How to Build a CIO Office

Deliver Business Value with IT

The CIO Office is the command center that needs to be designed to support the needs of the business. “How to Build a CIO Office that you can find only @ flevy https://flevy.com/browse/business-document/how-to-build-a-cio-office-288 spells out the logics for a “right” positioning.

The material support the logics spelled out in “Deliver Business Value with IT” that you can find on Amazon @ http://www.amazon.com/dp/B00FOQ6T46

The “Deliver Business Value with IT” series provides a good overview and actionable material of the ways a CIO can provide valuable and effective support to your company strategy and leverages business model concepts to deliver business value from IT. Martin Palmgren propose an extremely solid piece of work that comes across as the A-Z reference of how to execute and implement IT strategy from a CEO and CIO level perspective.”
Executive Summary:

The CIO and the IT Department need to position as premium provider of IT services…

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How to Build a CIO Office

How do you communicate with your users, business stakeholders and customers?

Deliver Business Value with IT

“Not everybody today is Digital savvy like an enterprise architect, business process owner or system analyst but all of us are using and are impacted by IT. If “Digital literacy” (e.g. limited to a sub-group) and “Digital relevance” (e.g. vast majority of people) doesn’t match one has to bridge. Business capability mapping is a critical element but what about others bridges that we need? Bridges of different kinds that ignite the desire to co-create the future with our users our business stakeholders and our customers? The future of our

– digital enabled business models
– digital enhanced products and services and
– digital enlightened working environment in the enterprise”

This is a follow up feedforward to Werner Boeings excellent article @ https://www.linkedin.com/pulse/article/20140923155442-20779755-technollywood-the-art-of-building-desire-to-co-create-our-digital-future?trk=prof-post

I tend to use a customer journey / day in a life of to visualize how the client work and how this can be improved we can then…

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How do you communicate with your users, business stakeholders and customers?

The CIO and the IT Department need to position as premium provider of IT and digital services and focus on value to cost.

Digital of course but your focus needs to be on the needs of the business

Deliver Business Value with IT

In order to drive The Digital Transformation and Lead the Change and to avoid the “do we really need a CIO and IT department to bother us with technology when we can use the cloud?” the CIO has to ensure that the business strategy and business objectives are supported by IT (from a Business and IT architecture perspective). Where the IT Strategy support Strategy execution, “Time to Market”, Cost Effectiveness and stakeholder expectations from an Executive, Business Unit, IT Management and IT Risk Management perspective.

To deliver business value with IT we need to Focus on the Business Bottom LineHow fast can we get our products and services to market “Time to Market  & how can the IT department support the business from a Cycle Time and Cost Effectiveness perspective.

The IT Bottom line is that up to 40 % of current IT spend occurs outside the IT…

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The CIO and the IT Department need to position as premium provider of IT and digital services and focus on value to cost.

Do you want to stay on top of your IT and Digital and Mobile strategy and deliver to the needs of the business?

Where is the beef? As a part of my thought leadership effort I would like to invite you to discover a slide set on how to stay on top of your IT and Digital and Mobile strategy and deliver to the needs of the business:

Step 1: We keep applications and the network up an running, that is we ensure service delivery
  (Network Management, Service Management, Provisioning to support business needs and big data analysis), we Consolidate the Technical Service Catalogue.
In business terms this translates in to the ability to in 10 minutes time-to-set-up (Discover, Model, Manage: Availability, Performance, Security, )  visualize services, network and security performance in real time with actionable reporting. It also means that we address bottlenecks as they appear rather that when users complain.
Performance dashboards are available in real time with the possibility to drill down and we are able to in a couple of minutes pull together the critical services, network and security  report.
Step 2: We ensure that business services are delivered end-to-end  (We pull the ERP landscape together and stay on top of the IT and Digital and Mobile strategy and deliver to the needs of the business as platforms, dashboards, internal and external self service storefronts, AIMs are available in a browser or an app format as needed), that is we Consolidate the Business Service Catalogue.
Step 3: We build an effective IT Delivery Model to meet Business Needs (build an effective relationship with your stakeholders as you understand their expectations and build a clear IT Business Model and Value Proposition).
What is in it for me? Bottom line: we consolidate the “IT Business Model” (security, architecture, delivery capability, IT Strategy delivery articulated in services) bottom up with a tool set that gives you the opportunity to deliver IT services end-to-end where mission critical network services are kept up an running and IT and network, service provisioning and service orchestration performance “Big Data” (an overview) is available in a dash board at the tip of your fingers and permit you to pilot and follow up on, delivery and consumption of services in real time.
We do this with end-to-end delivery through scalable and secure network management (Discovery, Planning, Configuration, Reporting), service management, self service provisioning, service orchestration, internal and client facing self service store fronts (IAM) that support handheld and BYOD that helps you get the job done regardless of where data and applications “sit” to fully leverage internal / external cloud efforts  that you should find of interest (product oriented). @ https://app.box.com/s/jwk6hb78dz2ndw4n6dmr
Have they done this before? The (anonymous) editor that I have used for this example focus on to “reduce the complexity of managing revenue-generating and mission-critical networks while creating business opportunities through the rapid deployment of new services” and already works with the US Army, US Marines, and US Federal Aviation Administration, Verizon and AT & T, Direct TV, Starz.
Do let me know would you find the logics to be of interest or would you have the time to strike up a conversation on your priorities
Kind Martin
Martin Palmgren, EVP .COMMUNICATE – Deliver Business Value with IT  CONTACT:martin.palmgren@communicatethecompany.com (mail) / + 33 (0)6 30 35 11 96 (mobile) / martin.palmgren.communicate (skype) / https://twitter.com/martin_palmgren (Twitter) /fr.linkedin.com/in/martinpalmgren ( Linkedin ) / Deliver Business Value with IT (the blog) @ http://deliverbusinessvaluewithit.com/ Deliver Business Value with IT (the book) @ Smashwords https://www.smashwords.com/books/view/290604 @ Amazon http://www.amazon.com/dp/B00FOQ6T46 (Actionable Story Boards) @ Flevy https://flevy.com/seller/mpalmgre/ref=mpalmgre

 

Do you want to stay on top of your IT and Digital and Mobile strategy and deliver to the needs of the business?

The Zachman Framework unlocked

Deliver Business Value with IT

The Zachman frame work is the corner stones in the discipline of Enterprise Architecture, but as the discipline itself it struggles to demonstrate how it can deliver value to the business.

Please find a presentation of how you can unlock the (Business) value of the Zachman framework as well as your Enterprise Architecture initiatives: The Zachman Framework unlocked @ https://flevy.com/browse/business-document/the-zachman-framework-unlocked-331/ref=mpalmgre

With a degree in chemistry John  most likely inspired by the periodic table regrouped the key questions to ask as we aboard an Enterprise Architecture initiative.

Contextual: 

From a Zachman Business Architecture Perspective we capture:

THE WHY: Goal List – primary high level organization goals

THE HOW: Process List – list of all known processes

THE WHAT: Material List – list of all known organizational entities

WHO: Organizational Unit & Role List – list of all organization units, sub-units, and identified roles

WHERE: Geographical Locations List…

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The Zachman Framework unlocked

Why the CMO should not (at least for the moment) replace the CIO

Deliver Business Value with IT

We have over the last few months followed a trend of how the CMO will replace the CIO. First of all these are 2 distinct positions with different stakeholders, the 2 services are support functions where Marketing is an internal customer to IT. In “The CMO-CIO Disconnect: Bridging the Gap to Seize the Digital Opportunity” http://www.accenture.com/us-en/Pages/insight-cmo-cio-bridging-gap-seize-digital-opportunity.aspx we learn that “To overcome this gap and infuse a digital focus in all business processes and functions, there is no more important a function for marketing to align with than information technology. On the surface, CMOs and CIOs seem to agree. Dig deeper, though, and CIOs feel a greater need for alignment. Nearly eight out of 10 agree that alignment is needed, compared to just over half of CMOs.”

Split from the start The beliefs of CMOs and CIOs often diverge radically. A large majority of CIOs (61%) feels their companies are…

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Why the CMO should not (at least for the moment) replace the CIO

THE VERY REASON WHY MOST IT STRATEGIES FAIL AND MISERABLY:

Deliver Business Value with IT

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THE VERY REASON WHY MOST IT STRATEGIES FAIL AND MISERABLY: The IT department needs to perform 3 things well: 1) understand the needs of the business, 2) how to build and run applications that meets the needs of the business and 3) to run an effective infrastructure.

That is IT supports new emerging business initiatives that will eventually form the business strategy as they succeed or fail and the RUN.

Yet most IT Departments: 1) has a poor understanding of the needs of the business, 2) are not very successful @ to build and run applications that meets the needs of the business and 3) do not run an effective infrastructure. We all know that infrastructure is unsexy.

It is due to his effort to build a solid infrastructure that David Giambruno @ Revlon has successfully turned a “we spend 80 percent of our resources to fire fight and hopefully keep…

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THE VERY REASON WHY MOST IT STRATEGIES FAIL AND MISERABLY: