PART 4: tune your business planning process to enable an investment based budgeting
In this series of articles we have been discussing how to enable a service value approach that leverages a Service Portfolio with services defined and delivered to meet customer needs. The services are based on what you sell, not what you do. This is important as you try to dispel the common perception that “IT costs too much” which makes budget planning season so difficult. Now we turn our attention to aligning these capabilities with financial management and business planning activities.
PART 3: use the service portfolio to plan and forecast your service investments
In Part 1 and Part 2 of this series, we have been discussing how to change the conversation with your customers to focus on their value instead of focusing on what you do. There is an intrinsic connection between selling services through use of a Service Portfolio capability and managing budgets based on “service” investment decisions. Understanding and aligning your services with a market orientation that resonates with your customers is the key. If you are not talking to your customers about the services they need, you are missing a great opportunity to engage in value conversations that elevate IT’s role as valued partner in business discussions. (more…)
PART 2: Communicating value starts with understanding what you sell, not what you do
In Part 1 of this discussion we talked about the challenges of defending your budget in an atmosphere where the underlying belief is that “IT costs too much,” and how difficult it is have a “value” discussion with your customers if you are not talking the same language (services). We introduced the concept of a Service Value Chain and defining services as what you sell, and not what you do. In this article, we will focus on alignment of your services into a customer focused Service Portfolio that is based on a market approach (offering what your customers need). (more…)
PART 1: CHANGING BUSINESS ENGAGEMENT FROM DEFENSIVE TO VALUE ORIENTED
Have you been in a budget planning meeting trying to defend the costs associated with your department’s operation? Maybe you are being asked to do more with a flat budget or you have already cut the budget beyond where you believe is prudent. You try to explain the challenges of managing technology and the need to make investments to support the business. Or perhaps you are simply trying to argue why the budget and allocations need to go up to meet additional expenses. These discussions are usually difficult, especially when the underlying belief is that IT costs too much. (more…)
Achieving FITARA Compliance and Objectives with Technology Business Management
FITARA is here, and your organization needs to learn how to be compliant. Download our latest white paper to better understand how to transform your IT organization using a TBM framework to best achieve FITARA compliance.
This white paper answers the following questions:
What should the CIO know in order to be a Technology, Acquisition, and Business Management expert?
What actions can Agency and Bureau CIOs, their delegates, and their offices take in order to accelerate their paths to FITARA compliance?
Which mistakes can federal CIO’s avoid in order to best achieve success in compliance with FITARA?
What are the best TBM practices to implement in your business in order to ensure FITARA compliance?
Services University: How to Transform Higher Education IT Organizations with a Services Focus
Are Higher Education IT departments different from IT departments in other industries? The answer is yes and no. Download our latest white paper to better understand how to transform your IT organization to a services based organization. This white paper covers a variety of topics including:
Understanding your customer base
Where to begin when defining services in order to get the true power of Service Management
How to organize your services, and naming your services in a way that will resonate with your customer base
Techniques to motivate your customers to consume services
If you have ever watched any kind of science fiction series, you know that the main characters are often concerned about letting advanced technology get into the hands of “less advanced societies”. The reasoning behind this is simple; unless a society can responsibly integrate that technology into a part of their culture, the new technology will do much more harm than good. Allowing for premature advancement when the culture is unprepared will have both immediate and long-term impacts within your organization. “Pushing the button” is not always the best option. (more…)
Piñatas are fun for all – except for the actual piñata. The idea is simple: use a stick and apply enough force in the right place and unlock all the treasures that lie inside. However, someone always pulls on a string to make it difficult to hit as blindfolded contestants take their best shot. Eventually, some lucky person deals the critical blow and triggers the scramble. The irony here is that the successful contestant has to scramble with everyone else to collect their earned fortune. (more…)
Why do so many universities get it wrong when it comes to Service Catalog? Historically, IT organizations within a university have been set up to support the technology versus being set up to support their customer base. To get the true power of Service Management it is critical to start with an Outside-In approach vs. the traditional Inside-Out approach. This means beginning with the services customers utilize and defining these services in terms that resonate with faculty, staff and students. (more…)
Cyber Security is no longer just for Information Systems. Businesses need to create adaptive strategies from the top down in order to become Cyber Resilient. Cyber breaches affect the C Suite even more today than they did last year. The 5 strategies listed below are a good starting point.
Define your business risk – Senior Management has to be involved. Despite the media attention following a series of high-profile retailer breaches, many organizations have not yet elevated information security to a Board-level discussion.
According to PWC, fewer than half (42%) of respondents say their Board actively participates in the overall security strategy and 36% say the Board is involved in security policies.[i]
In the wake of yet another massive retailer breach, management is starting to ask more questions about cybersecurity readiness.
What will put your company under?
Defining your business risk will let you know where to invest resources; to look at the outcomes and focus on the business impact of cyber risks. To get perspective, business leaders need to ask “what are our most important business assets and how do our security measures relate to them?” (more…)