it strategy workshop...introductions mary patry . ... day 1 duration start end friday, july 14 - day...

©2020 | ITeffectivity with Mary Patry | All Rights Reserved

IT StrategyWorkshopGETTING IT RIGHT

JANUARY 29, 2020


1

Webinar PurposeIT Strategy Framework Overview

Readiness to Use the Strategy Planning Workshop Template

2©2020 | ITeffectivity with Mary Patry | All Rights Reserved

Introductions

Mary Patry Executive Coach

Garnet Schafman Program Director

Role, Responsibilities –ask each workshop

participant to introduce themselves along with their desired outcome


DisclaimerFAIR USE NOTICE: This template contains copyrighted material that has not been specifically authorized for commercial use by the copyright owner, Mary Patry, ITeffectivity, LLC. We are making such material available as our contribution to the advancement of IT strategy and governance practices. We believe this constitutes fare use of this copyrighted material as provided for in section 107 of the US Copyright Law. In accordance with Title 17 U.S.C Section 107, this template is distributed without profit to those who have expressed interest in receiving and using it as a guide in developing their employer’s IT strategy.

Use of this template is not authorized for use with for-profit consulting engagements or deliverables Furthermore, we do not take any responsibility and we are not liable for any damage caused through the use of this template, be it direct, special, incidental or consequential damages (including but not limited to damages for the loss of business, profit interruption, etc.).

https://www.copyright.gov/fair-use/more-info.html


Strategy Workshop Agenda

4

Thursday, July 13 - Day 1 Duration Start End Friday, July 14 - Day 2 Start 8:00 AMBreakfast/Networking 0:15 8:00 8:15 AM Breakfast/Networking 8:00 8:15 AMTeam Exercise 0:30 8:15 AM 8:45 AM CIO Opening Comments 8:15 AM 8:30 AMStrategy Approach Review 0:00 8:45 AM 8:45 AM Day 1 Recap - Review Approach 8:30 AM 9:00 AMSWOT Exercise 1:00 8:45 AM 9:45 AM IT Goals/Imperatives Exercise 9:00 AM 10:00 AMBreak 0:15 9:45 AM 10:00 AM Break 10:00 AM 10:15 AMSWOT Readout/Finalization 1:00 10:00 AM 11:00 AM IT Imperatives Read out 10:15 AM 10:45 AMCIO Address 0:30 11:00 AM 11:30 AM IT Program Exercise 10:45 AM 11:45 AMP.E.S.T.L.E Discussion 0:30 11:30 AM 12:00 PM Lunch 11:45 AM 12:15 PMLunch 0:30 12:00 PM 12:30 PM IT Program Readout 12:15 PM 12:45 PMVision Exercise 1:00 12:30 PM 1:30 PM IT Program Detail Exercise 12:45 PM 1:45 PMGuiding Principles Exercise 1:00 1:30 PM 2:30 PM IT Program Detail Readout 1:45 PM 2:15 PMBreak 0:15 2:30 PM 2:45 PM Break 2:15 PM 2:30 PMGuiding Principles Readout 0:30 2:45 PM 3:15 PM Imperatives Mapping Exercise 2:30 PM 3:30 PMReview Business Imperatives 1:00 3:15 PM 4:15 PM Workshop Close Out Next Steps 3:30 PM 3:45 PMDay 1 Recap/Day 2 Expectations 0:30 4:15 PM 4:45 PMTeam Dinner 2:00 6:00 PM 8:00 PM


Meeting Expectations

5

Be present - mobile devices, slack, email shut down of respect and to stay focused

Bring positive attitudes and be ready to share

Assume good intent

Support each other by active listening and staying engaged

Courage to be open and honest with your self and your teammates

Keep confidentiality is key – what happens in the meeting stays in the meeting

Stay on point, we will use the parking lot to avoid rat holes

Parking lot items when we get stuck

Give Mary feedback when something is not working for you

Participate


Team Exercise Example


CIO Address

IT Imperatives and ProgramsProcesses Applications Infrastructure People

IT Strategy and Objectives

Business Strategy and Objectives


IT Strategy and Roadmap Approach

1. Assess the current state of IT

Activities:

1a. CIO Business Vision 1b. Assess Current

Capability1c. Define service

portfolio current state

1d. Define IT Support Model

1e. Define future state Business capabiliities

1f. Define future state IT capabiliities

1g. SWOT Analysis1h. PESTLE Analysis

2. Design the target state of IT

Activities:

2a. IT Vision/Mission2b. IT Principles2c. High Level Goals/

Imperatives

2d. Goals/Imperatives Cascade

2e. Assess risks and dependencies

2f. High Level Strategy and Roadmap

2g. 2020 Strategy and Roadmap

3. Communicate the IT Strategy

Activities:

3a. Execute strategy risk assessment

3b. Create Communication Plan

3c. Prepare a refresh plan for the IT strategy

3d. Execute strategy

1. ASSESS THE CURRENT STATE OF IT

9

Where are we today? What are our strengths and opportunities? Where should we focus our development?



Gather Business Insights

CIO Business Vision Survey*

Ensure decisions are based on real data by systematically collecting insights from your key business stakeholders. • Highlight the business impact of IT

constraints• Prioritize key services and create an

improvement roadmap• Build action plans to manage critical

stakeholders

Only 16% of organizations are stakeholders who are satisfied with IT.

*Diagnostic licensed from

Know the business

The conversation is key before, during, and after.


Assess Current IT Capabilities

Each element within the framework provides a comprehensive set ofmaterial and tools to help you understand best practices and improve each core IT process.

IT Management and Governance Diagnostic*

Only 35% of organizations are effective across the entire process landscape.

Assure clear ownership and accountability for all critical IT Functions.

IT Management & Governance Diagnostics will:• Highlight your organization’s most pressing IT

process needs• Help you prioritize its effectiveness and

importance to the business

*Diagnostic licensed from

Know IT capabilities


SWOT Assessment ExampleStrengths (Internal) Weaknesses (Internal)• Our reliable, professional, effective help desk staff.

• We apply a consistent focus on improving level of patient care and accessibility to resources.

• Dedicated IT team with low turnover.

• Positive relationship with senior management, and level of alignment from a CEO-IT Leader/CIO perspective tends to be high.

• Our IT budget is restricted to the point of under-resourcing.

• Very slow, bureaucratic approach to integration of new tech.

• The data quality in our organization is very poor, which also means that our business intelligence capabilities are not mature.

• The majority of our IT team is split amongst multiple functions and operational roles.

• Large number of vendors that makes the practice of managing and consolidating difficult.

• Low rate of new tech adoption due to user preferences.

Opportunities (External) Threats (External)• It is becoming increasingly safer to store data in the cloud, and we need to

consider decommissioning some of the on-premises storage.

• The business is interested in becoming more innovative and agile in its market, so we need to consider how we can enable business-technology innovation.

• We have the potential to invest in healthcare informatics.

• New demographics (patients) to reach out to, which will enable us to leverage technology in a different way.

• Recent acquisition by another medical center has created a significant amount of operational misalignment.

• Budget constraints at the federal level.

• New regulations with respect to standards in patient care.

• New groups panelling for legislations around healthcare solutions (both an opportunity and a threat).


P.E.S.T.L.E Assessment ExamplePo

litic

al

• Will a change in government (at any level) affect your organization?

• Do inter-government or trade relations affect you?

• Are there shareholder needs or demands that must be considered?

• How are your costs changing (moving off-shore, fluctuations in markets, etc.)?

• Do currency fluctuations have an effect on your business?

• Can you attract and pay for top-quality talent (e.g. desirable location, reasonable cost of living, changes to insurance requirements)?

Economic

Soci

al

• What are the demographics of your customers and/or employees?

• What are the attitudes of your customers and/or staff (do they require social media, collaboration, transparency of costs, etc.)?

• What is the general lifecycle of an employee (i.e. is there high turnover)?

• Is there a market of qualified staff?

• Is your business seasonal?

• Do you require constant technology upgrades (faster network, new hardware, etc.)?

• What is the appetite for innovation within your industry/business?

• Are there demands for increasing data storage, quality, BI, etc.?

• Are you looking at cloud technologies?

• What is the stance on bring your own device?

TechnologicalLe

gal

• Are there changes to trade laws?

• Are there changes to regulatory requirements (e.g. data storage policies, privacy policies)?

• Are there union factors that must be considered?

• Is there a push towards being environmentally friendly?

• Does the weather have any effect on your business (e.g. hurricanes, flooding, etc.)?

Environmental


Support Model OptionsCentralized◦ Promises reduced costs and risk, as

well as increased information visibility and business process consistency across the enterprise

◦ Benefits rarely realized◦ Generally results in increased costs

and reduced service quality satisfaction

Federated ◦ Consistent provisioning of IT services

across all locations where the enterprise operates

◦ Delivering global IT services requires IT to address two major challenges: 1. defining exceptions to global standards 2. deciding which activities take place

globally and which locally

◦ Seeks to preserve a degree of flexibility at the local level while benefiting from economies of scale

◦ Best value requires establishing capability to reach consensus on what and how much to standardize

End to End Services◦ Package all the technologies,

processes, and recourses across IT needed to deliver a specific business outcome, while hiding technical complexity

◦ Each end-to-end IT service is described by the business capabilities it supports and is delivered across applications and infrastructure

◦ Effective service management promises significantly improvements to business engagement and alignment

Decentralized◦ Promises faster time to delivery ◦ Costs 40-60% higher due to

increased technology, labor costs, and decentralized procurement

◦ Inconsistent functionality impacts integration between Business Units

End to End BPM


Functional OrgCIO

Information Technology

IT Portfolio & Governance

IT

Infrastructure IT Security, Risk,

Compliance

IT Business Systems

BRM

IT Project ManagementIT GovernanceIT Business Office

Business SystemsInformation Management

Accountable for:• Strategy, selection,

development, and support of Emergent business systems

• Data/information strategy, architecture, governance, enablement and consumption services

Accountable for:

• Portfolio Governance and Management

• Project Planning & Execution

• M&A Due Diligence

• IT Business Operations (Financials, Contracting, Asset Management)

• Project Methodology and Oversight

Accountable for:• Design and build of

infrastructure within the Emergent domain

• Networks, Voice, Servers, Databases

• Desktop devices and applications

• Mobility, Mobility applications

• Service Desk• End User Support• IT Incident, Problem,

and Change Management

Infrastructure End User ServicesIT Service Management

Business Relationship Management

Information SecurityCompliance Management

Accountable for: • Partner and

collaborate with Business Unit and Functional Leadership IT is strategically and operationally aligned to deliver quality of services and value from implemented solutions.

• IT Strategy

Accountable for:

• Information Security

• Privacy

• Disaster Recovery

• Enterprise Computer Systems Validation

• IT Audit Liaison

2. DESIGN FUTURE STATE

What do we need to master today and what will we need to master in the future in order to excel on the trajectory of improvement that our customers will define as important?



Vision/Mission Statement

IT MissionInformation Technology Services provides secure, reliable, and integrated technology solutions in alignment with corporate requirements and goals, while delivering excellence in customer services.

IT VisionInformation Technology Services will be recognized as a high-performance team providing technology excellence that advances product research, development and manufacturing in alignment with Business’s mission and goals.


IT Guiding Principles• Minimize customer touch points

• Customer facing tools will be built to be intuitiveCustomer Focused

• Process will be measurable

• Processes will enable people to optimize their performanceManageable

• Processes will focus on automation

• Processes will adhere to common steps and workflows

• Processes will be designed for completeness

Cost Efficient.

• Processes will be easy to understand and maintain

• Processes will be designed to isolate functions and be independent of skill set

Flexible

Guiding principles are guidelines that drive our behavior or mindset when executing the strategic and operational plans that lead to an organization's success.


Six Focus Areas to EXCEL in as an IT organization…..

Technology Leadership

Operational Excellence

Teamwork & Collaboration

ProcessSimplification

Own the technology

Enterprise & end to end thinking

Drive innovation with cutting edge projects

Leverage cloud where appropriate

Effective collaboration tools

Stabilize, secure and optimize the environment

Develop TCO analysis methods to drive value

Simplify the IT estate

Challenge complexity & be LEAN

Right IT processes for the right reason

Simplify Business processes

Challenge complexity & be LEAN

Increase speed & agility in working with vendors & partners

Improve the user experience

Develop IT alignment to Business Units & Functions

Create valued and trusted partnership

Customer Focus

Clarity of roles & responsibility

Culture of reasonable risk

Relationships built on trust & respect

Diversity not only valued but sought

Talent Management Foster learning

culture Invest in

capability development

Mindset shift Encourage

leadership & innovation

Focus Areas


Imperatives/Roadmap Development Approach

• IT Goals• Current state influences

• IT actions and capabilities required to support business imperatives and fill current state gaps

Determine Required Actions

Business Capability Needs and IT Implications

Understand Business Demand

Determine IT Direction Assess Capabilities

Directional Guidance for IT

Key IT Capability Gaps

Actions to Close Gaps

Plan to Move Forward

Role of IT Business Imperatives IT Imperatives

• Criticality of IT to business success

• How the business and IT collaborate

• Business actions and capabilities required to execute strategy

• Implications to IT

IT Programs IT Roadmap

• How IT will support the business / IT imperatives

• Programs and projects

• Logical sequencing of programs based on: Business priority Funding IT dependencies

Develop Roadmap


IT Strategy – Business Alignment

Business Imperatives

IT Imperatives

Business Analytics

Information Management

IT Strategic Programs

Projects• Define Data

Taxonomy• Data

Warehouse• Select BI Tool

IT Goals Enable Financial Reporting

Product Development and Commercialization

Government Relations & Contracting

Business & Product Acquisitions Quality Manufacturing Financial Discipline


Business Imperatives to GoalBusiness Imperative IT Goal IT Imperative

Stakeholder Relationship


Business & Product Acquisitions

Quality Manufacturing

Financial Discipline• Develop improved Financial

Reporting capability….Business Analytics


IT Imperative to IT ProgramsIT Imperative IT Program

• IT Imperative Title • IT Program• Briefly outline scope


Keeping IT Real

IT Strategic Goals

1.

2.

3.

4.

5.

6

Building the Roadmap


IT Program High Level Overview (Current Year)

• List here

• List here

BUSINESS BENEFITS

Strategic Projects

• Business Intelligence

Related Projects

RISKS & DEPENDENCIES

IT PROGRAM NAME Information Management


DescriptionThe program will drive planning, delivery and value realization… The program will enable IT to support the following business imperatives:• Leverage enterprise information across the entire value chain • Leverage external partnerships as key component of value chain and serve as key partner to others

Key Objectives Expected Benefits List List List

Detail Detail Detail

Projects Included within the Program IT List List List

List List List

Estimated Timeframe for Completion List with quarter/annual level dates

IT Program: Name hereBusiness Sponsor: VP or above IT Owner: IT Accountable Leader

Post Workshop Exercise

Est. Budget


Business Imperatives Mapping

Business Imperatives The

right

in

form

atio

n at

th

e rig

ht ti

me

Flex

ible

co

llabo

ratio

n

Agile

, sec

ure

capa

bilit

ies

Driv

e IT

Del

iver

y Ex

celle

nce

Mat

ure

IT

serv

ices

and

ca

pabi

litie

s

Bene

fits

Real

izat

ion

Stakeholder Management


Business & Product Acquisitions

Quality Manufacturing

Financial Discipline

Government Relations & Contracting

IT Imperatives


Next Steps Finalize 2020 Strategy

– Validate implied business imperatives– Detail Program Plans– Finalize IT Roadmap – Execute Phase 3 Communication Plan– Define IT Strategy Refresh Cadence– Execute strategy risk assessment, mitigate risk– Finalize strategy– Commit to Strategy Refresh cadence

Post Workshop Phase 2 Activities – IT Messaging – Finalize current state assessments– Refine IT Strategy Program Template detail (Slide 20)– Build IT Roadmap– Finalize Strategy Success/Risk Assessment– Finalize CIO Business Vision, IT Management and

Governance Assessments– Develop communications plan– Publish and communicate plan

> Executive

> IT

> Strategic Vendor / Partners

3. COMMUNICATE THE IT STRATEGY

29

What are the risks of execution? What needs to change? Who needs to participate? How will we know we are successful?



Strategy Success/Risk MetricsMetric Description Baseline Checkpoint 1 Checkpoint 2

Alignment of IT projects to business strategy (TBD 2020 - % of IT projects that can be directly linked to corporate goals/objectives)

IT project ration (TBD 2020 - % of IT projects that are strategic versus operational in nature)

Time since last strategy update (total elapsed 12-18 months)

Achievement of business results that IT strategy contributed to (TBD 2020 - % of IT strategic objectives met)

Alignment of IT investments to business strategy (TBD 2020 - % of total IT spend on strategic initiatives)

We will use these metrics as a baseline to solidify in 2020 and ensure that our IT strategy is helping to shift the way that IT contributes to business innovation and growth.


Prepare

Manage

Reinforce

Identify the gaps Define your change

management strategy Prepare your change

management team Cement your sponsorship model Develop change management

plans Take action and implement plans

Collect and analyze feedback Diagnose gaps and manage

resistance Implement corrective actions Celebrate successes

Communicate

Organizations do not change, people do.

Managing the change


Strategy Communications Plan

Reflections• Mission • Vision• Principles

1

Goals

2

Audience

3

Measures

6

Messages

4

Methods

5


Step #1: Reflect1. Is the message clear?2. Is the strategy sound?3. Is your sponsorship model concrete?


Step #2: Set Communication GoalsCommunications Topic #1: IT Strategy and RoadMapA. Broadly speaking, what do we want to

promote, change, or accomplish? What will get you there?

B. What are the tangible outcomes that would define success?

C. Draft a basic SMART Goal statement to help bring focus to your efforts.

• Communicate IT Strategy to business leadership with the intention of informing and obtaining their support

• Communicate IT Strategy to IT team members with the intention of informing and motivation in support of strategy and roadmap goals

• Within 30 Days• Communicate MGD and CIO Business Vision

to Executive Leadership Team (ELT) • Schedule MGD capability workshop• Communicate strategy to Senior Leadership

Team (SLT) and Key Stakeholders via leadership conversations

• Communicate strategy and operating model to IT team

• All hands• Site visits• Communicate CIO Business Vision email to

Senior Leadership and Key Stakeholders • Continue to build and vet roadmaps

• Deliver CIO Business Vision and MGD reports to Executive Leadership Team by DATE

• Develop and build CIO IT All Hands deck by DATE with target delivery to IT Team by DATE

• Schedule CIO site visits by DATE• Build CIO Business Vision deck and email by DATE• Share with CIO Direct Manager by DATE with delivery

goal to Senior Leadership and Key Stakeholders by DATE

• Schedule and execute MGD workshop • Build IT employee engagement workshops by DATE• Schedule IT employee engagement workshops by DATE

for a DATE delivery • Schedule quarterly operating reviews • Business Updates by DATE• Internal IT Updates by DATE


Step #3: Understand Your AudiencesCommunications Topic #1: IT Strategy

A. Who are the most essential audiences to focus on?

B. What makes them unique? C. Why will they care? D. What are the unique challenges they present?

Think Return on Investment Think Attitudes, Beliefs, & Values Think Benefits & Solutions Think Barriers & ObstaclesPriority #1

• Senior Leadership Team and Key Stakeholders

• The SLT historical trust in IT ability to deliver is inconsistent at best, limited at worse. They want to give Sharon the benefit of trust.

• The SLT will be looking for what IT plans and can do to deliver technology solutions that enable them to meet their business goals.

• Project prioritization and governance may be a challenge.

Priority #2

• IT Team

• The IT Team witnessed IT Strategy effort that were built with fervor but then became shelf wear. Therefore, they may lack trust or look at this IT strategy cynically.

• They will be looking for:o WITFM - how it affects them,

especially the operating model. o IT Structure below the leadership

team.o Workload planning

• Demonstrating how this plan and process is different from the past

• They will be concerned with the “How” we will execute against the strategy while inbound demand that may or may not fit into the strategy keeps flying in and getting prioritized.

Priority #3

• Business at Large

• There may be concerns or cynicism related to system changes at the same time they are excited about new functionality.

• They most likely won’t be interested in the detail but will be interested in what new functionality is coming, when and how it will affect them.

• Demonstrating commitment to OCM, specifically training, engagement, and communication

E. What are the key commonalities among the audiences? F. What are the insurmountable differences among the audiences?• All looking for what is in it for them (WITFM) and how it is different this time. • The business will always need and want more than IT is resourced to deliver.


Step #4: Define Your Message(s)Communications Topic #1: IT Strategy Priority#1: Senior Leadership Team

A. Who are the most essential audiences to focus on?WHAT do you need to communicate? (the key facts)

To WHO? WHY? WHEN? WHAT Action do you them to do as a result?

B. Add Elements to Maximize RelevanceWhat will attract their ATTENTION? What is the solution you have that will capture their

INTEREST?What will create a sense of urgency to ACT?

C. Write your message•


Step #5: Choose Your MethodsElectronic Phone

Methods Best Audience(s) Methods Best Audience(s)• E-Mail • IT All Hands/CIO Chat• Company All Hands• SharePoint

• Key Stakeholders • IT Team• Business at Large• Key Vendors / Suppliers

• Phone calls• Text messages

• SLT and Key leadership• NA

PRINT In Person

Methods Best Audience(s) Methods Best Audience(s)• Posters • IT Team Areas • IT Strategy All Hands

• WiFM Workshop • SLT• IT Team

Answering some key questions will be able to help you decide what the best ways to communicate to each audience are.

Audience Where/from whom do they get their info?

Where do they spend their time? Where can you get their attention? Methods to use

• SLT • One-One discussions, SLT meeting • In Person

• IT Team • IT All hands, small group meetings • In Person

• Business at Large• All Company meetings, SharePoint • In person at All Company All hands, SharePoint

story• Key Vendor/Suppliers • One-One Meetings, Letter/Memo • In Person, E-Mail


Step #6: Communications Calendar TemplateMonth Key Event/Message Audience Method Owner Delivery

Date

OctoberIT Strategy – mission, vision, values IT Team All Hands CIOIT Strategy, business alignment, roadmapIT Strategy

November

December

January

February

March


Step #6: Communications Calendar TemplateMonth Key Event/Message Audience Method Owner Delivery

Date

AprilIT Strategy – mission, vision, values IT Team All Hands CIOIT Strategy, business alignment, roadmapIT Strategy

May

June

July

August

September

©2020 | ITeffectivity with Mary Patry | All Rights Reserved40

Mary J PatryIT Strategic Advisor and CoachAn Info-Tech Research PartnerBates EXPi Certified PartnerT: 480-393-0722 M: [email protected]

Photo: Canyon Lake, AZ January 16, 2020

mailto:[email protected]


Mary J Patry BioIT Executive Coach and Advisor, ICF PCC(480) 393-0722 [email protected]

ITeffectivity LLC was founded in 2013 by Mary Patry with the mission of bringing order to the ever-changing world of IT. Her qualifications are based on over 30 years of IT Leadership experience combined with 5 years of consulting and Executive Coaching training. Over the last five years, she has advised and coached over 120 leaders as well as conducted over 15 major team consulting assignments on behalf of Fortune 100 firms to very small non-profits.

Representative Assignments• C-Level IT, SVP Financial Services (focus on executive leadership, strategic change) • C-Level IT, SVP Biopharmaceutical (focus on onboarding, baseline assessment, org change)• Global Executive IT Director, Medical Devices (assuming expanded global role)• IT European Director, Animal Sciences - (improving global relationships)• Head of IT, Non-Profit US Sports Association (new leadership role, org design, strategy)• VP IT, Military Organization (onboarding into new IT Role) • VP IT, Healthcare Provider (work/life balance, executive presence, stress management)• Director IT Architecture, Global Manufacturing (priority management, strategic presence)

Services• IT Executive Advisor and Coaching• Team and Group Coaching• Strategy and Governance • IT Assessments • Executive Presence Assessment • IT Organization Assessment & Design• IT Women Acceleration• New CIO Onboarding

Representative ClientsABM Industries, Aquent, BCBS CA, CareFirst, Celestica, Dow Chemical, Eli Lilly, Emergent BioSolutions, FedEx, Genworth, Howard Hughes Medical Institute, IDEXXLaboratories, Kaiser Permanente, Karl Storz Endoscopy, Liberty Mutual, LPGA, Owens Corning, The Pantry/Circle K, Univ. of Arizona, Western Union , Zimmer, Inc

“Mary possesses great listening capabilities and is a trusted advisor, committed to providing unbiased guidance in a safe/confidential environment. She focuses on eliciting information rather than telling you what to do. She personally helped me make improvements in terms of enhancing my visibility within the organization and improving my perceptions among leadership which, has led to an increase this year in the scope of my responsibilities.” - Sr Director IT

https://www.iteffectivity.com/

it strategy workshop...introductions mary patry . ... day 1 duration start end friday, july 14 - day...

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