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IT Strategic Business Partnership

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1 7028_01_2003_c3_Bostr om © 2003, Cisco Systems, Inc. All rights reserved. Strategic Business Partnership Ayelet Baron WW Sales Strategy & Planning March 2003
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Page 1: IT Strategic Business Partnership

17028_01_2003_c3_Bostrom © 2003, Cisco Systems, Inc. All rights reserved.

Strategic Business Partnership

Ayelet Baron

WW Sales Strategy & Planning

March 2003

Page 2: IT Strategic Business Partnership

2© 2003, Cisco Systems, Inc. All rights reserved.

Agenda

Case Studies

Strategies For Success

Q&A

About Cisco

Becoming A Strategic Partner

Page 3: IT Strategic Business Partnership

37028_01_2003_c3_Bostrom © 2003, Cisco Systems, Inc. All rights reserved.

About CiscoAbout Cisco

Page 4: IT Strategic Business Partnership

4© 2003, Cisco Systems, Inc. All rights reserved.

History of Cisco Systems

Started at Stanford

IPO; 192 Employees

End-to-End Solutions Provider

Cisco Routers Power the Internet; LAN/WAN Switching, Remote Access

#1 Communications Equipment Supplier

Shipped First Router

$18.9 Billion Revenue; 34,000 Employees; IP Telephony, Security, Wireless, Networked Home

1998199819841984 19861986 19901990 19941994 20022002 20032003

Page 5: IT Strategic Business Partnership

5© 2003, Cisco Systems, Inc. All rights reserved.

Cisco Products

• Industry’s broadest product line

• Leadership products in each category

• R&D = 16.9% of revenue

• Enables end-to-end network services

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6© 2003, Cisco Systems, Inc. All rights reserved.

Cisco Audience

Presentation_ID © 2001, Cisco Systems, Inc. All rights reserved. 66Updated 01/04

• 33,000+ employees in 68 countries

• Average years of service 4.5• 1/3 Engineering/IT, 1/3 Sales,

1/3 all others• All connected to common

Internet tools• Most are Cisco shareholders

• 33,000+ employees in 68 countries

• Average years of service 4.5• 1/3 Engineering/IT, 1/3 Sales,

1/3 all others• All connected to common

Internet tools• Most are Cisco shareholders

Page 7: IT Strategic Business Partnership

7© 2003, Cisco Systems, Inc. All rights reserved.

Foundational Principles

Profit Contribution

Profit Contribution

Mar

ket T

ransi

tions

Mar

ket T

ransi

tions

Open Communication

Open Communication

EmpowermentEmpowerment

Trust/Fair/Integrity/Giving BackTrust/Fair/Integrity/Giving Back

TeamworkTeamwork

Driv

e C

hang

e

Driv

e C

hang

e

Fun

Fun

Page 8: IT Strategic Business Partnership

8© 2003, Cisco Systems, Inc. All rights reserved.

CEC: Cisco Culture and Business Ownership

Cisco University

The New Cisco Employee Connection (CEC) – worlds coming together:Content, Tools, Communication and Technology

Page 9: IT Strategic Business Partnership

9© 2003, Cisco Systems, Inc. All rights reserved.

Executive Communication – Senior Leaders Are Seen and Heard

• Integrated media:

IP/TV, Video on demand, email, portal support sites

• Consistent Message• Candid, Personal, &

Open Communication• Posted Q&As• Benefit: Speeds

Alignment & Results

Video on Demand

Page 10: IT Strategic Business Partnership

10© 2003, Cisco Systems, Inc. All rights reserved.

Global Communication Portals Inform All Employees

• Consistent messaging to all employees

• Customized, geographical content

• Global self-authoring tools and standards

• Geography-based dashboards

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11© 2003, Cisco Systems, Inc. All rights reserved.

Benefit:Ensures access to information for each role and function

Multiple Role-based Portals for Varying Audience Needs

• Executive Dashboard

• Managers Dashboard

• Director and VP site for special programs

• New Hire site

• Organization-specific sites

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12© 2003, Cisco Systems, Inc. All rights reserved.

Key Cisco Frameworks

121212© 2003 Cisco Systems, Inc. All rights reserved.

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13© 2003, Cisco Systems, Inc. All rights reserved.

“I’m never having kids. I hear they take nine months to download.”

Page 14: IT Strategic Business Partnership

14© 2003, Cisco Systems, Inc. All rights reserved.

Cisco’s Financial Benefit from IT

FY ’95 FY ’03FY ’96 FY ’97 FY ’98 FY ’99 FY ’00 FY ’01 FY ’02

• Communications• Internal Directory• External Web Site• Support Self-Service

• Communications• Internal Directory• External Web Site• Support Self-Service

$1B$1B

DepartmentalDepartmental

$3B$3B• Virtual Supply Chain• Online Collaborative

Support• E-Treasury

• Virtual Supply Chain• Online Collaborative

Support• E-Treasury

$1.9B

$2.1B

$1.7B

Inter-EnterpriseInter-Enterprise

$2B$2B

• E-Commerce• E-Procurement • E-Learning• E-HR• Virtual Close

• E-Commerce• E-Procurement • E-Learning• E-HR• Virtual Close

$900M

EnterpriseEnterprise

Financial Impact

Page 15: IT Strategic Business Partnership

15© 2003, Cisco Systems, Inc. All rights reserved.

Core Context

MissionCriticalMissionCritical

Non-MissionCritical

Non-MissionCritical

Core and Context

Contributes Directly

to Competitive Advantage

Contributes Directly

to Competitive Advantage

Required to run the

business and fulfill

commitments

Required to run the

business and fulfill

commitments

Shortfall risks company's operations

Shortfall risks company's operations

15© 2004 Cisco Systems, Inc. All rights reserved.

Page 16: IT Strategic Business Partnership

16© 2003, Cisco Systems, Inc. All rights reserved.

Out-Tasking Versus Out-Sourcing

• A whole function (IT)

• Manage contract and SLAs

• Separate IT Systems with reporting

• Process redesign requires contract renegotiation

• A whole function (IT)

• Manage contract and SLAs

• Separate IT Systems with reporting

• Process redesign requires contract renegotiation

• Elements of a function

• Real time visibility and active management

• Shared systems/web services; common data, network standards

• Allows process redesign andcontinuous innovation

• Elements of a function

• Real time visibility and active management

• Shared systems/web services; common data, network standards

• Allows process redesign andcontinuous innovation 16© 2004 Cisco Systems, Inc. All rights reserved.

Page 17: IT Strategic Business Partnership

17© 2003, Cisco Systems, Inc. All rights reserved.

Investment and Partnering Strategy

Core Context

MissionCriticalMissionCritical

Non-MissionCritical

Non-MissionCritical

InvestInvest

Retain In-houseRetain In-house

Drive ProductivityDrive Productivity

Strategic Partners (Few, Tightly Coupled)

Strategic Partners (Few, Tightly Coupled)

Focused InvestmentFocused Investment

Specialist PartnersSpecialist Partners

Control CostsControl Costs

Vendor Management(SLAs Driven)

Vendor Management(SLAs Driven)

17© 2004 Cisco Systems, Inc. All rights reserved.

Page 18: IT Strategic Business Partnership

18© 2003, Cisco Systems, Inc. All rights reserved.

Relative Cisco Functional Out-Tasking

ManufacturingManufacturing

SalesSales

ITIT

CustomerService

CustomerService

HR HR

Finance Finance

% Out-Tasked% Out-Tasked

• Inside sales Inside sales • AdvertisingAdvertising• Lead qualificationLead qualification

• Payroll processing• Travel• Investment Management

• Payroll processing• Travel• Investment Management

• Temp contracting• Benefits admin• Global mobility

• Temp contracting• Benefits admin• Global mobility

• Desktop mgmt• Remote office WAN • E-commerce apps

• Desktop mgmt• Remote office WAN • E-commerce apps

• Board manufacturing • Final assembly & test • Logistics & delivery

• Board manufacturing • Final assembly & test • Logistics & delivery

• Level 1 help desk• Order admin• Field logistics & repair

• Level 1 help desk• Order admin• Field logistics & repair

18© 2004 Cisco Systems, Inc. All rights reserved.8712_09_2003

Page 19: IT Strategic Business Partnership

19© 2003, Cisco Systems, Inc. All rights reserved.

Becoming A Valued Partner Becoming A Valued Partner

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20© 2003, Cisco Systems, Inc. All rights reserved.

What is A Strategic Business Partner?

BusinessAlignmentBusinessAlignment

StrategyStrategy

ProcessProcess Change Agent

Change Agent

TrustedAdvisorTrustedAdvisor

ProductivityProductivity

Customer,Customer,EmployeeEmployee

andandShareholderShareholder

ValueValue

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21© 2003, Cisco Systems, Inc. All rights reserved.

Necessary Transition

Order TakerOrder Taker

• Respond to requests

• Fire fighting role

• Not invited to the strategic discussions

• Responsible for tools and vehicles

• Focus on achievement of function objectives

• Respond to requests

• Fire fighting role

• Not invited to the strategic discussions

• Responsible for tools and vehicles

• Focus on achievement of function objectives

Trusted AdvisorTrusted Advisor

• High business impact

• Viewed as a partner in success or failure—skin in the game

• Data-driven

• Leverages process

• Risk taker

• Provides business solutions

• High business impact

• Viewed as a partner in success or failure—skin in the game

• Data-driven

• Leverages process

• Risk taker

• Provides business solutions

Change AgentLanguage

RelationshipsBusiness Impact

Change AgentLanguage

RelationshipsBusiness Impact

© 2003, Cisco Systems, Inc. All rights reserved.

Page 22: IT Strategic Business Partnership

22© 2003, Cisco Systems, Inc. All rights reserved.

Roadmap

Set It up Right

Set It up Right

Prove the Value

Prove the Value

Get InvitedGet Invited

Create the vision, determine the approach and get the right people on board

Create the vision, determine the approach and get the right people on board

Show success through bottom line results

Show success through bottom line results

Be there when the strategy & initiatives are decided and scoped

Be there when the strategy & initiatives are decided and scoped

Change the Way You WorkChange the Way You Work

• Gradually educate and communicate across various levels of the organization

• Create business metrics, targets and incentives to achieve desired results

• Gradually educate and communicate across various levels of the organization

• Create business metrics, targets and incentives to achieve desired results© 2003, Cisco Systems, Inc. All rights reserved.

Page 23: IT Strategic Business Partnership

237028_01_2003_c3_Bostrom © 2003, Cisco Systems, Inc. All rights reserved.

Case Study #1Collaborative Problem Resolution

Case Study #1Collaborative Problem Resolution

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24© 2003, Cisco Systems, Inc. All rights reserved.

Business Problem

Inconsistent global methodology to identify, prioritize and address complex business problems resulting in inefficiency, productivity loss and lack of cross-functional teaming, and issues not getting resolved

Our Opportunity: Having the methodology in place to solve complex, cross functional

business issues in a short window of time

© 2003, Cisco Systems, Inc. All rights reserved.

Page 25: IT Strategic Business Partnership

25© 2003, Cisco Systems, Inc. All rights reserved.

WW CPR Team

• Committed Business Sponsors (3)

• Cross-functional representation

• Global team

• Directors/Senior Managers

• Experimented with the methodology, while creating it

• Piloted in APAC

© 2003, Cisco Systems, Inc. All rights reserved.

Page 26: IT Strategic Business Partnership

26© 2003, Cisco Systems, Inc. All rights reserved.

What is the Collaborative Problem Resolution (CPR) Process?

• Collaborative Problem Resolution (CPR) is a problem-solving methodology, enabling business leaders to address complex, business challenges quickly

• It produces better and faster business decisions by:• Focusing on tangible business results, including productivity

and profitability• Engaging sponsors who are committed to action• Identifying the right people—geographically and organizationally• Eliminating redundancy by focusing on prioritized issues

• Develop breadth and depth of leadership

• Collaborative Problem Resolution (CPR) is a problem-solving methodology, enabling business leaders to address complex, business challenges quickly

• It produces better and faster business decisions by:• Focusing on tangible business results, including productivity

and profitability• Engaging sponsors who are committed to action• Identifying the right people—geographically and organizationally• Eliminating redundancy by focusing on prioritized issues

• Develop breadth and depth of leadership

© 2003, Cisco Systems, Inc. All rights reserved.

Page 27: IT Strategic Business Partnership

27© 2003, Cisco Systems, Inc. All rights reserved.

Key Elements of CPRThe 4P’s

PlatformPlatformProblemProblem

ProcessProcessPeoplePeople

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28© 2003, Cisco Systems, Inc. All rights reserved.

Key Components of CPR

Identifying the Right Problems to Focus on the Highest Prioritized Business Challenges

• Business issue is identified as one of the top 5 for WW Sales, the Theatre, Country or area with a committed sponsor

• Project has the highest business impact for Cisco

• Participants bring some domain expertise with an understanding of the business challenge and possible

solutions• Participants are passionate about addressing the issue• Participants are stretched by the project• SLDP participants and other high potentials• Small core team for each project – process should allow

flexibility for different team sizes• Executive sponsor (for active guidance; roadblocks; VP+ level)• Business partner (for day-to-day engagement; Dir+ level)• Extended team to include functional analytical support

Getting the Right People Organized in the Right Way is Key

© 2003, Cisco Systems, Inc. All rights reserved.

Page 29: IT Strategic Business Partnership

29© 2003, Cisco Systems, Inc. All rights reserved.

Key Strategic Drivers

Results and People Should Be Showcased at the Right PlatformsGlobal Platforms• SVP Quarterly Staff meetings• Business Sector Councils• Executive councils• Chambers’ senior staffTheatre Platforms• Theatre Staff Meetings• Theatre Ops Reviews

• Creating a global and local governance process• Prioritizing and tracking the top business issues and their

resolution• Using a consistent framework and methodology to identify and

resolve business issues• Integrating the process in how we do business at Cisco

Getting the Right Process in Place that Can Be Leveraged and Scaled Globally is Critical

© 2003, Cisco Systems, Inc. All rights reserved.

Page 30: IT Strategic Business Partnership

30© 2003, Cisco Systems, Inc. All rights reserved.

CPR Benefits

© 2003, Cisco Systems, Inc. All rights reserved.

• CPR Enables Teams to Focus on the Most Important Issues identified with executive involvement

• Ensures engagement and commitment from executive management

• Provides a showcase opportunity

• CPR Clears the Path for Complex Problem Resolution

• CPR tools—structured brainstorming, idea prioritization and action plan development—are ideal for making improvements

• Deploying CPR teams on these problems saves time by identifying the systemic problems requiring resolution

• CPR Leverages Internal Cross-functional Knowledge

• CPR taps into our internal knowledge by having cross-functional representation on key issues

• CPR teams provide the ideal vehicle for engaging those who must live with the solution through ownership and accountability for results. Nothing cuts through resistance to change faster than results

• CPR engages Leaders to Build Improvement Priorities

• CPR helps align leadership teams on priorities for decision-making and execution

• CPR should help sort out the "mountain vs. foothills" opportunities before resources are committed

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31© 2003, Cisco Systems, Inc. All rights reserved.

1. Relevant? Top 5?

2. Incremental value-add to audience?

3. Focused?

4. Quantifiable results?

5. Not duplicative?

6. Crisp Recommendations?

7. Implemented for FY04?

8. Do-it, or clean hand-off?

Business Problem Checklist

© 2003, Cisco Systems, Inc. All rights reserved.

Page 32: IT Strategic Business Partnership

32© 2003, Cisco Systems, Inc. All rights reserved.

Case Study #2 Cisco IT

Case Study #2 Cisco IT

Page 33: IT Strategic Business Partnership

33© 2003, Cisco Systems, Inc. All rights reserved.

Cisco’s IT Evolution

IT as Cost Center

CFP& ERP

Internet Enabler

Outcome Defined

Trusted Business Partner

Value Creation

Proactive

Reactive

200019971993-951991

IT Supports Business Strategy IT Enables New Capabilities and Roles

BusinessValue

• IT worksindependentlyof business

• Seeing as nonvalue adding

• IT seen as “high” cost

• Focus on technical performance

• Supports businessstrategy

• IT seen as a support process

• Focus on Returnon Investment

• Supports andenhancesbusiness strategy

• IT seen as a critical process

• Focus on cycle time, cost reduction, service quality

• Enables business strategy and integral part of the business

• Effective use and leverage of technology and “virtual” resources

• Focus on Shareholder value

Page 34: IT Strategic Business Partnership

34© 2003, Cisco Systems, Inc. All rights reserved.

Business Challenge

From: A service delivery organization…

To: A Consultative Business Partner offering:

• Strategic Solutions

• A Catalyst for Change

• Technology Leadership

• Breakthrough Productivity

Page 35: IT Strategic Business Partnership

35© 2003, Cisco Systems, Inc. All rights reserved.

Change Management Framework

DESIREDSTATE

SPONSORCOMMITMENT

SKILLS

CULTURALALIGNMENT

RESISTANCE

PAIN

CO

MM

ITM

EN

T

TIME

SYNERGISTICRELATIONSHIP

REMEDY

PLAN

TRANSITION RISK AREAS

Frame of Reference

PRESENTSTATE

Page 36: IT Strategic Business Partnership

36© 2003, Cisco Systems, Inc. All rights reserved.

IT Strategic Plan

• Taking Partnerships to New Heights

• The Way We Work

• Taking Partnerships to New Heights

• The Way We Work

• Leading Internet Capabilities

• Ongoing Assessments• Cascading Workshops• Ongoing Engagement

• Leading Internet Capabilities

• Ongoing Assessments• Cascading Workshops• Ongoing Engagement

• Internal Communication Capability• Cross-functional Team: IT & Business• Online solutions: IT & Cisco• Ongoing Communication

• Internal Communication Capability• Cross-functional Team: IT & Business• Online solutions: IT & Cisco• Ongoing Communication

• IT Senior Staff• Internal Clients• IT: 75 Interviews Worldwide• Strategic Off-site

• IT Senior Staff• Internal Clients• IT: 75 Interviews Worldwide• Strategic Off-site

StagesStages

TransformTransform

ImplementImplement

Plan & EngagePlan & Engage

AssessAssess

19991999

20022002

Fo

cus

& In

vest

men

tF

ocu

s &

Inve

stm

ent

20002000

Page 37: IT Strategic Business Partnership

37© 2003, Cisco Systems, Inc. All rights reserved.

Client Feedback IT Performance vs. Business Need

4.5

4.2

4.3

4.5

4.5

4.3

3.5

3.4

3.2

3.8

3.6

3.5

0 1 2 3 4 5

Knowledge and understanding of yourbusiness & related goals

Understand leading cross-industry bestpractices

Represent business issues and solutionsacross all functions

Sustainable competitive advantage

Create Shareholder Value

Work as a virtual organization with no time,distance and functional boundaries

IT Effectiveness

Business Criticality

0.8

0.9

0.7

1.1

0.8

1.0

Example

Page 38: IT Strategic Business Partnership

38© 2003, Cisco Systems, Inc. All rights reserved.

Change Readiness Assessment—InternalKey Risk Areas

• Strong belief that IT senior staff supports the changes we need to make

• Some concern about IT senior staff sharing common goal around Business Partnership

• Caution around leadership by example - walking the talk

• Management has a history of losing focus on important projects when other problems or issues compete for its attention

• Failure to involve middle managers in planning change has resulted in their indifference and opposition to initiatives

• Managers in past changes said they supported a change but their behavior often suggested the opposite

• Employees understanding of how Cisco’s business goals translate into specific things they can do in their jobs

• In deciding to support a change, people do what they think will please their boss rather than what is best for Cisco

• There will be some difficulty in explaining BP to employees

• Communication in IT is open and candid • IT’s usage of rewards, measurement and other

processes to communicate its seriousness and signal a change

• A compelling reason to change has not been clearly communicated

• Employees will not easily understand the costs associated with not implementing BP

• Employees expect change to happen at Cisco• Employees will not be motivated to achieve

Business Partnership • Employees will need to be invested in the new

way of operating • Employees will not feel a sense of control in

implementing Business Partnership• BP will be regarded as requiring employees to

make substantial changes to their own day-to-day activities

• Employees do not have the assimilation capacity for Business Partnership

• IT Senior Staff has the skills and abilities to execute and deliver Business Partnership

• Managers already possess Business Partnership skills

• Employees already possess Business Partnership skills

• Employees have the skills and abilities they need to accomplish this change

SPONSORSHIP

RESISITANCE

COMMUNICATION

SKILLS

Page 39: IT Strategic Business Partnership

39© 2003, Cisco Systems, Inc. All rights reserved.

Internal AssessmentRisk Area: Sponsorship

0% 20% 40% 60% 80% 100%

Has a history oflosing focus

Shares commongoal

Walks the talk

Supports thechange

Low

Medium

High

IT Senior Staff ...IT Senior Staff ...

0% 20% 40% 60% 80% 100%

Total

Employees

PMs

Managers

Direct Reports

Sr. Staff

Low

Medium

High

IT Senior Staff Supports This Change...IT Senior Staff Supports This Change...

Example

Page 40: IT Strategic Business Partnership

40© 2003, Cisco Systems, Inc. All rights reserved.

Behavior ChangeCommitment

AwarenessAwarenessUnderstandingUnderstanding

TranslationTranslation

CommitmentCommitment

InternalizationInternalization

Page 41: IT Strategic Business Partnership

41© 2003, Cisco Systems, Inc. All rights reserved.

IT Connection IT e-Communities IT Client Portal Best Practice Website Meetings & Off-sites Chats with CIO Manager Weekly e-alert Meeting-in-a-Box

IT Connection IT e-Communities IT Client Portal Best Practice Website Meetings & Off-sites Chats with CIO Manager Weekly e-alert Meeting-in-a-Box

Client Feedback MBO Alignment Quarterly IT Business

Partnership Award IT Champion Award

Performance Reviews CAP Awards Training Program IT Communication

Function Centralized company-wide

Client Feedback MBO Alignment Quarterly IT Business

Partnership Award IT Champion Award

Performance Reviews CAP Awards Training Program IT Communication

Function Centralized company-wide

Training for Sr. Staff Delivery of BP Workshops Quarterly IT All-Hands/IPTV Sr. Staff Meetings Management Staff Meetings Chats with CIO CIO Corner IT Connection Sr. Staff Forums BP Team

Training for Sr. Staff Delivery of BP Workshops Quarterly IT All-Hands/IPTV Sr. Staff Meetings Management Staff Meetings Chats with CIO CIO Corner IT Connection Sr. Staff Forums BP Team

Communication Plan

SYSTEMS/PROCESSES MEDIALEADERSHIP

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42© 2003, Cisco Systems, Inc. All rights reserved.

IT Connection Mission

IT Connection will become the number one business communication tool in supporting IT through knowledge sharing and innovative methods of increased productivity across geographic boundaries, creating a collaborative environment of informed and interdependent IT employees

42

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43© 2003, Cisco Systems, Inc. All rights reserved.

IT ConnectionRoadmapIT ConnectionRoadmap

Leadership

IT Senior Staff engagement in

e-business efforts in IT

IT Portal becomes an every day mindset/expectation—how we work

Technology

Flexible application and data architecture for quick delivery

Scalable infrastructure

Portal software

Integration of disparate DBs

Governance

Clear MBOs/metrics that drive execution

Dedicated resources

Identify overlap

Competency

Ruthless execution on “quick hits”

Globalization of e-business solutions and team

Speed and agility in opportunity

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44© 2003, Cisco Systems, Inc. All rights reserved.

Collaborating Across IT

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Page 46: IT Strategic Business Partnership

46© 2003, Cisco Systems, Inc. All rights reserved.

Client Satisfaction

69%

19%

9% 2%

78%

12%4% 2%

0%

20%

40%

60%

80%

2000 2001

Satisfied Neutral Dissatisfied DK/Don't use

Mean 4.2Mean 4.2Mean 3.8Mean 3.8

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47© 2003, Cisco Systems, Inc. All rights reserved.

Success StrategiesSuccess Strategies

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48© 2003, Cisco Systems, Inc. All rights reserved.

Partnership Model

• Situation analysis/Change Readiness Assessment

• Gap analysis

• Global team

• Identify quick wins

• Leadership buy-in

• Define sponsor roles

• Strategic direction

• Benefit analysis

• Best practice sharing—integrate

• Change management &communication plan

• Establish metrics

• Get buy-in

• Set up teams

• Deliver plan

• Identify new needs

• Monitor results

• Assess business results

• Integrate and leverage

Sponsorship & Communication

Where are we now?

Where do we want to be?

How will we get there?

Who must do what?

How are we doing?

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49© 2003, Cisco Systems, Inc. All rights reserved.

Engagement Model

Ensure Successful

Implementation

Ensure Successful

Implementation

Assess Business Needs &

Gaps

Assess Business Needs &

Gaps

Identify key Initiatives

Identify key Initiatives

Leverage ResourcesLeverage

Resources

Create Actionable

Game Plans

Create Actionable

Game Plans

Business Partnership is a relationship of

mutual trust and influence built on shared ownership

of and complementary contributions to business results

Page 50: IT Strategic Business Partnership

50© 2003, Cisco Systems, Inc. All rights reserved.

The New Agenda

Create value-added business change – not simply support how we do business

View your clients as the business and the customers—how do we help make them more effective?

The outcome of communication is more aligned strategy and business results

Communication is not just another support organization that takes orders—it has earned the right to be a key driver of the business

Create value-added business change – not simply support how we do business

View your clients as the business and the customers—how do we help make them more effective?

The outcome of communication is more aligned strategy and business results

Communication is not just another support organization that takes orders—it has earned the right to be a key driver of the business

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51© 2003, Cisco Systems, Inc. All rights reserved.

Questions to Consider

If your team were freed from what you are doing now,what could you do to align and

increase your impact on the business?

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52© 2003, Cisco Systems, Inc. All rights reserved.

Questions to Consider

What does your team do todaythat you would be willing to

surrender,provided you were assured

the work would be handled correctly?

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53© 2003, Cisco Systems, Inc. All rights reserved.

FY’04

“… chance favors only the prepared mind.”—Louis Pasteur

FY’05

FY’06

FY’07

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54© 2003, Cisco Systems, Inc. All rights reserved.

Q and A

545454© 2003 Cisco Systems, Inc. All rights reserved.Presentation_ID


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