Professional Documents
Culture Documents
•Greater uncertainty
•Increased commoditization
•Nontraditional entrants with competitive offerings
Shorter half-life of information (moving strategic enablers
to commodity)
•Tighter spending
•New technologies
•New products & services
•Changing customer demands and higher levels of personalized
preferences
•Multiple pricing, service, and utility models
•Government regulations, legal compliance, and safety standards
•Increased transparency of information due to the blurring between
customers, competitors, and suppliers
VISION (WHERE)
(BHAGS)
A NS
P L
H •MOTIVATION
IT
W
E S •GOVERNANCE
ANALYSIS
TIV
J EC •RESOURCES
•MEASUREMENTS
•REWARDS
MISSION (WHAT)
t
LUFTMAN
STRATEGY ANSWERS HOW
How-To
STRATEGY
VISIONING BUSINESS CHOICES
•Vision / Mission gaps •Global Brand
•Competitive landscape •Constraints
•Top Down possibilities •Priorities
Do-Do How-To
IMPLEMENTATION/CHANGE
Four Barriers to Strategy Implementation
Vision Barrier
Only 5% of the
workforce understands
the strategy
60% of organization
don’t link budgets
to strategy
Resource Barrier
OPPORTUNITIES THREATS
THESE SHOULD BE THE SAME AS YOUR AS-IS COMPETENCIES
THESE ARE YOUR CORE INCOMPETENCIES
(Be specific)
Sample IT SWOT Analysis
Strengths: Weaknesses:
• Major transaction control systems are relatively new, • A single point of IS contact for end user operational
functionality adequate well documented, maintainable, and problem diagnosis and resolution has not been
operationally efficient. established
• The IS department has demonstrated competence and • There are limited data center performance
effectiveness in adding new technologies (e.g., client/server measurement systems.
systems) • There has been only limited transaction based
• The IS Department has demonstrated competence and systems development productivity.
effectiveness in applications development in group decision • There is a high degree of technology specialization
support systems (narrowness) among IS professional staff and a
• Our outsourcing partner seems to manage a reliable, cost limited degree of business orientation.
effective data center. • There is a limited departmental use of information
• There is a substantial in-house electronic mail operation, technology beyond simple decision support and
frequented by most managers in the company. participation in common transaction processing
• There is substantial user manager computing expertise in systems
both line and staff organizations.
Opportunities: Threats:
• Expand successful relationship with the Marketing • The IS department’s effectiveness is threatened by
organization to R&D. pockets of user negativism, especially among top
• Use the recent BPR to identify integration priorities. management.
• Establish an executive steering committee with all divisions • End-users are developing a high degree of technical
represented competence, which they may employ in a non-
• SA Maturity assessment integrated fashion.
• The accelerating pace of technological change and
proliferation of information technologies pose risks of
control loss, obsolescence, and difficulty in
maintaining IS professional staff competence.
• The extensive internal communication networks and
user accessibility to external databases pose security
risks to our data.
• The IS department is still not an integral part of
company’s business planning process.
Sources of Strengths and Weaknesses
Financial issues People issues Operational issues Product and Market issues
Cash flow and cash Quality (meaning the ability, Current product portfolio Warehousing,
management experience and attitude) of managers
transport and
and employees
logistical factors
Financial structure Concentration of skills and expertise Research and technical expertise, Distribution channels, including
(to what extent is the fate of the and the ability to develop popular discount structures and dealership or
business in the hands of a talented new products franchise operations
few?)
Financial reporting
Levels of motivation Market research systems Pricing
systems
External Internal
Stakeholders Stakeholders
•Creditors •Employees
•Customers/Clients The •“End User” Partners
•Local Communities Company •IT
•General public •Managers
•Governments •Senior Managers
•Regulators Inducements Inducements •Stockholders
•Suppliers/Vendors
•Unions
Key Stakeholders
(with regards to major problems & opportunities)
Stakeholder Role Responsibilities Current State Desired State
(who) of Affairs of Affairs
Sponsor
Champion
Business
Partners
IT
Staff
Competitors
Sponsors Decision-Making Spectrum
Unilateral Consult-and- Build Consensus Unanimous
More (One-Sided) Decide Less
Leader Leader
Control Control
•Does the BU have the leadership focus & capability to make this
effort happen?
•Are stakeholders incentives in harmony with this new offerings
criteria for success?
•Are the stakeholders capable of the change required?
Alternatives
• Problem/Opportunity 1
– Alternative a
.
.
– Alternative n
.
.
• Problem/Opportunity n
– Alternative a
.
.
– Alternative n
.
.
Recommendations
Prioritized Expected Why Better Than Responsibility Risks
Recommendations Benefits Alternatives
& Key Subactions (Quantitative/
(Description) Qualitative)
TINA – There Is No Alternative – Here’s what we
know about the future. Now let’s go meet it.
2 Secure:
Sponsor (who?)
Champion (who?)
Team (who?)
3 Proof of concept
Prototype
4 Establish a beachhead
5 Phased deployment
Recommendations and Next Steps
should answer the following:
• How is this relevant to what I do?
• What, specifically,
specifically should I do?
• WIIFM-What’s
WIIFM in it for me? For us?
5. Improve IT Quality
7. Manage Change
• Necessary Evil
• Does not meet commitments
• Speaks another language
• Large expense; questionable value
• Strategic Enabler
• Driver of Shareholder Value
Corporate executives were asked:
Sales/marketing 43%
Manufacturing 8%
10 20 30 40 50 60 70
% of respondents
Ref: Optimize Research
Where is the Value From IT Investments?
External
IT Business Strategic
Investments Transformation Benefits
Internal
M
HUMAN RESOURCE MANAGEMENT
AR
SUPPORT
G
ACTIVITIES
IN
TECHNOLOGY DEVELOPMENT
MA
RGI
N
PRIMARY ACTIVITIES
Delivery
IT Finance
Sourcing, Staff &
Vendors
Risk, Security, &
Compliance
Facilities & Operations
Margin
IT Enablement
Primary Activities
Complex cross
alignments
Business Technology
Scope Scope
Strategic
Fit
Administrative IT
Structure Architecture
Organizational IT Infrastructure
Infrastructure
Functional Integration
Sources of Competence
Consumers and
Corporation Supplier base
Business unit consumer
as and partners
as the source communities as
a portfolio of as a source of
of knowledge a source of
competencies competence
competence
2.Project and Process Management This need is already strong and will not wane in the
foreseeable future. Enterprises will look for ways to
measure the expertise of project and process
managers, such as through certification programs.
The end of Y2K work will unleash a herd of
experienced managers, but there will still be a
shortfall.
3.Vendor / Contract negotiations and Competency in this area has developed due to the
management widespread use of outsourcing and other external
sources.
4.IS Human Capital Management The coordination of training and development of IS
staff. It will be a bigger focus as companies struggle to
migrate legacy workers to new technologies and align
business goals.
5.Cross-platform security Encompasses date and networking security expertise
for Web-enabled existing applications.
6.E-Commerce A hybrid of marketing and technical knowledge
7.Web and Database Integration Ability to connect legacy databases to the Internet.
Knowledge of Web languages (HTML,JAVA) and
SQL.
8.Information and Knowledge Defines the flow of information through the company
Architecture or on a website. This competency is not well defined in
many companies today. It may be part of the
knowledge officer or Webmaster.
9.Data warehousing/database design Delivery of high-value applications including e-
and administration. commerce.
10.Customer service / CRM IS – professional who are adept at building customer-
service systems (particularly Web-based)
Ref :Gartner
Group
CORE IT COMPETENCIES
Dynamic
Planning Metrics Relationship Performance
Procurement Report
Management IT Products
Digital Catalog
Innovation Techtonics Enterprise
Portfolio Value
Arch
Management Management Points of
Personal Interaction
Value Cards
Alignment Biz& IT Architecture
Strategy Asset
Packaging & Network
Management
Selling
Biz
Imperatives Servers,
Compliance Plan Market Infrastructure
Storage,
Development
Middleware &
Executive Policy Information Services DBMS
User Interface
Business
Maintain Integrate Logic
Process Technology
Application
Service Manage Development
Business Security
Security Center Human
Continuance Business
Capital
Process &
Operations Fulfillment Integration
Program
Data Center Mgmt
Enterprise Program
Program Mgmt
Infrastructure Governance &
Office
Application Help Desk Scope & Risk Mgmt
Scale, Deliver
& Manage
Source: META Group
IT Management Competencies (1 of 2)
Business Deployment
•Examination of the potential business value of new, emerging IT
•Utilization of multidisciplinary teams throughout the organization
•Effective working relationships among line managers and IT staff
•Technology transfer, where appropriate, of successful IT applications, platforms, and
services
•Adequacy of IT-related knowledge of line managers throughout the organization.
•Visualizing the value of IT investments throughout the organization
•Appropriateness of IT policies
•Appropriateness of IT sourcing decisions
•Effectiveness of IT measurement systems
External Networks
•Existence of electronic links with the organization’s customers
•Existence of electronic links with the organization’s suppliers
•Collaborative alliances with external partners (vendors, systems integrators,
competitors) to develop IT-based products and processes.
Ref:ZMUD
IT Management Competencies (2 of 2)
Process Adaptiveness
•Propensity of employees throughout the organization to learn about and subsequently
explore the functionality of installed IT tools and applications
•Restructuring of business processes, where appropriate, throughout the organization
•Visualizing organizational activities throughout the organization
IT Planning
•Integration of business strategic planning and IT strategic planning
•Clarity of vision regarding how IT contributes to business value
•Effectiveness of IT planning throughout the organization
•Effectiveness of project management practices
IT Infrastructure
•Restructuring of IT work processes, where appropriate
•Appropriateness of data architecture
•Appropriateness of network architecture
•Knowledge of and adequacy of the organization’s IT skill base
•Effectiveness of software development practices
Ref:ZMUD
The only true IT Core Competency:
AT&T
The 26-terabyte data warehouse contains two years of telephone records and is
used by 3,000 employees for functions such as marketing analysis and pricing
calculations
LAND REGISTRY
The 20-terrabyte transactional database contains land-ownership records for all of
England and Wales, including documents that date back to the 1700s.
EXPERIAN
The data warehouse is used for direct marketing to consumers and is one of the
busiest in the world, handling nearly 900 simultaneous queries during peak times.
BOEING
The transactional database contains information on every aircraft assembled and is
one of the biggest and fastest in the world, processing nearly 300 transactions per
second.
DEPARTMENT OF DEFENSE
When completed in two years, with an initial projected capacity of 5 petabytes, the
data warehouse and repository will hold medical records for 9 million military
personnel. WHAT ARE COMPANIES DOING WITH THE
INFO THEY HAVE ABOUT THEIR CUSTOMERS?
Strategy vs Organization Matrix
g
ol
ha ring
ng
VP
l
Pu act VP
ORGANIZATION
M ecu nse
rin
t
tr
en
si
ng
t
e
on
uf ive
tu
es
u
ou
ou
le t i v
pm
nt
si
ve ct
ac
/C
W
an t
lC
eh
de
Sa ecu
De du
uf
lo
ns
s
s
ar
STRATEGY
ga
rc
i
le
an
o
es
Ex
Ex
a
Pr
Sa
Le
Pl
M
Pr / / # / /
Improve Inventory
Control
Streamline Order Cycle
/ # / @
Expand Product Line
/ / / / @# @ / @ /
Increase Advertising
Penetration / @ @
Tie Production to
Demand / # @ / /
Expand Selling
Relationships @ # @
Reduce Raw Materials
#
@ Essential / Desirable # Primary Responsibility
Process vs Strategy Matrix
hi ng
to e Pr tio dv
an tio
l Inv
ns lli
STRATEGY
ps
Ti tra A
De od n
e
Ex r C ine
m uc
od d e
tio Se
in
d
ne ase
Pr pan ycl
nt ve
tL
de ml
la d
Co pro
Pe e
Re pan
ro
Or rea
uc
r
PROCESS
c
In
Im
St
Ex
Design Product
@
Develop Manufacturing
Process @
Process Customer
Order / @ @ / @ Major Impact
/ Minor
Control Product
Inventory @ @ @ / Impact
Analyze Marketplace
@ @ @
Market Vehicles
Process vs Organization Matrix
g
ol
ha ring
ng
VP
l
Pu act VP
ORGANIZATION
M cu nse
rin
t
tr
en
si
ng
t
e
on
uf ive
tu
es
u
ou
ou
le tiv
pm
t
si
ve ct
ac
en
/C
W
an t
eh
lC
Sa cu
De odu
lo
uf
id
s
s
ar
PROCESS
ga
rc
e
an
le
an
es
Ex
Ex
Pr
Sa
Le
Pl
M
Pr
Develop Manufacturing
Process @ / # @
Design Product
/ / / @ / # / / /
Process Customer
Order / @ # @ @
Analyze Marketplace
@ @ @ @
Control Product
Inventory / # / /
Market Product
@ # @
Establish Business
Direction # @ / @ @
@ Major Involvement / Minor Involvement # Primary Responsibility
Where do we go from here?
BUSINESS SCOPE
PRODUCTS/SERVICES:
CUSTOMERS/CLIENTS:
COMPETITORS:
DISTINCTIVE COMPETENCIES
BUSINESS GOVERNANCE
INTERNAL DECISIONS:
GOVERNMENT REGULATION:
STRATEGIC PARTNERS:
KEY PROCESSES
H/R
IT A s- Is
IT STR ATEGY
TECHNOLOGY SCOPE
KEY APPLICATIONS:
KEY TECHNOLOGIES:
SYSTEMIC COMPETENCIES
IT GOVERNANCE
ARCHITECTURE
KEY PROCESSES
H/R
AS IS Presentations
•Considerations
Good Luck!
Metrics to Include in Appendix
✂ As-Is
✂ To-Be
✂ SWOT
✂ Stakeholders
✂ Alternatives
✂ Recommendations
✂ Next Steps
✂ Governance Archetype
✂ Alignment Maturity Assessment
✂ TVO
✂ Others???
✂ Lessons Learned
Three Planning Horizons
Primary
Horizon Focus Issues Responsibility
3-5 years Strategic Vision architecture, Senior Management
business goals, mission CIO
High
High
Priority!
Medium
Medium Priority
Low
Low Priority
FIVE STEPS IN INTERVIEW
PREPARATION
Read Background Material
Establish Interviewing Objectives
Decide Whom to Interview
Prepare the Interviewee
Decide on Question Types and Structure
Open-Ended Questions
Closed Questions
Probes
1. Introduction
B. Courtesies
Make introductions and thank interviewee for agreeing to participate.
D. Research Objectives
Relay that the point of the interview is to understand what information
would be most valuable to interviewees so that they may be better
served.
This will require understanding:
The activities they perform and any trends/changes.
The associated information requirements.
The potential value to them of this information.
INTERVIEW GUIDE (2 of 3)
Introduction (contd.)
C. Guidelines
Discuss how the results will be treated. Usually it is helpful to state
that they will be not be asked for any proprietary or confidential
information and will not be quoted without permission.
Provide a brief overview of the questions you plan to ask and how
long the discussion should last. Get confirmation that they are
comfortable with this and ask if there are any questions.
5. Questions to ask
Before asking the pre-defined questions, the interviewer should develop
hypotheses on the answers to test specific ideas on possible
opportunities and to keep the discussion focused.
INTERVIEW GUIDE (3 of 3)
A. Wrap-up
A. Background
Capture any relevant information on the background of the
interviewee such as:
Role and responsibility.
Experience.
Name, address, phone number.
B. Closing
Thank the interviewee for his/her time. Ask for referrals and
permission to follow up if needed.
Provide an honorarium as needed.