2012 cio perspectives: from operations to the executive suite

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CIO Perspectives: From Operations to the Executive Suite Rich Razon Co-Founder, PureShare, Inc. 1-415-656-9692 [email protected]

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CIO Perspectives: From Operations to the Executive Suite

Rich Razon

Co-Founder, PureShare, Inc.

1-415-656-9692

[email protected]

Agenda:

Metrics across an Organizational Hierarchy

CIO Tenets

CIO Interviews

Strategic Insights

Executive Briefings

CIO Perspectives: From Operations to the Executive Suite

CIO Perspectives: From Operations to the Executive Suite

Operations Executive Suite

Executive Briefings

Compound Metrics

Strategic Insights

Objectives:

Help bridge the info gap from operations to the executives

Get to know CIO metrics and reporting tenets

Know how to leverage metrics for messaging

CIO Tenet # 1

Transparency

Open access to performance measures

and targets that apply to all levels of the

organization.

Customers

VPs

Executives

Directors

Managers

Team Leaders

Staff

• Strategic Insights

• Executive Briefing

• External Focus

• Sound bites

• Highly Summarized

• Compound Metrics

• Logical Rollups

• Mobile

• Internally Focused

• Highly Detailed

• Operations-centric

• Real-time

• Multiple form factors

• Ad-hoc

Changing Metrics and Reporting Needs Across an Organizational Hierarchy

Metrics Support the Organization Design

Empower all levels of management

Teams focus on operations

Senior managers provide leadership, direction, and oversight

Executives concentrate on decisions that shape the company

Each level has a unique profile

Tailored and connected views

As you go higher in the organization, the scope of metrics expands and the need for

summarization increases

CIO Tenet # 2

Automation

Eliminate manual handling and consolidation

where possible to reduce errors and latency.

Automation builds trust and confidence!

.

Senior Executives

& Board

Partners

Customers

Team Leaders

Peers

Management

360 Degree Views: A Metrics Challenge

Heterogeneous Environments: Automation to derive metrics

Complex Groups Competing for Attention

Customers

VPs

Executives

Directors

Managers

Team Leaders

Staff

Disparate Tools Within Each Group:

Customers

VPs

Executives

Directors

Managers

Team Leaders

Staff

CIO Tenet # 3

Clarity

• Who is it for?

• What does it mean?

• Why is it important?

.

External Business

Internal Business

IT

Operations Projects Innovation

Madeline Weiss, SIM APC

IT Operations Performance

IT Project Performance

Technical Innovation

Internal Business Process Metrics

Internal Business Improvement

Metrics

Internal Business Process

Innovation Metrics

Business Metrics

Business Metrics Improvements

Business Innovation

CIO Management Metrics:

Escalating the IT Value Conversation beyond IT

Pg 1 Baseline Time Period FY12 Average

Metric # Metric Ave FY11 Jul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12

Year to

Date How We Measure

(%)

Blue Chip Project Delivery: predictable performance - Ability to innovate: Where can we improve and create new value?

1a Percentage of in flight blue chip projects on

schedule 72% 73% 82% 91% 82%

Monthly project reports -

how are we doing

1b Percentage of in flight blue chip projects

within budget 87% 82% 91% 100% 91%

Monthly project reports -

how are we doing

Qualitative Feedback: It feels good to be our customer, use our services, and work within the Office of the CIO - How do our customers see us?

2a Voice of the Users- Annual CIO Poll 68.1% This is an annual random survey of users of the services. Baseline established from question "How satisfied are you with the overall service experience with services provided by the Offices of the CIO?" To be conducted in February -

March 2012 68.1%

Annual CIO poll sent out to

a random sample of all

users

2b Voice of the ERP Business Sponsors 42.7% Survey was conducted in August-September, 2011. Returns are being analyzed. 42.7% Positive responses over

total responses

2c Voice of the Employee 61.5% Question "Overall, how satisfied are you at being an employee ?" Survey to be conducted with staff after FY11 year

end reviews. 61.5%

Positive responses over

total responses

2d Voice of the service desk users (incidents &

service requests)* Mean=4.66

(92.3%)

Mean=4.70 (93.3%)

Mean=4.63 (91.3%)

Mean=4.62 (91.2%)

Mean=4.65

(91.9%)

Transaction surveys of our

incident and request

fulfillment processes

Sample Manually Prepared CIO Scorecard

Automated IT Scorecard, with best-practice visualization

Sample Scorecard Drilldown to Details

Executive Video Wall Example

CIO Tenet # 4

Context

• Must answer the question: ‘So What?’ .

How to deliver messages with context?

Focus on “Strategic Insights”

Key metrics that develop penetrating understanding

Must be valuable to the user, worthy of attention

“a bite-sized chunk of knowledge” for rapid review

Types include any combination of:

Inform – Educate, provide context and/or talking points

Awareness – Make aware of current status, recent events

Progress – Show trending vs. baselines

Results – Metrics showing results vs. targets & objectives

Anticipate – Leading indicators, contributing factors

What is a Strategic Insight?

What does a Strategic Insight look like?

Display as single row

Easily consumable

No mental calculations

Will be stacked in a list

Must answer

‘So What?’

Example Executive Dashboard (Global View)

Teams

Senior Leaders

Middle Mgmt

Strategic Insights

Connecting the Business to Strategic Insights

Mgmt Tools

Summary Rollups

Briefing Notes

Execs

Exec Briefing

Briefing Notes

The Business

Operations Dashboards and

Reports

Metrics Hub facilitates new Strategic Insights

New insights from combining metrics

Added areas make framework richer

Internal Core Areas

Other Internal Supporting

Areas

Industry

Benchmarks Execs Strategic Insights

Layer other areas Marketing, Sales,

Finance, HR, etc.

Intertwine results with the business

Industry metrics as baseline comparison

Market share, cust sat, profitability, efficiency, etc.

Top Executive Baselines for Compound Metrics

Financials

Revenue, Cost, Profit, Investment metrics

People and Organizations

Staff, Competency, Compliance, Customers

Infrastructure

Assets, Network devices, ports, bandwidth

Company Output or Activity

Transactions, Production Volumes

Sales and Marketing / Industry

Pipeline, market share, industry benchmarks

CIO Tenet # 5

Continual Improvement

Not a project with a finite end- metrics management must

continue to evolve as long as the business continues to evolve

.

Systematic Approach towards Deploying Executive Metrics

Deliver immediate value, constantly improve

Build metrics catalog, add/refine metrics Ultimate goal: strategic insights gained from combining metrics

Get everyone ‘on the same page’

Keep adding automated links to more data sources Automation builds trust and confidence in the measures and their ready

availability.

Rollout views in web-based framework Make results readily accessible

Adoption is success

Transparency

Open access to performance measures that apply to all organizational levels, top-to-bottom.

Automation

Eliminate manual handling and consolidation where possible to reduce errors and report latency. Automation builds trust and confidence.

Clarity

Unambiguous as to what metrics are, what they mean, who they are for and why they are important.

Context

Answers the question ‘So what?’

Continual Improvement

Metrics and performance management is not a ‘project’ with a finite end. It is a process that will continue as the business evolves.

5 Core CIO Tenets:

For Additional Info, please contact:

Rich Razon

Co-Founder, PureShare, Inc.

1-415-656-9692

[email protected]