1. Marketing Your IT Strategic Planning Process: Relationship Building with Business Stakeholders
Fred Mapp EFM
April 10, 2013

2. Introduction Lets start with a few questions Why are we here?
What is the Business Problem? CIO Survey Results
Why should you care about marketing IT?
How good is your relationship with the business?
How do we communicate the strategic plan?
Why technology?
Do we have the right people?
How do we measure success?
What is the overall strategy?

3. CIO Survey Results

4. What Business Problem are You Trying To Solve?
When do you meet and what do you talk about with your business partners?
The implementation of a Technology Strategy must be targeted toward a clearly defined value creation focus:
Top-line growth – Technology projects that primarily generate revenue
Bottom-Line optimization growth – Technology projects that yield profit
Shareholder value growth – Technology projects that increase the value of the company
Customer retention
Market share
“I promise that this technology strategic plan will meet your needs and provide business value”
CIO

5. Definition: A strategy is a plan of action designed to achieve a vision
A plan is typically any diagram or list of steps with timing and resources, used to achieve an objective.
A goal or objective is a desired result a person or a system envisions, plans and commits to achieve—a personal or organizational desired end-point in some sort of assumed development. Many people endeavor to reach goals within a finite time by setting deadlines.
Strategic planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy. In order to determine the direction of the organization, it is necessary to understand its current position and the possible avenues through which it can pursue a particular course of action. Generally, strategic planning deals with at least one of three key questions:
"What do we do?"
"For whom do we do it?"
"How do we excel?"

6. Marketing Your Report Card
9/3/2018
What did we do, For Whom did we do it and How did we excel?
What were the objectives?
How did they impact the business?
Did we achieve the objectives?
Would the business agree?
Did we make a difference?
Why do we continue to ask the question about what IT needs to do to support the business?
Is IT truly committed to solving business problems or is the focus on technology implementation?
Is IT focused only on “operate and maintain?
Grow data centers
Implement latest technology fads

7. IT Technology Plans and
Building the Strategy Based on Business Needs
Business
Processes and
Requirements
Sales
Fin.
Mfg. HR
IT Technology Plans and
Roadmap
ERP
CRM
SCM
Infrastructure
DEV
Provide a “three year” technology roadmap and time-line with a thorough and well-articulated plan for software and hardware deployment 6

8. Who Calls the Shots? Source – CFO Research Services
The findings are based on a survey of 382 senior finance executives and 300 senior IT executives working in a wide variety of companies. It was conducted in December 2011 and January 2012

9. Why Focus on Relationship Management?
Collaboration with peers
How good is the relationship?
How are decisions made?
How are requirements captured?
How effective in building the strategy?
How to market?

10. Relationship Manager
To better understand and support your business needs and improve communication, IT has defined a new role, ‘Relationship Manager’
A Relationship Manager…
Provides IT consulting services the Business Units
Conducts business process analyses & needs assessments
Aligns technology solutions and business strategies
Facilitates and maintains the strategic planning process 9

11. Relationship Management Process
Project Prioritization:
Investment decisions
Demonstrates ROI
Prepare for executive approval
It all starts here
IT Project Qualification Review Boards Role:
Hold Steering committee meetings
Translates business needs
Review technology alternatives
Review cost/benefit
Information Sharing with Account Managers:
Staff meetings
Planning sessions
Hold Relationship Management Forums
One-on-ones
Quick Hitters:
Tactical development
Temporary Fixes
Quick turnaround
Feedback Loop:
Process improvement
Customer satisfaction 10

12. Relationship Management Assessment Survey
Another step, Survey your users
Meeting with users
Ask about their strategic direction
Assess how they rate their process, their current application and importance of automation
Follow up sessions to review survey results
Showcase your deliverables
Newsletter of current IT events
When was your last survey?

13. Do You Have the Right Skills to Execute the Strategy?
The transformation of IT: Jumping the chasm
Some can make it easily
Some will need training
Some will need a jet pack
Some will not make the cut
Strategic
Direction
Former
Skills
New
Skills

14. How is IT Success Measured?
Source – CFO Research Services 13

15. What Needs to be Measured?
Do Your Metrics Make Sense to Your Users?
TECHNICAL
BUSINESS
Number
Of Calls
Closed
Number of
on Time
Shipments
Response
to Change
in Market
Systems
Availability
Versus A
Perfect
Order
Response
Time
On Time
Close
Survey Your Customers 14

16. IT Strategic Direction Killers
Top 6 Killers in Implementing Strategy
Unclear communication of responsibility and/or accountability for execution decisions or actions
Poor or inadequate information sharing between individual or business units responsible for strategy execution
Poor or vague strategy
 Inability to manage change effectively or to overcome internal resistance to change (cultural issue)
 Lack of feelings of “ownership” of a strategy or execution plans among key employees
Lack of sharing the vision
Execute

17. Develop an IT Executable Plan
Strategic Framework
Initiatives
Develop an IT Executable Plan
Plans to Achieve
Company
Objectives
Company
Core Values
Objectives,
Strategies,
and Metrics
Execute, Execute, Execute

18. Questions & Answers
Fred Mapp CSO
BestIT 17