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Displaying articles for: July 2013

IT executives must align technology with business


By DD Mishra


Currently a partner at CIO Specialist Advisory LLP, DD Mishra has more than 19 years of experience in IT. He has played key roles, including IT governance and outsourcing, program and portfolio management, consultancy, presales and delivery for various customers in the UK, India and Singapore and has experience from both the buyer side and seller side. He is a member of the Discover Performance community's IT Strategy & Performance LinkedIn group.


Partnerships cannot develop unless the parties involved are aligned. When an organization matures, IT can move from its role as cost center to value creator. To get there, the CIO must participate in the business and be seen as a business leader; a business that fails to involve the CIO in such a manner will miss out on the potential that technology can deliver to its top line or bottom line.


CIOs who view every opportunity through the narrow window of technology risk extinction. Today's CIOs are business-oriented and speak business more than they do about underlying technology. So how do CIOs align IT with business? It’s a transformation achieved only by alignment, which can happen through the following means:

Labels: Leadership

Financial Institution uses Scorecard to drive IT transformation

Fsi.jpgA major US financial firm is using a scorecard to drive IT transformation. This post explores how the firm is doing and how it is taking measured steps to make this happen. The firm has started a three-to-four year restructuring process. In this process, they plan to change roles, responsibilities and how people are measured. Measurement will begin by looking at how well IT supports the growing demands of the business. IT measures and manages business services including lending, mortgages, Internet banking and mobility. Historically, IT has lacked one view into the KPIs that are critical to align IT and the business.

IT value chain: How enlightened IT executives can maximize IT’s value

IMG_1614-Edit_SML.jpgIn this post, I’ll describe how the business notion of value chains can be applied to IT management. As important, I’ll explain why viewing IT management this way fundamentally changes how IT thinks about its relationship with business customers. For IT leaders, this involves changing from thinking about the things IT does (the how) to thinking about what these things enable (the what). Richard Hunter and George Westerman said in their book, “Real Business of IT: How CIOs Create and Communicate Value,” that IT is like an exercise bike. The value proposition of the exercise bike is not in the pedals, handlebars, or the other components, it is in the ability to lose weight and get in shape.

Labels: IT strategy

How IT executives can drive a successful operations bridge implementation


Matthew Smith has over 20 years IT experience ranging from R&D to process and software solution consulting and has been with HP for the past 11 years. As the BSM Global Practice Manager for HP Software Professional Services, he is responsible for packaged solutions and the services catalog and works with HP customers to create solutions to align their IT operations across people, process and technology to meet the demands of the business.


When did the Network Operation Center (NOC) become the operations bridge? The hub of monitoring IT services historically has been the NOC, and still is for some organizations. But is it really a NOC? The name has outgrown what your IT monitoring hub is responsible for. Historically, one of the primary services provided by IT was connectivity. As service monitoring has matured, it now includes creating a holistic view across the network, servers and applications, and has become an integral part of creating IT value chains such as the “detect to correct” value stream (which you can read more about in this Value Streams e-book).

4 New Perspectives: Part 2 – Automating Automation and Mobilizing your Enterprise

Rafa2.jpgIn my last post I introduced two of the four new perspectives I gained from meeting customers at our Discover user conference in Las Vegas. Hearing some of the latest use cases directly from customers during the event reinforced my understanding of the value of both Service Virtualization and Operations Analytics.


In this post I will complete the picture by sharing the other two “Penny Dropping” highlights and hope they have the same impact on you!

4 New Perspectives: Part 1 - Service Virtualization and Big Data for IT Operations

Rafa2.jpgThe chemistry created when our software product team presents alongside a passionate customer describing the value of the solution to their business is incredible.  Hearing first-hand a customer’s journey form the value promised by an HP Software solution to the value realized  always bring new perspectives . And suddenly the penny drops!

The analytical CIO: Mastering analytics for IT performance and business strategy

The CIO is being pressed to maximize IT operations’ ability to support business growth as well as to help the business harness its own data to gain better insights. Congruently, analytics is evolving to the point where you can ask your data what you need to know, rather than what the structure that houses it will permit. This means that the enterprise will be increasingly driven by deeper understanding of data, and by the CIO’s ability to deliver that capability.


Consider the depth and breadth of the data you’re gathering now. Look at the kinds of information you can give the marketing or product development teams about how your customers interact with your website, software, or social media.

Labels: Analytics

Healthcare’s big data checkup


Ken Perez, senior vice president of marketing and director of healthcare policy for MedeAnalytics Inc., recently shared on Discover Performance how the healthcare industry serves as a prime example of the challenges and opportunities that big data and analytics present to information-heavy fields. MedeAnalytics provides big data mastery in one of the most information-heavy fields, healthcare, and Perez will be speaking on the subject at the HP Vertica Big Data Conference in Boston, Aug. 5–7, detailing MedeAnalytics’ pioneering work with big data analytics.


Economic “carrots and sticks” lead to higher quality care

Complexities of our healthcare systems and the so-called “Obamacare” reforms  mean that the industry will place greater value on “applying performance metrics and economic carrots and sticks to reward improved quality and/or reduced cost,” Perez notes. This pressure and the complexities of regulatory and privacy issues make healthcare a bellwether of big data analytics.

Labels: Big Data

Revenue driver or cost center? Take this assessment to see how your IT stacks up


There’s a helpful tool in the latest Discover Performance ezine that evaluates the correlation between IT attributes and business success. Your answers to a handful of questions are compared with average scores, and you are rewarded for your time with advice on where to invest in IT.

There are 12 questions that will require about 10 minutes of your time, and you'll receive a summary of your rating upon completion. Take a break, take the assessment and see how your IT stacks up by clicking the “Prove your value now” button at Discover Performance.

Labels: IT assessment

Lubrizol IT makes a difference by changing its discussion with the business

Lub.pngAt Discover Las Vegas, IT System Architect Shawn Hart explained how his company, Lubrizol, used the HP Executive Scorecard to change the way it talks to customers. According to Hart, Lubrizol has made a change that is transformational. For the first time, the business is looking at the performance of critical business services and having a discussion with IT about how improving the service desk can drive a different business outcome. “We have never had these kinds of conversations,” Hart said. How did Lubrizol drive such fundamental change?

IT leaders: You’ve delivered the project, but have you delivered the value?

michael-garrett2.jpgTrue or false: An IT project that has been delivered on time, on budget is a success.


Many IT projects don’t even meet this standard. But I would argue that even those that do are not automatic successes. Why not? Because IT generally (and I think I can say this after years spent in enterprise IT professional services) isn’t defining success correctly. Success is when the business case is delivered, not when the IT project is delivered.


How value gets missed

I’ve had the opportunity as head of HP Software Professional Services to watch our customers’ IT transformations. In any IT project, it can be easy to focus on delivery and forget a bigger question, which is, how are you ensuring you will get the value from the project?

Labels: IT Value

Major healthcare company improves IT operations to deliver quality business outcomes

hospital.jpgIT organizations need to become more predictable while reducing costs and ensuring that stakeholders are satisfied with the quality of services delivered. Establishing predictability means operational activities need to perform as required and on schedule. To achieve this, operations must be monitored, measured, improved, and where appropriate, remediated. At one healthcare company, IT operations had to accomplish the aforementioned tasks, as well as demonstrate better governance of its infrastructure quality as a whole. This required more proactive decision-making based on a single source of truth across business units.

How does your insurance company ensure that it is on your side?

Insurance Company.jpgA very large insurance company needed to improve the governance of its application delivery lifecycle, and turned to HP Executive Scorecard to help it make smarter decisions faster. Initially, the company determined that it needed to be more proactive, and decision-makers needed to make decisions faster. The firm had determined that its decision-making was data-constrained and occurring too late in the month to be actionable. Making matters worse, much of the metrics being used were collected over different time periods. This made it impossible to correlate data and to discover interdependencies.

Future CIOs will look a lot like entrepreneurs

Joel Dobbs.GIF

Joel H. Dobbs is the CEO and President of The Compass Talent Management Group LLC (CTMG), a consulting firm that assists organizations with the identification and development of key talent and with designing organizational strategies and structures to maximize their ability to compete in the business worlds of today and tomorrow. He is also an executive coach and serves as Executive in Residence at the University of Alabama at Birmingham School of Business.  Joel is also a popular and frequent contributor to the Enterprise CIO Forum where a version of this article was first published.


“This defines entrepreneur and entrepreneurship - the entrepreneur always searches for change, responds to it and exploits it as an opportunity.” – Peter Drucker


Unlike most other C-level titles, the role of CIO is relatively new. The role has evolved rapidly in the past 20 years since it first emerged, and the role has been further complicated by quickly changing technology as well as the transition of once-obscure, complex technologies into the mainstream of everyday life. Being a successful CIO requires balancing an organization that delivers flawlessly in both operations and service with one that is creative, innovative and strategic. No mean feat, by any means.

Labels: IT leadership
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About the Author(s)
  • Alec Wagner is a longtime writer & editor, enterprise IT insider, and (generally) fearless digital nomad.
  • Lending 20 years of IT market expertise across 5 continents, for defining moments as an innovation adoption change agent.
  • This account is for guest bloggers. The blog post will identify the blogger.
  • I'm the community manager for Discover Performance and have been a writer/editor in the technology field for several years.
  • Mike has been with HP for 30 years. Half of that time was in R&D, mainly as an architect. The other 15 years has been spent in product management, product marketing, and now, solution marketing. .
  • Maurice was appointed VP of Customer Experience for HP Software in 2014 after a career in hardware, software and services at DEC, Compaq and HP. He reports to the GM of HP Software, Robert Youngjohns
  • Paul Muller leads the global IT management evangelist team within the Software business at HP. In this role, Muller heads the team responsible for fostering HP’s participation in the IT management community, contributing to and communicating best-practice in helping IT perform better.
  • Rafael Brugnini (Rafa) serves as VP of EMEA for HP Software. Joining in 1996 and has more than 20 years of knowledge and experience linked to HP. He resides in Madrid with his wife and family, and in his spare time he enjoys windsurfing.
  • Evangelist for IT Financial Management (ITFM), IT Governance and IT Portfolio Management, consulting IT organisations for Close to 15 years on principles of good governance.
  • Chief of Staff for Software & Information Management IT at HP, driving business and IT initiatives, as well as executive, employee, and customer communications and management of change for the CIO of HP Software.
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