How do I get the most value out of my technology investments?
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How do I get the most value out of my technology investments?
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Manu Tandon and I recently made a presentation at the Asset Managers Forum ( a part of SIFMA) in NYC. This is the abstract of the presentation. We introduced 4 core concepts that will empower businesses to have more structured and value oriented conversation with IT. Abstract: Today technology is a critical part of not only surviving in this industry but essential for growth and seizing on global opportunities. We find organizations struggling to make the most of their technology investment because the relationships between “business and IT” are frayed or non existent. Given that, how do SIFMA AMF members make the most of their technology investments? This talk will give the audience specific pointers that will enable them to have a constructive dialog with their technology organizations. It will also equip them with know-how to influence their technology counterparts and align their behaviors to meet business needs. We will define and understand the usage of -Strategic IT vs. Utility IT -Time to Market -Value vs. Waste -Roadmap planning
Transcript of How do I get the most value out of my technology investments?
How do I get the most value out of my technology investments?
Anupam Kundu / PrincipalManu Tandon / Principal
ThoughtWorks NY Office
- IBM, CEO Study 2012
Technology is the number #1 concern of CEOs worldwide
66% of projects fail or are ‘marginal’
61% of features delivered
2/3 IT projects are challenged
Over budget by 189%
Over schedule by 220%
We will define and understand the usage of:
• Strategic IT vs. Utility IT• Time to Market• Value vs. Waste• Roadmap planning
no more heroes
Strategy is about understanding what you do, looking out over the long-term future to determine what you want to become, and—most importantly—focusing on how you plan to get there.
- C. Davis Fogg, Strategist
Strategic vs. Utility IT
glass-steagal
utility
Criticality
Cost
Retire
Continue Maintain As-is
Improve Cost-Effectiveness
Cost
Value
activation candidate
termination candidate
termination candidate
active project
planned project
The main obstacles to improved business responsiveness are slow decision-making, conflicting departmental goals and priorities, risk-averse cultures and silo-based information.
- The Economist Intelligence Unit
Time To Market
IT like an oil tanker
IT like a speedboat
Concept to cash case study
value vs waste
passing the buck
Invisible waste
Extra FeaturesDefectsPartially Done WorkRe-learningHand offsDelaysTask SwitchingSpecialized Silos
Go as far as you can see; when you get there, you'll be able to see farther.�- J P Morgan
IT whack-a-mole
2013 Q1 2013 Q2 2013 Q3 2013 Q4
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Outline dates
Release name
Stakeholders
Release goal
Why it’s important
Systems affected
Business benefits
System benefits
keep your eye on the ball
McKinsey Quarterly Think
• How will IT change the basis of competition in our industry?
• What will it take to exceed our customers’ expectations in a digital world?
• Do our business plans reflect the full potential of technology to improve our performance?
• Is our portfolio of technology investments aligned with opportunities and threats?
•How will IT improve our operational and strategic agility?
•Do we have the capabilities required to deliver value from IT?
We can’t do this—We’re in finance!�-You, maybe
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