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IT Strategy and Management: Navigating the Challenge Ahead. Art Wittmann Managing Director InformationWeek Analytics ISB201. About Art Wittmann. Director of University of Wisconsin Engineering Computing Center 1990-1996 Editor of Network Computing 1996 – 1999

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it strategy and management navigating the challenge ahead

IT Strategy and Management: Navigating the Challenge Ahead

Art Wittmann

Managing Director

InformationWeek Analytics

ISB201

about art wittmann
About Art Wittmann
  • Director of University of Wisconsin Engineering Computing Center 1990-1996
  • Editor of Network Computing 1996 – 1999
  • Editor in Chief of Network Computing2004 – 2007
  • Editor of InformationWeek, Director of InformationWeek Analytics 2007 - Present
about informationweek analytics
About InformationWeek Analytics
  • Twenty to forty page reports on:
  • Research:
    • 15 – 25 questions on technology adoption and user perceptions
    • 200 – 800 responses
    • typically 80% IT, 20% non-IT management
    • typically 50% over 1000 employees, 50% under
  • Analysis:
    • Experts with real world, practical experience
    • Provide best practices
    • Evaluation methodologies
    • Risk assessment and avoidance
    • Organizational requirements and dynamics
    • Architectural options
bad times
Bad Times

A – Bank Run Of 1907

B – Great DepressionC – Recession of 1958D – Oil Embargo of 1973

E – Iranian Revolution

& Oil Run Up of 1981F – Tech Bubble Burst

2001

F

F

E

D

D

C

C

B

B

A

big opportunities
Big Opportunities

A – UPS and Bell & Howell

Launch

B – Allstate Insurance

LaunchC – Avis and Budget LaunchD – Clear Channel and

SkyWest Launch

E – MTV, Whole Foods,

Sun Micro and Adobe

LaunchF – Riverbed, Genomics

and Wynn Resorts

Launch

F

E

D

C

A

B

from past recessions we know
From Past Recessions We Know…
  • Recessions are followed by comparatively long periods of growth
  • The deeper the recession, the stronger the post-recession period
  • Recessions create new markets and new opportunities
  • While businesses fail in recessions, whole industries rarely do
  • Technology tends to be a destabilizing influence on the economy
but what about this recession
… But What About THIS Recession?

"Openings [for top IT spots] are declining, companies are not replacing

people or they\'re not going outside to replace them,“

-- Beverly Lieberman, President,

Halbrecht Lieberman Associates

“[I’m] aware of about 10 to 12 companies on the East Coast in the midrange

of $200 million to $3 billion in revenue that are using this stalling tactic

of not filling a CIO vacancy to save money right now. If a CFO

can save a company $140,000 by not replacing the CIO right now, that\'s

what they\'ll do”

-- Michael Kirven, co-founder

and principal of Bluewolf

ballmer sees fundamental reset
Ballmer sees “Fundamental Reset”

“In my view, what we now have will be a fundamental economic reset.  The economy is going to have to re-establish itself at a level of spending that reflects the real value of underlying assets before we can all start growing again at a healthy rate.” 

resetting the business for success
Resetting the Business for Success
  • Move past cost cutting, and reacquaint yourself with your business partners – and how they make money
  • Virtualize, automate and embrace a services model
  • Consider the businesses your IT organization doesn’t need to be in
  • Be data driven
success in software
Success in Software

69% made some money on

software

Only 31% used revenue as

a success metric.

national semiconductor stats
National Semiconductor Stats

Founded: 1959

Employees: 7000

Revenue: $1.89 billion

US Patents: 3,100

Total Products: over 15,000

Product Focus: “Analog Intensive” chips

national s chicken and egg dilemma
National’s “Chicken and Egg Dilemma”

Distributors are a key part of National’s businessBecause so many new parts are created each year, distributors arereluctant to carry them in inventory

Electronics designers won’t use parts that aren’t in inventory

Douglas Owens – Central Planning and Production

Sheau-Huey Yuan – Applications Director

lessons from nat semi
Lessons From Nat Semi
  • Spend real time with your line of business partners
    • Each National IT manager spends two weeks in the field
  • Service oriented development can pay off in ways that you might not anticipate
  • Prototype and beta test with your business partners
how harrah s wins
How Harrah’s Wins

Tim Stanley – CIO & Sr. VP of

Innovation,

Gaming,

Technology

innovation at harrah s
Innovation at Harrah’s

Using RFID and interactive terminals, Harrah’s:

tracks customers, with perks for

preferred customers

lets groups such as families find each other

lets customers make purchases at Harrah’s without a wallet or room key – at a pool or spa

lets customers gamble from anywhere within Harrah’s resorts via

virtual gaming

lessons from harrah s
Lessons from Harrah’s

Be data driven

Try new ideas

Contribute to the bottom line

make it matter
Make IT Matter

IT must be: Virtualized

Automated

Service Enabled

Data Driven

So that IT can work with line of business partners

to drive new business and revenue

thank you
Thank You!

Resources:

InformationWeekAnalytics.comInformationWeeekReports.com

resources
Resources
  • www.microsoft.com/teched

Sessions On-Demand & Community

  • www.microsoft.com/learning
  • Microsoft Certification & Training Resources
  • http://microsoft.com/technet
    • Resources for IT Professionals
  • http://microsoft.com/msdn

Resources for Developers

track resources
Track Resources

TechNet IT Management Home

Information Week\'s TechWeb Briefing Center

Thrive Home

http://www.technet.com/itmanagement/

http://platform-solutions.techweb.com/

http://www.microsoft.com/thrive

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© 2009 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries.

The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

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