Achieving Business IT Alignment with IT Best Practices

Pink Elephant – Knowledge Translated Into Results

Achieving Business & IT Alignment with Best practices

…BRM

Paul Wilkinson Director

GamingWorks Bv

Achieving Business & IT-Alignment using Best Practices © Pink Elephant, 2016. All Rights Reserved.


A TOP scoring ABC card from World-Wide-Workshops > 3000 organizations

…Marriage guidance counsellor?

Executive perceptions of IT dropping > 30% GAP between perceptions…

BRM: Connector, Orchestrator, Navigator..

[en- shoo r, -sure] 1.  To secure or guarantee 2.  To make sure or certain

Business Relationship Management Stimulates, Surfaces and Shapes

Business demand for a provider’s Products and Services

and ENSURES that the potential Business Value

from those Products and Services is Captured, Optimized and Recognized


Value Chain Capabilities


Value LEAKAGE: Does this mean BRM isn’t working?

“..ENSURES..”


Value LEAKAGE: Does this mean BRM isn’t working?

“..ENSURES..”


q Current approaches are NOT WORKING! q We can no longer afford to FAIL!

q Need to translate THEORY and CERTIFICATES into PRACTICE and CAPABILITIES

q Can BRM SAVE THE DAY!

q Business & IT Alignment is STILL an Issue!

Alignment: A position of agreement or alliance (Oxford dictionary) An arrangement of groups or forces in relation to one another (Merriam-Webster) Change something so that it has a correct relationship to something else

MUST


q We can no longer afford to FAIL! q Current approaches are NOT WORKING!


•  Able to leap tall buildings in a single bound

•  Faster than a speeding bullet

•  Stop runaway trains

•  Able to see trough walls

BRM: Connector, Orchestrator, Navigator.. Superhero!

•  Able to leap tall buildings in a single bound (Order taker to Strategic Partner)

•  Faster than a speeding bullet (Time-to-Market, Portfolio)

•  Stop runaway trains (Business Transformation Manager, Provider domain)

•  Able to see trough walls (Communication skills, Business IQ)


Successful BRMs …… establish a sense of TRUST, team involvement and ownership with Provider personnel, communicate urgency when needed to their Provider partners. If the BRM is positioned in a tactical role, they must have strong expertise in Service Management discipline, its processes and standards. If they are positioned more strategically, they must still have a good understanding of Service Management.

The BRM initiates efforts to drive continuous improvement…..

Conveys sense of purpose and mission that motivates others.

This does NOT Mean throwing it over the WALL and hoping or blaming IT!


YOU may have been on the BRMP Course….. But your Business Partner & Provider HAVEN’T!

q What are the TOP ABC worst practices in Business & IT alignment (3000 orgs)

q What did delegates discover and take away?

q Need to translate THEORY and CERTIFICATES into PRACTICE and CAPABILITIES

q  I am curious to know how CBRM will help address these issues?


Businessdoesnotsharestrategy,doesnotgovernIT,

doesnotLISTENtoIT

andblamesIT

ITistechnologyfocusedandhasnoinsightIntostrategy,

blamesbusinessandisfrustratedbusinessdoesnotLISTEN

toIT

ü  The principles of effective and persuasive communication. (Both business & IT learn to communicate in terms of Value creation)


The disparity between IT leaders’ aspirations to be more strategic and their actual performance is rooted in communication….

“Why didn’t you tell us”!................ “Why didn’t you ASK!!”


ü  TheuseofPor>olioManagementdisciplinesandtechniquestomaximizerealizedbusinessvalue.

ITdoesnotfullyunderstandwhichbusinessdemandsareimportantin

termsofbenefitsrealizaGon,

CostreducGonorriskopGmizaGon..

ITdecidespriorityofchanges

BusinessmanagersInsistallTHEIRInvestmentsinIThavepriority

overITinvestments


ITisunabletomakethe

businesscaseforITinvestmentsformiGgaGngrisksandforadopGngemerging

technologies.

Thebusinessdoesnot

understandITnorwhatquesGons

itshouldaskofIT..

ITisnotseenasatrustedadvisor.

ü What it means to perform as a strategic partner contributing to business strategy formulation & shaping business demand for the provider’s services.


…..Thursday reported a sharp jump in quarterly sales and profit driven in part by digital initiatives….mobile apps, a technology driven solution?

The moral of the story is that IT matters. If done correctly, IT should not be an afterthought. IT drives the entire enterprise. Forgetting that leads to dashed dreams and lost billions.


ITdoesnotunderstand

thebusinessanddoesnotengagetounderstandhowServices

&SLA’Srelateto

businessvalue&businessrisk

ThebusinessdoesnothelpITunderstandthebusinessvalueorrisks,thebusiness

insistsonmorechangesandfasterchangesandhasliOle

involvementIntheexecuGon

processes.

ü  Business Transition Management and the conditions for successful change programs to minimize value leakage.


U = Urgency for the change V = Vision of what is possible FS = First, concrete steps towards the Vision R = RESISTANCE

BRM: Transition Management

Key Roles

Stakeholders

Initiating Change Leader

Sustaining Change Leader

Change Agents

Advocates

Change Agents •  Those who GUIDE the planning and

implementation of the change

Advocates •  Those who are not initiating or

sustaining change leaders or change agents, but are needed to use their PERSONAL INFLUENCE for the change!

70% DON’T GET

VALUE FROM

IMPROVEMENT INITIATIVES


ü  The BRM role in Service Management and alignment of services and service levels with business needs.

ITreportsareinternallyfocusedandthebusinessdoesnotknowwhatitshouldbe

askingfromITintermsofreports.

ITisnotawareoftheimpactofoutageson

valuerealizaGonorbusinessriskandisunabletomakethecaseforinvesGnginITSM.


QN: 15.000 IT professionals ‘Doing ITIL’ , “What is the definition of a Service”? How many KNOW this?

…Worse still, how many KNOW in the context of THEIR Organization!?


ü New RACI model for BRM – balance to include Service delivery responsibilities (e.g BRM Voice of Customer in CSI)

ü Business IQ: send everybody into business for 1 day, BRM facilitates, captured in SPM, SCM recognize where value occurs and LEAKS

ü Business representation in: - Strategy to portfolio (Investment mechanism to balance VOCR, SPM, COBIT GC) - Requirement to deploy (CAB and Project) - Detect to Correct (Priority & impact)

ü Improved Service reporting ‘metrics that matter’ - Value

Business & IT AGREED Action plan


RELEVANCE!

<Insert presentation title> © Pink Elephant, 2016. All Rights Reserved.

[email protected] www.gamingworks.nl Twitter: @gamingpaul

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Achieving Business IT Alignment with IT Best Practices