting Digital Transformation
Figure 1
Four Key Reasons Most Projects Fail
Source: “Delivering Large-Scale IT Projects on Time, on Budget, and on Value.”
Figure 2
COTS
Data Integration
Next-Gen
IT
Architecture
360-Degree
Customer
Experience
Product &
Service
Innovation
Customer
Insights
Digital
Marketing
& Distribution
Digital
Fulfillment
Requirements
Definition &
Solution
Evaluation
Business
Management &
Decision Making
How do I avoid
buyer’s remorse?
How can I objectively
prioritize requirements
and evaluate solutions?
Who selects
the solution?
How do I augment
In-house
solution expertise?
SOA
45
13
9
6
11
6
1
2
3
4
Unexplained
1 With cost overrun, in 2010 dollars.
2 Cost increase over regular cost.
>50% of project failures
Lack of Focus
• Unclear objectives
• Lack of business focus
Content Issues
• Shifting requirements
• Technical complexity
Skill Issues
• Unaligned team
• Lack of skills Execution Issues
• Unrealistic schedule
• Reactive planning
Rough cost-overrun disaggregation, %
3. cognizant 20-20 insights 3
Quick Take
A relatively small but fast-growing wireless
service provider had an urgent need to improve
time to market (T2M) and product/service flex-
ibility to keep up with its rapid growth. Hoping
to save time and money, the business decided
against using internal resources for requirements
definition and instead reached out to a number
of well-known solution (BSS/OSS) vendors. Every
vendor contacted suggested a complete overhaul
of the company’s existing application stack, using
their (the vendors’) own suite of applications.
The prohibitively large implementation would not
only be costly, but also extend over several years
– compelling the company to rethink its strategy.
The wireless provider’s billing and product-catalog
applications made up the bulk of its IT architec-
ture. Our ready-made, comprehensive checklists
enabled the company to map out detailed solution
requirements and rapidly obtain stakeholder
consensus. By providing actionable information,
the checklists allowed the company to quickly
separate the “unnecessary” from the “essential”
and clearly define and agree upon the scope
of its transformation initiative across multiple
and divergent business units. The checklists
eliminated the need for stakeholders to develop
requirements “from scratch” and minimized the
disruption to the company’s business units.
With the assistance of an automated prioritiza-
tion and option-ranking algorithm, requirements
were then objectively evaluated against dozens of
commercial off-the-shelf (COTS) billing solutions.
The fact that the requirements checklist was
pre-integrated with the prioritization and option-
ranking algorithm helped ensure that each stake-
holder was able to rank the solution requirements
at their convenience, without being influenced
by others. The algorithm itself had a solid math-
ematical foundation, was transparent, and relied
on the relative importance of each requirement
to define solution priorities – helping to secure
stakeholder buy-in. The automated nature of the
algorithm ensured virtually instantaneous results
once all stakeholder inputs were captured. This
enabled the service provider to choose the right
solution for its specific digital business needs,
reduce decision-making time from months to
weeks, and align stakeholders’ interests with val-
ue-focused business imperatives.
The service provider avoided having to deal with
expensive, hyper-inflated vendor estimates and
claims that can drain budgets and harm stake-
holder relationships.
Wireless Provider Accelerates Requirements
3cognizant 20-20 insights
4. cognizant 20-20 insights 4
projects? Our proposed method consists of four
essential components that together enable closer
stakeholder collaboration, automate require-
ments prioritization and solution evaluation,
and augment in-house knowledge with industry
data and solution expertise. This cost-effective
approach helps IT organizations manage stake-
holders, technologies and other vital resources
more efficiently – from inception to completion.
Off-the-Shelf Requirements
Checklist
1
The need for solid solution expertise peaks
during the requirements-definition and solu-
tion-evaluation phases. Yet many organizations
find themselves financially constrained when
it comes to acquiring resources with tailored
skills, or unable to obtain them from somewhere
else in the business. Even companies with deep
pockets struggle to continuously build IT and
domain expertise in today’s constantly evolving
technology environment. The result is a lack of
in-house resources during this crucial stage. While
some organizations understand the technology
issue and pull in external experts and business
analysts, others choose to risk going it alone.
Although engaging experts during the initial
stages of a transformation project is a good idea,
it can be costly and time-consuming. A more
efficient, less expensive option for managing
requirements definition is an off-the-shelf
checklist developed by domain and solution
experts (see Quick Take, p. 5). These compre-
hensive, customizable checklists are ready-made,
with functional and technical requirements
documented at a sufficiently granular level. This
enables business and IT stakeholders to easily
understand and communicate the level of perfor-
mance expected of a solution. The checklists are
very effective during the initial phases of a project
– enabling companies to:
• Improve time to market: OTS requirements
checklists as described eliminate the need
to start from scratch – transforming require-
ments definition from a data-gathering effort
to a data-filtering exercise, and making the
process easier and faster to execute.
• Mitigate project risk: Expert OTS check-
lists mitigate the risks of missed or incorrect
requirements by providing ready reference
points and input from experienced solution
and domain professionals. Users are less likely
to overlook what is in front of them, and avoid
having to conduct research and identify re-
quirements on their own.
• Customize requirements: Every business is
unique, and no one solution can fit all. Cus-
tomizable checklists allow users to prioritize
requirements and distinguish between useful
The Cost of Missed Opportunities in Requirements Definition
Solution Evaluation
Source: National Institute of Standards Technology, “The Economic Impacts of Inadequate Infrastructure for
Software Testing.”
Figure 3
Requirements
Gathering
and Analysis/
Architectural Design
Code/
Unit Testing
Integration and
Component
Testing
Acceptance
Testing
Production/
Post-release
1x
5x
10x
15x
30x
5. cognizant 20-20 insights 5
Quick Take
Off-the-Shelf Requirements Checklist
Accelerate Time to Market
• Eliminate the need to start from scratch.
• Transform the requirements definition exercise from a data-gathering effort
into a data-filtering exercise.
Minimize Project Risk
• Mitigate the risks of missed and/or incorrect requirements.
• Avoid users having to research and identify requirements on their own.
Customize Requirements
• Allow users to separate the useful from the unnecessary.
• Reduce complexity and solidify the project scope.
• Obtain external experts to augment in-house capabilities.
Manage Project Costs
• Obtain external experts to augment in-house capabilities.
Online Collaboration Platform Checklist
Enrich Stakeholder Collaboration
• Make it easy to create and administer requirement and solution surveys.
• Allow stakeholders to contribute at their own pace within project timelines.
• Virtual iteration and review provides a continuous feedback loop.
Mitigate Project Risk
• Employ more rigorous requirements-definition and solution-evaluation.
• Source requirements from a wider stakeholder base.
• Crowd-source diverse expertise across the organization.
Avoid High Project Costs
• Eliminate the need for face-to-face meetings and workshops.
• Minimize the impact on individual and business-unit productivity.
Off-the-Shelf Solution Checklist
Accelerate Time to Market
• Significantly reduce time spent on secondary research and RFI/RFP data-gathering.
• Save more time by integrating with OTS requirements checklists.
Gain Stakeholder Consensus
• In an online collaboration environment, can serve as a reference for stakeholders.
• Help stakeholders make more informed decisions and resolve conflicts.
Manage Project Costs
• Augment in-house expertise across technologies and business areas.
• Provide insights and information that may not be available otherwise.
Figure 6
Automated Algorithm Checklist
Reduce Complexity
• Employ a scientific, scalable foundation for handling thousands of requirements
across dozens of solutions.
• Allow stakeholders to focus on their individual priorities.
• Avoid the complexity that arises when priorities clash.
Gain Stakeholder Consensus
• Avoid contention on decision outcomes.
• Consider all stakeholder inputs and evaluate them against business objectives.
Accelerate Time to Market
• Evaluate individual solutions faster, against thousands of detailed requirements.
5cognizant 20-20 insights
6. cognizant 20-20 insights
and unnecessary options. This helps reduce
complexity and solidify project scope.
• Reduce costs: OTS checklists can be ob-
tained from external experts to augment a
company’s in-house capabilities across differ-
ent technologies and business areas – with-
out having to invest in building long-term in-
house expertise for one-off projects.
Online Stakeholder Collaboration
Platform
2
Generating a robust set of requirements is a
recursive process involving various types of
technical and business expertise. It therefore
requires continuous stakeholder involvement.
Organizations generally rely on analyst-driven
workshops, playbooks or brainstorming sessions
to obtain input from stakeholders, whose
locations can span multiple geographies and
time zones, and who are likely to have varying,
multiple and often conflicting schedules.
Understandably, the logistics and planning
around stakeholder collaboration can pose
a challenge in complex organizations. The
physical limitations of bringing stakeholders
together means balancing project risks (missed
input) against project costs (travel, affected BU
work). Managing resources and stakeholders
using traditional collaboration approaches runs
the risk of lower BU productivity, multi-project
exhaustion and discontent among the involved
stakeholders.
An enterprise-grade, 24x7 collaboration
platform addresses these challenges by allowing
stakeholders across the company to work
together at their convenience (see Quick Take, p.
5). This type of platform
7
enables participants to
virtually engage in OTS requirements checklists
and leverage the math behind a requirements
prioritization and option-ranking algorithm –
giving companies the opportunity to:
• Enhance collaboration: Enterprises can eas-
ily create and administer requirement and
solution surveys. Stakeholders can contribute
their input at their own pace while adhering to
project timelines. This makes the initial phas-
es of requirements-gathering easier, increas-
es transparency, and enables virtual iteration
and review – providing a continuous feedback
loop that is sensitive to time zones, schedules
and multiple organizational priorities.
• Control risk: The type of collaboration plat-
form we describe also affords a more rigor-
ous process for requirements-definition and
solution-evaluation. As physical/location-de-
pendent limitations are lifted, it is possible to
source requirements from a wider stakehold-
er base, instead of from just a few and often
over-represented BU representatives. This
helps assure that requirements and solutions
are aligned with business units’ objectives.
The ability to crowdsource diverse expertise
across the organization also increases the odds
of end-user acceptance of the final solution.
8, 9
• Reduce costs: The collaboration platform
eliminates the need for costly face-to-face
meetings and requirements workshops.
Since stakeholders can contribute at a con-
venient time and place (while adhering to
project timelines), the process becomes less
intrusive – minimizing the impact on both in-
dividual and business-unit productivity.
Prioritization Option-Ranking
Algorithm
3
As they say, “The squeaky wheel gets the
grease.” We’ve all witnessed requirements
prioritization workshops where people who
dominate the conversation seem to emerge
with requirements ranked above those of
others who express their needs in logical and
strategic terms. That said, for many organiza-
tions, commissioning a new software solution
or replacing an existing one is a relatively
rare event. It is likely that the IT team lacks an
unbiased evaluation method for undertaking
this task. Even in instances where companies
have developed such an approach, implementa-
tion complexity and insufficient automation can
drive stakeholders to opt for a more subjective
alternative, which can prolong decision making
and culminate in a sub-optimal solution. A
domain-agnostic, scientific and automated
algorithm for solution evaluation, sourced from
a qualified vendor or developed in-house, can
address this issue (see Quick Take, p. 5). When
integrated with OTS requirements checklists
and an online collaboration platform, this is an
effective way to build consensus and accelerate
decision making at the beginning of a project.
This enables organizations to:
• Reduce complexity: An effective algorithm
is scalable – able to handle thousands of re-
6
7. cognizant 20-20 insights 7
quirements across dozens of solutions, sup-
ported by a solid scientific foundation. This
helps reduce the complexities around deci-
sion making by allowing stakeholders to focus
solely on their individual priorities.
• Gain stakeholder consensus: Once the work-
ings of the algorithm are understood and veri-
fied by all stakeholders, there is little room
left for contention; an objective, transparent
algorithm considers all stakeholder input, and
evaluates them against the defined business
objectives to arrive at a decision (see Figure 4
above).
• Improve time to market: An automated, scal-
able algorithm exponentially reduces the time
to evaluate individual solutions against thou-
sands of detailed requirements.
Off-the-Shelf Solution Ratings4
Off-the-shelf solution ratings take OTS require-
ments checklists one step further. These ready-
made, expert assessments rank COTS solutions
against thousands of detailed technical and
functional requirements (see Quick Take,
p. 5). To be practical and of any real value,
these ratings must be based on sufficiently
granular requirements. The ratings follow a
common scale across comparable solutions in
a domain with clear explanations of the criteria
and rationale behind a given score. Using
OTS solution ratings together with the other
three components of the integrated solutions
approach can help organizations:
• Accelerate time to market: Ready-made so-
lution ratings with detailed examples and ex-
planations can significantly cut the time spent
on secondary research and RFI-/RFP-based
data-gathering. Even more time can be saved if
the solution ratings are integrated with OTS re-
quirements checklists for solution evaluation.
• Gain stakeholder consensus: In an online
collaboration environment, ready-made so-
lution ratings with detailed descriptions can
serve as a reference to help stakeholders
choose the best solution for their business
needs, make more informed decisions and
avoid conflicts (see Figure 6 above).
• Reduce costs: For an IT organization, the
need to compare available domain- and tech-
nology-specific solutions is a one-time re-
quirement. Ready-made ratings are thus ideal
for augmenting in-house expertise across var-
ious technology platforms and business areas
on demand, as opposed to building long-term,
solution-specific expertise in-house, with little
potential for reuse. These ratings also provide
insights and information that may not be oth-
erwise available in a traditional RFI/RFP sce-
nario – thereby avoiding costs arising down
the line due to insufficient information.
In our experience, an integrated, solutions-
driven approach circumvents the common
pitfalls of traditional requirements definition by
automating and streamlining the entire process
(see Figure 5, next page).
Figure 4
Prioritization Option Ranking Algorithm
0.3000
0.2500
0.2000
0.1500
0.1000
0.0500
0.0000
Feature Group 1 Feature Group 2 Feature Group 3 Feature Group 4
Solution 1
Solution 2
Solution 3
Solution 4
Solution 5
PIS (+ve Ideal Solution)
NIS (-ve Ideal Solution)
8. cognizant 20-20 insights 8
Looking Forward
Because the initial phases of transformation
projects involve a lot of uncertainty, they provide
the best opportunities for project teams to offer
their input. At the same time, the processes
associated with traditional requirements
definition and solution assessment make it hard
to strike the right balance between managing
uncertainty and promoting creativity. Our recom-
mendations:
• Review and streamline the requirements-defi-
nition and solution-evaluation phases in light of
modern technologies for collaboration, infor-
mation-sharing, option evaluation and ranking
automation.
• Enterprise-wide social platforms aimed at
improving employee interaction are now
commonplace, and already in use by many
companies. Organizations can restructure the
initial phases of digital projects around these
platforms and broaden stakeholder participa-
tion with minimal upfront investment.
• IT organizations must realize that much of their
research requirements are short-term and not
unique. A significant amount of resources and
legwork can be saved by repurposing domain
and technology research available elsewhere in
the supply chain.
• Choose experienced vendor partners that can
provide cost-effective, reusable assets across
specific technology and domain areas, and
augment in-house expertise during the early
stages of a project.
Although companies embarking on a digital trans-
formation may find it tempting to dive head-first
into the project, it’s important to tackle the initial
phases before kick-starting digital initiatives in
order to realize their full potential.
Integrated, Automated Requirements Definition vs. Traditional Approach
Traditional Requirements Definition
Solution Evaluation
Integrated
Solutions-Driven
Ad-hoc and
Manual
Requirements Prioritization
Option-Ranking Algorithm
Non-scientific and
manual option
rankingStakeholder
workshops
and meetings for
requirements definition
OTS
Requirements
Checklists
Online
Stakeholder
Collaboration
OTS
Solution
Ratings
Requirements
generation
from scratch
Secondary
research
and data-gathering
Figure 5