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How to rearrange the deck chairs on the titanic. (Mark Smalley - IT Paradigmologist)

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This presentation was made at the UK APMG-International Showcase event. Join us in London, 20th June 2013 for keynote addresses, masterclasses and round table discussions with leading PPM visionaries. Free to attend if you pre-register. http://uk.apmg-showcase.com/
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  • 1. How to rearrange thedeck chairs on the TitanicMark Smalley, IT Paradigmologist @marksmalley &mark.smalley@aslbislfoundation.org 1
  • 2. Speakers challenge! 2
  • 3. Speakers challenge! 3
  • 4. Speakers challenge!#APMG_Inter@marksmalley 4
  • 5. Agenda Key issues for IT Executives Importance of Information Management Instruments including the BiSL framework for IM ASL BiSL Foundation ASL framework for Application Management Take-aways5 5
  • 6. Project Chicken A H 6
  • 7. HP 7
  • 8. P W C Project Chicken 201260th Wedding Anniversary 2008 8
  • 9. 9
  • 10. 10
  • 11. 11
  • 12. What was theoutcome ofProjectChicken? 12
  • 13. Mark SmalleyIT Paradigmologistmarksmalley @ 13
  • 14. Happiness is U-shaped Andrew Oswald 14
  • 15. Line of Everything Charles Handy 15
  • 16. Line of Everything Charles Handy 2 1 3 16
  • 17. How to rearrange thedeck chairs on the TitanicMark Smalley, IT Paradigmologist @marksmalley &mark.smalley@aslbislfoundation.org 17
  • 18. How to rearrange thedeck chairs on the TitanicMark Smalley, IT Paradigmologist @marksmalley &mark.smalley@aslbislfoundation.org 18
  • 19. How to rearrange thedeck chairs on the TitanicMark Smalley, IT Paradigmologist @marksmalley &mark.smalley@aslbislfoundation.org 19
  • 20. How to rearrange thedeck chairs on the Titanic Technology is too important to the businessMark Smalley, IT Paradigmologistengaged and IT not to be does not understand the @marksmalley & business well enough to be left to its own devicesmark.smalley@aslbislfoundation.org 20
  • 21. Business executives say 79% technology will be key source of innovation 71% technology will be competitive differentiator 46% IT organ. not well positioned to meet needs 41% IT organization overly bureaucratic21 21
  • 22. Fewer than 50% of CIOs have a good understanding of business and technical risks; up to 25% say it is poor Companies that involve the CIO in business strategy are much more likely to achieve financial performance superior to their peers Source: "The C-suite Challenges IT: New Expectations for Business Value" The Economist Intelligence Unit, June 201222 22
  • 23. Key issues for IT executives Forrester report why ITSM framework implementations fail 52% resistance to change 29% lack of business interest & involvement23 23
  • 24. Key issues for IT executives Business & IT productivity IT and Business alignment Business agility & speed to market Business process management & reengineering IT cost, reliability & efficiency and security 24
  • 25. Key issues for IT executives IT doesnt understand the business, but the business understanding of IT Business & IT productivity is even worse IT and Business alignment Business agility & speed to market Business process management & reengineering IT cost, reliability & efficiency and security Prof. Jerry Luftman 25
  • 26. Key issues for IT executives Business & IT productivity IT and Business alignment Business agility & speed to market Business process management & reengineering IT cost, reliability & efficiency and security 26
  • 27. Key issues for IT executives Business & IT productivity IT and Business alignment Growing importance, Business agility & & dependency speed to market Business process management & reengineering IT cost, reliability & efficiency and security 27
  • 28. 28
  • 29. Theres only value in ITif it enables organizations to survive and succeed 29
  • 30. Key issues for IT executives Business & IT productivity IT and Business alignment Growing importance, Business agility & & dependency speed to market Business process management & reengineering IT cost, reliability & efficiency and security Increasing impact ITSM = strategic capability Poor ability to execute 30
  • 31. Key issues for IT executives Business & IT productivity IT and Business alignment Growing importance, Business agility & & dependency speed to market Business process management & reengineering IT cost, reliability & efficiency and security Increasing impact ITSM = strategic capability Poor ability to execute CIO needs #5: Leadership development & staff training 31
  • 32. Source: www.dilbert.com32 32
  • 33. 33 33
  • 34. Who do we need? Hero Leader ProfessorInspired by Stephen Mann 34
  • 35. World-wideABC of ICT Surveys Paul Wilkinson 35
  • 36. World-wideABC of ICT Surveys Paul Wilkinson 36
  • 37. Prague Spring 1968 37
  • 38. Arab Spring 2011 38
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