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CIO Council of SA Doing More With Less 13 February 2015 Johannesburg
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CEB CIO Leadership Council
Membership Program Overview Who We Are CEB is the world’s leading member-based advisory company. We have a unique view into what matters—and what works—when capitalizing on drivers of business performance. With 30 years of experience working with top companies to share, analyze, and apply proven practices, we begin with great outcomes and reverse engineer to help you unlock your full potential. As a result, our members achieve outsized returns by more effectively optimizing talent investments, creating new sources of efficiency, reducing risk, and enabling and accelerating growth. 30+ Years of Experience 110+ Countries Represented 6,000+ Participating Organizations 300,000+ Business Professionals Approximately 85% of the Fortune 500 Nearly 85% of the FTSE 100 50% of the Dow Jones Asian Titans Best Practices & Decision Support Tools & Solutions Integrated Talent Management Services Best Practice Implementation SHL Talent Measurement Solutions Learning & Development Workforce Surveys Leadership Councils Market Insights Analytics & Planning & Analytics © 2014 CEB. All rights reserved. CIO SYN
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CEB Support for Senior Executives Across the Enterprise
Human Resources Innovation & Strategy Legal, Risk & Compliance Legal, Risk & Compliance Marketing & Communications Procurement & Operations Financial Services Finance Sales & Service Information Technology CEB Applications Leadership Council CEB Enterprise Architecture Leadership Council CEB CIO Leadership Council ADDITIONAL OFFERINGS Business Engagement End-to-End IT Services Roadmapping CEB IT Leadership Academy Agile Staff and Leadership Development CEB IT Performance Benchmarking Information Management Business Analysis Enterprise Planning Mobile Applications Development The Future of Corporate IT CEB IT Roadmap Builder Reference Architecture Strategic Planning and Budgeting CEB IT Talent Assessment EA Functional Management Sourcing CEB Business Analyst Development Accelerator Business Architecture Performance Measurement CEB Information Risk Leadership Council CEB Project Management Development Accelerator CEB Infrastructure Leadership Council CEB PMO Leadership Council CEB Risk Management Bootcamp Program management Metrics and Performance Management Employee Computing Staff and Leadership Development Service Management CEB Service Management Bootcamp Risk Management Cloud Computing Benefits Realization Business Engagement and Risk Awareness Metrics and Performance Measurement Stakeholder Management Metrics and Performance Measurement Resiliency Staff and Leadership Development Policies and Controls Security Talent Contact CEB to Learn More © 2014 CEB. All rights reserved. CIO SYN
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Adaptive IT
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A LONG-STANDING COMMITMENT TO HELP YOU NAVIGATE THE FUTURE OF CORPORATE IT
Rapid Change as Information and Technology Become Ubiquitous 2010 2011 2012/2013 2014/2015 The Future of Corporate IT Business Engagement 2.0 The New Model for IT Service Delivery Adaptive IT The Future of Corporate IT Business Engagement 2.0 The New Model for IT Service Delivery Adaptive IT IT faces five radical shifts in value, ownership and role. IT’s role becomes “educate and integrate.” IT realigns around business- outcomes based services. How can IT best create value in an era when technology is ubiquitous © 2015 CEB. All rights reserved. CIO SYN
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TECHNOLOGY BECOMES UBIQUITOUS
High Business-Centric Approach Customers Use new digital channels Expect digital products to integrate aking Decisions About Technology Suppliers and Channel Partners Propose digital capabilities to benefit the full value chain Provide new sources of data Employees Use apps and devices they source for themselves Rely on external networks and data to get work done M Business Leaders Take the lead on technology decisions Allocate money to technology outside the IT budget umber of People IT-Centric Approach N IT makes technology decisions, guided by business leaders Other stakeholders consume technology, but have little say Low Corporate IT Extended Value Chain Locus of Decision Making About Technology Source: CEB analysis. © 2015 CEB. All rights reserved. CIO SYN
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Tracking But No Plans to Deploy Before 2017
SHORTER, MORE ITERATIVE PLANNING HORIZONS Average Number of Technologies Forecasted to be Adopted Companies forecast few technology solutions more than 12 months out… …as the many fast-changing solutions on the horizon make it hard to define an end state. 69 59 a umber of Technologies N 7 2014/2015 2016 Tracking But No Plans to Deploy Before 2017 Anticipated Deployment Time Source: CEB analysis. a Number of technologies and Capabilities are calculated from CEB’s Emerging Technology Roadmap and Digital Capability Roadmap. © 2015 CEB. All rights reserved. CIO SYN
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6th 1st 5% 5% A GROWING MISMATCH BETWEEN FUNDING AND DEMAND 2004 2013
CEO Ranking of Technology as a Business Driver Most CFOs continue to manage the CIO’s budget against a fixed benchmark such as a percentage of revenue. IT Budget as a Percentage 5% 5% of Revenue Source: CEB analysis. © 2015 CEB. All rights reserved. CIO SYN
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1 2 3 4 5 PRINCIPLES OF ADAPTIVE IT
In an era of ubiquitous technology, IT leaders should apply five principles to help the enterprise maximize returns from its technology investments. Collectively, these principles make IT adaptive. Excellence Should Be Targeted —IT must focus disproportionate effort in areas where it has comparative advantage and “dare to be adequate” elsewhere. 1 Role is Context Based—IT must adopt different responsibilities and relationships based on its operating context such as where the ideas and money come from. 2 Judgment Shapes Process—IT must apply judgment to governance and delivery processes to ensure the level of rigor is appropriate to the business outcome. 3 4 Speed-to-Market Comes First—IT must increase the priority given to urgency when making trade-offs against cost and risk. Technical and Business Talent Isn’t Either/Or—IT must sharpen its technical edge and engagement competencies in parallel so that technology expertise stays ahead of changing business needs. 5 Source: CEB analysis. © 2015 CEB. All rights reserved. CIO SYN
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Bimodal IT Will Drive Business Success
WHY ADAPTIVE IT REQUIRES MORE THAN A NEW ORG STRUCTURE Welcome to the Era of Two-Speed IT IT News, 4 March 2014 Bimodal IT Will Drive Business Success Because the most commonly proposed solutions rely on new organizational structures, they will: IT-Online, 18 November 2014 Lead to a specific end-state that cannot respond to new contexts Ignore interdependencies across IT Become inefficient due to complexity Create engagement problems in the IT team How to Build an Innovation Team TechTarget, 19 December 2014 Source: CEB analysis. © 2015 CEB. All rights reserved. CIO SYN
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A Context based role
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HOW IT’S CONTEXT-DEPENDENT ROLE WORKS
“Who are the right stakeholders?” Business Leaders Customers Employees Suppliers and Channel Partners “Which context does IT face?” Traditional Leading a major initiative Enabling innovation Supporting external customers Adopting cloud services Promoting business- led IT Developing new digital products “What engagement approach should IT take?” Delivering Consulting Brokering Coaching To create value, IT must adapt to many combinations IT “When should IT get involved?” Novel Evaluate Test and Learn Develop and Scale Run and Maintain Source: CEB analysis. © 2015 CEB. All rights reserved. CIO SYN
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BUSINESS LEADERS EXPECT TO PLAY A NEW ROLE IN TECHNOLOGY
Business Depends on Specialized Technology 1. Business Leaders Are More Tech Savvy Technology Is More Accessible IT Has Limited Capacity 72% of executive suite priorities depend on technology CEOs rank technology first among factors that drive business value 80% have experience with technology projects Other functions hiring technology-savvy staff Cloud, SaaS Consumer technologies More vendors Non-traditional vendors Limited budgets and capacity Focused on scale and efficiency Rigid governance processes ill-suited to new technologies Greater business partner willingness to lead technology decisions Average Percentage of Business Partners Willing to Lead Technology Projects 26% Not Willing 74% Willing n = 181 business executives. Source: CEB surveying. Note: Average of “Willing to Lead” for Identifying Capabilities of Tools, Selecting and Procuring Tools, Project Management, and Vendor Management. © 2015 CEB. All rights reserved. CIO SYN
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IT MUST ADAPT ITS ENGAGEMENT MODEL
IT’s Enduring Comparative Advantages IT Engagement Activities Cross-Enterprise Perspective Insight into business partners’ priorities Insight into employees’ technology needs and activities Technology Portfolio Management Knowledge of core enterprise systems, processes, and data Ability to integrate technologies Investment coordination across services Service Management Expertise Expertise with managing technology projects Experience with managing technology vendors Service delivery across business lines Delivering Consulting Brokering Coaching Source: CEB analysis.
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STRIKING THE RIGHT BALANCE ON WHERE AND HOW TO ENGAGE
Approaches to the Division of Responsibilities for Technology Helps align IT staff and business leaders’ expectations “Capabilities Federation” High Shifts conversation to business capabilities and away from technologies New Divisions of Labor Value Realization Potential Permissive Restrictive Enterprise Posture Toward Business-Led IT Low “Technology “Technology Dictatorship” Anarchy” Anything Goes Corporate IT Control Sub-scale solutions Missed business opportunities Duplication of effort Policy breaches Data silos Narrow focus on IT risk misses broader competitive risks Avoidable risks Source: CEB analysis. © 2014 CEB. All rights reserved. CIO SYN
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GIVE CLARITY ON IT’S RESPONSIBILITIES
Level of Business-Led IT for Each Capability Segment SHALLOW IT DEEP IT (Business partners take the lead) (IT ownership) 1 Capabilities of Record 2 Capabilities of Insight (High Risk) 3 Capabilities of Productivity Scale 4 Capabilities of Insight (Low Risk) 5 Capabilities of Engagement “It’s the business’ job to identify the capabilities they need. And it’s IT’s job to understand why, and provide the architectural expertise to help marketers get more from their investments.” Degree of concern about risk and compliance Source: The Clorox Company; CEB analysis. Ralph Loura CIO Clorox Company © 2014 CEB. All rights reserved. CIO SYN
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THE BUYER’S AGENT Mission To collaborate with business stakeholders on technology decisions by building their risk awareness and guiding them to potential opportunities and away from potential pitfalls, without taking over responsibility for their investments. Differentiation from Traditional Business-Facing Roles in IT An effective Buyer’s Agent plays a support role in business technology decisions, rather than leading initiatives identified by the business. Key Responsibilities Clarify business expectations about vendor opportunities and limitations. Educate business leaders on how to cut through vendor hype. Explain total cost of a vendor solution ownership in a language business can understand. Advise business in vendor negotiations. Source: CareFusion; CEB analysis. © 2014 CEB. All rights reserved. CIO SYN
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VISUALIZE BUSINESS OUTCOME TRADE-OFFS OF ARCHITECTURE CHOICES
Architecture Valuation Framework Illustrative—Sales Collaboration Solution Build C o s t Buy Rent Scoring Key 4 Implementation Cost Efficiency Operational Cost Efficiency Most Desirable 4 3 More Desirable 3 2 Neutral Savings on Future Solutions 1 Less Desirable Security 2 Least Desirable 1 Speed to Benefit Flexibility t y A i r c g i l h i Enabled Speed of Solutions A t e Availability c s s t u i n e r e u s Q B u F. Performance a l i t y Source: Progressive; CEB analysis. © 2014 CEB. All rights reserved. CIO SYN
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Technical and Business
Skills Required
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Limited or dated functional expertise
HOW TO READY YOUR TEAM FOR ADAPTIVE IT Common Barriers to Building an Adaptive IT Team “Will” “Skill” Limited or dated functional expertise Wrong mindset Lack of critical competencies Develop a climate of openness to uncertainty, and new ways of working Expand IT’s engagement competencies Replenish cutting edge technical knowledge Source: CEB analysis. © 2015 CEB. All rights reserved. CIO SYN
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MEASURING IT’S CLIMATE OF OPENNESS
1 Open to Business Collaboration Open to Risk and Uncertainty 2 Open to Business Collaboration I am expected to help colleagues outside my day-to-day workgroup. I am expected to seek help from colleagues outside my day-to-day workgroup. Open to Risk and Uncertainty I see failure as a learning opportunity for individuals and the company. I am expected to be resourceful when facing uncertainty. Climate of Openness Open to New Ways of Working 3 Open to New Ways of Working I agree that employees outside IT should be able to experiment with technology. I am expected to challenge the status quo when or where appropriate. Source: CEB analysis. © 2015 CEB. All rights reserved. CIO SYN
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HOW TO ENCOURAGE OPENESS
Sample Metrics for IT Scorecard and Employee Objectives Operational Performance Availability Adherence to standards Project Health On-time delivery On-budget delivery Reduce Emphasis to Avoid Inhibiting a Climate of Openness Give less prominence in IT communications Reduce scorecard weighting Remove or reduce weighting in employee MBOs Cost Cost reduction Performance against budget Risk No Change Speed Time to market for new capabilities Time to respond to business requests Business Impact Contribution to enabling innovation Business criticality of applications delivered Talent Development Competency development Increase Emphasis to Encourage a Climate of Openness Highlight in IT communications and CIO townhalls Increase scorecard weighting Add to employee objectives Source: CEB analysis. © 2014 CEB. All rights reserved. CIO SYN
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12 COMPETENCIES FOR HIGH PERFORMANCE IN IT
CEB IT Competency Model Competency Definition Uses practices, processes, procedures, and systems to manage work and to simplify and use resources efficiently Process Orientation Considers the relative costs and benefits of potential actions to choose the most appropriate one Decision Making Teamwork Promotes and facilitates coordination and cooperation among peers Organizational Awareness Understands the organization’s mission, values, operations, and goals Creativity Applies original thinking to produce new ideas and innovative products Self-directs activities and works through goal setting, time management, and planning Prioritization Business Results Orientation Seeks to understand the business needs and deliver prompt, efficient, quality service to the business Can work with data to identify patterns; uses judgment to form conclusions that may challenge conventional wisdom Analytic Ability Learning Agility Rapidly acquires new knowledge and learns new skills Relationship Management Creates relationships with new acquaintances quickly and confidently Communication Conveys complex and technical issues to diverse audiences Influence Applies different strategies to convince others to change their opinions or plans Source: CEB analysis. © 2015 CEB. All rights reserved. CIO SYN
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FEWER THAN HALF OF IT EMPLOYEES DISPLAY PROFICIENCY IN ENGAGEMENT COMPETENCIES
IT Employee Proficiency Across Competencies Percentage of IT Employees at Least at the “Proficient” a Level Competency Percentage Showing at Least Proficiency a Process Orientation 72% Decision Making 70% Teamwork 68% Organizational Awareness 67% Creativity 59% Prioritization 59% Business Results Orientation 59% Analytic Ability 57% Learning Agility 56% The majority of IT employees lack even a “proficient” level of the competencies critical to IT’s engagement activities. Relationship Management 49% Communication 47% Influence 45% Scoring Guide > 70% of IT employees are at least proficient 61%–70% of IT employees are at least proficient 51–60% of IT employees are at least proficient < = 50% of IT employees are at least proficient n = 2,569. Source: CEB IT Talent Assessment. a “Proficient” is defined as scoring a 3 on the competency on a 5-point scale. Employees are defined as “at least” proficient if they score a 3, 4, or 5. © 2015 CEB. All rights reserved. CIO SYN
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1 2 3 4 5 PRINCIPLES OF ADAPTIVE IT
In an era of ubiquitous technology, IT leaders should apply five principles to help the enterprise maximize returns from its technology investments. Collectively, these principles make IT adaptive. Excellence Should Be Targeted —IT must focus disproportionate effort in areas where it has comparative advantage and “dare to be adequate” elsewhere. 1 Role is Context Based—IT must adopt different responsibilities and relationships based on its operating context such as where the ideas and money come from. 2 Judgment Shapes Process—IT must apply judgment to governance and delivery processes to ensure the level of rigor is appropriate to the business outcome. 3 4 Speed-to-Market Comes First—IT must increase the priority given to urgency when making trade-offs against cost and risk. Technical and Business Talent Isn’t Either/Or—IT must sharpen its technical edge and engagement competencies in parallel so that technology expertise stays ahead of changing business needs. 5 Source: CEB analysis. © 2015 CEB. All rights reserved. CIO SYN
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Thanks for your attention
Contact us
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Appendix © 2014 CEB. All rights reserved. CIO SYN 143
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Our CEB offering is Comprehensive and Unrestricted
CEB’s clients include over 94% of the Fortune 100 and more than 80% of the FTSE 100 Total Team Engagement… through End to End Support.. and Multi Channel Solutions. Annual Executive Meetings/ Networking- a chance to network with peers and discuss your challenges in a secure, unbiased forum. Help fundamentally rethink the function mission, structure, strategy and capabilities for sustainable top and bottom line growth. Chief Officer – Head of the Respond to demands from the CEO and the board: presentation support, emerging trends, business impact Thought Partnership with our senior Advisory Expert– an unparalleled view into how thousands of other major companies are perceiving and managing their function. Assigned dedicated Function Function Enabling Business and Personal Facilitate cross-function initiatives: shared services, growth agenda and cost reduction Objectives End to End project support on functional initiatives with Senior Leadership Team Dedicated support to Business Partners ,Change Agents and Transformation Leaders Partnering with Talent Development team to define competencies, skills, roles and responsibilities that matter most to your function. Senior Leadership Team & Change Agents Improve Performance and Drive Functional Excellence Web Access – unlimited online access to membership website, e-learning resources, research Global Functional Community Our online training, best practices and tools boost your staff productivity, allowing you to sustain a functional return on investment and to accelerate maturity. Learn and Develop competencies and capabilities of the global team. 7
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Get the Support You Need for Your Executive Role
Support for Senior Executives and Their Teams Helping Executives By Solving These Challenges Through These Resources With a Differentiated Solution Enable Growth Assessing Key Performance Trends and Risks Research and Insights Peer Network Proven practical solutions derived from a global client base Focused Research Objective guidance informed by vast data assets and rigorous analysis Client-Centered Service Unmetered access to strategic information and tactical approaches Cross-Functional Perspectives Diverse executive viewpoints to facilitate enterprise-wide collaboration Increase Efficiency Benchmarking Performance and Plans Proven Best Practices Transform the Department Establishing Innovative Operating Approaches Reduce Risk Advisory Support Organizing and Managing Critical Talent Decision and Diagnostic Tools Driving Alignment and Support for Change Peer Benchmarks Navigating Leadership Transitions Executive Networking Live and Online Learning Events © 2014 CEB. All rights reserved. CIO SYN 8
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WHY ADAPTIVE IT IS THE WAY FORWARD
Technology decision making beyond IT, shorter and more iterative planning horizons, and the growing mismatch between funding and demand emphasize the need for a new framework for IT. WHY ADAPTIVE IT IS THE WAY FORWARD Ubiquitous Technology Impact Implication 1 Implication 2 Implication 3 A Growing Mismatch Between Funding and Demand Technology Decision Making Beyond IT Shorter, More Iterative Planning Horizons Adaptive IT Adaptive IT is a framework that CEB has developed to help IT organizations maximize value from IT in an era of ubiquitous technology. This framework provides guidance on how to transform IT’s strategy, governance, delivery, and workforce. What differentiates Adaptive IT from other approaches today is that it doesn’t stipulate a specific end-state but allows organizations to thrive in any environment. Source: CEB analysis. UBIQUITOUS TECHNOLOGY IMPACT PRINCIPLES ADAPTIVE STRATEGY ADAPTIVE GOVERNANCE AND DELIVERY ADAPTIVE WORKFORCE OF ADAPTIVE IT © 2015 CEB. All rights reserved. CIO SYN 11
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BUSINESS CAPABILITY SEGMENTATION
Arrange capabilities into four segments to communicate the value and risk of business-led IT. BUSINESS CAPABILITY SEGMENTATION Five Business Capability Segments Clorox arranges capabilities into segments that reflect the risk and value of change to the organization. 1 Capabilities of Record Core to business operations but not differentiating Example: General Ledger High 1 2 3 By using capabilities rather than technologies, Clorox minimizes the overlap between categories. 2 Capabilities of Insight (High Risk) Related to analysis and reporting Example: Weekly sales reports Geoffrey Moore defined the Record and Engagement segments in his book Escape Velocity, and Clorox added two categories. Risk of Changing the Capability 3 Capabilities of Productivity Mediate the way employees work Example: Instant Messaging “We started with two categories but found that not all engagement 4 5 4 Capabilities of Insight (Low Risk) Related to analysis and reporting Example: Web analytics capabilities were low-risk, as some behaved like a capability of record.” Ralph Loura CIO Clorox Company 5 Capabilities of Engagement Support customer and employee engagement Example: Direct mail management Low To view further examples of capabilities, please see the Appendix on pages 62–63. Low High Value of Changing the Capability Source: The Clorox Company; CEB analysis. Business capabilities are a structured way of expressing the activities an enterprise performs to achieve its desired business objectives. © 2014 CEB. All rights reserved. CIO SYN 52
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DEFINE THE TRIGGERS TO MOVE FROM SHALLOW TO DEEP IT
Check for scalability as well as risk and compliance to transition capabilities from the shallows to the deep. DEFINE THE TRIGGERS TO MOVE FROM SHALLOW TO DEEP IT IM PL EMEN Business relationship managers work with business partners to identify the capabilities they want to drive to scale. SHALLOW IT DEEP IT Scalability Checklist (Business partners take the lead) (IT ownership) TAT There is value in scaling the solution up. I Each capability segment has its own team of architects who work with business relationship managers to move technology experiments from the shallows to the deep. This is a new capability that is not offered anywhere else in the organization. O Trigger Point N IT has the resources to drive the solution to scale. GUI Scale Business partners have the resources to drive the solution to scale. D E A number of people already use this solution regularly. There is a limited amount of architectural complexity that does not affect the potential value of the solution. Degree of concern about risk and compliance Risk and Compliance Checklist The underlying technology and/or vendor is mature. The underlying technology is compatible with the rest of the environment. Use both sets of criteria to ensure the underlying technology of the capability is ready to move from the shallows to the deep. The underlying technology is protected from potential data loss. There is clarity on how the data will be handled, through extracts, data entry, or a standalone process. The business owner has the skills and competencies to effectively manage potential risk. Source: The Clorox Company; CEB analysis. © 2014 CEB. All rights reserved. CIO SYN 64
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GUIDE BUSINESS LEADERS TO ASK VENDORS THE RIGHT QUESTIONS
The Buyer’s Agent guides business leaders to unearth common technology selection and implementation pitfalls. GUIDE BUSINESS LEADERS TO ASK VENDORS THE RIGHT QUESTIONS Business Leader’s Buyer’s Guide Partial View In addition to the standard questions for vendors, steer business leaders to ask probing questions to get underneath the vendor pitch. I. Fit with Identified Business Need II. Implementation Effort III. Quality of Vendor Partnership IV. Financial Cost Part 1: Questions for Self-Reflection Why Ask These Questions? Buyer’s Guide Guidance It is hard to assess the success of any project that lacks measurable outcomes from the outset. Business sponsor’s perceptions of how a solution will be used often diverge from the ways in which they are incorporated into end users’ workflows. Failing to anticipate business change may result in costly adjustments to the solution later. Have we defined metrics for assessing the success of this implementation? Do we understand how end users will use this solution? Have we spoken with the likely end users to understand how this would fit into their existing way of working? How likely is it that the way we use this solution changes over time? Avoid launching into conversations about technology standards, governance rules, and architectural principles prior to understanding business rationale for evaluating a vendor solution. Part 2: Differentiating Questions for the Vendor Why Ask These Questions? Buyer’s Guide Guidance It is very hard to spot the main weaknesses of software solutions during the buying process; they usually surface during implementation. Therefore, it is common for inexperienced buyers to feel that they do not understand the potential pitfalls of a solution. We have identified two to three core problems this solution must solve for us. Can you provide specific examples of how you have addressed these problems for other clients? What type of preparation (data access, security, special configuration, etc.) was required to successfully resolve those clients’ problems? Could we obtain a reference from a customer with the same or a highly similar problem? Part 3: Standard Questions for the Vendor How many other organizations use this product? Overall Grade A–F: (How well did we understand what the vendor told us about this category?) Source: CareFusion; CEB analysis. Buyer’s Agent’s Companion Guide Partial View I. Fit with Identified Business Need II. Implementation Effort III. Quality of Vendor Partnership IV. Financial Cost Buyer’s Agent Probing Questions for Business Leaders Why Ask These Questions? Buyer’s Agent Guidance Inexperienced buyers may overlook or fail to detect common vendor weaknesses. Often times, they do not know where to be skeptical about vendor claims. Therefore, you will want to ensure that their questions have covered all the bases. What were your biggest open questions about the solution? Did the vendor address them to your satisfaction? Which of the differentiating vendor questions were you able to ask? What were two to three important questions you did not get to ask? What were the most important things you have learned? What grade would you give to the vendor based on what they told you? Source: CareFusion; CEB analysis. © 2014 CEB. All rights reserved. CIO SYN 57
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Legacy Technology Expertise Emerging Technology Expertise
IT leaders must guide their organizations through a significant transition in technical and functional expertise. REPLENISHING IT’S TECHNICAL EDGE Breakdown of Projects Requiring Legacy Versus Emerging Technology Expertise Illustrative Key Questions for Strategic IT Workforce Planning Which architectural and development roles require new areas of technical expertise? Legacy Technology Expertise Emerging Technology Expertise What is the right balance between replenishing in-house technical expertise and relying on external sources? How should IT manage the retraining or retirement of employees with expertise in legacy technologies? Should IT play a role in developing technical expertise elsewhere in the company? Digitization increases demand for expertise in emerging technologies Source: CEB analysis. Source: CEB analysis. UBIQUITOUS TECHNOLOGY IMPACT PRINCIPLES ADAPTIVE STRATEGY ADAPTIVE GOVERNANCE AND DELIVERY ADAPTIVE WORKFORCE OF ADAPTIVE IT © 2015 CEB. All rights reserved. CIO SYN 34
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