it marketing and communication in the new age of “transparency” spin-ny march 8, 2005 dr. howard...
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IT Marketing and Communication in the New Age of “Transparency”
SPIN-NY March 8, 2005
IT Marketing and Communication in the New Age of “Transparency”
SPIN-NY March 8, 2005
Dr. Howard A. RubinSenior Vice [email protected] 420 8568
2© 2005 META Group, Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com
Topics
Background Context: Results of the 2005 Worldwide IT
Trends and Benchmark Project A Communication and Marketing Maturity Model Communication, Marketing, and Transparency
Mechansims Measurement Scorecards/Dashboards Integrated Benchmarking Portfolio Management Catalogs
What you should do NOW!
3© 2005 META Group, Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com
Background
IT marketing and communication is a relatively new area for IT management attention Internal and External marketing and
communication are equally important There are evident consequences of the to
market and communicate IT services
4© 2005 META Group, Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com
Consequences: External View
For more than 30 years IT organizations have been focusing on “How not to been seen”
5© 2005 META Group, Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com
Consequences: External View
At the same time IT organizations have often been viewed as hard to “deal with”
6© 2005 META Group, Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com
Consequences: Internal View
Failure to market and communicate internally can lead to anomalous behaviors
IT Marketing and Communication:
The Basics
IT Marketing and Communication:
The Basics
8© 2005 META Group, Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com
Survey Results:Do You Have a Formal IT Marketing and Communications Program?
A formal IT marketing program is evidenced by allocated personnel, funding, recurring communication sessions, and artifacts (newsletters, Web presence, etc.). “Formality” is
assessed as being at Maturity Levels 3 through 5 on the chart on the page that follows.
Formal Marketing and Communication
Program
17%
No Marketing
and Communi-
cation Program
83%
60%23%
10%5% 2%
Level 1 Level 2 Level 3 Level 4 Level 5
9© 2005 META Group, Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com
Communication and Marketing Maturity Organizations can be classified as to where
they are on a continuum of capabilities
Maturity Level Capability Stage Focus Processes Products Role of IT in Enterprise
1 Ad-Hoc
No specific focus defined. Marketing and communcations are produced based on occasion usually emanating from projects or reactive reporting needs; inward communication that is reactive
Reactive Status Reports, Briefings
Factory/Commodity
2 Demand
Driven
Occassional production of status reports based on recurring demand for status information on IT projects or overall performance; inward communication that is reactive
Reactive and Tactical
Project level scorecards
Factory/Commodity
3 Process Based
Regular production of status documents at portfolio level and overall performance; inward communication that is reactive
Recurring reactive Newsletters, Recurring planning meetings
Preferred Partner
4 Customer Proactive
Interaction with customer through regular communication meetings and documentation that addresses current and future performance; Active inward communication to IT community
Proactive Quarterly Business Reviews, Newsletters, Scorecards
Preferred Partner
5 Enterprise and
IT Proactive
Interaction with entire customer community overall and individual customers. External and inward communication
Proactive with strategic linkage
Board of Director Structure for IT with regular reporting; Use of scorecards with lagging and leading indicators, IT "news" and information available in real time
Strategic Partner
Form
al M
ark
eti
ng
an
d
Com
mu
nic
ati
on
Pro
gra
m
10© 2005 META Group, Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com
Program Elements: Internal and External
IT marketing and communication are essential Internal and external programs
A complete and integrated program with clear messaging is essential Town halls Newsletters Intranet Scorecards Quarterly business reviews (internal and external) External recognition programs Product and service catalogs Internal recognition programs Special events
Let’s explore these capabilities in the context of IT today
11© 2005 META Group, Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com
Context:What Is the Business Asking About IT?
Where is the IT spending really going? Could we do better and get more value by
going outside the company? Can we do more for less? How can we get the most out of our
investment in IT? Why do things take so long and cost so
much?
12© 2005 META Group, Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com
Context: What Are The Business’ Expectations of IT
Responsiveness to rapidly changing needs
Efficient and effective economics Ability to leverage technology to
produce business value Absolute transparency Judicious innovation/leadership Superior service delivery No surprises Responsibility and accountability “Run IT like a business”
It’s not about where IT is — it’s about how fast IT can change
13© 2005 META Group, Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com
Top 10 Findings for 2005 – A High Level View
1. The IT Spending “Ice Age” Is Over2. Some Sectors Are Approaching Double Digit Spending
Increases For The First Time In Years3. The Rising Investments Will Be Made In
Business/Customer/Process Technology4. There Are Numerous Spending Hot Spots5. The Nature Of The New Spending Is Forward Looking And
Long Term6. Companies Are Willing To Do More And More With External
Resources7. The New Infrastructure Economics Allows More Spending On
Applications8. There Is An Up Turn In Development Staffing And Activity9. IT Costs Are Now A Visible Component Of Business Process
Expense10. There Is A New Dynamic And Need For IT Agility
14© 2005 META Group, Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com
1. The IT Spending“Ice Age” is Over
IT Spending as % of Revenue
Organizational “investments” in IT are on the upswing
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
19941995
19961997
19981999
20002001
20022003
20042005
20062007
2008
Represents organizations with over $1B Revenue
Age Irrational IT Exuberance
IT Spending Ice Age
Age of Recovery,
Growth, and Integration
15© 2005 META Group, Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com
2. Some Sectors Are Approaching Double Digit IT Spending Increases
-15%-13%
0%0%0%
1%2%
3%3%4%4%4%
5%5%
6%6%
7%7%
3%
-2%
-2%-3%-3%
-3%
-20.00% -15.00% -10.00% -5.00% 0.00% 5.00% 10.00%
ChemicalsFood & Beverage Processing
Professional ServicesEducation
GovernmentMedia
UtilitiesEnergy
Hospitality & TravelPharmaceuticals
TelecommunicationsConsumer Products
BankingInformation Technology
Metal/ Natural ResourcesHealth Care
InsuranceElectronics
RetailFinancial Services
Construction & EngineeringManufacturingTransportation
Database Average
-10%-4%
1%2%
2%3%3%3%3%
4%5%
5%6%6%
7%7%
8%9%
11%4%
-1%
-1%
-2%-3%
-15.00% -10.00% -5.00% 0.00% 5.00% 10.00% 15.00%
Construction & EngineeringUtilities
TransportationConsumer Products
Metal/ Natural ResourcesRetail
Hospitality & TravelTelecommunications
EnergyPharmaceuticals
ChemicalsManufacturing
MediaFood & Beverage Processing
GovernmentElectronics
BankingProfessional Services
Information TechnologyFinancial Services
Health CareInsuranceEducation
Database Average
IT Spending Change 2003-2004 IT Spending Change 2004-2005
The majority of sectors are increasing their spending!
16© 2005 META Group, Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
VideoVoice
Advisory ServicesOutsourcing
EAIOperating Systems
DAMSCM
Sys IntApp MgmtConsulting
Network MgmtRich Content
HostingWAN
App Dev Non WebInfrastructure
NetworkDatabaseHardware
eProcurementWeb Content
PortalCRM
eCommerceERP
Biz IntelligenceInternetWirelessStorageSecurity
App Dev (web)
Less Same More
3. The Rising Investments Will Be Made In Business/Customer/Process Technology
Application Development is #1 and that requires quality more than ever.
17© 2005 META Group, Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com
App D
ev (
web)
App D
ev N
on W
eb
App M
gm
tB
iz I
nte
llig
ence
Consult
ing
Hard
ware
CR
MD
ata
base
DA
MeC
om
merc
eeP
rocure
ment
ER
PH
osti
ng
Advis
ory
Serv
ices
Outs
ourc
ing
Infr
astr
uctu
reIn
tern
et
EA
IN
etw
ork
Mgm
tN
etw
ork
Opera
ting S
yste
ms
Port
al
Ric
h C
onte
nt
Securi
tyS
tora
ge
SC
MS
ys I
nt
Vid
eo
Voic
eW
eb C
onte
nt
WA
NW
irele
ss
Banking
Construction & Engineering
Education
Energy
Food & Beverage Processing
Health Care
Information Technology
Manufacturing
Metal/ Natural Resources
Professional Services
State & Local
Transportation
Colored areas represent where over 50% of population is increasing spend in tech area
4. There Are Numerous Spending Hot Spots
Process focused disciplines are the
newest sweet spots.
18© 2005 META Group, Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com
Run Grow Transform
Change in IT Spend to Run, Grow, and Transform the Business:2002-2005
57%68% 64%
57%
21%
20% 21%25%
22%12% 15% 18%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2002 2003 2004 2005 Planned
5. The Nature Of The New Spending Focus Is Forward Looking And Long Term
Because of their inability to increase spending, companies initially reduced their investments in projects and now are
optimizing their “run the business” functions and reinvesting those “saves” in “Grow and Transform” projects.
The greatest growth is in technologies that transform the business and lead to BIG change.
19© 2005 META Group, Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com
Distribution of IT Spending: 2002-2005
Represents organizations with over $1B Revenue
6. Companies Are Willing To Do More and More With External Resources
15% 15% 15% 20%
17% 17% 16%15%
11% 15% 20%25%
42% 37% 36%31%
15% 15% 16% 11%
0%10%20%30%40%50%60%70%80%90%
100%
2002 2003 2004 2005
Hardware Software Outsourcing Personnel Other
There is less resistance to externalizing IT and Business Process
20© 2005 META Group, Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com
17% 16% 18%
14% 11%
7%6% 7%
8%8% 7%
8%5% 6%
15%20% 18%
16% 19%17%
4%3%
7%5%
5%
6% 3% 9%
16%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2002 2003 2004
Data Center Desktop/ LAN ServerVoice Network Data NetworkHelp Desk Application DevelopmentApplication Maintenance Application, OtherFinance and Administration Other
Percentage of Total IT Spend
7. New Infrastructure Economies Are Enabling And Application Focus
38% of spending is in the “apps” while infrastructure spend shrinks.
21© 2005 META Group, Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com
10% 11% 9%
14%11%
4% 4%7%
8% 6% 5%
14% 7%6%
21%22%
19%
22%22%
25%
4%2%
5% 6%6%
4% 4% 9%
12%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2002 2003 2004
Data Center Desktop/ LAN ServerVoice Network Data NetworkHelp Desk Application DevelopmentApplication Maintenance Application, OtherFinance and Administration Other
Percentage of Total IT Staff
8. There Is An Upturn In Development Staffing And Activity
Development related processes are becoming more critical
22© 2005 META Group, Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com
0%
5%
10%
15%
20%
25%
30%
35%
2002 14% 14% 10% 10% 29% 16% 12% 9%
2003 14% 14% 10% 11% 29% 17% 12% 10%
2004 13% 12% 6% 9% 24% 12% 8% 10%
Customer Service
FinanceInventory
MgmtMarketing Production R&D HR
Sales Support
IT Spend as % of Business Function Expense
9. IT Costs Are A Visible Component of Business Function Expense
On average, more than 15% of core business process costs are IT related.
Process focused disciplines are the new sweet spots.
23© 2005 META Group, Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com
-50%
0%
50%
-50% 0% 50%
IT
Sp
end
Revenue
Organization increases cost as revenue declines: Strategy or Doom?
IT spending in tune with downward revenue
changes:Downward Compressibility
Organization able to control IT cost while
revenue grows: Upward Scalability
BankingChemicalsEducationElectronicsEnergyFinancial ServicesFood & Beverage ProcessingHealth Care
Hospitality & TravelInformation TechnologyInsuranceManufacturingMediaPharmaceuticalsProfessional ServicesTelecommunications
Construction & Engineering
Metals & Natural Resources RetailUtilities, Transportation,
Consumer Products
IT spending in tune with upward revenue changes:
Upward Expandability
The majority of sectors are agility focused.
10. There Is A New Dynamic For IT Economics: Agility
Marketing and Communicating IT Services
Product and Service CatalogsTransparency Models
Marketing and Communicating IT Services
Product and Service CatalogsTransparency Models
25© 2005 META Group, Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com
Catalog Breakthroughs:Promote Transparency
Product and service catalogs are the new basis for the business of IT — they are the foundation for transparency, IT marketing, and communication
Service Description Service Hours EST
Service Availability
Outage Time Not To Exceed
Price Benchmark Price Fixed vs Variable Pricing Available
IT CORE SERVICES
Here you will find the core IT services that provide computing and connectivity solutions to support business functions. They comprise five areas: Mainframe, Network , Midrange, Distributed Services, and Cross-Functional. High Availability AS/400 Infrastructure Service Monday through Sunday
from 00:00 until 24:00264 minutes in any given month
or 686 minutes during a consecutive 3 month period.
$4225 per Server Month F
MQSeries Service allow s applications to use message queuing to participate in message-driven processing.
Monday through Sunday from 00:00 until 24:00
264 minutes in any given month or 686 minutes during a
consecutive 3 month period.
$115 per Month V
Premium SAP Infrastructure Service Monday through Sunday from 00:00 until 24:00
264 minutes in any given month or 686 minutes during a
consecutive 3 month period.
$6010 per Server Month V
Standard SAP Infrastructure Service Monday through Sunday from 00:00 until 24:00
264 minutes in any given month or 686 minutes during a
consecutive 3 month period.
$4900 per Server Month F
26© 2005 META Group, Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com
Catalog Breakthroughs: Product = Service + Service Level
For each service family, the customer has visibility into the services that are offered (e.g., medium size/high complexity distributed platform for billing) and the service levels (e.g., 365x24xnon-stop) available so that they may procure/assemble a product that meets their needs with clear visibility into costs and cost drivers
Service
Service Level
Service Family
+
Cu
sto
mer-
Alig
ned
Pro
du
ct Fixed vs.
Variable
Capital versus Expensed or
Allocated
With or without specific help desk services
27© 2005 META Group, Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com
Catalog Breakthroughs: The Structure Aids the Buyer
Customer determine the service families and services they need.
Customers then can assess tradeoffs in cost and performance based on the service levels they select.
Customers can essentially create and procure the products they need “on demand.”
Help desk services are available too in support of the service families.
The catalog itself identified capital versus expensed items. The next level of detail will indicate fixed versus variable costs.
Service Levels Service Level Options: (e.g.Internal Delivery or Contractor Delivery or
Outsourced to meet cycle time, cost, and
functionality needs), Help Desk Access, etc.
Growth Options
Service Level Options: (e.g.Internal Delivery
or Contractor Delivery or Outsourced to meet cycle time, cost, and functionality needs), Help Desk Access, etc. Growth Options
Service Delivery Service Level Options defined as: Hours of
Operation, Availability, Disaster Reciovery, Level of
Security and Integrity, Reliability, Help Desk
Access, etc. Growth Options
Network and Communications
Service Level Optioms defined as: Availability,
Reliability, Level of Security, Disaster
Recovery, Help Desk Access, etc.Growth
Options
Personal Productivity Service Level Options defined as: Hours of
Availability of Service, Type of Service (e.g. Deskside, Drop off, Phone), Help Desk
Access, etc. Growth Options
Service Level Options: (e.g.Internal Delivery
or Contractor Delivery or Outsourced to meet cycle time,
cost, and functionality needs)
Customer Service Desk Customer Service Desk
Customer Service Desk Customer Service Desk Customer Service Desk
Note 1: Services offered will be listed by Application, platform size, and complexity
Cablevision IT Product and Services Catalog Service Families
Solutions Development Solutions Maintenance &
Support
Operations and Processing Services
End User Services Technology Consulting
Network and Communications
Personal Productivity
Services
Capital Application Construction and Implementation
Services
Voice and Data Services Procurement and Installation (e.g
phones)
Deskstop, Laptop, Peripheral, and Wireless Device Procurement and Installation (e.g.
cellphones)
Capital Application Enhancement and Implementation
Services File and Print ServersCapital Infrastructure Construction
and Implementation Services [May involve End
User Network and Communications and/or Personal Productivity
Services; May involve user requested upgrades]
Non-Discretionary Upgrades
Connectivity Products: Circuits/Routers Etc
Capital Infrastructure Enhancement Services [May involve End User
Network and Communications and/or Personal Productivity
Services; May involve user requested upgrades]
Expense Application Optimization Services
Solution Repair (Break/Fix) Services
Processing Services: Solutions Operation and Management including
application and platform operations, platform maintenance, data
adminstration, data refresh, systems monitoring and
management, scheduling, tape management, etc. [See
Note 1 below]
Voice and Data Services Operation and
Support
Deskstop, Laptop, Peripheral, and Wireless Device
Operation and Support
Product and Technology
Evaluation Services
Expense Application Optimization Services
Hosting Services M A C Support Services
Business Process Redesign Services
Expense Quality Assurance Quality Assurance Quality Assurance Quality Assurance Quality Assurance R & D ServicesExpense Email Training ServicesExpense
Internet ConnectivityMove and Relocation
Support ServicesExpense Project Management
AllocatedInternal IT Business Operations
Infrastructure Upgrade and Replacement Driven by IT Decisions
Technology Finance, Risk Management, Asset Management,
Program Management, Change Management, Project Management,
Realtionship Management, Reporting, Marketing, and Communications
Services
Architecture, Governance, and Strategy ServicesR & D Services
Training ServicesProcurement, Contract Management,
Vendor ManagementQuality Assurance
Internal IT Help Desk
Measurement Aspects of IT Marketing and Communication
Measurement Aspects of IT Marketing and Communication
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Measures must codify business expectations
Economic agility Technology agility
Infrastructure Architecture Application portfolio
Human resource agility Operational agility Process agility Strategic agility Organizational,
innovational, and learning agility
Agility Attributes of the Adaptive Organization
HumanResource
Agility
TechnologyAgility
EconomicAgility
StrategicAgility
ProcessAgility
AdaptiveIT
Organ-ization
OrganizationInnovativeLearningAgility
OperationalAgility
30© 2005 META Group, Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com
Lagging and Leading IndicatorsPosition, Direction, Velocity, and Benchmarks Are Key!
Measures of Change of IT Spend vs. Business
Performance; Measures of Value and Yield; Measures
of Fixed vs. Variable Costs; Market Baskets; Tech. Cost
of Goods (TCOGS)
Measures of Strategic Project Performance: On
Time; On Budget; On Scope; On Value; Measures
of Alignment
Measures of Innovation Rate (Patents?); Measures of
Development
Measures of Service Delivery and Satisfaction; Measures of the Product and Service Catalog; Measures of Resiliency
Measures of Resource Distribution; Measures of Ability to Change Resource Mix
Measures of Portfolio Mix and Change Rate: Infrastructure, Applications, Adoption Rates, Time to Market, Etc.
HumanResource
Agility
TechnologyAgility
EconomicAgility
StrategicAgility
AdaptiveIT
Organ-ization
OrganizationInnovativeLearningAgility
OperationalAgility
Measures of Process Maturity and Integrity (CMM, ISO, Six Sigma)
ProcessAgility
Measures must be aligned with business expectations
31© 2005 META Group, Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com
Communicating with Measurement: What Is the Business “Value” of IT?
One view of the business value of IT considers IT impact in the four areas of the balanced business scorecard Financial impact Customer impact Business process
impact Learning and
growth impact
“To succeedfinancially, how should we appear to our shareholders?”
Objectives
Measures
Targets
initiatives
Financial
Visionand
StrategyObjectives
Measures
Targets
initiatives
Customer
“To achieve our vision, how should we appear to our customers?”
Customer
Learning andGrowth
“To achieve our vision, how will we sustain our ability to change and improve?”
Objectives
Measures
Targets
initiatives
Internal BusinessProcess“To satisfy our shareholders & customers, what business processes must we excel at?”
Objectives
Measures
Targets
initiatives
32© 2005 META Group, Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com
Measurement of Value in a clear business language
Some companies assess the value of IT in the context of key business strategy focus areas: Increase revenue Reduce costs Avoid costs Regulatory
compliance…
Investing in IT for Value Creation
PROJECT TITLE:
COMPANY NAME COMPANY # DATE SUBMITTED
IM PORTFOLIO MANAGEMENT
Functional & Process View
Infrastructure Applications / Business SolutionsSystem
Technology
System
Management
Individual
Tasks
Business
Function
Business
Process Value Chain
COGS
Distribution
Selling
Marketing
R&D
Finance
HR
Other
Business Impact View
Infrastructure Applications / Business SolutionsSystem
Technology
System
Management
Individual
Tasks
Business
Function
Business
Process Value Chain
Increase Revenue
Reduce Costs
Protect Revenue
Cost Avoidance
Regulatory
Discussion/Comments
Functional &
Process View
Business
Impact
Indicated in the indicated cells the Primary (P) and Secondary (S) Functions, Processes and Business Impacts which will result
from the implementation of the indicated project. Multiple Secondary impacts may be indicated, with appropriate commentary pro
Port
folio M
an
ag
em
en
t C
om
pon
en
t
Fu
ncti
on
al,
Pro
cess,
&
Bu
sin
ess I
mp
act
Vie
ws
Scorecards and Dashboards for Communication, Marketing, and
Competitive Calibration
Scorecards and Dashboards for Communication, Marketing, and
Competitive Calibration
34© 2005 META Group, Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com
Scorecard and Communication:The Balanced Scorecard Is Being Replaced
Balanced Scorecard
Financial
Employee
Customer
Process
• EBITDA• ROI• Growth• Market share
• Cycle time• Quality• Satisfaction• Price/value
• Rate of change• Innovation• Turnover• Morale
• Cycle time• Defects• Productivity• Reuse IT Effectively Manages its Technology Investments
IT Provides Superior, Cost Effective Solutions (Efficiency)IT is a Strategic Partner that Creates Value for the Enterprise
IT Creates Value for the EnterpriseIT is Recognized Internally & Externally as Satisfied, High Performing Team
Thematic Scorecard
IT has Satisfied Customers and Employees
The balanced business scorecard is being replaced by strategic/thematic scorecards
Measures are drawn from the balanced business scorecard and aligned by strategic theme
35© 2005 META Group, Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com
Scorecards for Communicating Competitive Calibration: Integrated Benchmarks
Strategic Themes
Key Measures of Agility and Performance
Position, Direction, Velocity, Rating
Integrated Benchmarking With Monthly or Quarterly Data “Feeds” From WWB
Lagging and Leading Indicators
M e tricT a rg e t Q 4
20 03A ctu a l Q 4
2 003
% C h a n g e -
( ? = b e tte r)O ve ra l l S ta tu s P o o r A v e ra g e C o m p e ti tive
H ig h ly C o m p e ti ti ve
D riv e R e su lts T h ro u g h S tro n g P a r tn e r sh ip W ith th e B u s in e ss
1 . G
2 . A
3 . G4 . G5 .
6 . GP ro v id e E xc e lle n t S o lu tio n s W ith G r e a te s t E ffic ie n c y
7 . A
8 . R9 .
1 0 .
O pe ra te 1 1 . G1 2. G1 3. A1 4. G1 5. A1 6. A1 7. A1 8. G1 9. A2 0. G2 1.
D e v e lo p an d R e ta in C o re C ap a b ilit ie s E m ploy e e
S a t is fa c t ion2 2 . G2 3. G2 4. G2 5. G
D ivers ity 2 6 . RB e a L e ar n in g O r g a n iz a tio n an d In n o v ate
In nova t io n 2 7 .
B us in es s C o nt inu it y
P ort fo l io M ix
C u s to m e r S a t is fa c t ion
E x pe ns e M an ag em e nt
P ro jec t D e live ry
In fra s t ruc t u re
P e rfo rm a n c e C a te g o ry
R e ten t io n
R es ourc e M ix
In fo rm at io n R is k
SynthesisBreakthrough Performance and
Transparency
What should you do NOW!
SynthesisBreakthrough Performance and
Transparency
What should you do NOW!
37© 2005 META Group, Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com
Synthesis:What Should You Do NOW? Assess what you are measuring today
Do you have both leading and lagging indicators? Are you measuring agility?
Assess your scorecards/dashboards If you don’t have one, put one in place Look at “Dashboard in a Box” Go “thematic,” not balanced
Assess how you benchmark If it’s not integrated, it’s not effective Look at market basket and TCOGS measures Identify the data feeds you need
Assess your product and service catalog If you don’t have one, you need one to be competitive; you
need one to make transparency happen Assess your IT communication program
IT communication is essential to create value from IT
38© 2005 META Group, Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com
Synthesis: Why You Must Do It NOW!
It’s all about: Balance and agility Value to the business Continuous business alignment
— Charles Darwin
It is not the strongest of the species that survives, nor the most intelligent, but the one that is most responsive to change