Why a good Relationship between the CMO and CIO is so important
Why CIO\'s need Value Creator
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Transcript of Why CIO\'s need Value Creator
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BIZ PERFORMANCE
SOLUTIONS(BPS)
Linking Strategy to Executionin Internet time
While driving Profitability
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The Changing Role of IT
Dramatic move to Laptops/Tablets/Smartphones/Cloud **
E-applications are now Critical Ecommerce and Emarketing as well as eCRM
Technology is the new business multiplier By buying/consolidation, configuring and integrating and NOT building
CIO’s are now central to Corporate Strategy Supporting revenue growth* Thinking about the customer experience* Reducing and controlling costs*
Freeing up IT staff to enhance Value faster than ever before
* Gartner: “2012’s CIO Leadership Challenges”
** Gartner: “Gartner Outlines Five Cloud Computing Trends That Will Affect Cloud Strategy Through 2015“
*** Forrester: “CIO Perspectives On App Dev: We Need New Approaches To Deliver Applications Faster”
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BPS’s Value Creator Drives alignment between
Business needs and IT Strategy to meet those needs and Execution 3rd Party Providers and IT Roadmaps
Use Best Practice and optimize processes Incorporating best practices Collecting statistics about how long a step might take
Prioritization and allocation resources to best maximize the Value created
Measurement of results against targets, including through surveys
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Benefits both Mgmt and Team
IT Executives: better visibility into their business and customer needs
and how it alignments with IT to make faster ,better decisions to best utilize
scares resources/funding to create Value or know how Revenue/profitability
will be impacted
IT Employees: see how they fit into the big picture how they can contribute to growth use best practices to reduce their stress and do their
best work
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Value Creator’s Application Suite
Process/Project
Management
Product/Service Delivery
Management
Financial Management
Business Management
Manage all the processes and link them together including:• Balanced Scorecard,• PMIBOK, • ITIL for your IT organization.
Provide clear market drives for product/service deliveries and processes to deliver them.
Manage lessons learned into future process enhancements.
Financial Planning including revenue and expense modeling. Compare projected to actuals including expense tracking by product, client, business, et alIncludes online expense reporting.
Linking • Vision,• Mission,• Strategies,• Objectives to
Products, Processes, Projects… with unique one-page visualization including traffic light status
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Process Management
Portfolio of Processes Business Planning: Budgeting, Balanced Scorecard New Product/Service development: PMIBOK Marketing programs/promotions: Campaigns IT Process: ITIL
Process linkage Linking Business processes with delivery processes
Process compliance Measure execution and provide traffic light status
Developing new processes Incorporation of new best practices and lessons
learned
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Hierarchical Visualizations
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Project Management
Leverage Product Requirements Link to Product Requirements Evaluate impacts
Process Compliance Define roles/responsibilities Define activities/deliverables Measure per role execution on activities and
deliverables Traffic light status with roll up
Track issues/action items and drive to resolution
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Timeline Visualizations
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Financial Management
Financial Planning Budgeting/Performa
Projected vs. Actuals Project/Product based budgeting
Revenue and expenses Cost based accounting by
Customer Account Product/Product Line
Online Expense Reports
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Financial Planning/Management
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IT Management
Align with Corporate and Define IT’s charter Link Products, Projects, Processes to Vision,
Mission, Objectives and Strategies Costs with Revenue to maximize profitability
Organize Processes, Programs/Projects, Teams, Products/Services, Markets, Messaging, Promotions, Channels
Prioritize Best ROI, Resource utilization/bottlenecks
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3rd Party Product/Services Delivery Management
Define Business Segments Influencers/Thought leaders/Business Owner Getting Business Segments Buy-in on Proposal Make vs Buy Partners/Suppliers
Identify business requirements Size effort and risks Link to 3rd party product/service deliveries
Evaluate risks of execution New skills/resources New processes Funding requirements vs payback timeframe
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IT’s Measureable Results
Measure and Alert Define Objectives and Targets
As well “Traffic Light” Status Surveys
Focus attention based on ROI priority weighting
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IT As Business Multiplier
IT
SG&A
Fin
Sppt
Mfg
Mktg
HR
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Top-down Approach
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Holistic Approach
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Simple Business Plan
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Subscription based
Per User Per Month or Per Employee Per Month
CRM Licenses vs. Platform licenses Process and Project only users Business Mgmt only users 3rd Party Product Delivery Management
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.
Linking Strategy to Executionin Internet time
While Driving Profitability
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Background
CEO Delivered 100+ 1st to market
products/services Degrees in CS and MBA Ran 3 PMO’s, 2 at business level VP, Development, CTO, CIO, CFO, CEO Member of Project Mgmt Society 10+ years Guest speaker including Stanford’s Graduate
School of Business Startups/Turnarounds: Doll Cap, Northwest
Cap, Perkin and Kleiner
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Team’s background Degrees
PhD in Advanced Technology Industrial Engineering, Cybernetic Systems
MBA, MS-Managing in Science & Technology Computer Science, Electrical Engineering, Industrial Engineering,
Technology Management Operations, Development, Finance, IT Mgmt
Experience Patent inventor, 100+ 1st to market
product/services Trained in:
Miller Heiman Pragmatic Marketing ISO 9001 TQM
Certification Salesforce.com Developers and Admins, ERP, CDIA+, TOGAF, SOA,
Enterprise Architecture Planning CQI, PMI, CMQ/OE, Balanced Scorecard, Baldrige Evaluation Criteria
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Customer Markets
High Tech Hardware Software Internet IT
Bio/Medical, Research, Energy, Clean Tech, Automotive, Mobile
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Competitive Comparisons
BMS Prj Tools Financials Tools
BPM Tools
Project Basic Sophisticated No No
Process Deliverables based
Not Specifically, task based
No Yes
Market analysis
Included +$ (Presentation)+$ (Spreadsheet)
Not of competitors or providers
Not Specifically
Strategy /Objective Alignment
Included +$ (Presentation)
+$ (Presentation)
Not Specifically
Cost Acctng/Allocation
Included +$ (Spreadsheet)
Yes but allocation is manual or fixed
No
Visualization
Included +$ (Presentation)
+$ (Presentation)
Documents Included +$ +$ +$
Cloud-based
Yes (native) No No +$