Make no mistake, your SI’s plan to secure a sole source award for your Implementation is set in motion from the moment they land resources to begin the strategy phase of your transformation initiative. There are several key tactics SIs will employ to lay the foundation to obtain a sole source implementation award:
- SIs immediately begin by endearing themselves to your senior leadership and quickly work to establish trust and gain insights into your organization. As that trust builds, they make it harder for other SIs to gain that access.
- Your SI strategy team works hard, as well, to establish trust and rapport with your project leadership team over the 6-10 weeks of strategy development, in such a way that your team can’t imagine reinvesting that time with another provider.
- The SI strategy team manufactures additional leverage in how they represent the timeline. SIs engineer their timeline in such a way that you couldn’t possibly go out to RFP without impacting the productivity of the team. They accomplish this by positioning quick wins post-award that leverage their depth of knowledge and understanding of your business, knowing you would be hard pressed to maintain that cadence should you select a new partner. They know full well you would lose traction and momentum on your implementation as you bring a new SI up to speed, essentially putting your project team on the shelf.
These specific tactics are intended to incent you and your organization to provide them a sole source opportunity to secure an award for your implementation and not take this opportunity to market.
Jack Welch quotes were the rage among hard-charging business leaders of the 1990’s This is one of my favorites: "The difference between winning and losing is how the men and women of our company view change as it comes at them."
In 1997, Welch was referring to preparing for and responding to the anticipated radical changes on the horizon. Digital transformation had begun, but no one called it that. It was mainly about faster desktops and this new thing called the internet.
The aspiration of every future-focused leader could be summarized with the words my wife shared upon our marriage: “Randy, I’ll never ask you to change. I do expect that you will continually adapt.”
When Srini Koushik talks about shifting to internal IT services that employees can access in a self-service model — sometimes referred to as “everything as a service” (XaaS) — he likens it to the saying: “The more things change; the more they stay the same.”
The IT Infrastructure Library (ITIL) offers best practices for delivering IT services using a systematic approach to IT service management (ITSM). The ITIL 4, released earlier this year by Axelos, was updated to include a stronger emphasis on maintaining agility, flexibility and innovation in ITSM, while still supporting legacy networks and systems.
ITIL certification is near the top of almost every list of must-have IT certifications, and for good reason. As an IT management framework, ITIL can help businesses manage risk, strengthen customer relations, establish cost-effective practices, and build a stable IT environment that allows for growth, scale and change.
Pilgrimages to Silicon Valley have long been a rite of passage for IT leaders seeking game-changing innovation. During those jaunts, venture capital firms host "speed-dating" sessions, trying to match their tech startups with CIOs.
Creating a strong and reliable cloud architecture is essential for long-term IT and enterprise success. Unfortunately, many cloud architectures are constructed haphazardly over several years, failing to meet the demands imposed by rapidly evolving technologies and business requirements.
Several years ago, I got to work with CIOs on a balanced scorecard product. It was great to learn what measures mattered to CIOs versus their IT counterparts. And how CIOs wanted to connect corporate goals to themselves and other IT leaders. It has been nearly 10 years, so I wanted to hear the CIOs perspective on measurement and management.How important is it that you drive the business of IT by metrics and KPIs?
CIOs suggest that metrics and KPIs are critical. They should be used to validate the success or failure of the change that IT implements. They should be used as a reference point for IT targets regarding performance, efficiency, sustainability, and resiliency.
When Bernie Gracy took the tech leader reins at Agero, his first order of business was to take stock of the company’s extensive technology portfolio and spend the day riding around in a tow truck.
There’s a business analyst/architect group, a process innovation group, a design thinking group, a technology group and more. Not all of these groups are internal. Some of them are external. Tech vendors try to push new technologies. Management consultants try to push their new or upgraded service. Partner firms want to prove a point. More complexity.
Groups are likely global. Even your own colleagues are located across multiple offices in multiple countries. Even more complexity. The group expected to do a particular activity is actually a firm your vendor recently acquired. This firm won’t easily work with your vendor’s other groups. Sure, the firm was acquired to fill a missing or complementary capability, but probably also to elevate your level of perception about the vendor.
The CIO role continues to grow, thanks in large part to digital transformation, with IT executives adding new responsibilities, ranging from data analytics to product development, according to our 2019 State of the CIO. To meet these goals and continue to innovate, savvy IT leaders must carefully decide which tech investments to make to drive innovation, increase market share, develop and deploy new solutions and meet customer needs.
The term platform is frequently cited in tech circles but often misunderstood. Google, Facebook and Amazon are the platform giants of the 21st century but what exactly is a platform, and should your company be building one? Like most questions, the answer is, "It depends" but if you are looking to expand your user base, build closer relationships with suppliers and want to make it more difficult for competitors to take market share then you should at least consider a platform strategy.
When designed and executed correctly a platform can be a cost-effective way to scale your enterprise and build a sustainable and profitable business. As Accenture recently pointed out, the top 15 publicly quoted platform companies represent $2.6 trillion in market capitalization.
Several weeks ago, I got to visit a Global 50 manufacturer. This organization had a very complex supply chain and manufacturing locations and vendor relationships across the world. It needed to govern the data that flowed between suppliers, customers, and even internal organizations. And it was not appropriate for everyone to see everything.
In the middle of this conversation, the manufacturer discussed the depth of their clouds and cloud vendor relationships and the problems that multi-cloud presented to their organization. Given this, I decided it was time to dig-in on multi-cloud with the #CIOChat.How many layers of cloud do you have internally and externally?
CIOs had differing answers based upon the complexity of their organizations. Some said that they really don’t think about having a "cloud fabric." These CIOs use a small number of cloud providers. For them, there are few internal and external providers. Given this, they don’t believe there are layers unless an organization is running hybrid (by virtue several clouds) or there are silos of data located across the organization.
Public cloud services are a strategic weapon for CIOs. More than a way to cease operating data centers, the public cloud offers CIOs the ability to focus on strategic projects aimed at boosting the bottom line.
What if everything you knew about innovation was wrong?
The fear of digital disruption and the boundless opportunities that are arising as we enter the digital era are making innovation a critical topic for CIOs and their C-suite counterparts.
As a result, enterprises are launching innovation-focused initiatives at every turn.
But what if creating innovative breakthroughs and developing a much-heralded innovation culture isn’t about creating tiger teams or unleashing unbridled, free-wheeling creativity into every corner of the organization?
What if driving innovation in the digital era came down to three simple actions?Start here: Innovation ISN’T about technology
It's inevitable, hear the word innovation, and you immediately start thinking about technology. After all, innovation and technology have been nearly synonymous for most of the last two decades.
Nowadays, we have more computing power, abundant data and greater potential empowerment of the knowledge workforce than ever. Technology is pervasive and information is permeating into almost every corner of the business. Business initiatives today nearly always involve some form of technology implementation and information refinement.
IT organizational digital maturity is the measure of IT digital readiness and competency. Many think the new way of running the business is the management through Information Technological lens; leading organizations across the industrial sectors claim they are in the information management business. IT needs to move up its maturity from functioning to firm to delight, running full speed with less friction. Here is a set of characteristics of IT digital maturity.
Communications and collaboration technology tools are worthless and ineffective if they don’t facilitate or support workplace connectivity. Speaking with business leaders and technology decision-makers has made it clear that collaboration tools suffer low adoption when they don’t support how people actually work together or connect. If a tool creates friction in workplace communications, it is an absolute non-starter. Therefore, a key objective for any enterprise investment in communications and collaboration technology has to be improving people’s work experiences and helping them get their work done. Anything less, is uncivilized!Establish the purpose
The technology decision has to have as its core purpose the enhancement of the internal, customer and external-facing interactions of the organization. This is a continuum. Research shows there is a direct correlation between both the employee and customer experience. Digital workplace strategies have to factor in the experience of all stakeholders in every business process. Collaboration and coordination with external partner or customer organizations and stakeholders is critical.