Value Proposition / Consulting Engagements

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) /

Martin Palmgren is a seasoned Senior Business / IT Strategy and Transformation Executive that has addressed Strategy formulation and roll out for fortune 500 businesses internationally with a focus on how to ensure that the business strategy and objectives are supported by IT with an effective IT Strategy and Governance (that is how do we support business objectives and processes leveraged by IT and an effective IT strategy).

Martin is an expert in “how to deliver business value with IT” where he works with both Business and IT Executives to reach this objectives and has delivered best in class practice with major actors in the Pharma, Bank, Manufacturing and Insurance Sector to articulate the “IT Business Model” “This is how we deliver effective IT services to the business” and the “Business (IT) Value proposition” “This is how we support business objectives with services in a time to market perspective”. He has over the last 2 years also addressed how to build an effective “Cloud Business Model” to take full advantage of the flexibility and cost advantage that new cloud solutions permit to improve “Time to Market”“Cost Effectiveness” and “Cycle Time”.

He has accompanied a number of IT consulting companies and editors  in their “Go to Market” with Client acquisition, (Large) Account Introductions, Alliances (notably with BIG 5 consultancies), Market Position (Forrester, Gartner, Bright Talk) and position of the “Value Proposition” (discovery, competitive analysis of market offerings, road map to realign solutions portfolio and transform sales and delivery operations, develop new market strategy and execution plans, and drive sales transformation, acquisition of smaller actors).

PERSPECTIVE: The upper part of the clients that I speak to feel that there is a lack of actionable articles and publications that help to bridge the gap between the execution of the business strategy, business objectives and how IT can be used to support the latter to deliver business value. This is also the reason why I decided to put forward an execution centric material that has for objective to if not entirely bridge the gap between IT and the business provide Business and IT Decision makers the necessary common language to move forward in the same direction (pointing fingers is rarely productive).

The execution of the defined business strategy is often a mystery (missing link) both on the Business and the IT side. The truth is that regardless of how well the executive team draws out the strategy in the boardroom the bottom line is that the business initiatives that were supported by clients succeeds, those not supported by clients (that do not get it) fail and disappear.

The CIO and IT department hence needs to support the run of the current business activities as well as new emerging initiatives that will eventually form the business strategy. The cloud (internal or external) would be particularly well placed to develop new services that can then be institutionalised as the success of the initiative is confirmed.

The CIO and IT Department that sit around and wait for the Business Strategy to be formalised to build an IT strategy and vision might not make the 18 months magic mark. The IT Bottom line is that the IT Strategy should support business objectives, with new technology as needed as the IT department delivers effective IT Services and innovative technology solutions to improve competitiveness, demonstrated and articulated.

In order for the CIO and the IT Department to position as premium provider of IT services and focus on value to cost we need to understand the Business (IT) Strategy and how the IT department can deliver effectively to business objectives, that is to deliver business value with IT:

–       What is the Business’s strategy and plans?

–       What is the current business model that IT has to support?

–       Where could IT make a significant impact on the business?

–       Are there any further opportunities to use IT?

–       How can we leverage IT in a “Time to Market”, “Cost Effectiveness”, “Cycle Time” perspective

BOTTOM LINE: The CIO and the IT Department need to position as premium provider of IT services and focus on value to cost

In order 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 Line: How 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 budget (CRM, Cloud). The IT department needs to position itself as a facilitator to IT services and effectively address emerging needs, market opportunities and demonstrate that the current Business Model is supported effectively. The IT department should facilitate the access to IT services to support new and current business initiatives. The business strategy emerge out of a number of initiatives that are successful or not. The IT department need to support the “Run” of day-to-day operations as well as new projects. The Cloud might particularly be of interest within this frame.

The execution of the defined business strategy is often a mystery (missing link) both on the Business and the IT side. The truth is that regardless of how well the executive team draws out the strategy in the boardroom the bottom line is that the business initiatives that were supported by clients succeeds, those not supported by clients (that do not get it) fail and disappear.

The CIO and IT department hence needs to support the run of the current business activities as well as new emerging initiatives that will eventually form the business strategy. The cloud (internal or external) would be particularly well placed to develop new services that can then be institutionalised as the success of the initiative is confirmed.

We believe that in order for the CIO and the IT Department to position as premium provider of IT services and focus on value to cost we need to understand the Business (IT) Strategy and how the IT department can deliver effectively to business objectives, that is to deliver business value with IT:
- What is the Business’s strategy and plans? , – What is the current business model that IT has to support? ,- Where could IT make a significant impact on the business? ,- Are there any further opportunities to use IT? , – How do we provide IT Services as we meet demand and cost drivers where the decision is to make (internal) or to buy (external service provider)?

We have identified 2 key trends for the CIO to focus on:Differentiation (That is, how does IT provide a competitive advantage for the business), and – Cost (How does the IT Department deliver IT Services cost effectively). To do so we need to Build an effective IT Delivery Model to meet business needs and expectations as we leverage business strategy execution and business processes supported by an IT Service strategy (ITIL, IT – CMF, CobIT 5 (ValIT, CobIT 4.1, RiskIT), ISO 38 500, TOGAF and ISO 9001, ISO 27 001, COSO) delivered in a Business IT roadmap; that is how do we support business objectives and processes leveraged by IT and an effective IT Services strategy. Within this scope we would by definition address how we execute the IT service strategy (ITIL) Design – Spell out IT Activities from a demand and supplier side, Build – Set IT processes and key performance indicators, Run – Aligned to described ITIL activities and processes and full IT Financial Management (supported by delivery capability IT CMF, COBIT 5). Once services defined we can then decide where to run the application that support the IT and or Business Services (server / internal / external cloud / outsourced provider).

 

Within the frame of an acquisition up to 80% of the value realisation is (can be) on the IT side. The failure to address IT and the IT strategy can be an additional (1 out of 3) reason to M & A failure.

If we assume that to deliver business value with IT we need to support business objectives, the integration of a new entity is an optimisation of the current IT strategy (how we support business objectives and processes). We would obviously need to understand (and hopefully have the opportunity) how the current IT run before the purchase (IT due diligence) with full IT Financial Management to figure out the actual cost of delivered IT services (cost, consumption, chargeback). Once services defined we can then decide where to run the applications that support the IT and or Business Service (server / internal / external cloud / outsourced provider). We also need to define the purpose of the purchase (invest / divest) in the overall corporate strategy where it is of little use and a significant cost to integrate all systems in to a common backbone if the company is to be divested only a few years later. We could use an IT Scorecard to ensure that stakeholder expectations are met from an executive management, business line management, IT management and IT risk management perspective.

 

The CIO and IT department needs to support the run of the current business activities as well as new emerging initiatives that will eventually form the business strategy. The cloud (internal or external) would be particularly well placed to develop new services that can then be institutionalised as the success of the initiative is confirmed.

The CIO and IT Department that sit around and wait for the Business Strategy to be formalised to build an IT strategy and vision might not make the 18 months magic mark. The IT Bottom line is that the IT Strategy should support business objectives, with new technology as needed as the IT department delivers effective IT Services and innovative technology solutions to improve competitiveness, demonstrated and articulated.

Related Publications by Martin Palmgren: The “Deliver Business Value with IT” series is an extremely solid piece of work that comes across as the A-Z reference of how to execute and implement IT strategy from a CIO level perspective. The reader will learn robust approaches to deliver services designed to support IT and Business drivers. The perspective that Martin spells out permits an overview of how to leverage existing frameworks but also to effectively support the execution of an IT Strategy aligned with the Business Strategy.”

(Jean-Louis Leignel, Ex CIO of the Schneider Electric Group ; past vice-chairman of ISACA (Information System Audit and Control Association), of ISACA’s IT Governance Committee and of the AFAI association (ISACA’s french chapter)).

“The focus that Martin takes in the “Deliver Business Value with IT” series will help in tackling the seven main non-technical challenges any CIO or other senior IT business leaders will face:

1. How and what should I communicate to whom in what way?

2. What to think of when it comes to competences needed to provide my IT services?

3. How to provide the best value at the best cost?

4. What to think of when ensuring efficient and effective delivery of projects?

5. How to establish a sourcing strategy and determining how to manage your vendors?

6. What are the best practices for managing my operations, and what to think of?

7. How can I best scan for and analyse emerging technologies?

The approach taken utilizing basic business management principles and applying them to how to run an IT department are explained clearly, and takes this publication above and beyond the standard publication proclaiming to ‘run IT as a business’. The 2 key trends identified in the publication for the CIO to focus on of “Differentiation” and “Cost” are a perfect example of this.

Further to this the focus and examples of non-technical KPIs used, provides a good framework for the CIO to communicate the state of how services are provided and how the company is maximizing its value of their IT assets.”

(Alex van der Kruit, is a senior IT executive with extensive experience in building and leading service organisations, and directing change management initiatives for leading global corporations. He has held positions such as Service Delivery Director at CSC, General Manager IT at Swedish Match, and is currently Business Systems Manager at Toyota Material Handling Europe)

Mats Hultin, CIO Saab Defence and head of one of the most business centric IT organisations that I have seen consider “Deliver Business Value with IT” series as a toolbox that all CIO’s or IT Executives would like to have at hand and consult on a regular basis as they start to Design, Build and Run Effective IT Strategy execution to business needs.

Deliver Business Value with IT (the book)@ Amazon

http://www.amazon.com/s/ref=nb_sb_noss?url=search-alias%3Dstripbooks&field-keywords=Martin+Palmgren

Why Amazon? Amazon is the largest electronic bookstore.

@ Smashwords

https://www.smashwords.com/profile/view/martinpalmgren

Why smashwords? Smashwords is the only publisher that permit a multi format packaging that is you can read the book on any electronic device that is you can use your laptop (PDF, HTML) and bring it with you on your slate and leverage “Deliver Business Value with IT” as a frame of reference.

(Actionable Story Boards) @ Flevy https://flevy.com/seller/mpalmgre/ref=mpalmgre

Why flevy? Flevy is a market place for premium business document. Share actionable storyboards and documents that I use with my high level clients. Flick out flick out the document / slide set on a pad / smart phone / lap top and start to share with your Colleagues, CIO, Business Executives and Board on the spot.

IN THE “DELIVER BUSINESS VALUE WITH IT SERIES”:

Design, Build and Run an Effective IT (Service) Strategy to Business Needs

http://www.amazon.com/CIO-Challenge-Effective-execution-ebook/dp/B00EFAV7M6/ref=sr_1_3?s=books&ie=UTF8&qid=1377248896&sr=1-3&keywords=Martin+Palmgren

https://flevy.com/browse/business-document/deliver-business-value-with-it-design-build-and-run-effective-it-strategy-execution-to-business-needs-294/ref=mpalmgre

https://www.smashwords.com/books/view/290604

Get Your Cloud Strategy Right

http://www.amazon.com/CIO-Challenge-Business-Strategy-ebook/dp/B00EIIPZ3M/ref=sr_1_7?s=books&ie=UTF8&qid=1377248896&sr=1-7&keywords=Martin+Palmgren

https://flevy.com/browse/business-document/deliver-business-value-with-it-get-your-cloud-strategy-right-296/ref=mpalmgre

https://www.smashwords.com/books/view/296502

Leverage Business Strategy Execution with IT

http://www.amazon.com/CIO-Challenge-Business-execution-ebook/dp/B00EHORB4I/ref=sr_1_6?s=books&ie=UTF8&qid=1377248896&sr=1-6&keywords=Martin+Palmgren

https://flevy.com/browse/business-document/deliver-business-value-with-it-leverage-the-execution-of-your-business-strategy-with-it-295/ref=mpalmgre

https://www.smashwords.com/books/view/296518

Logics for IT Sourcing (Internal, Shared service center, Out, Cloud)

http://www.amazon.com/CIO-Challenge-Business-Sourcing-ebook/dp/B00EO82XUE/ref=sr_1_1?s=books&ie=UTF8&qid=1377248896&sr=1-1&keywords=Martin+Palmgren

https://flevy.com/browse/business-document/deliver-business-value-with-it-logics-for-it-sourcing-internal-shared-service-center-out-cloud-308

https://www.smashwords.com/books/view/349243

Build an IT Service Strategy Leveraged by ITIL V2 & 3 Design – Spell out IT Activities from a Demand and Supplier Side

http://www.amazon.com/CIO-Challenge-Business-Activities-ebook/dp/B00EHI1EZG/ref=sr_1_4?s=books&ie=UTF8&qid=1377248896&sr=1-4&keywords=Martin+Palmgren

https://flevy.com/browse/business-document/deliver-business-value-with-it-design-spell-out-it-activities-from-a-demand-and-supplier-side-297/ref=mpalmgre

https://www.smashwords.com/books/view/296784

Build an IT Service Strategy Leveraged by ITIL V2 & 3 Build – Set IT Processes and Key Performance Indicators

http://www.amazon.com/CIO-Challenge-performance-indicators-ebook/dp/B00EHIKGXW/ref=sr_1_2?s=books&ie=UTF8&qid=1377248896&sr=1-2&keywords=Martin+Palmgren

https://flevy.com/browse/business-document/deliver-business-value-with-it-build-set-it-processes-and-key-performance-indicators-298/ref=mpalmgre

https://www.smashwords.com/books/view/296817

Build an IT Service Strategy Leveraged by ITIL V2 & 3 Run – Aligned to Described ITIL Activities and Processes

http://www.amazon.com/CIO-Challenge-described-activities-ebook/dp/B00EHISF44/ref=sr_1_5?s=books&ie=UTF8&qid=1377261414&sr=1-5&keywords=Martin+Palmgren

https://flevy.com/browse/business-document/deliver-business-value-with-it-run-aligned-to-described-itil-activities-and-processes-with-a-service-strategy-299/ref=mpalmgre

https://www.smashwords.com/books/view/296895

Related Publications by Martin Palmgren in a Storyboard Format

A Story Board is an actionable document conceived in .ppt and often presented in PDF that permit you to flick out the slide set on a pad / smart phone / lap top and start to share with your CIO, Executives and Board on the spot.

In the “Deliver Business Value with IT” Series

Design, Build and Run an Effective IT (Service) Strategy to Business Needs

https://flevy.com/browse/business-document/design-build-and-run-an-effective-it-service-strategy-to-business-needs-279/ref=mpalmgre

Get Your Cloud Strategy Right

https://flevy.com/browse/business-document/get-your-cloud-strategy-right-286/ref=mpalmgre

Leverage Business Strategy Execution with IT

 

https://flevy.com/browse/business-document/leverage-business-strategy-execution-with-it-281/ref=mpalmgre

Logics for IT Sourcing (Internal, Shared service center, Out, Cloud)

https://flevy.com/browse/business-document/logics-for-it-sourcing-internal-shared-service-center-out-cloud-285/ref=mpalmgre

Build an IT Service Strategy Leveraged by ITIL V2 & 3 Design – Spell out IT Activities from a Demand and Supplier Side

https://flevy.com/browse/business-document/build-an-it-service-strategy-leveraged-by-itil-v2-and-3-design-spell-out-it-activities-from-a-demand-and-supplier-side-282/ref=mpalmgre

Build an IT Service Strategy Leveraged by ITIL V2 & 3 Build – Set IT Processes and Key Performance Indicators

https://flevy.com/browse/business-document/build-an-it-service-strategy-leveraged-by-itil-v2-and-3-build-set-it-processes-and-key-performance-indicators-283/ref=mpalmgre

Build an IT Service Strategy Leveraged by ITIL V2 & 3 Run – Aligned to Described ITIL Activities and Processes

https://flevy.com/browse/business-document/build-an-it-service-strategy-leveraged-by-itil-v2-and-3-run-aligned-to-described-itil-activities-and-processes-284/ref=mpalmgre

To be published in the “Deliver Business Value with IT” Series

How to Build a CIO Office

https://flevy.com/browse/business-document/how-to-build-a-cio-office-288/ref=mpalmgre

CANVASSED in a Business (IT) Strategy Canvas: Business Vision, Architecture

https://flevy.com/browse/business-document/canvassed-in-a-business-it-strategy-canvas-business-vision-architecture-289/ref=mpalmgre

CANVASSED in a Business (IT) Strategy Canvas: IT Vision

https://flevy.com/browse/business-document/canvassed-in-a-business-it-strategy-canvas-it-vision-290/ref=mpalmgre

CANVASSED in a Business (IT) Strategy Canvas: Baseline, RoadMap

https://flevy.com/browse/business-document/canvassed-in-a-business-it-strategy-canvas-baseline-roadmap-291/ref=mpalmgre

CANVASSED in a Business (IT) Strategy Canvas: Design, Build, Transform

https://flevy.com/browse/business-document/canvassed-in-a-business-it-strategy-canvas-design-build-transform-292/ref=mpalmgre

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