Download - I Can't Make THAT Decision!
“I'm not in a Posi-on to Make that Decision"
When you can't get your Capture (or any other)
project off the ground
Organiza-onal Health is the Key “Organiza:onal Health will one day surpass all other disciplines in business as the greatest opportunity for improvement and compe::ve advantage.”
-‐ Patrick Lencioni (The Advantage)
Requirements for Success
Smart Organiza,ons
• Strategy • Marke:ng • Finance • Technology
Healthy Organiza,ons
• Minimal Poli:cs • Minimal Confusion • High Morale • High Produc:vity • Low Turnover
The Nexus of Forces Extreme collabora,on
Pervasive access
World-‐class delivery
“Big” context
Gartner®
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What We Are Dealing With Today…
• Constant and con:nual change with exponen:al growth extremes • Solu:on providers that sell directly to the business – skipping IT • Free trials become the standard and freeware is acceptable • PlaZorm and environment management that is almost unmanageable • User demands shape our focus on the Nexus of Forces delivery more than ever before
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www.aiim.org/infochaos�
Do YOU understand the business challenge of the next 10 years?
This ebook from AIIM President John Mancini explains.
The Nexus of Forces -‐ Revisited
Gartner®
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Responding to the Nexus
1. Focus on customer experience 2. Forge vendor partnerships 3. Leverage IT business partnerships 4. Deliver value and bo`om-‐line results
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IT Business Partners
• Chief liaison between IT and associated business units (sales, finance, supply chain, HR, etc...)
• Trusted advisors that develop integrated business and technology investment roadmaps that achieve business unit goals and objec:ves
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The IT Business Partnership Power Curve
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Order Taker
Necessary Linkages
Mutual Dependency
Synchronized Teams
True Partner
Aligned Converged
BoBom
-‐line
Im
pact
Key IT Business Partner Func-ons
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Understand Business Goals & Objec,ves
Par,cipate Proac,vely in the Strategic Planning
Process
Meet Regularly With External Customers
Seek Knowledge of the Compe,,on
Conduct Outside-‐In Customers
Research
Develop Investment Roadmaps
Lead Business Case Development
Manage Intake & Governance Processes
Less than 23% of IT organiza,on meet with external customers 2012 State of the CIO, CIO Magazine
Convergence = Results
• PwC says that close IT & C-‐suite rela:onships are 4 :mes more likely to achieve revenue & profit targets
• The BTM Ins:tute says that converged organiza:ons outperform their compe:tors by double digits
Characteris:cs of Converged Organiza:ons
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Why Is Mee-ng with Customers & Conduc-ng Field Research SO
Important?
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Thinking “Outside–In” Customer Touch Points
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Discover Evaluate Buy Acquire Use Service
§ U.S. mail § Catalog § Email § Facebook § Display
§ Website § Social § Brochure § Employee § Neighbor
§ Sales rep § Credit card § Website § Gij card § Coupon
§ U.S. mail § Door tag § Gij box § Download § Technician
§ Clothing § App § Vehicle § Food § Service
§ Call Center § Service tech § Online chat § Store returns § Website
Elements of a Journey Map
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Elements of a Customer Journey Map § Customer interac,on chronology § Pain points, gaps, and disconnects
in service
§ Goals and needs at each process step
§ Brand impact, sa:sfac:on, and emo:onal responses
§ Moments of truth (impact areas) in the overall customer experience
§ Business touch points and process, including roles, systems, and provider departments
§ Improvement opportuni,es for exis:ng services
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Understand Your Challenges
…How does your organiza-on view IT? …Does your company have a well understood strategy planning process? …Do you measure top-‐line or bo[om-‐line performance of business technology investments?
Change the Status Quo
1. Challenge bad behavior 2. Draw parallels between the 5 domains of the supply
chain & IT 3. Combat oversimplifica:on (especially the “I Know A
Guy” syndrome)
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How did we make it work
• Reinvented IT -‐ BT not IT , Business Partnerships and Customer Journey Mapping
• Roadmap the processes, investments, and technology • Created guiding principles for Informa:on Technology Investments • Created an environment for idea:on and informa:on sharing • Built leadership teams – Strategic and Opera:onal • Created, over-‐communicated, & reinforced clarity – Common Language
• Publish and celebrate results
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A Day in the Life …
The Pains of Today’s System Leveraging Technology A BeBer Tomorrow The Pains of Today’s System
XXX XXX
XX
XXX XXX XXX XXX XXX
XXX XXX
ABC
XXX XXX XXX
XXX XXX
XXX XXX
Mapping Investments to Vision & Strategy
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Top-‐line Revenue
BoBom-‐line Savings Risk
Management
PorYolio Management
Strategic Alignment
Strategic vs. Opera-on Projects
Opera,onal Projects • Short-‐term and long-‐term focus • Low risk or founda:onal ac:vi:es
• limited or defined capital investments
• Well-‐defined requirements • Light project management skills needed
Strategic Projects • Helps drive accomplishment of strategic goals
• Longer-‐term focus • May require capital investments • Leverages project management disciplines
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The Phases of Poraolio Management
Close Deploy Execute Plan Ini:ate Discovery
22
• Objec:ves • Deliverables • Business Case • Approve, Decline, Defer
• Project Plan • Resource Mapping • Dependencies • Task Plan • Milestones
• Technical Specs • Sojware Dev. • Sojware Install • Servers, Databases • Unit Tes:ng
• User Acceptance • Pilot Tes:ng • Training • Support Turnover
• Project Warranty • Lessons Learned • Budget Close • Wind-‐down
• Align to Strategy • Link to Balanced Scorecard
• Approve, Decline, Defer
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New Investments
• High Level Gut Check • Goals alignment • Gut check on priority • Impact on current porZolio
• Approve, decline, defer
• Deeper Dive • Charter / Deliverable • Ballpark cost & benefits es:mate
• Budget impact assessment
• Readiness assessment • Approve, decline, defer
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Align Ini:ate
Establish the Business Technology Investment Commi[ee (BTIC)
Commi=ee Purpose:
1. Provide Strategic Leadership & Investment Alignment § Provide strategic leadership for business technology investments by aligning new investment opportuni:es with
enterprise strategic objec:ves and processes 2. Priori,ze New & Exis,ng Investments
§ Priori:ze business technology investment ini:a:ves and deliver final approvals and recommenda:ons regarding proposed Business Technology projects
3. Track Exis,ng Business Technology Investments § Provide management oversight and guidance on ac:ve business technology investments to ensure accountability
and results
4. Communicate Investment Decisions § Ensure investment decision transparency and promote collabora:on & understanding across all func:onal units
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Area Role Responsibility
CEO’s Business Technology Investment Commi`ee Members
• Strategic Vision & oversight
• Business & market alignment • Overall investment oversight • Risk/return oversight • Cons:tuent communica:ons / porZolio transparency / Business Accountability
CIO • IT oversight • Holis:c planning • Governance
• Strategic planning & business alignment
• Investment budget oversight • Business-‐results-‐oriented repor:ng
Financial Management
• Financial oversight • Financial savvy
• Asset alloca:on • Financial tracking • Spending oversight
BTS Project Management
• Project tracking • Project management
• Resource planning
• Business liaison for projects • Project tracking • Project financial management
Business Technology Investment Commi[ee Roles & Responsibili-es
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BTIC Membership
Name Func,on Role Commissioner Approver CIO Approver CFO Approver Strategy Approver Legal Reviewer
Policy Reviewer
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What do you do next?
• Work with management – fundamental • Share your ideas with others – find like minded individuals • Ask ques:ons • Build your business case(s) • U:lize resources to build your business case • Tell your story around:
• Bo`om-‐line savings • Increased top-‐line revenue • Mi:ga:ng risk
Thank You
For more informa:on:
Tony Peleska CIO, Minnesota Housing
651-‐296-‐8189