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CTS Advisory Council – Strategic Planning Update December 7, 2011 1.

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Presentation on theme: "CTS Advisory Council – Strategic Planning Update December 7, 2011 1."— Presentation transcript:

1 CTS Advisory Council – Strategic Planning Update December 7,

2 Agenda Update on CTS Strategic Planning Questions for the Advisory Council 2

3 Strategic Plan Questions Where are we now Mission Values Strengths, Weaknesses, Opportunities, Threats Where are we going Competitive Advantage Vision How will we get there Strategic Objective Goals & Actions How will we organize Organizational Structure 3

4 WHERE ARE WE NOW Mission Values Strengths, Weaknesses, Opportunities, & Threats 4

5 Mission We are dedicated to providing innovative technologies and support to our customers through competitive services that deliver measurable value 5

6 Mission We provide innovative technologies and support to our customers through competitive services that deliver measurable value 6

7 Values – We are... Guided by the customer’s needs for the services we provide and the delivery of value to the enterprise Providing technology and service leadership for our customers Competitively focused on price, quality, reliability, and customer satisfaction Accountable to ourselves and our customers to deliver on our commitments and are transparent in our actions Actively seeking and respectful of the views of others Focused on continuously improving our knowledge, technologies, and services Professionals; Highly-skilled, adaptable, and committed to getting the job done Committed to recognizing and celebrating accomplishments 7

8 Strengths, Weaknesses, Opportunities, & Threats Views from Leadership Team and CTS Advisory Council 8

9 Strengths LeadershipAdvisory Council  A lot of heroes  Concerted effort engagement, transparency and customer focus  Stamina  Strong technical staff  Provide tangible results  Leadership and collaboration (OCIO & DES)  Transparency  Good job with providing key services  Not required to earn a margin  Tighter focus on mission, service delivery  New flexibility in pay ranges  Focus on hiring skilled staff and alignment  Experienced work force  Solid core infrastructure  Deep relationships with customers  Project management support is strong  Able to attract qualified staff  Focus on improving structure  Monopoly  Feels like a partnership  New Facility  State of the art facility  Energized staff to new model  Good change management processes  Unique perspective – ability to recognize common solutions  Engaged community that wants to succeed  Good technological proximity  Committed and confident management 9

10 Weaknesses LeadershipAdvisory Council  Vendor management  Communications  Tarnished brand  Funding structure in state government  Internal reluctance to move on  DES/CTS/OCIO separation lacks clarity  Lack of common processes  Nimbleness (agency/CTS) and focus  Staff and skill shortages  Perception that agency can do it cheaper  Lack of communication channels and processes with DES  Business impacts of – all eggs in one basket  Core business in transition and not yet well defined  DR and redundancy – business continuity  Retention and recruitment capability  Tarnished brand – needs to deliver  Aging workforce  Early adopter financial penalty  Morale  Lack of detailed knowledge in new technologies – cloud  Governance systems inadequate (degree of maturity)  Knowledge and experience to decide insource/outsource and technology mix  Have a lot of heroes; fewer team players  Overly burdensome internal processes  Resistors (status quo)  Organizational & operational change while maintaining operations  Lack of understanding of legislators and staff 10

11 Opportunities LeadershipAdvisory Council  Ability to set agenda  Ability to start over (re-definition)  Ability to create a new culture  Dump old DIS baggage  Pent-up demand for improved services  Build trust and respect  Reset customer relationships (rebrand)  Build a customer focused organization  Updated service catalog  Revised service catalog  Local market is underdeveloped  Leverage have and have not agencies  Rethink competitiveness  Align agency IT focus with business strategy  Rethink leadership model  Provide data to the legislature to convey message  Rethink public / private partnership  Business Process re-engineering  Lower unit cost  Create IT strategy plan and roadmap with future focus  Internal accountability and validation  Tell the story about IT supports the business  Drive consolidation and standardization  Consolidation of technology  Staff engagement  New partnerships to jump start innovation  Performance management 11

12 Threats Leadership Advisory Council  Resource constraints (people)  Legislative micromanagement  Time  Short term focus due to political change (14 months)  Adversaries (internal & external)  Talent loss due to financial reductions, agencies competing for the same resources  Money (fund sweeps)  View IT as a commodity  Vendor competition (buy the business)  Financial unknowns to deliver on legislation  Budget instability  No connection with business (strategies)  Lack of common vision or strategy for IT in Washington (OCIO)  Oversimplification of technology based on consumer platform  Resistors (status quo)  Cost of state of the art facilities  Legislative uncertainty  Funding structure in state government  Pressure to improve while changing  Funding at agency level does not incent enterprise thinking  Transformational success depends on unfamiliar models  Perception is reality  Possible negative publicity  Unrealistic expectations  Customers may be competitors  Salary competition in IT workforce  Dependent upon others for standards  Customers lack knowledge required for appropriate decision making  Overhead costs (inherited) 12

13 WHERE ARE WE GOING Competitive Advantage Vision 13

14 What is CTS Best At... Financial Transparency Operating a very complex technology environment Technical Expertise Reactive 14

15 What can CTS potentially do better than any other organization... Run a data center Customer Service Employee engagement Measuring performance Right provider for government – Meeting the right need – Partner of choice – Competitive Excellent internal and external communications Effective and efficient operations – Work smarter, not harder – Reducing unnecessary process 15

16 Vision The information technology partner of choice for agencies in the State of Washington 16

17 HOW WILL WE GET THERE Strategic Objectives Goals & Actions 17

18 Strategic Objectives: Improve Performance to... Be a customer-focused organization Be a high performing organization Be a desired employer Be financially accountable 18

19 GOALS – W ORK - IN - PROGRESS Matching strengths with opportunities Actions Overcome Weaknesses Mitigate Threats 19

20 Focusing on Our Externally Facing Approach Define, protect, and polish the brand Develop and maintain a customer interaction strategy Determine, develop, and maintain a program to expand the customer base Develop and maintain a structure for vendor interactions Develop and maintain an Outreach program for other interested parties 20

21 Implementing Process Efficiencies Define and rationalize core service offerings Develop a Strategic Roadmap for core service offerings Define opportunities to leverage automation Define process metrics Determine target operational maturity level 21

22 Retaining the Right People for the Right Jobs Align organizational structure to deliver a customer-focused approach Formalize employee sharing program with Agencies Define and establish a customer-focused, required skills development program Determine individual and organizational performance and reward standards Establish a healthy work culture 22

23 Aligning Financial Processes with Business Priorities Develop a competitive analysis process to establish rates Create a mechanism to assign accountability for overhead costs Rationalize service rates and charges Develop a standard template to disclose rate detail Implement a business modeling capability for ongoing investments Create and validate a business case template that reflects business priorities Define ROI metrics Establish agreements with customers, partners, and vendors that define the business relationship 23

24 HOW WILL WE ORGANIZE – W ORK - IN - PROGRESS Organizational Structure 24

25 Organizational Decisions External or Internal focus Proactive or Reactive – Services capacity – Customer interaction Service Value or Priority Decisions – Difference of decision: should we support versus can we support Within the Agency; Distributed or Centralized decision making 25

26 ADVISORY COUNCIL QUESTIONS Defining Expectations 26

27 Advisory Council Expectations What do you want from CTS? What do you need from CTS? What are the critical success factors for CTS? 27


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