6th Annual Excellence In Service Management The Premier IT Service Management Event on the West Coast

Transcription

1 6th Annual Excellence In Service Management The Premier IT Service Management Event on the West Coast The CIO Agenda: Proactively Managing Business and Technology Change to Maximize Business Results Peter McGarahan President / Founder McGarahan & Associates

2 About The Speaker 12 years with PepsiCo/Taco Bell IT and Business Planning Managed the Service Desk and all of the IT Infrastructure for 4500 restaurants, 8 zone offices, field managers and Corporate office 2 years as a Product Manager for Vantive Executive Director for HDI 6 years with STI Knowledge/Help Desk 2000 Founder, McGarahan & Associates (8 years) McGarahan & Associates delivers service and support best practice consulting delivered through assessment / findings / recommendations / continuous improvement roadmap. Retired Chairman, IT Infrastructure Management 2

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4 Relevant Research By 2015, Gartner estimates tablet unit sales will be 326 million, and smartphone unit sales will be one billion. Tablet sales by 2015 are likely to roughly parallel PC sales. Forrester s 2012 estimate for global IT spend growth was recently halved to 5.5% growth. ** According to data Gartner published in June, 2011 there were 5 billion mobile devices (1.2 billion smartphones *) in use worldwide in 2010 and that number is expected to exceed 6.7 billion by Gartner research predicted Tablet sales would reach 54.8 million units in 2011, with projected sales of 214 million by * Equal to the installed base of all computers-desktops, laptops, notebooks and tablets (including ipad) ** spend 3.7% of company revenues on overall IT spending and 2.6% on IT spending to maintain and operate the organization systems, and equipment (aka MOOSE). 4

5 Maturity Matters Level 5 Respect Gartner IS Maturity Model Level 1 Uncertainty IT Mgmt. Toolbox Budgets Operations Staffing Perception Points Response Reliability Level 2 Skepticism IT Mgmt. Toolbox Communication Consistency Reliability Performance Recruitment Perception Points Information Problem Mgmt. Policies Level 3 Acceptance IT Mgmt. Toolbox Service Portfolio Skill Assessment Relationship & Project Mgmt. Outsourcing Service Recovery Staff Development. Perception Points Competency Business Savvy SLAs Priorities Level 4 Trust IT Mgmt. Toolbox Shared Services Architecture Project Office Resource Mgmt. Process Design Competencies Culture Measurement Perception Points Leadership Relationship Mgmt. Sourcing Service Pricing IT Mgmt. Toolbox Governance Funding Models Portfolio Mgmt. Coordination Finance Career Pathing Program Mgmt. Workplace Innovation Strategic Sourcing Succession Perception Points Alliances Partnerships Consultation Innovation CMMI Maturity Model HDI Maturity Model Reactive Model Proactive Model Customer / Business-Centric Model 5

6 A Business Perspective In tough economic conditions, the focus must be on YOUR customer... Business Value is created by satisfied, loyal, engaged and productive employees. Employee satisfaction, in turn, results primarily from highquality support services and policies that enable employees to deliver results to customers and business value to the organization. The Service-Profit chain establishes the interconnected relationships among internal service quality; employee satisfaction, retention and loyalty; service value; customer satisfaction and loyalty; revenue growth; and productivity. 6

7 Technologies / Funding Shifting IT Focus Relocating IT into the business / Partnering with the business. Hire / place the right leaders in the right positions to get the job done. Tracking business outcomes (resulting impact) is the only way to show how IT benefits your company. Creating Technology / Business Innovation. 7

8 Accelerated Pace of Change Given this trend toward IT and business convergence, IT must be willing to: Surrender some of its control over systems and services Give the business more control, ownership, accountability, access, and training. A successful transformation requires: Proper planning and changing mindsets about traditional roles and responsibilities. The new IT organization partnered with the business must take full advantage of these trends to deliver business results. 8

9 Envision The End Focus on what IT should look like in the end. Design a new IT model that dynamically aligns IT with the business and the customer service goals that deliver value. Deliver technology-enabled business solutions that solve problems and create business value, without the bureaucracy.

10 Rogue (Shadow) IT A natural result of the tensions between the consumerization of IT (mobile, social media, cloud and consumer technologies) and the traditional security and standardization of IT. The business finding support outside the Service Desk and IT. Can t say NO forever - - it s an unstoppable tide of change. Partner, work with them; find a way to say YES. Come as partner to help them, not as the enemy to stop them. Placing key IT people into the business to further partnership and collaboration on business-technology-innovation. More of a focus on speed to market, new revenue lines and profitability rather than one bottleneck funnel into IT. 10

11 The Changing Customer / Worker Successful ebusiness leaders will take a life-cycle view of their customers, invest in technology that will support multiple touchpoints and devices, and re-evaluate ownership of online customer service strategy and operations. 11

12 Affecting IT, Business Trends Cloud computing Mobilizing the workforce Business process, technology convergence IT outsourcing Server, desktop, and storage virtualization Business intelligence All Things VIDEO Virtual, project-based contractors. 12

13 BYOD = Bring Your Own Device! Consumerization of IT No Fad (e.g. bring your doggie to the office Free Lunch). CIO must educate the staff / the opportunity to focus on business problems & apps more than building & maintaining infrastructure. Consumerization of IT (BYOG) 37% of workers said they ve used their own PC or Smartphone for work! 36% said that their company doesn t provide the technology they need. Focus is on: Employee productivity. Creating an innovative environment. Being flexible and adaptive without sacrificing security, risk management and compliance. According to an IDC study 2011 Consumerization of IT: 40.7 % of the devices used by Information Workers to access business applications are personally owned. 13

14 The Age of Mobility 79% of CIOs said increased productivity is driving the adoption of mobiledevices in the enterprise. The breakneck pace of consumer adoption of smartphones, tablets, and related applications drives enterprise IT organizations to support mobilization of their core applications (and ultimately their business processes). 14

15 Goin Mobile Mobility is the biggest single trend across tech industry investment and innovation (outpacing even the cloud trend). The pace of smartphone innovation will be ferocious. Social Computing and mobile phones will expand their love affair. The smartphone will become the crucible for disruptive. Mobile technology is the driving force that underlies the forces influencing where IT will go and what it will become ( technology as a service ). Workforce (generational, virtual, project-based) Ubiquitous data (anytime, anywhere). Business Intelligence anyone? Cloud Computing (Where physically is my data again?) Social Media (end-of-life ?) Organizations will have dedicated mobile staff. 15

16 Investing In The Cloud 1. Traditional IT Models are taking a back seat to the cloud (IT Investment). 2. Tablet and Smartphone use in the enterprise is being driven by the growth of cloud-based applications, in addition to the low cost and availability of these devices. 3. The cloud offers organizations flexible, cost-effective alternatives to deliver IT services. 4. There are many fragmented flavors of Cloud Services for business to select. Traditional IT Roles will be seriously impacted by: Consolidation and virtualization over true cloud capabilities. Server and data center consolidation / virtualization will continue to be the dominant priority Consolidate IT infrastructure via server consolidation Automate the management of virtualized servers to gain flexibility and resilience The ease of connecting mobile devices Tablets & Smartphones) to various cloud services. 16

17 Social Media The new professionals are very comfortable with browser based collaborating, texting and Instant Messaging (IM). From the perspective of adoption, use, productivity and training. The development opportunity for this soon-tobe-dominant platform lies in the ability to simulate features and capabilities that mimic the social media sites and tools younger workers exploit today. E.g. Facebook, Twitter, YouTube, MySpace, texting. Separating professional from personal computing will become increasingly difficult as each graduating class transitions into the workforce. Restrictions around popular Social Media sites 17

18 Bringing It All Together: The Art of Possible Amplifying the Enterprise: The 2012 CIO Agenda (Gartner): Create the technology platform and architecture utilizing related technologies to broaden and unite all departments and core elements across the enterprise. Influence the business model and multiple strategic areas based on current trends and preferences that would fuel innovation and business for growth to: Improve their understanding of customers and markets Allow them to engage externally at the time, place and point of need Facilitate collaborative dialogue

19 The Wake-up Call The IT Change Imperative The development of all IT professionals should be a priority of IT Leaders. It s a continuous process of learning, acquiring and utilizing highly valued and marketable skills. Prepare and position them for a long-term, successful and rewarding career in IT and Business (soon to be one-in-the-same). 19

20 Bringing IT All Together: The IT Organizational Change Plan No IT Professional Left Behind Island Isolation to Cooperative Collaboration Stretch individuals to discover their uncomfort zone Persistence/Diligence of Vision/Strategy Be a Visible Change Leader Communicate, Communicate, Over Communicate 20

21 HIGHLY VALUED SKILLS The transition for all IT professionals should be one of continuous learning with the acquisition and utilization of highly valued and marketable skills to prepare and position them for an exciting career in business and IT. Such skills include those in the following areas: Leadership Strategic thinking Communication Influential power Relationships Problem-solving These skills can lead to positions in: Business processing Innovation Business intelligence Vendor management Business-IT account management Coaching 21

22 Your Future Career Hybrid IT Professional - Provides leadership in devising and executing technology-enabled business ideas and initiatives. Business Innovation A tech-savvy professional with good communication, process and business skills that locus on solving business problems and creating business opportunities. Business processing BP redesign and integration and automation into state-of-art technologies. Business intelligence An expert at data extraction and manipulation leverages analytical skills to correlate, trend and provide relevant business insights and directions for making better business decisions. Vendor management (VMO) Managing the vendor sourcing relationship according to a playbook that maximizes the value from a relationship. Business-IT account management An account manager responsible for a business function and ensuring that they are gaining the maximum value from invested technology and IT. Customer Service leader Tech savvy, social media and customer / business professionals leads the companies effort on creating and delivering a customer-centric service delivery model / culture service focused on customer loyalty, retention and profitability 22

23 "Being a service leader is about positively impacting the world around you! It s not about you, it's about all that you can do to make other people successful. Change the World! Thank You! Pete McGarahan McGarahan & Associates pete@mcgarahan.com