Marketing Your IT Strategic Planning Process: Relationship Building with Business Stakeholders

1. Marketing Your IT Strategic Planning Process:Relationship Building with Business Stakeholders Fred MappEFM 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 objectiveis 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 planningis 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 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. Building the Strategy Based on Business Needs Business Processes and Requirements IT TechnologyPlans and Roadmap ERP CRM SCM DEV Sales Fin. Mfg. HR Infrastructure Provide a “three year” technology roadmap and time-line with a thorough and well-articulated plan for software and hardware deployment

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. 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 Relationship Manager

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

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

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

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

18. Questions & Answers Fred MappCSO BestIT