1. Design for Business Value Deliver the right thing the first time.

3. IT says, ”We’re doing awesome!” IT says,

4. Business Partners say, “Awesome at what?” 94% 48% 89% 56% 89% 70% On-BudgetOn-Time To-Spec IT Metrics say: Customers say: Hackett/Microsoft

5. Design for Business Value transforms IT from a cost center to a strategic catalyst of business value through the power of design and measurement practices. We’ve cracked the code… Business partners want more value from IT.

6. A Culture of Order Takers What are your requirements? Sign-off on the spec On time, on budget, on spec Catalysts of Business Value What do you do and why? Sign-off on the test results Business value, on time, on budget Catalysts of Business Value What do you do and why? Sign-off on the test results Business value, on time, on budget Teams who Design for Business Value double their effectiveness.

7. Design for Business Value Is… …a collection of design and measurement practices that develop team creativity, innovation and collaborative behavior to increase the business value of IT investments. Design for Business Value is not an alternative to waterfall, Agile, ITIL. Think of it as a layer that strengthens the methodologies you already know to achieve more effective and consistent results through the power of design. Design for Business Value begins with a team’s commitment to start the project with a clearly defined common purpose and a shared vision of success. Design for Business Value defines the roles, skills, methods, meetings, artifacts and principles to keep teams thinking big, starting small and moving fast.

8. First Steps to Business Value Initial 1 Hour Orientation Select Projects Business Goals Workshop Collaborative Design Sessions Execution Coaching Accelerator: DBV 2 day training with Business Partners and Engineering Outcomes

9. Business Goals Workshop: Measuring What Matters

10. Capabilities Next Steps Design for Business Value is more than just a big idea. Get started on a small project and see how it works for you, in your environment. Pick up steam later with more formal assessments, training and communities of practice. Think Big, Start Small

11. Senthil reverses a global decline in adoption and heals a long standing breach in business confidence. http://www.navicet.com/back-on-track/ http://www.navicet.com/back-on-track/ Prabhu wins control of his project and connects the company with their customers. http://www.navicet.com/the-big-website/ Deliver the Right Thing the First Time: Case Studies in Design

12. A few years ago at Microsoft, a small group of us were asked to find ways to improve IT's performance. We had a strong track record of delivering on time, on budget and to scope, but our business stakeholders were still irritated. They told us that IT was expensive, unresponsive and poorly aligned with their business goals. Our job was to figure out how to close the gap between what looked like a healthy scorecard and how our stakeholders actually perceived us. As we began to make progress, word got out and we were invited to share with key corporate customers how Microsoft was transforming IT. We found out that their business partners shared the same frustrations with IT as ours did. IT wasn't working for them. It became clear to us that the challenges we faced at Microsoft, the frustrations and strain between IT and business partners were not unique to us, but endemic to how IT works. Rather than serving as a strategic accelerator of business value and source of competitive advantage, IT was being managed as a cost center to be contained, a necessary evil. It became a self-fulfilling prophecy. Although Microsoft didn’t have a formal service offering to transform IT, we began sharing our ideas, experience and successes with a few key customers informally over the years. As rewarding as this was to drive internally at Microsoft, we couldn't help but imagine what it would be like to solve this problem at scale for other IT organizations too. After a few years, in February of 2014, unable to shake the idea, Peter Moon and a small group of seasoned experts from Microsoft, HTC, and Starbucks put their talents together to create Navicet, LLC. Navicet is a different kind of consulting company. Rather than just outsourcing the work, we strengthen our customers. We focus on transforming IT from a cost center to a strategic catalyst for business value through the power of simple design and measurement practices. It is surprising how fun and empowering building better business outcomes can be! About Navicet

14. Next Steps Appendix Design for Business Value Reference Guide: www.Navicet.com/s/resultswww.Navicet.com/s/results