Projects-in-focus - Critical to IT Business Satisfaction
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Roadmap from Fire-fighter, Trusted Operator, Business Partner to Innovation Partner


Roadmap from Fire-fighter, Trusted Operator, Business Partner to Innovation Partner


The most important thing a CIO can do is understand the business needs and actively measure that the business is satisfied. There are a number of tools that help diagnose the results of the organizational feedback for IT into classifications: Unstable; Fire-Fighter; Trusted Operator; Business Partner and Innovation Partner. Successful organizations mature based on their existing capabilities in stepped but not totally linear process.

For instance an IT organization may mature by:  

  • If "Unstable" move to "Fire-Fighter", through executive focus on:
    • Making the network invisible and outsourcing network management;
    • Service Desk and Incident management
    • Information security, securing critical systems and network parameter
    • End-user computing and mobility management
  • If "Fire-fighter" move to "Trusted Operator"through executive focus on:
    • Effective fulfillment of work orders including development maintenance
    • Functional business applications & application lifecycle management
    • Service management (such as change management, forecasting, capacity management, and standardization of service offerings through a catalogue)
    • Stakeholder engagement and governance: Manage stakeholder relations and build a 100 day plan for IT excellence
  • If "Trusted Operator" move to "Business Partner", through executive focus on:
    • Projects - Management and Portfolio management
    • Strategic Use of Analytics and Customer Technology
    • Data Quality - Management and Quality
    • Resources Management - IT budgeting and resource management
    • Strategy and Governance - IT strategy and IT Governance
  • If "Business Partner" move to "Innovation Partner, through executive focus on:
    • Innovation centre and practices: Leveraging disruptive change techniques including enterprise architecture and governance; lean startup, visioning workshops, story-boardings, prototyping, training and practice in interest-based negotiation and organizational emotional intelligence
    • Customer facing tech and use of disruptive processes and tech especially in consumer technology integration
    • Learning organization: Engagement innovation cycles; Active problem management based learning; risk/opportunity management and mitigation; strong analytical capability via a winning BI strategy
Following the diagnostic process, steps include:
  • Set up a "special workforce" with governance and oversight from key stakeholders
  • Explore current state by understanding feedback in terms of root causes and business priorities - understand the problem
  • Brain-storm solutions and options and targeted outcomes
  • Perform self-serve research supported by Projects-in-focus to determine what it will take to address these topics; Bring in analyst support to compliment research activities
  • Select, cost and prioritize solutions - determining which delivery model (guided implementation, workshop or custom project or combo)
  • Fund, resource and executive against the solution sets & report progress and measure success
  • Build business confidence through consistent results and good communication

We would recommend the use of "custom package approach" for the larger change initiatives. They may some deeper dives into the most critical topics; use of workshops to create the focus to address the most critical topics and enhanced support for projects through guided implementations where knowledge exists internally or learning of internal team is a priority.

The journey starts with an investment of $8,000 for a diagnostic and the development of a preliminary plan. 

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