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

June 2013 © 2013 Copyrighted Material –Tony Peleska MHFA 5

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The Nexus of Forces -‐ Revisited

Gartner®


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


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


The IT Business Partnership Power Curve


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


Why Is Mee-ng with Customers & Conduc-ng Field Research SO

Important?


Thinking “Outside–In” Customer Touch Points


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


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


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)


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


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


The Phases of Poraolio Management

Close Deploy Execute Plan Ini:ate Discovery

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• 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

Copyrighted Material – Tony Peleska MHFA

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


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

[email protected]

651-‐296-‐8189

I Can't Make THAT Decision!

Technology

Transcript of I Can't Make THAT Decision!