SlideShare a Scribd company logo
The S Word Putting services at the heart of IT-Business alignment  Jon Collins, Service Director Freeform Dynamics Ltd [email_address] July 2007 www.freeformdynamics.com
The 10000m view 6 principles of IT-Business Alignment …  with services at the heart Applying the principles Agenda
The 10,000 m view: Three universal external forces are driving change Globalisation Customers, partners, suppliers – and competition “ Connectedness” is driving sophisticated value chains Everyone’s a service provider Transparency Industry regulations, consumer pressure and competition driving openness Smart, connected markets Ecosystem participants – particularly customers – see the “online world” as the natural place to look for information, services
An emerging company model Business models evolving from “push” to “pull” – demand-led rather than supply-led Organisations seeking out innovation, and looking in more places for it Increased sophistication in the sourcing of business capabilities Desire to engage with smart, connected markets Drive for business transparency Forces of globalisation Shaped more by external actors than top-down strategy Organic, flexible structures Boundaries are porous Process  becomes the stable organising concept
Built-to-last IT diminishes in effectiveness over time Effective Partially effective Ineffective Over time, key change events impact effectiveness Effectiveness
The Nordic CIO view: IT benefits of alignment IT is increasingly business-driven
“ As an IT leader you can’t expect to take part in investment discussions as a peer unless you can demonstrate that you’ve got the basics right” - CIO, global FMCG supplier 1
Getting your house in order: innovation and efficiency have to go together Total IT budgets are not growing significantly Investment in support of innovation can only come from successful efficiency measures Moreover, efficient organisation of resources is a key innovation enabler Standardisation Consolidation Management process optimisation Before After Support for differentiating processes Support for non-differentiating processes Operating and maintaining existing investments If you don’t know where you are, it’s difficult to know where you can go next!
Bottom-up vs Top-down Making everything “just work” Making a real difference to business IT as bottleneck IT as foundation IT as differentiator INCREASED EFFICIENCY INCREASED EFFECTIVENESS
Moving from technologies to services   Email Internet Application Desktop Server Network VS TECHNOLOGY COMPONENTS SERVICES
“ Really engaging with the business is a problem … getting ahead in IT has for too long been about knowing all about messaging middleware and not enough about being able to frame solutions to problems in terms of business strategy ” - Senior IT executive, global software company 2
A common language is essential IT Business ? “ Investment prioritised in terms of business need” “ Systems that deliver value to the business” “ Clear direction from the business about focus, strategy” “ Collaborative approach to implementing business change” A common, agreed representation of business activity, goals + A common, agreed view of how current and future IT provides structured services to support the business in this context
Services are at the heart of a common language – so what are they? Valuable Reusable Meaningful Autonomous Independent Contract-based Unique …  the business gets this stuff
Enterprise architecture is a key SUPPORTING element Enterprise Architecture process The wrong way The right way Stakeholder Stakeholder Stakeholder Stakeholder Stakeholder Stakeholder Enterprise Architecture process Stakeholder Stakeholder Stakeholder Stakeholder Stakeholder Stakeholder
“ Most IT guys are quite happy to be seen as ‘passive’ IT suppliers who just do their best. But this doesn’t fit with what the business leadership really wants from IT – they want IT to help with innovation and drive the business forward. ” - CIO, European Railway company 3
Develop peer relationships between business and IT Start with the CIO Is IT always dragged along like a ball and chain? If the CIO isn’t close to the board, getting visibility of change at the right time is VERY difficult IT has a unique cross-enterprise view of capabilities and constraints You *have* to have a balance of power Joint accountability and ownership Develop relationships at operational and managerial levels Proactively maintain business engagement throughout the investment lifecycle It’s about understanding the business, and being visible You can only make this work after you have real trust in IT from the business
Service managers, EA Practice and the Governance Board Business team Demand information Feedback Service provider Service provider Service provider Filtered, aggregated demand and feedback Governance board EA practice  Investment input Project management conversations Project management conversations Service manager
“ Often, projects that should be funded to support key business objectives are sidelined in favour of ‘pet projects’” - IT Director, major financial institution 4
Work towards coordinated goals and objectives Serious IT governance agendas that push IT-business integration also push business unit - business unit integration The service framework needs to extend beyond IT – is the business ready? IT-dependent goals and objectives across business units have to be agreed to ensure that “execution gaps”… Strategy for change makes sense  But execution stays “stuck in a rut”
The Governance Board needs teeth Centralised perspective on business and IT roadmaps Requires top-level management sponsorship Permanent members include the CIO, the CEO, the CFO and the CTO Under no circumstances delegate ownership to middle management
“ You can’t enforce centralisation and control; you have to accept the complex organisation, and look to influence instead of control” - Director of IT, global investment bank 5
Manage IT as a business driven IT portfolio Service-based approach enables partitioning of IT into domains based on business priorities Encompass current and past investments from the perspective of value delivery to the business  Create optimisations for individual domains Cost, flexibility, … Embrace “decentralised chaos” in some domains, as well as structure and control in others Apply appropriate governance structures by domain
Different domains, different optimisations Strategy Management Execution Service1 Service 2 … … Service  n
Central criterion is value delivery to the business  Value Tangible  benefits Cumulative value t0 Development costs Time Balance the requirement for short-term and longer-term value delivery
Hard decisions - shooting the dogs Bad Good Fit with service requirements Non-differentiating Differentiating Domain value Kill Transform Improve Maintain
“ Communicating your aims and objectives effectively to technology suppliers, pressing them to deliver what you need as a business imperative from technology, in a manner which isn't always textbook, has been our biggest problem. ” - IT Director, UK Payments Service Provider 6
Management consultants and other business advisors IT consulting firms, industry analysts and other pundits Realities of the current business environment  Realities of the current IT environment Priorities, goals and objectives Systems & resource constraints Latest business ideas and fashions Latest technology ideas and fashions The reconciliation challenge
In practice, this means: Marrying service provision principles with external view of service providers  Differentiate suppliers by spend and criticality Establish objectives by supplier type Look for instances of strategic misalignment Build trust with key suppliers Develop a win-win engagement plan Actively decide how to treat non-key suppliers
Applying the Principles
Goals build on each other Gain trust from the business Understand and reflect the business Engage the business Drive the  business “ Trusted IT service delivery” “ Differentiated business support from IT” “ IT service management IN the business” “ Appropriate change and transformation” Stages reflect the maturity of the IT-business relationship
Core competencies for better alignment IT Governance Trusted service delivery capabilities Differentiated business support from IT IT service/relationship management  IN  the business Appropriate change and transformation Portfolio mgt BPM ITSM Capacity planning (people) Service engineering Capacity planning (infrastructure) “ Agile IT organisation” “ Agile IT capabilities” “ Agile srevice delivery” “ IT just works” Operational business engagement Enterprise architecture Strategic business engagement
Different stages, different priorities The IT organisation must get the basics right Create a common language Foster relationships with key IT suppliers Manage IT as a business-driven portfolio Work towards shared goals and objectives Establish a peer relationship between business and IT *** * * * * Gain the trust of the business * *** *** *** *** ** Understand and reflect the business * *** *** ** *** *** Engage the business * *** ** *** *** *** Drive the business ** *** * ** Key: Highly important Somewhat important Less important
“ Technology is dominated by two types of people…” “… Those who understand what they do not manage, and those who manage what they do not understand.”  – Archibald Putt
Thank You Jon Collins, Service Director Freeform Dynamics Ltd [email_address] July 2007 www.freeformdynamics.com

More Related Content

What's hot

Is it time to remove IT from the boardroom agenda?
Is it time to remove IT from the boardroom agenda?Is it time to remove IT from the boardroom agenda?
Is it time to remove IT from the boardroom agenda?
VMwareUK
 
Ea intro
Ea introEa intro
Sightix
SightixSightix
Sightix
slevi1970
 
Creating Business Case for Cloud Storage
Creating Business Case for Cloud StorageCreating Business Case for Cloud Storage
Creating Business Case for Cloud Storage
Web Werks Data Centers
 
Data leadership 2015 "Profiles in Data Leadership" (read-only)
Data leadership 2015   "Profiles in Data Leadership" (read-only)Data leadership 2015   "Profiles in Data Leadership" (read-only)
Data leadership 2015 "Profiles in Data Leadership" (read-only)
Richard Lee
 
Optimal Organizational Structure - Central, Decentral or Matrix - Federated
Optimal Organizational Structure - Central, Decentral or Matrix - FederatedOptimal Organizational Structure - Central, Decentral or Matrix - Federated
Optimal Organizational Structure - Central, Decentral or Matrix - Federated
Craig Bickel
 
Dennis Wisnosky Keynote Address
Dennis Wisnosky Keynote AddressDennis Wisnosky Keynote Address
Dennis Wisnosky Keynote Address
Nathaniel Palmer
 
9 Considerations Before You License a New ITSM Solution
9 Considerations Before You License a New ITSM Solution9 Considerations Before You License a New ITSM Solution
9 Considerations Before You License a New ITSM Solution
Cherwell Software
 
What are the benefits of configuration management database - (ITIL 4 Foundat...
What are the benefits of configuration management database -  (ITIL 4 Foundat...What are the benefits of configuration management database -  (ITIL 4 Foundat...
What are the benefits of configuration management database - (ITIL 4 Foundat...
BDDazza
 
Frokostseminar "Digitalisering for kunnskapsbedrifter" 2018.06.14 - Peter Van...
Frokostseminar "Digitalisering for kunnskapsbedrifter" 2018.06.14 - Peter Van...Frokostseminar "Digitalisering for kunnskapsbedrifter" 2018.06.14 - Peter Van...
Frokostseminar "Digitalisering for kunnskapsbedrifter" 2018.06.14 - Peter Van...
Yannick Hougaard
 
Building your IT strategy (Housing Technology Conference 2014)
Building your IT strategy (Housing Technology Conference 2014)Building your IT strategy (Housing Technology Conference 2014)
Building your IT strategy (Housing Technology Conference 2014)
dansimms
 
The Importance of Good ITSM in the Digital Economy
The Importance of Good ITSM in the Digital Economy  The Importance of Good ITSM in the Digital Economy
The Importance of Good ITSM in the Digital Economy
Doug Tedder
 
EasyVista Company presentation
EasyVista Company presentationEasyVista Company presentation
EasyVista Company presentation
EasyVista
 
7 Things you must do to run IT as a Business
7 Things you must do to run IT as a Business7 Things you must do to run IT as a Business
7 Things you must do to run IT as a Business
Doug Tedder
 
Semantic solution impact analysis
Semantic solution   impact analysisSemantic solution   impact analysis
Semantic solution impact analysis
Rajib Saha
 
Jcf 12052010
Jcf 12052010Jcf 12052010
Jcf 12052010
guesta7722f
 
The Digital Transformation of ITSM
The Digital Transformation of ITSMThe Digital Transformation of ITSM
The Digital Transformation of ITSM
Doug Tedder
 
Cracking the CMDB Enigma
Cracking the CMDB EnigmaCracking the CMDB Enigma
Cracking the CMDB Enigma
Axios Systems
 
Enterprise Advocates SAP TCO Webinar Summary
Enterprise Advocates  SAP TCO Webinar SummaryEnterprise Advocates  SAP TCO Webinar Summary
Enterprise Advocates SAP TCO Webinar Summary
Dennis Howlett
 
Data Architecture Strategies: Data Architecture for Digital Transformation
Data Architecture Strategies: Data Architecture for Digital TransformationData Architecture Strategies: Data Architecture for Digital Transformation
Data Architecture Strategies: Data Architecture for Digital Transformation
DATAVERSITY
 

What's hot (20)

Is it time to remove IT from the boardroom agenda?
Is it time to remove IT from the boardroom agenda?Is it time to remove IT from the boardroom agenda?
Is it time to remove IT from the boardroom agenda?
 
Ea intro
Ea introEa intro
Ea intro
 
Sightix
SightixSightix
Sightix
 
Creating Business Case for Cloud Storage
Creating Business Case for Cloud StorageCreating Business Case for Cloud Storage
Creating Business Case for Cloud Storage
 
Data leadership 2015 "Profiles in Data Leadership" (read-only)
Data leadership 2015   "Profiles in Data Leadership" (read-only)Data leadership 2015   "Profiles in Data Leadership" (read-only)
Data leadership 2015 "Profiles in Data Leadership" (read-only)
 
Optimal Organizational Structure - Central, Decentral or Matrix - Federated
Optimal Organizational Structure - Central, Decentral or Matrix - FederatedOptimal Organizational Structure - Central, Decentral or Matrix - Federated
Optimal Organizational Structure - Central, Decentral or Matrix - Federated
 
Dennis Wisnosky Keynote Address
Dennis Wisnosky Keynote AddressDennis Wisnosky Keynote Address
Dennis Wisnosky Keynote Address
 
9 Considerations Before You License a New ITSM Solution
9 Considerations Before You License a New ITSM Solution9 Considerations Before You License a New ITSM Solution
9 Considerations Before You License a New ITSM Solution
 
What are the benefits of configuration management database - (ITIL 4 Foundat...
What are the benefits of configuration management database -  (ITIL 4 Foundat...What are the benefits of configuration management database -  (ITIL 4 Foundat...
What are the benefits of configuration management database - (ITIL 4 Foundat...
 
Frokostseminar "Digitalisering for kunnskapsbedrifter" 2018.06.14 - Peter Van...
Frokostseminar "Digitalisering for kunnskapsbedrifter" 2018.06.14 - Peter Van...Frokostseminar "Digitalisering for kunnskapsbedrifter" 2018.06.14 - Peter Van...
Frokostseminar "Digitalisering for kunnskapsbedrifter" 2018.06.14 - Peter Van...
 
Building your IT strategy (Housing Technology Conference 2014)
Building your IT strategy (Housing Technology Conference 2014)Building your IT strategy (Housing Technology Conference 2014)
Building your IT strategy (Housing Technology Conference 2014)
 
The Importance of Good ITSM in the Digital Economy
The Importance of Good ITSM in the Digital Economy  The Importance of Good ITSM in the Digital Economy
The Importance of Good ITSM in the Digital Economy
 
EasyVista Company presentation
EasyVista Company presentationEasyVista Company presentation
EasyVista Company presentation
 
7 Things you must do to run IT as a Business
7 Things you must do to run IT as a Business7 Things you must do to run IT as a Business
7 Things you must do to run IT as a Business
 
Semantic solution impact analysis
Semantic solution   impact analysisSemantic solution   impact analysis
Semantic solution impact analysis
 
Jcf 12052010
Jcf 12052010Jcf 12052010
Jcf 12052010
 
The Digital Transformation of ITSM
The Digital Transformation of ITSMThe Digital Transformation of ITSM
The Digital Transformation of ITSM
 
Cracking the CMDB Enigma
Cracking the CMDB EnigmaCracking the CMDB Enigma
Cracking the CMDB Enigma
 
Enterprise Advocates SAP TCO Webinar Summary
Enterprise Advocates  SAP TCO Webinar SummaryEnterprise Advocates  SAP TCO Webinar Summary
Enterprise Advocates SAP TCO Webinar Summary
 
Data Architecture Strategies: Data Architecture for Digital Transformation
Data Architecture Strategies: Data Architecture for Digital TransformationData Architecture Strategies: Data Architecture for Digital Transformation
Data Architecture Strategies: Data Architecture for Digital Transformation
 

Similar to Six principles of The Technology Garden

Improving IT Service Delivery
Improving IT Service DeliveryImproving IT Service Delivery
Improving IT Service Delivery
Formicio
 
Cinco consejos de los expertos Cutter (Cuitláhuac Osorio)
Cinco consejos de los expertos Cutter (Cuitláhuac Osorio)Cinco consejos de los expertos Cutter (Cuitláhuac Osorio)
Cinco consejos de los expertos Cutter (Cuitláhuac Osorio)
Software Guru
 
Acquity Group Itpt Overview 2009
Acquity Group   Itpt   Overview 2009Acquity Group   Itpt   Overview 2009
Acquity Group Itpt Overview 2009
mdouglas
 
Modern IT Service Management Transformation - ITIL Indonesia
Modern IT Service Management Transformation - ITIL IndonesiaModern IT Service Management Transformation - ITIL Indonesia
Modern IT Service Management Transformation - ITIL Indonesia
Eryk Budi Pratama
 
Ilta 2005 successful technology begins outside the computer room by dave cu...
Ilta 2005 successful technology begins outside the computer room   by dave cu...Ilta 2005 successful technology begins outside the computer room   by dave cu...
Ilta 2005 successful technology begins outside the computer room by dave cu...
David Cunningham
 
IT Service Delivery Model Overview
IT Service Delivery Model OverviewIT Service Delivery Model Overview
IT Service Delivery Model Overview
Mark Peacock
 
Technology Business Management - Drive Value
Technology Business Management - Drive ValueTechnology Business Management - Drive Value
Technology Business Management - Drive Value
Harvinder Kandola
 
3gamma - unleashing IT's potential (c) 2014
3gamma - unleashing IT's potential (c) 20143gamma - unleashing IT's potential (c) 2014
3gamma - unleashing IT's potential (c) 2014
Jens Ekberg
 
3gamma insights - Managing techonlogy in an ever-changing environment
3gamma insights - Managing techonlogy in an ever-changing environment3gamma insights - Managing techonlogy in an ever-changing environment
3gamma insights - Managing techonlogy in an ever-changing environment
Jens Ekberg
 
Strategic Business IT alignment
Strategic Business IT alignmentStrategic Business IT alignment
Strategic Business IT alignment
Julen Mohanty
 
The Service Management Office - Driving it performance in the face of rising ...
The Service Management Office - Driving it performance in the face of rising ...The Service Management Office - Driving it performance in the face of rising ...
The Service Management Office - Driving it performance in the face of rising ...
3gamma
 
Technology Business Management: Managing the Cost, Quality and Value of IT Se...
Technology Business Management: Managing the Cost, Quality and Value of IT Se...Technology Business Management: Managing the Cost, Quality and Value of IT Se...
Technology Business Management: Managing the Cost, Quality and Value of IT Se...
Apptio
 
BPbshjsksbshsisbsvsiskksbsfuskvsyisiavvsE Week 12.ppt
BPbshjsksbshsisbsvsiskksbsfuskvsyisiavvsE Week 12.pptBPbshjsksbshsisbsvsiskksbsfuskvsyisiavvsE Week 12.ppt
BPbshjsksbshsisbsvsiskksbsfuskvsyisiavvsE Week 12.ppt
irtaza7
 
The Business of IT: Understanding ITIL and How to Run IT as a Business
The Business of IT: Understanding ITIL and How to Run IT as a BusinessThe Business of IT: Understanding ITIL and How to Run IT as a Business
The Business of IT: Understanding ITIL and How to Run IT as a Business
Nathaniel Palmer
 
ITService Management roadmap
ITService Management roadmapITService Management roadmap
ITService Management roadmap
Ruslan Osorio Guerra
 
Business Driven Technology Considerations
Business Driven Technology ConsiderationsBusiness Driven Technology Considerations
Business Driven Technology Considerations
Dominic Lumsden
 
It Governance Slides for MISA Ontario June 2009
It Governance Slides for MISA Ontario June 2009It Governance Slides for MISA Ontario June 2009
It Governance Slides for MISA Ontario June 2009
Ben Perry
 
Six key themes looking at how the impact of new technology drivers are changi...
Six key themes looking at how the impact of new technology drivers are changi...Six key themes looking at how the impact of new technology drivers are changi...
Six key themes looking at how the impact of new technology drivers are changi...
Sri Pradhyumna Technologies Pvt.Ltd Bangalore,India
 
Well Tailored IT
Well Tailored ITWell Tailored IT
Well Tailored IT
Kenneth Kwan
 
Gaining and Maintaining IT & Business Alignment.pptx
Gaining and Maintaining IT & Business Alignment.pptxGaining and Maintaining IT & Business Alignment.pptx
Gaining and Maintaining IT & Business Alignment.pptx
Robert Sheesley, CBA, CPHIMS
 

Similar to Six principles of The Technology Garden (20)

Improving IT Service Delivery
Improving IT Service DeliveryImproving IT Service Delivery
Improving IT Service Delivery
 
Cinco consejos de los expertos Cutter (Cuitláhuac Osorio)
Cinco consejos de los expertos Cutter (Cuitláhuac Osorio)Cinco consejos de los expertos Cutter (Cuitláhuac Osorio)
Cinco consejos de los expertos Cutter (Cuitláhuac Osorio)
 
Acquity Group Itpt Overview 2009
Acquity Group   Itpt   Overview 2009Acquity Group   Itpt   Overview 2009
Acquity Group Itpt Overview 2009
 
Modern IT Service Management Transformation - ITIL Indonesia
Modern IT Service Management Transformation - ITIL IndonesiaModern IT Service Management Transformation - ITIL Indonesia
Modern IT Service Management Transformation - ITIL Indonesia
 
Ilta 2005 successful technology begins outside the computer room by dave cu...
Ilta 2005 successful technology begins outside the computer room   by dave cu...Ilta 2005 successful technology begins outside the computer room   by dave cu...
Ilta 2005 successful technology begins outside the computer room by dave cu...
 
IT Service Delivery Model Overview
IT Service Delivery Model OverviewIT Service Delivery Model Overview
IT Service Delivery Model Overview
 
Technology Business Management - Drive Value
Technology Business Management - Drive ValueTechnology Business Management - Drive Value
Technology Business Management - Drive Value
 
3gamma - unleashing IT's potential (c) 2014
3gamma - unleashing IT's potential (c) 20143gamma - unleashing IT's potential (c) 2014
3gamma - unleashing IT's potential (c) 2014
 
3gamma insights - Managing techonlogy in an ever-changing environment
3gamma insights - Managing techonlogy in an ever-changing environment3gamma insights - Managing techonlogy in an ever-changing environment
3gamma insights - Managing techonlogy in an ever-changing environment
 
Strategic Business IT alignment
Strategic Business IT alignmentStrategic Business IT alignment
Strategic Business IT alignment
 
The Service Management Office - Driving it performance in the face of rising ...
The Service Management Office - Driving it performance in the face of rising ...The Service Management Office - Driving it performance in the face of rising ...
The Service Management Office - Driving it performance in the face of rising ...
 
Technology Business Management: Managing the Cost, Quality and Value of IT Se...
Technology Business Management: Managing the Cost, Quality and Value of IT Se...Technology Business Management: Managing the Cost, Quality and Value of IT Se...
Technology Business Management: Managing the Cost, Quality and Value of IT Se...
 
BPbshjsksbshsisbsvsiskksbsfuskvsyisiavvsE Week 12.ppt
BPbshjsksbshsisbsvsiskksbsfuskvsyisiavvsE Week 12.pptBPbshjsksbshsisbsvsiskksbsfuskvsyisiavvsE Week 12.ppt
BPbshjsksbshsisbsvsiskksbsfuskvsyisiavvsE Week 12.ppt
 
The Business of IT: Understanding ITIL and How to Run IT as a Business
The Business of IT: Understanding ITIL and How to Run IT as a BusinessThe Business of IT: Understanding ITIL and How to Run IT as a Business
The Business of IT: Understanding ITIL and How to Run IT as a Business
 
ITService Management roadmap
ITService Management roadmapITService Management roadmap
ITService Management roadmap
 
Business Driven Technology Considerations
Business Driven Technology ConsiderationsBusiness Driven Technology Considerations
Business Driven Technology Considerations
 
It Governance Slides for MISA Ontario June 2009
It Governance Slides for MISA Ontario June 2009It Governance Slides for MISA Ontario June 2009
It Governance Slides for MISA Ontario June 2009
 
Six key themes looking at how the impact of new technology drivers are changi...
Six key themes looking at how the impact of new technology drivers are changi...Six key themes looking at how the impact of new technology drivers are changi...
Six key themes looking at how the impact of new technology drivers are changi...
 
Well Tailored IT
Well Tailored ITWell Tailored IT
Well Tailored IT
 
Gaining and Maintaining IT & Business Alignment.pptx
Gaining and Maintaining IT & Business Alignment.pptxGaining and Maintaining IT & Business Alignment.pptx
Gaining and Maintaining IT & Business Alignment.pptx
 

More from Jon Collins

Boundaries of mobile
Boundaries of mobileBoundaries of mobile
Boundaries of mobile
Jon Collins
 
Securing the Un-securable?
Securing the Un-securable?Securing the Un-securable?
Securing the Un-securable?
Jon Collins
 
It looking forward
It looking forwardIt looking forward
It looking forward
Jon Collins
 
IT Support and workforce productivity
IT Support and workforce productivityIT Support and workforce productivity
IT Support and workforce productivity
Jon Collins
 
Cloud Computing - from myth to reality
Cloud Computing - from myth to realityCloud Computing - from myth to reality
Cloud Computing - from myth to reality
Jon Collins
 
Managing Storage - Cost, Governance, Risk and the Environment
Managing Storage - Cost, Governance, Risk and the EnvironmentManaging Storage - Cost, Governance, Risk and the Environment
Managing Storage - Cost, Governance, Risk and the Environment
Jon Collins
 
IT trends and their impact on software licensing
IT trends and their impact on software licensingIT trends and their impact on software licensing
IT trends and their impact on software licensing
Jon Collins
 
Threats And Countermeasures
Threats And CountermeasuresThreats And Countermeasures
Threats And Countermeasures
Jon Collins
 
Secure Mobile Working 1.0
Secure Mobile Working 1.0Secure Mobile Working 1.0
Secure Mobile Working 1.0
Jon Collins
 
Testing Governance And Data Management
Testing Governance And Data ManagementTesting Governance And Data Management
Testing Governance And Data Management
Jon Collins
 
Social And Collaborative Aspects Of Virtual Worlds
Social And Collaborative Aspects Of Virtual WorldsSocial And Collaborative Aspects Of Virtual Worlds
Social And Collaborative Aspects Of Virtual Worlds
Jon Collins
 

More from Jon Collins (11)

Boundaries of mobile
Boundaries of mobileBoundaries of mobile
Boundaries of mobile
 
Securing the Un-securable?
Securing the Un-securable?Securing the Un-securable?
Securing the Un-securable?
 
It looking forward
It looking forwardIt looking forward
It looking forward
 
IT Support and workforce productivity
IT Support and workforce productivityIT Support and workforce productivity
IT Support and workforce productivity
 
Cloud Computing - from myth to reality
Cloud Computing - from myth to realityCloud Computing - from myth to reality
Cloud Computing - from myth to reality
 
Managing Storage - Cost, Governance, Risk and the Environment
Managing Storage - Cost, Governance, Risk and the EnvironmentManaging Storage - Cost, Governance, Risk and the Environment
Managing Storage - Cost, Governance, Risk and the Environment
 
IT trends and their impact on software licensing
IT trends and their impact on software licensingIT trends and their impact on software licensing
IT trends and their impact on software licensing
 
Threats And Countermeasures
Threats And CountermeasuresThreats And Countermeasures
Threats And Countermeasures
 
Secure Mobile Working 1.0
Secure Mobile Working 1.0Secure Mobile Working 1.0
Secure Mobile Working 1.0
 
Testing Governance And Data Management
Testing Governance And Data ManagementTesting Governance And Data Management
Testing Governance And Data Management
 
Social And Collaborative Aspects Of Virtual Worlds
Social And Collaborative Aspects Of Virtual WorldsSocial And Collaborative Aspects Of Virtual Worlds
Social And Collaborative Aspects Of Virtual Worlds
 

Recently uploaded

Computer HARDWARE presenattion by CWD students class 10
Computer HARDWARE presenattion by CWD students class 10Computer HARDWARE presenattion by CWD students class 10
Computer HARDWARE presenattion by CWD students class 10
ankush9927
 
Discovery Series - Zero to Hero - Task Mining Session 1
Discovery Series - Zero to Hero - Task Mining Session 1Discovery Series - Zero to Hero - Task Mining Session 1
Discovery Series - Zero to Hero - Task Mining Session 1
DianaGray10
 
Required Documents for ISO 17021 Certification.PPT
Required Documents for ISO 17021 Certification.PPTRequired Documents for ISO 17021 Certification.PPT
Required Documents for ISO 17021 Certification.PPT
mithun772
 
Retrieval Augmented Generation Evaluation with Ragas
Retrieval Augmented Generation Evaluation with RagasRetrieval Augmented Generation Evaluation with Ragas
Retrieval Augmented Generation Evaluation with Ragas
Zilliz
 
Accelerating Migrations = Recommendations
Accelerating Migrations = RecommendationsAccelerating Migrations = Recommendations
Accelerating Migrations = Recommendations
isBullShit
 
UX Webinar Series: Aligning Authentication Experiences with Business Goals
UX Webinar Series: Aligning Authentication Experiences with Business GoalsUX Webinar Series: Aligning Authentication Experiences with Business Goals
UX Webinar Series: Aligning Authentication Experiences with Business Goals
FIDO Alliance
 
The Path to General-Purpose Robots - Coatue
The Path to General-Purpose Robots - CoatueThe Path to General-Purpose Robots - Coatue
The Path to General-Purpose Robots - Coatue
Razin Mustafiz
 
Connector Corner: Leveraging Snowflake Integration for Smarter Decision Making
Connector Corner: Leveraging Snowflake Integration for Smarter Decision MakingConnector Corner: Leveraging Snowflake Integration for Smarter Decision Making
Connector Corner: Leveraging Snowflake Integration for Smarter Decision Making
DianaGray10
 
Acumatica vs. Sage Intacct _Construction_July (1).pptx
Acumatica vs. Sage Intacct _Construction_July (1).pptxAcumatica vs. Sage Intacct _Construction_July (1).pptx
Acumatica vs. Sage Intacct _Construction_July (1).pptx
BrainSell Technologies
 
UX Webinar Series: Drive Revenue and Decrease Costs with Passkeys for Consume...
UX Webinar Series: Drive Revenue and Decrease Costs with Passkeys for Consume...UX Webinar Series: Drive Revenue and Decrease Costs with Passkeys for Consume...
UX Webinar Series: Drive Revenue and Decrease Costs with Passkeys for Consume...
FIDO Alliance
 
Smart Mobility Market:Revolutionizing Transportation.pdf
Smart Mobility Market:Revolutionizing Transportation.pdfSmart Mobility Market:Revolutionizing Transportation.pdf
Smart Mobility Market:Revolutionizing Transportation.pdf
Market.us
 
COVID-19 and the Level of Cloud Computing Adoption: A Study of Sri Lankan Inf...
COVID-19 and the Level of Cloud Computing Adoption: A Study of Sri Lankan Inf...COVID-19 and the Level of Cloud Computing Adoption: A Study of Sri Lankan Inf...
COVID-19 and the Level of Cloud Computing Adoption: A Study of Sri Lankan Inf...
AimanAthambawa1
 
It's your unstructured data: How to get your GenAI app to production (and spe...
It's your unstructured data: How to get your GenAI app to production (and spe...It's your unstructured data: How to get your GenAI app to production (and spe...
It's your unstructured data: How to get your GenAI app to production (and spe...
Zilliz
 
kk vathada _digital transformation frameworks_2024.pdf
kk vathada _digital transformation frameworks_2024.pdfkk vathada _digital transformation frameworks_2024.pdf
kk vathada _digital transformation frameworks_2024.pdf
KIRAN KV
 
Choosing the Best Outlook OST to PST Converter: Key Features and Considerations
Choosing the Best Outlook OST to PST Converter: Key Features and ConsiderationsChoosing the Best Outlook OST to PST Converter: Key Features and Considerations
Choosing the Best Outlook OST to PST Converter: Key Features and Considerations
webbyacad software
 
Zaitechno Handheld Raman Spectrometer.pdf
Zaitechno Handheld Raman Spectrometer.pdfZaitechno Handheld Raman Spectrometer.pdf
Zaitechno Handheld Raman Spectrometer.pdf
AmandaCheung15
 
Camunda Chapter NY Meetup July 2024.pptx
Camunda Chapter NY Meetup July 2024.pptxCamunda Chapter NY Meetup July 2024.pptx
Camunda Chapter NY Meetup July 2024.pptx
ZachWylie3
 
Latest Tech Trends Series 2024 By EY India
Latest Tech Trends Series 2024 By EY IndiaLatest Tech Trends Series 2024 By EY India
Latest Tech Trends Series 2024 By EY India
EYIndia1
 
Intel Unveils Core Ultra 200V Lunar chip .pdf
Intel Unveils Core Ultra 200V Lunar chip .pdfIntel Unveils Core Ultra 200V Lunar chip .pdf
Intel Unveils Core Ultra 200V Lunar chip .pdf
Tech Guru
 
Semantic-Aware Code Model: Elevating the Future of Software Development
Semantic-Aware Code Model: Elevating the Future of Software DevelopmentSemantic-Aware Code Model: Elevating the Future of Software Development
Semantic-Aware Code Model: Elevating the Future of Software Development
Baishakhi Ray
 

Recently uploaded (20)

Computer HARDWARE presenattion by CWD students class 10
Computer HARDWARE presenattion by CWD students class 10Computer HARDWARE presenattion by CWD students class 10
Computer HARDWARE presenattion by CWD students class 10
 
Discovery Series - Zero to Hero - Task Mining Session 1
Discovery Series - Zero to Hero - Task Mining Session 1Discovery Series - Zero to Hero - Task Mining Session 1
Discovery Series - Zero to Hero - Task Mining Session 1
 
Required Documents for ISO 17021 Certification.PPT
Required Documents for ISO 17021 Certification.PPTRequired Documents for ISO 17021 Certification.PPT
Required Documents for ISO 17021 Certification.PPT
 
Retrieval Augmented Generation Evaluation with Ragas
Retrieval Augmented Generation Evaluation with RagasRetrieval Augmented Generation Evaluation with Ragas
Retrieval Augmented Generation Evaluation with Ragas
 
Accelerating Migrations = Recommendations
Accelerating Migrations = RecommendationsAccelerating Migrations = Recommendations
Accelerating Migrations = Recommendations
 
UX Webinar Series: Aligning Authentication Experiences with Business Goals
UX Webinar Series: Aligning Authentication Experiences with Business GoalsUX Webinar Series: Aligning Authentication Experiences with Business Goals
UX Webinar Series: Aligning Authentication Experiences with Business Goals
 
The Path to General-Purpose Robots - Coatue
The Path to General-Purpose Robots - CoatueThe Path to General-Purpose Robots - Coatue
The Path to General-Purpose Robots - Coatue
 
Connector Corner: Leveraging Snowflake Integration for Smarter Decision Making
Connector Corner: Leveraging Snowflake Integration for Smarter Decision MakingConnector Corner: Leveraging Snowflake Integration for Smarter Decision Making
Connector Corner: Leveraging Snowflake Integration for Smarter Decision Making
 
Acumatica vs. Sage Intacct _Construction_July (1).pptx
Acumatica vs. Sage Intacct _Construction_July (1).pptxAcumatica vs. Sage Intacct _Construction_July (1).pptx
Acumatica vs. Sage Intacct _Construction_July (1).pptx
 
UX Webinar Series: Drive Revenue and Decrease Costs with Passkeys for Consume...
UX Webinar Series: Drive Revenue and Decrease Costs with Passkeys for Consume...UX Webinar Series: Drive Revenue and Decrease Costs with Passkeys for Consume...
UX Webinar Series: Drive Revenue and Decrease Costs with Passkeys for Consume...
 
Smart Mobility Market:Revolutionizing Transportation.pdf
Smart Mobility Market:Revolutionizing Transportation.pdfSmart Mobility Market:Revolutionizing Transportation.pdf
Smart Mobility Market:Revolutionizing Transportation.pdf
 
COVID-19 and the Level of Cloud Computing Adoption: A Study of Sri Lankan Inf...
COVID-19 and the Level of Cloud Computing Adoption: A Study of Sri Lankan Inf...COVID-19 and the Level of Cloud Computing Adoption: A Study of Sri Lankan Inf...
COVID-19 and the Level of Cloud Computing Adoption: A Study of Sri Lankan Inf...
 
It's your unstructured data: How to get your GenAI app to production (and spe...
It's your unstructured data: How to get your GenAI app to production (and spe...It's your unstructured data: How to get your GenAI app to production (and spe...
It's your unstructured data: How to get your GenAI app to production (and spe...
 
kk vathada _digital transformation frameworks_2024.pdf
kk vathada _digital transformation frameworks_2024.pdfkk vathada _digital transformation frameworks_2024.pdf
kk vathada _digital transformation frameworks_2024.pdf
 
Choosing the Best Outlook OST to PST Converter: Key Features and Considerations
Choosing the Best Outlook OST to PST Converter: Key Features and ConsiderationsChoosing the Best Outlook OST to PST Converter: Key Features and Considerations
Choosing the Best Outlook OST to PST Converter: Key Features and Considerations
 
Zaitechno Handheld Raman Spectrometer.pdf
Zaitechno Handheld Raman Spectrometer.pdfZaitechno Handheld Raman Spectrometer.pdf
Zaitechno Handheld Raman Spectrometer.pdf
 
Camunda Chapter NY Meetup July 2024.pptx
Camunda Chapter NY Meetup July 2024.pptxCamunda Chapter NY Meetup July 2024.pptx
Camunda Chapter NY Meetup July 2024.pptx
 
Latest Tech Trends Series 2024 By EY India
Latest Tech Trends Series 2024 By EY IndiaLatest Tech Trends Series 2024 By EY India
Latest Tech Trends Series 2024 By EY India
 
Intel Unveils Core Ultra 200V Lunar chip .pdf
Intel Unveils Core Ultra 200V Lunar chip .pdfIntel Unveils Core Ultra 200V Lunar chip .pdf
Intel Unveils Core Ultra 200V Lunar chip .pdf
 
Semantic-Aware Code Model: Elevating the Future of Software Development
Semantic-Aware Code Model: Elevating the Future of Software DevelopmentSemantic-Aware Code Model: Elevating the Future of Software Development
Semantic-Aware Code Model: Elevating the Future of Software Development
 

Six principles of The Technology Garden

  • 1. The S Word Putting services at the heart of IT-Business alignment Jon Collins, Service Director Freeform Dynamics Ltd [email_address] July 2007 www.freeformdynamics.com
  • 2. The 10000m view 6 principles of IT-Business Alignment … with services at the heart Applying the principles Agenda
  • 3. The 10,000 m view: Three universal external forces are driving change Globalisation Customers, partners, suppliers – and competition “ Connectedness” is driving sophisticated value chains Everyone’s a service provider Transparency Industry regulations, consumer pressure and competition driving openness Smart, connected markets Ecosystem participants – particularly customers – see the “online world” as the natural place to look for information, services
  • 4. An emerging company model Business models evolving from “push” to “pull” – demand-led rather than supply-led Organisations seeking out innovation, and looking in more places for it Increased sophistication in the sourcing of business capabilities Desire to engage with smart, connected markets Drive for business transparency Forces of globalisation Shaped more by external actors than top-down strategy Organic, flexible structures Boundaries are porous Process becomes the stable organising concept
  • 5. Built-to-last IT diminishes in effectiveness over time Effective Partially effective Ineffective Over time, key change events impact effectiveness Effectiveness
  • 6. The Nordic CIO view: IT benefits of alignment IT is increasingly business-driven
  • 7. “ As an IT leader you can’t expect to take part in investment discussions as a peer unless you can demonstrate that you’ve got the basics right” - CIO, global FMCG supplier 1
  • 8. Getting your house in order: innovation and efficiency have to go together Total IT budgets are not growing significantly Investment in support of innovation can only come from successful efficiency measures Moreover, efficient organisation of resources is a key innovation enabler Standardisation Consolidation Management process optimisation Before After Support for differentiating processes Support for non-differentiating processes Operating and maintaining existing investments If you don’t know where you are, it’s difficult to know where you can go next!
  • 9. Bottom-up vs Top-down Making everything “just work” Making a real difference to business IT as bottleneck IT as foundation IT as differentiator INCREASED EFFICIENCY INCREASED EFFECTIVENESS
  • 10. Moving from technologies to services Email Internet Application Desktop Server Network VS TECHNOLOGY COMPONENTS SERVICES
  • 11. “ Really engaging with the business is a problem … getting ahead in IT has for too long been about knowing all about messaging middleware and not enough about being able to frame solutions to problems in terms of business strategy ” - Senior IT executive, global software company 2
  • 12. A common language is essential IT Business ? “ Investment prioritised in terms of business need” “ Systems that deliver value to the business” “ Clear direction from the business about focus, strategy” “ Collaborative approach to implementing business change” A common, agreed representation of business activity, goals + A common, agreed view of how current and future IT provides structured services to support the business in this context
  • 13. Services are at the heart of a common language – so what are they? Valuable Reusable Meaningful Autonomous Independent Contract-based Unique … the business gets this stuff
  • 14. Enterprise architecture is a key SUPPORTING element Enterprise Architecture process The wrong way The right way Stakeholder Stakeholder Stakeholder Stakeholder Stakeholder Stakeholder Enterprise Architecture process Stakeholder Stakeholder Stakeholder Stakeholder Stakeholder Stakeholder
  • 15. “ Most IT guys are quite happy to be seen as ‘passive’ IT suppliers who just do their best. But this doesn’t fit with what the business leadership really wants from IT – they want IT to help with innovation and drive the business forward. ” - CIO, European Railway company 3
  • 16. Develop peer relationships between business and IT Start with the CIO Is IT always dragged along like a ball and chain? If the CIO isn’t close to the board, getting visibility of change at the right time is VERY difficult IT has a unique cross-enterprise view of capabilities and constraints You *have* to have a balance of power Joint accountability and ownership Develop relationships at operational and managerial levels Proactively maintain business engagement throughout the investment lifecycle It’s about understanding the business, and being visible You can only make this work after you have real trust in IT from the business
  • 17. Service managers, EA Practice and the Governance Board Business team Demand information Feedback Service provider Service provider Service provider Filtered, aggregated demand and feedback Governance board EA practice Investment input Project management conversations Project management conversations Service manager
  • 18. “ Often, projects that should be funded to support key business objectives are sidelined in favour of ‘pet projects’” - IT Director, major financial institution 4
  • 19. Work towards coordinated goals and objectives Serious IT governance agendas that push IT-business integration also push business unit - business unit integration The service framework needs to extend beyond IT – is the business ready? IT-dependent goals and objectives across business units have to be agreed to ensure that “execution gaps”… Strategy for change makes sense But execution stays “stuck in a rut”
  • 20. The Governance Board needs teeth Centralised perspective on business and IT roadmaps Requires top-level management sponsorship Permanent members include the CIO, the CEO, the CFO and the CTO Under no circumstances delegate ownership to middle management
  • 21. “ You can’t enforce centralisation and control; you have to accept the complex organisation, and look to influence instead of control” - Director of IT, global investment bank 5
  • 22. Manage IT as a business driven IT portfolio Service-based approach enables partitioning of IT into domains based on business priorities Encompass current and past investments from the perspective of value delivery to the business Create optimisations for individual domains Cost, flexibility, … Embrace “decentralised chaos” in some domains, as well as structure and control in others Apply appropriate governance structures by domain
  • 23. Different domains, different optimisations Strategy Management Execution Service1 Service 2 … … Service n
  • 24. Central criterion is value delivery to the business Value Tangible benefits Cumulative value t0 Development costs Time Balance the requirement for short-term and longer-term value delivery
  • 25. Hard decisions - shooting the dogs Bad Good Fit with service requirements Non-differentiating Differentiating Domain value Kill Transform Improve Maintain
  • 26. “ Communicating your aims and objectives effectively to technology suppliers, pressing them to deliver what you need as a business imperative from technology, in a manner which isn't always textbook, has been our biggest problem. ” - IT Director, UK Payments Service Provider 6
  • 27. Management consultants and other business advisors IT consulting firms, industry analysts and other pundits Realities of the current business environment Realities of the current IT environment Priorities, goals and objectives Systems & resource constraints Latest business ideas and fashions Latest technology ideas and fashions The reconciliation challenge
  • 28. In practice, this means: Marrying service provision principles with external view of service providers Differentiate suppliers by spend and criticality Establish objectives by supplier type Look for instances of strategic misalignment Build trust with key suppliers Develop a win-win engagement plan Actively decide how to treat non-key suppliers
  • 30. Goals build on each other Gain trust from the business Understand and reflect the business Engage the business Drive the business “ Trusted IT service delivery” “ Differentiated business support from IT” “ IT service management IN the business” “ Appropriate change and transformation” Stages reflect the maturity of the IT-business relationship
  • 31. Core competencies for better alignment IT Governance Trusted service delivery capabilities Differentiated business support from IT IT service/relationship management IN the business Appropriate change and transformation Portfolio mgt BPM ITSM Capacity planning (people) Service engineering Capacity planning (infrastructure) “ Agile IT organisation” “ Agile IT capabilities” “ Agile srevice delivery” “ IT just works” Operational business engagement Enterprise architecture Strategic business engagement
  • 32. Different stages, different priorities The IT organisation must get the basics right Create a common language Foster relationships with key IT suppliers Manage IT as a business-driven portfolio Work towards shared goals and objectives Establish a peer relationship between business and IT *** * * * * Gain the trust of the business * *** *** *** *** ** Understand and reflect the business * *** *** ** *** *** Engage the business * *** ** *** *** *** Drive the business ** *** * ** Key: Highly important Somewhat important Less important
  • 33. “ Technology is dominated by two types of people…” “… Those who understand what they do not manage, and those who manage what they do not understand.” – Archibald Putt
  • 34. Thank You Jon Collins, Service Director Freeform Dynamics Ltd [email_address] July 2007 www.freeformdynamics.com