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Transcript of Marketing Your IT Strategic Planning Process: Relationship Building with Business Stakeholders Fred...
Marketing Your IT Strategic Planning Process:
Relationship Building with Business Stakeholders
Fred MappEFMApril 10, 2013
Lets start with a few questions
Why are we here?
What is the Business Problem? CIO Survey Results
Why should you care about marketing IT?
How good is your relationship with the business?
How do we communicate the strategic plan?
Why technology?
Do we have the right people?
How do we measure success?
What is the overall strategy?
Introduction
When do you meet and what do you talk about with your business partners?
The implementation of a Technology Strategy must be targeted toward a clearly defined value creation focus:
Top-line growth – Technology projects that primarily generate revenue
Bottom-Line optimization growth – Technology projects that yield profit
Shareholder value growth – Technology projects that increase the value of the company
• Customer retention
• Market share
CIO
“I promise that this technology strategic plan will meet your needs and provide business value”
What Business Problem are You Trying To Solve?
A plan is typically any diagram or list of steps with timing and resources, used to achieve an objective.
A goal or objective is a desired result a person or a system envisions, plans and commits to achieve—a personal or organizational desired end-point in some sort of assumed development. Many people endeavor to reach goals within a finite time by setting deadlines.
Strategic planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy. In order to determine the direction of the organization, it is necessary to understand its current position and the possible avenues through which it can pursue a particular course of action. Generally, strategic planning deals with at least one of three key questions:
"What do we do?"
"For whom do we do it?"
"How do we excel?"
Definition: A strategy is a plan of action designed to achieve a vision
What did we do, For Whom did we do it and How did we excel?
What were the objectives?
How did they impact the business?
Did we achieve the objectives?
Would the business agree?
Did we make a difference?
Why do we continue to ask the question about what IT needs to do to support the business?
Is IT truly committed to solving business problems or is the focus on technology implementation?
Is IT focused only on “operate and maintain? Grow data centers Implement latest technology fads
Marketing Your Report Card
Business Processes andRequirements
Sales Fin. Mfg. HR
Provide a “three year” technology roadmap and time-line with a thorough and well-articulated
plan for software and hardware deployment
IT TechnologyPlans andRoadmap
ERP CRM SCM
Infrastructure
DEV
Building the Strategy Based on Business Needs
Who Calls the Shots?
Source – CFO Research Services
The findings are based on a survey of 382 senior finance executives and 300 senior IT executives working in a wide variety of companies. It was conducted in December 2011 and January 2012
Collaboration with peers
How good is the relationship?
How are decisions made?
How are requirements captured?
How effective in building the strategy?
How to market?
Why Focus on Relationship Management?
To better understand and support your business needs and improve communication, IT has defined a new role, ‘Relationship Manager’
A Relationship Manager…
Provides IT consulting services the Business Units
Conducts business process analyses & needs assessments
Aligns technology solutions and business strategies
Facilitates and maintains the strategic planning process
Relationship Manager
Information Sharing with Account Managers:
Staff meetings Planning sessions Hold Relationship
Management Forums One-on-ones
Information Sharing with Account Managers:
Staff meetings Planning sessions Hold Relationship
Management Forums One-on-ones
Quick Hitters: Tactical development Temporary Fixes Quick turnaround
Quick Hitters: Tactical development Temporary Fixes Quick turnaround
IT Project Qualification Review Boards Role:
Hold Steering committee meetings Translates business needs Review technology alternatives Review cost/benefit
IT Project Qualification Review Boards Role:
Hold Steering committee meetings Translates business needs Review technology alternatives Review cost/benefit
Project Prioritization: Investment decisions Demonstrates ROI Prepare for executive approval
Project Prioritization: Investment decisions Demonstrates ROI Prepare for executive approval
Feedback Loop: Process improvement Customer satisfaction
Feedback Loop: Process improvement Customer satisfaction
It all starts here
Relationship Management Process
Another step, Survey your users
Meeting with users
Ask about their strategic direction
Assess how they rate their process, their current application and importance of automation
Follow up sessions to review survey results
Showcase your deliverables
Newsletter of current IT events
When was your last survey?
Relationship Management Assessment Survey
The transformation of IT: Jumping the chasm
• Some can make it easily
• Some will need training
• Some will need a jet pack
• Some will not make the cut
Former
Skills
New
Skills
Do You Have the Right Skills to Execute the Strategy?
Strategic
Direction
Do Your Metrics Make Sense to Your Users?
NumberOf CallsClosed
NumberOf CallsClosed
ResponseTime
ResponseTime
VersusSystems
AvailabilitySystems
Availability
Number ofon Time
Shipments
Number ofon Time
Shipments Responseto Changein Market
Responseto Changein Market
On TimeClose
On TimeClose
TECHNICAL BUSINESS
A Perfect Order
A Perfect Order
What Needs to be Measured?
Survey Your Customers
IT Strategic Direction Killers
Top 6 Killers in Implementing Strategy
Unclear communication of responsibility and/or accountability for execution decisions or actions
Poor or inadequate information sharing between individual or business units responsible for strategy execution
Poor or vague strategy
Inability to manage change effectively or to overcome internal resistance to change (cultural issue)
Lack of feelings of “ownership” of a strategy or execution plans among key employees
Lack of sharing the vision
Execute
Develop an IT Executable PlanDevelop an IT
Executable Plan
Plans to AchieveCompanyObjectives
Plans to AchieveCompanyObjectives
Initiatives
Objectives,
Strategies,
and Metrics
Company
Core Values
Strategic Framework
Execute, Execute, Execute