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Displaying articles for: August 2013

Moving to the cloud? Make sure you have these 3 key roles in your organization


Louise Ng has more than 25 years in multiple IT positions across a variety of industries. As CTO, Cloud & Automation at HP Software Professional Services, she specializes in leading large-scale projects that deliver quality services through process optimization.


You may have picked up in my previous post that I feel very strongly that the lack of governance around the adoption of cloud services could ultimately cost enterprises more money in the name of attaining the short-term goal of faster time to market.


Implementing a successful cloud service delivery capability is as much an educational and management of change (MoC) task as it is a technology task.


Labels: Cloud

Exchange pricing system failure: Was it people, process, technology, or a partner?

imagesCAFXW8M1.jpgOver the past few days, I have been listening to the debate taking place about the so-called Nasdaq "Flash Freeze" on CNBC. For those who aren’t following this story, a problem in the exchange pricing system forced managers to take the whole trading system down. Today, the discussion centered around who is responsible, and why it took so long to detect and fix the problem. And this is not just an internal exercise—we now have exchanges blaming one another for the problem.


Hopefully, we will not get another Ford vs. Firestone fiasco; the only way to solve the problem is to conduct an objective review of people, processes and technology involved. At this point, managers should focus their attention internally rather than in asserting blame externally—otherwise, a better system cannot be built. If we want to truly improve the system, the answer is improving people, processes and technology.

Labels: IT Performance

How HP Software helps create, secure, deploy and manage mobile apps

tablets everywhere.jpegThis blog post looks at how HP Software can help with the two types of mobile applications - customer-facing apps and Entperprise apps (Enterprise mobile apps are used by internal employees and the Enterprise's partners).

Managing change from the CIO's perspective


DD Mishra is a partner at CIO Specialist Advisory LLP and a member of the Discover Performance community's IT Strategy & Performance LinkedIn group.


Managing change from the CIO's perspective


CIOs who become adept at leading and managing change in an organization move a step closer to becoming business leaders, and no longer just technology stewards. Organizational change, however, is not without its pains; there is no singular road map for managing change, and it is more art than science. Thus, the role of change leader is tricky, as dealing with politics of change requires a variety of skills.

Labels: Leadership

Global system integrator uses HP Executive Scorecard to improve customers’ business processes

ITBI.pngCSC, a large global systems integrator with business intelligence (BI) experience ranging from manufacturing, healthcare, and government sees IT as the next frontier for big data and BI. Andreas Hufenstuhl, Business Intelligence Solutions manager at CSC, explains that IT—just like the rest of the business—needs figures to measure performance and improve processes. And as a result, CSC is seeing increasing demand from IT organizations for a system based on key performance indicators (KPIs) to improve existing IT processes and IT development. Business intelligence, Hufenstuhl says, is about “controlling processes, actively measuring performance and process improvement.”

How IT can benefit from strategic outsourcing

mishra.jpgDD Mishra is a partner at CIO Specialist Advisory LLP and a member of the Discover Performance community's IT Strategy & Performance LinkedIn group.

Strategic IT outsourcing works very much like a marriage—both parties must live with both the benefits and the drawbacks of the partnership. Outsourcing is tempting to enterprises for a number of reasons that emanate from various corner offices. The CIO may be acting on an agenda that includes outsourcing as a catalyst for change; the CFO's may be on a mission to move from capex to opex wherever possible; perhaps outsourcing is what underpins the CEO's master plan to gain new market share. From fear of competition to leveraging brand value, business cases are meant to justify big decisions such as outsourcing.



Labels: Leadership

IT value chain: The request to fulfill value stream

R to F.pngThe request to fulfill value stream focuses on how well IT manages its overarching request and fulfillment activities—the so-called operational demand. Simply put, operational demand orchestrates of the outputs of strategic demand, business-delivered strategic demand, or existing operational capabilities/assets. As such, this value stream focuses on the consuming, the buying, or the brokering of IT or business services. The goal for this value stream is to achieve self-service IT that is truly elastic in its response to demand.

Can big data tell you why your web site is down? With HP HAVEn it can

16C.Heather-Tendo Communications SF-STOLL 2012.jpgI just sat in on a webcast this morning given by Meg Whitman and the heads of various HP business units talking about HP HAVEn, the HP big data platform. (The replay is available, and it’s worth a watch). At Discover Performance we talk all the time about how you need to get visibility into your data so you can see how you’re performing, where you’re not and how to improve. There’s actually a big data component to this goal—because IT is generating tons of data all the time, but generally you don’t have the information that would help you make a decision in time to benefit the business. That’s changed (and check out the V and E parts of my HAVEn dissection below to learn how).

Labels: haven

Don’t waste a good IT crisis!


How a European telecom boosted agility and service quality—on a slashed budget

This year, when a major European telecom provider’s Internet Services Group was presented with a double whammy, the company used the setback to ultimately drive better service and customer satisfaction while lowering IT expenditure. The challenges? While their business customers demanded more agility (reducing their time to market) and improved service quality, corporate leadership significantly wacked their FY13 IT budget. IT leadership clearly knew the status quo would not continue to work. However, in the spirit of former White House Chief of Staff Rahm Emanuel, they decided not to let “a serious crisis to go to waste.”  The provider decided that they needed to increase operational efficiency in order to operate with significantly fewer resources—the true “do-more-with-less” strategy.

How does your information strategy stack up with your peers?


More than one-third of companies lack a formal strategy to capture and store structured and unstructured data, according to results gathered by the HP IT leader assessment tool. And more than a quarter aren’t using business intelligence!


Based on data HP collected from 650 global companies about a range of IT characteristics, the tool compares your answers to the average scores in that study. Find out how you compare with your peers by answering a dozen questions and receive a summary of your rating upon completion—invest less than 10 minutes of your time to learn where your company should invest in IT.

Why CIOs should help their CEOs become technically proficient


DD Mishra is a partner at CIO Specialist Advisory LLP, and a member of the Discover Performance community's IT Strategy & Performance LinkedIn group.


As the CIO/CTO role has matured over the years, successful technology leaders have taken up the mantle of aligning their job with the goals of the business. Modern IT leaders not only speak the same language as the business side, but they must understand (and be able to explain) the business value of IT, as well as justify IT spends.


Yet the same question is rarely asked for the business side: Must a CEO understand technology to lead effectively and run a successful enterprise?

Labels: Leadership

How to avoid creating cloud chaos in your enterprise


Louise Ng has more than 25 years in multiple IT positions across a variety of industries. At HP, she specializes in leading large-scale projects that deliver quality services through process optimization.


Any time a disruptive technology comes along, the tendency is to focus on the technology itself rather than how it might change our IT and business models. In the rush to adopt the next big thing, organizations weaken governance and control; as a result, many struggle to achieve the benefits and value of the latest technology wave. Cloud is a perfect example.


When each line of business builds its own cloud or purchases cloud services from a provider, the resulting proliferation of uncoordinated cloud services in aggregate may not ultimately benefit the enterprise. It is possible to avoid this scenario. But first you have to understand cloud in context.

IT value chain: requirement to deploy

R to D.pngThe requirement to deploy value stream is concerned with how well IT manages the creation and delivery of new or modified applications—in other words, strategic demand. The goal for this value stream is to maximize the business value delivered by IT. Given this, the focus is on value optimization, which starts by ensuring applications align to their business goals and objectives. To achieve this, IT must deliver applications that meet their requested, approved requirements, as well as strategic non-functional requirements. To make this happen, IT leadership needs to manage the quality of the requirements process, establish predictability in programs and project execution, ensure end-to-end quality is delivered, and deliver application performance in accordance with the service-level agreement (SLA). The question here is, are people creating SLAs during service design, and how well do these agreements reflect real business needs versus IT needs? Let’s review the goals for requirement to deploy and the metrics that will tell you whether you have achieved success with this value stream.

SMART SLAs enable IT performance measurement


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.


SLA (Service Level Agreement) is one of the most mistreated, misunderstood acronyms in our IT and business vocabularies. Yet SLAs can be and effective tool for CIOs to manage relationships with businesses and service partners. As contractual commitments, SLAs determine minimum performance criterion for delivery of service by the service provider to the customer. For example "End User Satisfaction" could be an SLA requirement and the expected level could be 83 percent to be measured on a half-yearly basis. 


The contractual commitment is inked in the form of a separate SLA agreement, data points, measurement criterion and expected levels, frequency of measurement, exceptions, and a penalty and rewards clause for not meeting or overachieving the criterion. Typically, SLAs ensure that services are being delivered as expected and should have the depth and diversity to cover all areas of the services.

Labels: SLAs

IT Value Chain: The Strategy to Portfolio Value Stream

S to P.pngI heard a leading analyst once tell a group of IT professionals that they do not work in IT, but rather the business of their firm—banking, insurance, manufacturing, etc. Do you feel this way? If so, the strategy to portfolio value stream should be important to you. The goal for this value stream is to derive an IT strategy and a service portfolio that optimize business advantage. This value stream is focused on IT strategy creation as well as ongoing governance of the planned and operationalized service portfolio. From a functional perspective, the first steps in this value stream involve creating an IT architecture and evaluating incoming demand. This next step involves breaking the incoming demand into strategic and operational components, with strategic demand being all the new stuff and operational demand being requests for the existing stuff. Given this, this value stream is concerned with the portfolio’s quality of management, the innovation that is being produced for the portfolio, the quality of new solutions being identified, and the effectiveness and efficiency of spend for services and innovation.

Future CIOs will look a lot like entrepreneurs, Pt. II

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.


“Innovation has nothing to do with how many R&D dollars you have. When Apple came up with the Mac, IBM was spending at least 100x times more on R&D. It's not about money. It's about the people you have, how you're led, and how much you get it.” — Steve Jobs


In my previous post, I examined traits found in top entrepreneurs and explored the idea that adopting an “entrepreneurial spirit” can bring continued success to CIOs. In this second installment, I’ll delve into a trait most commonly associated with entrepreneurship: innovation.

Labels: IT leadership
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