Executive Directors and CFOs often have different measurements than CIOs, by which to evaluate IT spending and different concerns that must be addressed. This discrepancy can sometimes lead to contentious relationships during strategic planning and budgeting between IT and leadership. EDs/CFOs might not fully understand IT and the value that it can enable. CIOs may not understand the nuances of IT budgeting and communicating the value of IT as an investment rather than a cost center. For example, EDs/CFOs may be more concerned with compliance and impact to profitability, on the other hand, CIOs may be looking at application compatibility and maintainability with current staffing.
This presentation that will provides ten key points that can help to get everyone on the same page—improving the organization’s ability to achieve its mission and focusing on the future.
How do you align business with IT? Many companies don\'t do this - to their detriment. IT that is focused on solving business solutions is the only effective IT.
IBM's CIO Study: Telecom Industry Executive SummaryIBMTelecom
As part of IBM's Chief Information Officer (CIO) Study, we listened to more than 2,500 CIOs worldwide including 80 CIOs from telecommunications (Telecom) companies. This Executive Summary focuses on findings related to our conversations with Telecommunications CIOs.
We’ve worked with Executives and IT leaders for over 30 years, and the single most common complaint we hear from them is their profound frustration with the lack of results and transparency from their never-ending IT investments.
To add further complexity, the demand for digital products and services has made it increasingly difficult for organizations to make ongoing investments and balance the need for innovation with optimization.
The latest data, combined from global enterprises, big consulting and research firms, makes the case that companies need to urgently act to address the digital disruption of their business and their related skills gaps. The data shows that 70% of digital business initiatives are likely to fail to deliver business growth, due to lack of business process and product innovation, as well as poor organizational adaptability.
Poor governance and legacy product management processes to align business and IT initiatives, coupled with insufficient leadership engagement across the organization, are the main reason most companies are wasting money on IT.
This thought paper speaks to these challenges and how optimizing both technology innovation and cross-organizational engagement will accelerate the positive business outcomes that organizations are looking to achieve especially in lieu of increasing digital disruption.
Authors - Alex Adamopoulos and Bob Kantor
How do you align business with IT? Many companies don\'t do this - to their detriment. IT that is focused on solving business solutions is the only effective IT.
IBM's CIO Study: Telecom Industry Executive SummaryIBMTelecom
As part of IBM's Chief Information Officer (CIO) Study, we listened to more than 2,500 CIOs worldwide including 80 CIOs from telecommunications (Telecom) companies. This Executive Summary focuses on findings related to our conversations with Telecommunications CIOs.
We’ve worked with Executives and IT leaders for over 30 years, and the single most common complaint we hear from them is their profound frustration with the lack of results and transparency from their never-ending IT investments.
To add further complexity, the demand for digital products and services has made it increasingly difficult for organizations to make ongoing investments and balance the need for innovation with optimization.
The latest data, combined from global enterprises, big consulting and research firms, makes the case that companies need to urgently act to address the digital disruption of their business and their related skills gaps. The data shows that 70% of digital business initiatives are likely to fail to deliver business growth, due to lack of business process and product innovation, as well as poor organizational adaptability.
Poor governance and legacy product management processes to align business and IT initiatives, coupled with insufficient leadership engagement across the organization, are the main reason most companies are wasting money on IT.
This thought paper speaks to these challenges and how optimizing both technology innovation and cross-organizational engagement will accelerate the positive business outcomes that organizations are looking to achieve especially in lieu of increasing digital disruption.
Authors - Alex Adamopoulos and Bob Kantor
This presentation was made at the UK APMG-International Showcase event.
Join us in London, 20th June 2013 for keynote addresses, masterclasses and round table discussions with leading PPM visionaries. Free to attend if you pre-register. http://uk.apmg-showcase.com/
Information Technology for Management Advancing Sustainable, Profitable Business Growth -9th Edition
EFRAIM TURBAN, LINDA VOLONINO, Canisius College GREGORY R. WOOD, Canisius College.
Chapter 12 Titled IT STRATEGY, SOURCING & VENDOR RELATIONSHIP.
W02 Executive custody - What is it and HOW do you get it? by Dr James A Robe...James Robertson
The Executive Custody of Business Information Systems projects is absolutely critical, this video provides a detailed discussion of why this is so and what measures are necessary to achieve executive custody. Also, access my strategic planning webinar at https://bit.ly/3iaSP4t
Séptima Encuesta Mundial del Coeficiente Digital de las empresasPwC España
La Séptima Encuesta Mundial sobre el Coeficiente Digital en las empresas se ha realizado a partir de entrevistas a casi 2.000 directivos y líderes de IT de empresas de diez sectores en 51 países (entre las que se encuentran 70 compañías españolas). El informe mide el grado de digitalización de las compañías entendido por cómo estas afrontan, valoran e integran las tecnologías digitales en su organización -lo que hemos denominado el coeficiente digital- a partir de diez comportamientos digitales clave.
What actions can leaders take to confirm their digital investments deliver and sustain value? The practices and performance of global companies, drawn from the experience of nearly 2,000 business and technology executives.
How to Market to Today's C-level Corporate Finance ExecutivesJohn Kogan
Download white paper and attend a webinar
on How to Market to Today's C-level Corporate Finance Executives:
http://proformativeinsights.com/library/white-papers/white-paper-how-to-market-marketing-to-cfos-controllers-treasurers-corporate-finance-executives/
Future HIT Leaders must be a valued strategic partner both internal and external to their organization. They should be an active participant with their C-Suite in defining the organization’s future business vision while providing sound, innovative and flexible technology strategies and solutions. As the provider’s community base expands, HIT Leaders must develop external strategic relationships to effectively support the organization’s short and long term business services. This positions the future HIT Leaders to champion technology value and benefits required to achieve organizational transformation and success. Attendees of this session will explore ways the HIT Leader 3.0 can successfully achieve technology deployment that tightly aligns with the organization’s business vision, strategy and services as well as participate as a key leader in driving the organization’s strategic vision.
Learning Objectives:
Explore new leadership skills and traits required of the future HIT Leaders to enable effectiveness across organizational lines and with their C-Suite peers.
Discuss approaches for the future HIT Leaders to ensure that technology strategies are aligned with both current and planned organizational services in highly dynamic and changing times.
Explore effective skills for the HIT Leader 3.0 in representing their organization to external customers and business associates that leads to successful achievement of the business vision and strategy while leveraging technology strategies.
Russell Branzell, FCHIME, CHCIO
President & CEO
CHIME
Presentation: IXN Webinar, CFOs and Big Data. Why they should care and what t...cfoixn
There is growing pressure on CFOs and CIOs to extract more value out of their most unused asset: data. Data that sits in line of business applications, email conversations and social media interactions. The challenge facing senior executives is how to untap the value and where and how to start.
This webinar presentation, took place on Monday November 18th, was specifically for CFOs and leaders in Finance, key themes relevant to the office of the CFO that were covered, included:
=> CFOs and Big Data: What’s on their minds, should they lead and where do they start?
=> Data in the Finance Function: What are we really talking about?
=> Top EPM Capabilities CFOs Should be Considering including: In-memory planning, Mobility, Analytics and Integrated Business Planning
Strategy has little value until it is implemented. In a world where disruption can happen overnight, moving rapidly from strategy design to delivery is critical. Yet too many companies go only halfway, putting their best resources into design and in effect ending up treating delivery as an afterthought. As a result, strategies fail, customers leave, key talent is lost and financial performance suffers.
This presentation was made at the UK APMG-International Showcase event.
Join us in London, 20th June 2013 for keynote addresses, masterclasses and round table discussions with leading PPM visionaries. Free to attend if you pre-register. http://uk.apmg-showcase.com/
Information Technology for Management Advancing Sustainable, Profitable Business Growth -9th Edition
EFRAIM TURBAN, LINDA VOLONINO, Canisius College GREGORY R. WOOD, Canisius College.
Chapter 12 Titled IT STRATEGY, SOURCING & VENDOR RELATIONSHIP.
W02 Executive custody - What is it and HOW do you get it? by Dr James A Robe...James Robertson
The Executive Custody of Business Information Systems projects is absolutely critical, this video provides a detailed discussion of why this is so and what measures are necessary to achieve executive custody. Also, access my strategic planning webinar at https://bit.ly/3iaSP4t
Séptima Encuesta Mundial del Coeficiente Digital de las empresasPwC España
La Séptima Encuesta Mundial sobre el Coeficiente Digital en las empresas se ha realizado a partir de entrevistas a casi 2.000 directivos y líderes de IT de empresas de diez sectores en 51 países (entre las que se encuentran 70 compañías españolas). El informe mide el grado de digitalización de las compañías entendido por cómo estas afrontan, valoran e integran las tecnologías digitales en su organización -lo que hemos denominado el coeficiente digital- a partir de diez comportamientos digitales clave.
What actions can leaders take to confirm their digital investments deliver and sustain value? The practices and performance of global companies, drawn from the experience of nearly 2,000 business and technology executives.
How to Market to Today's C-level Corporate Finance ExecutivesJohn Kogan
Download white paper and attend a webinar
on How to Market to Today's C-level Corporate Finance Executives:
http://proformativeinsights.com/library/white-papers/white-paper-how-to-market-marketing-to-cfos-controllers-treasurers-corporate-finance-executives/
Future HIT Leaders must be a valued strategic partner both internal and external to their organization. They should be an active participant with their C-Suite in defining the organization’s future business vision while providing sound, innovative and flexible technology strategies and solutions. As the provider’s community base expands, HIT Leaders must develop external strategic relationships to effectively support the organization’s short and long term business services. This positions the future HIT Leaders to champion technology value and benefits required to achieve organizational transformation and success. Attendees of this session will explore ways the HIT Leader 3.0 can successfully achieve technology deployment that tightly aligns with the organization’s business vision, strategy and services as well as participate as a key leader in driving the organization’s strategic vision.
Learning Objectives:
Explore new leadership skills and traits required of the future HIT Leaders to enable effectiveness across organizational lines and with their C-Suite peers.
Discuss approaches for the future HIT Leaders to ensure that technology strategies are aligned with both current and planned organizational services in highly dynamic and changing times.
Explore effective skills for the HIT Leader 3.0 in representing their organization to external customers and business associates that leads to successful achievement of the business vision and strategy while leveraging technology strategies.
Russell Branzell, FCHIME, CHCIO
President & CEO
CHIME
Presentation: IXN Webinar, CFOs and Big Data. Why they should care and what t...cfoixn
There is growing pressure on CFOs and CIOs to extract more value out of their most unused asset: data. Data that sits in line of business applications, email conversations and social media interactions. The challenge facing senior executives is how to untap the value and where and how to start.
This webinar presentation, took place on Monday November 18th, was specifically for CFOs and leaders in Finance, key themes relevant to the office of the CFO that were covered, included:
=> CFOs and Big Data: What’s on their minds, should they lead and where do they start?
=> Data in the Finance Function: What are we really talking about?
=> Top EPM Capabilities CFOs Should be Considering including: In-memory planning, Mobility, Analytics and Integrated Business Planning
Strategy has little value until it is implemented. In a world where disruption can happen overnight, moving rapidly from strategy design to delivery is critical. Yet too many companies go only halfway, putting their best resources into design and in effect ending up treating delivery as an afterthought. As a result, strategies fail, customers leave, key talent is lost and financial performance suffers.
IT costs are often a mix of equipment refresh cycles, convoluted software licenses, and often confusing IT service provider proposals. Add into the mix, cloud computing and managed service providers and how do you even start to develop an IT budget? This session will provide an overview of an IT budgeting approach that enables organizations to take a more proactive approach to managing their IT investment. It will also cover some basic IT knowledge that Executive Directors or Controllers need to know to validate the budgets that their IT Managers may be submitting to them. Clear the fog over IT budgeting by attending this presentation.
Business Ethics and the Accounting Department v1.1Donny Shimamoto
When working at a CPA firm, ethical standards and requirements are pretty straight forward: independence, standards of practice, etc. But once you move outside of the firm, how does the term “ethics” apply to CPAs who are now in finance departments, internal audit, or other leadership positions in business & industry? This thought provoking session will take a look at the results of the 2012 AICPA & CIMA survey on business ethics and highlight the important role that CPAs in business & industry play in helping their organizations to manage their businesses ethically. Learn about the changing role of the accounting department and how you can help ensure that your organization stays out of the news headlines for being “unethical”.
Crowe Horwath Jamaica (www.crowehorwath.com.jm) is one of the largest public accounting, consulting, and advisory firms in Jamaica . Crowe uses its deep industry expertise to provide audit services to public and private entities while also helping clients reach their goals with tax, advisory, risk and performance services.
Crowe Horwath Jamaica serves clients worldwide as an independent member of Crowe Horwath International, one of the largest global accounting networks in the world. The network consists of more than 200 independent accounting and advisory services firms in more than 130 countries around the world.
IT steering committees are a best practice approach for aligning strategic business and IT priorities. Understand when the time is right to establish an IT steering committee and how to get this group started on the right track.
This solution will help you:
•Build the case for IT steering.
•Focus your IT steering objectives. Get your steering committee on track.
IT leaders must ensure that the IT steering committee has a formal mandate with clear objectives, strong executive participation, and a commitment to meeting regularly.
Relevant it – it solutions to bridge the gap between business and it it man...IT-Toolkits.org
Much has been said and written about the existence of a so-called “Business-IT divide”. But what is it, what does it mean for my company and even more important, what can I do about it?
Most small and medium business leaders and IT players (be they internal to the company or external service providers) have given up on answering that question. They often feel that it is impossible to gain real business value from IT and that it is just in the domain of large enterprises to attempt tackling that issue. Rome was not built in a day and there are no silver bullets for instantly bridging the business-IT divide and offering truly effective IT solutions. After all, if it was easy, it would already have been done and this entire subject would be moot! The Relevant IT framework helps to map out a journey to assist businesses to tackle the issue one step at a time.
A common misconception is that IT Governance is only for big enterprises. Cloud computing and the increasing pervasive use of technology in the workplace requires that smaller organizations take a more strategic and risk-aware approach to managing their technology and business information. Attend this session to learn how to apply IT governance principles and practices to smaller not-for-profit organizations to help develop your IT strategy, manage your IT risk, and enable better business decisions through information.
It's important for accounting firms to transcend technology and deliver innovative services to their clients. This presentation looks at innovations in audit, tax, and bookkeeping and what firms should be doing to ensure they are able to transcend technology disruption in these areas.
With technology innovation continuing at a dizzying pace, is your organization investing its technology budget wisely? Are you concerned you might be buying yesterday's technology with little or no hope for return on investment? How do you determine what technologies will have the most beneficial impact for your organization? This session provides perspective on how to develop a technology strategy that looks at how the latest technologies can be utilized to streamline processing and improve control—and have positive impact on the organization. Ensure your organization is properly poised to fully leverage technology in the years ahead by attending this session.
The CPA of the (not too distant) future looks different that today’s CPA. Tax preparation is not a core CPA service. Increased specialization and collaboration among specialists will be necessary to service clients and work on internal organizational issues. Scared yet? Get yourself ready for this change through a glimpse of how the CPA profession is expected to evolve as we share with you the results of the AICPA’s CPA Horizons 2025 research study and key insights from thought leaders in the profession.
Using Social Media to Support Business ObjectivesDonny Shimamoto
The importance of business embracing social media (Facebook, LinkedIn, Twitter, Blogspot/Wordpress) has been tossed around a lot over the last year. But what really is the value of the different social media venues to the business world? This presentation provides an overview of the different social media technologies and provides tips for determining your organization's strategy in leveraging these new (and free) venues to meet your business objectives--like better engaging your members, customers, and business partners.
Leading Practices in Information Security & PrivacyDonny Shimamoto
Many not-for-profits are operating in an environment in which there is a tremendous amount of electronic documents, communications, and confidential data sits on computers and networks that are connected to the Internet. Privacy and security threats are also increasing, putting Internet communications and computer data at risk at an alarming rate. At the same time, laws and regulations with significant penalties have been passed or are being passed by states, the Federal government, and industry groups (e.g. PCI DSS) increasing the consequences of data breaches and privacy violations.
Whether you’re an executive director, program manager, or IT manager, this non-technical presentation will help you learn about the threats, requirements, and leading practices related to information security you need to help protect your donors and constituents.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
A tale of scale & speed: How the US Navy is enabling software delivery from l...sonjaschweigert1
Rapid and secure feature delivery is a goal across every application team and every branch of the DoD. The Navy’s DevSecOps platform, Party Barge, has achieved:
- Reduction in onboarding time from 5 weeks to 1 day
- Improved developer experience and productivity through actionable findings and reduction of false positives
- Maintenance of superior security standards and inherent policy enforcement with Authorization to Operate (ATO)
Development teams can ship efficiently and ensure applications are cyber ready for Navy Authorizing Officials (AOs). In this webinar, Sigma Defense and Anchore will give attendees a look behind the scenes and demo secure pipeline automation and security artifacts that speed up application ATO and time to production.
We will cover:
- How to remove silos in DevSecOps
- How to build efficient development pipeline roles and component templates
- How to deliver security artifacts that matter for ATO’s (SBOMs, vulnerability reports, and policy evidence)
- How to streamline operations with automated policy checks on container images
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Observability Concepts EVERY Developer Should Know -- DeveloperWeek Europe.pdfPaige Cruz
Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
I, a former op, would like to extend an invitation to all application developers to join the observability party will share these foundational concepts to build on:
Observability Concepts EVERY Developer Should Know -- DeveloperWeek Europe.pdf
Ten Ways to Bring IT to the Leadership Table
1. INTRAPRISETECHKNOWLOGIES LLC
Ten Ways to Bring IT to the
Leadership Table
NTEN Webinars
May 17, 2011
Presented by
Donny C. Shimamoto, CPA.CITP
INTRAPRISETECHKNOWLOGIES LLC
Technologies and knowledge for synergizing your intraprise
www.intraprisetechknowlogies.com | Hawaii | California
1
2. Today’s Session
10 Ways to Bring IT to the Leadership Table
– Improve communication between IT and
executive management
– Communicate the business value of IT projects
– Insight into why the CFO and other execs are
asking certain questions
– Develop your business skills as a technical
manager
Outcome: Create a paradigm shift toward
improving the organization and focusing
on the future
2
3. Donny C. Shimamoto, CPA.CITP
Background & Experience
Alumni of PricewaterhouseCoopers LLP
– Strategic Technology Group
– Financial Audit and IT Audit
– Washington Consulting Practice
Founder of IntrapriseTechKnowlogies LLC
– Organizational Development advisor with a focus on
Business Intelligence and Performance Management
– Business Process Improvement with emphasis on internal
controls and technology risk management
– IT Outsourcing for small and middle market organizations
Notable Not-for-profit Clients
– Hawaii Community Foundation, Catholic Charities Hawaii,
Moiliili Community Center, American Institute of CPAs
4. Donny C. Shimamoto, CPA.CITP
Involvement, Awards, and Recognition
American Institute of Certified Public Accountants
– Governing Council (2010+)
– Assurance Services Executive Committee (2009+)
– Co-Chair, Business Intelligence Workgroup (2009+)
– IT Executive Committee (2006-2009, 2011+)
Association of IT Professionals
– Honolulu: Board (2008), Treasurer (2009, 2011), President (2010)
– National: Chair – Governance Task Force (2009), Member - Strategic
Planning Committee (2009), Facilitator – AITP Professionalism Advisory
Council (2010)
Awards & Recognition
– Presidents Award
2010, Hawaii Society of Certified Public Accountants
– Top “40 Under 40” Accounting Professionals in the US
2007 & 2009, CPA Technology Advisor Magazine
– Top High Tech Leaders in Hawaii
4 2004, Pacific Technology Foundation & Technology News Network
5. Audience Poll #1
How many of you come from
– Internal IT Department
– Finance Department
– Programs/Department
– IT Vendor
– Academia
5
6. Audience Poll #2
What level of the organization do you
primarily operate at:
– Executive Director / CIO / CTO / CFO
– Program Manager / Department Head
– Team Lead / Area Supervisor
– Staff / Front-line Worker
– Consultant
– Sales/Marketing
– Academia
6
7. Audience Poll #3
What size of organization are you from?
– Large/Global Enterprise
– Large/National Enterprise
– Middle Market
– Small Business
– Large Vendor/Consultancy
– Local Vendor/Consultancy
– Academia
7
8. The IT – Business Disconnect
IT often reports to a non-IT person at the
executive level
– CIO Executive Director/CEO, CFO, COO
IT is usually somewhat of a black sheep for
these executives
– high level of technical jargon
– unique operating practices inherent in IT
– Lack of time or desire to fully understand IT
8
9. IT’s Challenges
People don’t understand IT
– People assume that technology is a cure-all for
any problem related to data and “automation”
– People think “enterprise IT” is as simple as
“personal IT” and “retail IT”
IT forgets that technology is an enabler
– IT forgets that technology is only a tool, and that
IT must support People and Processes
– IT has the “built it and they will come” mentality
– IT forgets that other people aren’t as well versed
in technology as we are
9
10. IT is a part of the overall Organization
IT is often seen as an isolated department
doing its own thing
IT is an integral part of the organization’s
operating infrastructure
– Technology has become more ubiquitous in our
operations and communications
– IT is one of the foundational departments, along
with Finance and Human Resources
When you approach IT from an integrated
perspective
– the way you manage IT changes dramatically
10
11. Audience Poll #4
Consider the following statement:
I have a clear understanding of our
organization’s mission and strategic plan.
Do you:
– Strongly Agree
– Agree
– Neutral
– Disagree
– Strongly Disagree
11
12. Ways to Bring IT to the Leadership Table
1. Do you have a clear understanding of the
organization’s mission and goals?
A disconnect in the answer to this question
usually has two causes:
(a) the business strategy is not well defined or
communicated, or
(b) IT management lacks the broader ability to
think at the strategic level.
Clear communication of the business strategy is
one of the most common deficiencies in
12 underperforming organizations
13. Ways to Bring IT to the Leadership Table
2. What role does IT play in helping the
organization achieve its goals?
How does IT enable, facilitate, or otherwise
contribute to the achievement of the goals?
– Sometimes IT thinks it plays a larger role that it does from
the executive perspective
– Other times IT has underestimated its role and executives
expect more
Coming to an agreement on IT’s role can help to
clearly set the organization’s expectations of IT
– Sets the scope of work that IT is expected to perform
It is crucial to ensure that the definition of success
13 for the IT Department is understood by all
14. Ways to Bring IT to the Leadership Table
3. What is your strategy to fulfill IT’s role?
Answer = “The IT Strategy”
Focus on the role (the need/the how) and
not on IT (the technology/the what)
Technology is only an enabler and a tool,
the IT Strategy should be focused on
identifying the right technologies and
practices to help in fulfilling IT’s role
14
15. Ways to Bring IT to the Leadership Table
4. What are the risks inherent in our current
IT strategy?
Increasing dependence on technology,
requires identification, assessment, and
mitigation of IT-related risks
– Discuss them as Business Risks
– Establish the Risk Tolerance Level
Requires effort from both programs and IT
15
16. Ways to Bring IT to the Leadership Table
4. What are the risks inherent in our current
IT strategy?
Management and Programs should
– Help IT understand critical business operations and the
implications of technology-related failure or disruption
IT should
– Help executive management assess the IT-related risks
and understand the options for mitigating those risks
The Objective should be
– To manage (not eliminate) IT-related risk to an
acceptable level for the organization
16
17. Ways to Bring IT to the Leadership Table
5. How are we spending our IT investment?
Do you run IT?
– As a Cost Center – spending must be controlled
and reduced
– As a Business – must generate “profit” or “return
on investment”
Both approaches have plusses and minuses
– There are implications based on IT’s role in the
organization to using either model
17
18. Ways to Bring IT to the Leadership Table
5. How are we spending our IT investment?
Answer: BOTH
Use Gartner’s Run-Grow-Transform model
– RUN = keep the organization running
– GROW = projects and initiatives that seek to
improve organizational efficiencies and
effectiveness
– TRANSFORM = providing new capabilities,
products, or services
18
19. Ways to Bring IT to the Leadership Table
5. How are we spending our IT investment?
Your
IT Budget Entity A Entity B Entity C
Org?
Run 80% 60% 50% ??
Grow 20% 30% 30% ??
Transform 0% 10% 20% ??
None of these spending patterns are “wrong”.
They just represent different types of IT roles/investment.
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20. Audience Poll #6
Which organization do you most resemble?
IT Budget Run Grow Transform
A. Entity A 80% 20% 0%
B. Entity B 60% 30% 10%
C. Entity C 50% 30% 20%
D. None of the above
E. Not sure
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21. Ways to Bring IT to the Leadership Table
Questions 1-5 are broad/strategic questions
What are the organization’s goals?
What is IT’s role?
How will IT fulfill its role?
How are we managing IT-related risks?
Does our investment in IT match its Role?
These must be balanced with the tactical question
“Are we maximizing the value of what we have?”
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22. Ways to Bring IT to the Leadership Table
6. Are we realizing the potential of our
current applications?
How many times has an application
already had the functionality you or a user
wanted, you just didn’t know it was there?
Are critical applications effectively
implemented in the programs/depts?
Look inward first before looking outward.
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23. Ways to Bring IT to the Leadership Table
6. Are we realizing the potential of our
current applications?
External solutions usually require higher
budgets, more training, additional risk.
IT alone, may not have all the answers
– IT may understand the technology/data
– Programs/Depts can help provide context and
determine the value of functionality/information
Make an educated determination together whether
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you need to look outside for a solution
24. Ways to Bring IT to the Leadership Table
7. What are you doing to manage the service
level provided to the organization?
IT is a service provider to the organization
Service Level Agreements (SLAs) are often
used for vendors, why not for internal IT?
– Well defined expectations and objectives
– Use SLAs to demonstrate implications of
budget or spending decisions’ impact to IT’s
ability to deliver the expected level of service
Answer: “Is IT performance appropriately measured?”
24 How do you know IT is performing well or poorly?
25. Audience Poll #7
Where are you in the adoption of cloud
computing?
A. Everything we could move is in the cloud
B. We are in the process of moving to the cloud
C. We are in the planning stage
D. We are analyzing the feasibility
E. We haven’t considered it yet
F. We have decided not to move
to the cloud
G. Don’t know/Not sure
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26. Ways to Bring IT to the Leadership Table
8. Have we properly balanced internal-IT vs.
outsourced-IT (incl. Cloud Computing)?
Myriad of reasons for and against outsourcing
– Every organization is different—no one answer
– Pros and cons must be evaluated through different
perspectives: financial, operational, process, strategy
Outsourcing approaches to consider:
1. Outsource commodity IT (e.g. e-mail)
– Keep competitive advantage IT in-house
2. Outsource “back of the house” IT (e.g. data center)
– Keep “personal touch points” in-house
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27. Ways to Bring IT to the Leadership Table
8. Have we properly balanced internal-IT vs.
outsourced-IT (incl. Cloud Computing)?
The important thing is to go through the
thinking process of evaluating alternatives
– Go back to IT’s role and how specific functions
within IT support fulfillment of that role
– What is the best use of in-house IT resources?
– What is the proper balance to best achieve the
business objectives and org’s mission?
– Remember that IT is biased in this analysis!
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28. Ways to Bring IT to the Leadership Table
At this point we’ve looked at:
Where do we need to go?
What is IT’s role in getting there?
How can we get there? (investment)
Are we managing what we’re doing now?
Now we want to switch and at look at:
What may hinder us from getting there?
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29. Ways to Bring IT to the Leadership Table
9. What is the biggest challenge you are
currently dealing with as our IT leader?
Designed to turn the focus back to the IT
leader him/herself.
– May be a personal challenge
– May be a professional challenge
– May be an organizational challenge
– May be a technical challenge
A double-edged sword for the IT leader
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30. Ways to Bring IT to the Leadership Table
9. What is the biggest challenge you are
currently dealing with as our IT leader?
Don’t be afraid to show weakness
– Treat this as an opportunity to demonstrate
your understanding of the organization’s needs
– Seek help in areas where you may not be as
competent and other managers can help
A good ED/CxO will see this as an
opportunity to help the IT Leader to grow
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professionally
31. Ways to Bring IT to the Leadership Table
10. What one (currently unfunded) project do
you think would provide the most value to
the organization?
Business-focused IT leader:
– may bring a project to the table that may help
improve a current business process
Technology-focused IT leader:
– may bring a project that involves emerging
technologies or provide increased functionality
Neither answer is necessarily correct or wrong as long
as a justifiable business case is there.
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32. Ways to Bring IT to the Leadership Table
10. What one (currently unfunded) project do
you think would provide the most value to
the organization?
A project without a business case may indicate:
– Additional nurturing of the IT leader is
necessary to achieve alignment
– Worst case: IT leader needs to be replaced
An opportunity for the IT leader to demonstrate
their understanding of the organization’s business
objectives and how IT can help achieve them
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33. Audience Poll #8
As a result of this Webinar I am going to:
A. Reflect more on the role of IT in my organization
B. Schedule a meeting with my ED/CxO or IT Leader
C. Realign my organization’s IT Strategy
D. All of the above
E. Do nothing – I am already doing
all of this
G. Not sure – I need to digest this
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34. Ways to Bring IT to the Leadership Table
These questions are conversation starters
– Ensure the proper alignment of IT with
organization objectives and goals…mission.
– Clarify expectations and common understanding
– Communicate how IT is thinking and ensure that
both technical and non-technical managers are
on the same page
None of the questions are technical
– IT is the expert on technology
– How is IT applying its expertise to help achieve
the organization’s mission?
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35. Ways to Bring IT to the Leadership Table
Everyone should leave the discussion with
improvement in mind:
– Improving the alignment of IT’s activities with
the organization’s mission;
– Improving the organization’s use of its current
technology; and
– Improving the communication between the IT
leader and executive management
IT is an increasingly integral part of any
organization. IT and non-IT management
must be in sync for organizational success.
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36. INTRAPRISETECHKNOWLOGIES LLC
Closing Thoughts
and Questions?
Donny C. Shimamoto, CPA.CITP
Email: donny@myitk.com
Voice: (808) 735-8324
Twitter: @donnyitk
Thank you for your participation and attention
Feedback or questions are always welcome: donny@myitk.com
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