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© 2015 Gartner, Inc. and/or its affiliates. All rights reserved. While you are waiting for our webinar to begin, you might be interested in the downloads on the Attachment tab: Have a question for our analyst? Click the Question tab. Q&A will be at the end of today’s presentation. If you have any difficulties, please email [email protected]. A copy of today’s presentation and our Upcoming Webinars Information on how to dial in if you are unable to attend via VoIP
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Page 1: While you are waiting for our webinar to begin, you might ...proyectos.andi.com.co/camarabpo/Webinar 2015/The... · IT Strategy: A CIO Success Kit Dave Aron (G00166022) Toolkit: How

© 2015 Gartner, Inc. and/or its affiliates. All rights reserved.

While you are waiting for our webinar to begin, you might be interested in the downloads on the Attachment tab:

Have a question for our analyst? Click the Question tab. Q&A will be at the end of today’s presentation.

If you have any difficulties, please email [email protected].

A copy of today’s presentation and our Upcoming Webinars

Information on how to dial in if you are unable to attend via VoIP

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© 2015 Gartner, Inc. and/or its affiliates. All rights reserved.

1,000Analysts

10,100 Distinct Client Organizations

215,000+Client

Interactions

Vertical Coverage

in Nine Industries

5,000Benchmarks

850 MediaInquiries

per month

World's Largest

Community of CIOs

60+Conferences

75% ofGlobal 500

3,200Consulting

Engagements

Clients in 90 Countries

74% ofFortune 1000

500Consultants

Gartner at a Glance

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CONFIDENTIAL AND PROPRIETARYThis presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other intended recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates. © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.

The Art of the One-Page Strategy

Heather A. Colella

@heathercolellaStra-teg'-y. (n.)

A systematic plan of action to achieve a goal.

[from Greek stratégiá, office of a general, from stratégos, general]

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3 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.

The “IT Strategy” is often separated from the “Business Strategy”

Technology might be pervasive in our daily lives, but it is still poorly understood by the majority of non-IT types

Strategic planning is at the heart of every enterprise, yet the process of developing a strategy can feel overwhelming

Too often the strategy looks better on the shelf than it does in action

It’s viewed as a document, not a way of life

The problem with strategy today….

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4 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.

Strategic planning is at the heart of every enterprise, yet the process of developing a strategy can feel overwhelming.

In this webinar you will be exposed to:

Examples of 1-page strategies

The process for developing a 1-page strategy

How a 1-page strategy is used to inspire and engage business peers in a new conversation about IT’s contribution to business success.

Strategy is more 'art' than 'science'

4

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5 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.

The artful strategy lies in the ability…

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… to create context and to tell a story

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6 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.

The artful strategy lies in the context created using the 'Demand' side of the equation

Control

IT Governance

IT Principles

IT Financial Management

Metrics

Risks and Issues

Detailed Appendices

Executive Summary

Supply

IT Services

People

Enterprise Architecture

Sourcing

Demand

Business Success

Business Capabilities

IT Contribution

Business Context

What do you need to do to

win?

What new business

capabilities are required for success?

How will IT contribute to

success?

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7 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.7 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.

What a 1-page strategy looks like…

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8 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.

Example: An industry was formed from the back of this napkin

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9 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.

Example: At Fujitsu Services they moved from delivering value for money to providing value-added solutions

Value added

solutions

Remove duplication and

complexity

Deliver value for the money

Source: Adapted from Fujitsu Services

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10 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.

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Example: An integrated business and IT strategy

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11 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.

Michelle is a second year sophomore. She is first in her family to attend college. She has been a student worker since the beginning of her second quarter of her freshman year. She has received excellent reviews for her work on campus. Her GPA is slightly greater than 2.5. Michelle has not formally participated in on campus club activities and has repeated several courses. She has changed her major since entering the college.

Last week Michelle made an online request to gain permission to register for one of the ten MOOCs offered through a partner organization with the college. Only students that have maintained an excellent record are granted permission to participate in MOOCs, however, special considerations are made depending on the individual student’s performance.

At 8:11 pm yesterday, Michelle was reminded via a text message that her registration window is next Thursday beginning at 2:00 pm. Because of her GPA, the text message recommends that she speak with an advisor prior to registering. The text includes the advisor’s name, telephone number and email address.

At 9:05 am Michelle reviews her online course plan for graduation and identifies a potential conflict that may prevent her from graduating in 5 years (this is Michelle’s current target considering her past major change).

Michelle is considering another major change. She has also identified a few questions that needed clarifying with her advisor prior to registering. Michelle begins drafting an email to her advisor with a request to meet.

…..

At 4:00 pm Michelle meets her group in the library to work on their homework assignment. Michelle and the group use their laptop and tablet computers to access the campus statistics packages over the campus wireless network. Because they brought their devices, they do not need to use the campus computers provided in the library, they have access to all of the software on their personal devices. They complete their assignment at 5:33 pm and Michelle returns to her room.

At 6:09 pm Michelle receives an email and text message informing her that her ID card was found in the library and is waiting for her at the front desk. Michelle decides to wait until the following day to pick up the card. Michelle can use her mobile phone to enter the residence hall as well as gaining access to the dining halls. Michelle temporally deactivates her BroncoID card with her mobile phone. She will reactivate her card after she has retrieved it the following day.

At 9:10 am the following day, Michelle receives an email notifying her that the request to participate in a MOOC was not granted. The email also explains that she should discuss this with the advisor in her up coming advising appointment.

Example: 1-page strategies don’t have to be pictures

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12 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.

Agency Needs in Addition to What IT Currently Provides

End-to-end services

Fast & efficient

Convenient access

Experience

Citizen self-service

Vitual assistance

Example: City of Hometown, USA

Safe Communities

Live Well Hometown

USA

Agency Department

Agency Department

Agency Department

Agency Department

Agency Department

Agency Department

Agency Department

Health

y

Fam

ilies

Su

sta

inab

le

En

vir

on

men

t

Enter: The

Virtual Advocate

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13 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.

Example: Tie process steps or maturity levels to outcomes

Separate

Core from

Differentiating

Capabilities

Create

Foundation

for

Growth

Exploit

Marketplace

Opportunities

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14 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.

Example: ABC company goes global

3-year Strategy to Enable Global Expansion

Objectives

• New markets & geographies

• Superior customer experience

• Act global, service local

IT Response

• Create global penetration strategy

• Consolidate common services

• Enable differentiation at the local level

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15 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.15 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.

How to build a 1-page strategy…

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16 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.

The first step is to understand how your company wins in the marketplace

Companies that focus on one of these

strategic approaches make more money

than those who select two or more

approaches to “winning” in the

marketplace

Ask yourself: Does the executive team know how your company

wins in the marketplace?

How We Win

Customer Intimacy

Product Leadership

Operational Excellence

Tracy and Wiersma model for strategic differentiation

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17 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.

The second step is to use that strategy as a lens for strategic thinking about operations

Differentiating

ApplicationsCommoditized

Applications

Commodity Business Processes

Differentiating Processes

Commodities vs. DifferentiatorsHow We Win

Customer Intimacy

Product Leadership

Operational Excellence

Tracy and Wiersma model for strategic differentiation

Ask yourself: Does the executive team know how

what differentiates the enterprise?

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18 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.

Steps three and four are to choose a viewpoint and answer a question (or two)

VIEWPOINT ANSWER A QUESTION (OR TWO)

Stakeholder view…including

customers / clients / taxpayers

If I were to tell a story from a stakeholder perspective,

what would I say? Examples:

Customers: "Every time I call in, I'm on hold

forever."

Executives: "How can we determine our

strengths if we don't know our revenue and

profits by products?"

• Customer Service: "It takes me 10 minutes to

boot up my system every morning.“

Process What end-to-end issues exist with the current

process? How do you know?

When the process is "perfect," what will happen?

A picture of your product or place of

business

List the capabilities required to be successful

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19 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.

The “art” lies in an iterative process

Listen to the stories told by your business peers—those will lead you toward a viewpoint

Imperfection is perfect—most people are better editors then creators

Hone your messages for your audience

Use this picture as a starter for every conversation about strategy, every success to date and every change that has taken place … the more truly worn it is, the more success you will have

The Final Steps are to Draw a Picture…

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20 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.

Effective Communications: IT StrategyHeather Colella (G00170978)

Effective Communications: Lead Through StorytellingHeather Colella, Militza Basualdo (G00201635)

Effective Communications: Stakeholder AnalysisHeather Colella (G00170514)

Gartner's Guide to Creating World-Class IT Principles Mary Mesaglio Jose Ruggero (G00253902)

IT Strategy: A CIO Success Kit Dave Aron (G00166022)

Toolkit: How to Create a One-Page IT StrategyHeather Colella (G00245389)

Recommended Gartner Research

For more information, stop by Gartner Solution Central or email us at [email protected].

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Experience live analyst expertise plus much more at a Gartner event.

Visit gartner.com/events

Events for CIO & IT Executives

CIO & IT Executive Summit 2015

8 – 10 September, Mexico City, Mexico

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• Hundreds of analyst-led sessions, workshops, how-to clinics and more

• Role-based tracks designed to address your key priorities and challenges

• Immediately actionable take-aways—a clear action plan for the next three, six and 12 months

• Mastermind Interview Keynotes with industry leaders

• ITxpo exhibit floor with hundreds of top solution providers and exciting startups

October 19 - 22 Sao Paulo, Brazil

October 26 - 29 Gold Coast, Australia

November 2 - 5 Goa, India

November 8 - 12 Barcelona, Spain

September 28 -30 Cape Town, South Africa

October 4 - 8 Orlando, FL

October 14 - 16 Tokyo, Japan

Visit gartner.com/symposium


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