Getting IT Right

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Getting IT Right:How to Plan, Manage, and Deliver on IT’s Promise

Audit | Tax | Advisory | Risk | Performance

Despite the integral role that information technology plays in today’s businesses, many companies approach major IT initiatives in a way that is far from businesslike. Frequently, six- or seven-figure investments are made without tying these decisions to clearly defined business results.

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Getting IT Right: How to Plan, Manage, and Deliver on IT’s Promise

Table of Contents

Current Concerns Over IT Effectiveness .............................. 5

Rising Expenditures, Diminished Expectations ............... 5

Why Businesses Struggle With IT Issues ................................. 6

Warning Signs ofIT Management Problems ............. 6

The Critical Need for Improved IT Management .............. 7

Common ExecutiveConcerns Over IT Spend .............. 7

Critical Business Triggers Bring Urgency and Importance ............. 10

Core Concepts of the Crowe® IT Advisory Solution ........ 12

The Major Stages of IT Investment ................................ 12

Crowe’s Suite of IT Advisory Solutions ....................... 14

Conclusion: An Objective andResults-driven Approach ............. 19

About Crowe Horwath LLP .......... 20

Contact Information ..................... 20

Moreover, businesses often fail to tie IT spending

directly to the business’s daily operational performance

or, even more critically, to its long-term strategic goals.

Small wonder, then, that surveys of C-suite executives

consistently reflect significant levels of discomfort with

the way IT investments are selected and managed.

What is needed is an objective, performance-based

methodology for developing an appropriate IT strategy,

making sound IT investment decisions, and then

executing and managing the chosen initiatives in a

way that relates these steps directly to organizational

performance measures including both financial and

nonfinancial metrics.

Fortunately, resources are now available to help

businesses of all types and sizes to quickly develop

a business-focused approach to critical IT issues.

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Crowe Horwath LLP



Current Concerns Over IT EffectivenessThe way IT investments are prioritized, implemented, and managed can have a tremendous impact – both positive or negative – on organizational performance and, ultimately, the overall value of an enterprise. Despite IT’s critical impact on the business, however, the prioritization and management of IT initiatives are often misaligned and inconsistent.

A survey by the Financial Executives Research Foundation revealed significant dissatisfaction with the way their organizations use information technology to improve business performance.

■ Only 7 percent of the survey respondents said they had made substantial progress with their top information need in the past year.1

■ About 70 percent of the financial officers surveyed said they believe their current level of information integrity is negatively affecting their organization’s ability to achieve its business objectives.2

■ About 40 percent of the responding financial officers reported unknown, low, or even negative returns on their IT investments.3

Rising Expenditures, Diminished ExpectationsDespite the overwhelming misgivings uncovered by an FERF survey (see sidebar), most businesses expect to continue making significant IT investments in the near future. When hundreds of manufacturing industry executives were surveyed by IndustryWeek magazine and Crowe Horwath LLP in late 2009, 70 percent said they expected to increase their IT investments over the coming three years.4

Why is this so? Why are financial executives resigned to spending more on IT while achieving less?

In many cases, management recognizes the problems, but may simply not recognize the potential impact IT investment will have on solving those problems. For example, they may not link a business intelligence

investment to potentially increased sales. Or, they may develop inflated expectations for sales increases that are not realistic given a limited or misaligned implementation scope.

The challenge can be especially acute in companies where the executives who make IT decisions are managing multiple initiatives at once, and do not have adequate time or resources to analyze IT initiatives thoroughly. As a result they may fail to fully understand how deeply rooted IT is to overall business performance.

In many cases, however, the underlying problems are more complex – and the solutions must be more comprehensive.

A primary objective of major IT software investments must be to “do more with the same” – that is, to leverage automation and technology in both production and back-office functions in order to increase capacities, improve efficiency, enhance workflows, and support greater access to the information that is needed for effective decision-making.– Josh P. Cole, Partner, Crowe Horwath LLP

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Crowe Horwath LLP

Why Businesses Struggle With IT IssuesIt is important to recognize that when this situation exists – when the existing IT foundation and proposed set of IT initiatives are not linking to financial and operational goals – it is not fundamentally

an IT problem. Rather, it is a management problem, and management commitment and involvement will be needed to address it.

This situation can result from a number of ongoing challenges, including:

■ Poor communication between nontechnical business leaders and those in charge of the IT effort;

■ A lack of common references, priorities, and expectations;

■ Internal biases or inaccurate perceptions of technology providers, based on outdated history or word-of-mouth impressions;

■ Increasingly complex IT solutions, and highly complex business system maps;

■ Limits on funding for IT priorities, mismatching expectations in terms of real results from IT investments – in short, IT is expected to “do more with less”; and

■ Opportunities that may be misunderstood or underexploited when considering new models of information management such as software as a service (SaaS).

A recent article in InformationWeek Analytics described the current environment in stark terms:

“Not mincing words, CEOs and CFOs want to know why the firm is spending so much on IT and what can be done to bring those costs down.”5

Leaders will not be satisfied without an understanding of the value driven by the investment.

Warning Signs of IT Management Problems

Is your organization struggling with IT strategy, prioritization, implementation, or management? How do you know if you have a problem?

Here are some common indicators of decision-making and management problems:

Many of the items in this list highlight the often unseen cost of poor IT planning and management. Beyond the significant price of the technology itself is the often greater cost that comes from failing to achieve the expected results. These costs include internal inefficiencies, poor information to support management decisions, and a frustrating customer experience.

1. There is a lack of proper evaluating and planning for IT investments.

2. Poor implementations destabilize your ability to transact with customers.

3. Complex IT decisions are sometimes made more on the salesperson’s strength rather than the technology fit.

4. IT spending is considerable, but the business sees little or no measurable improvement.

5. Upgrades to your IT platform do not produce new benefits or capabilities, but merely do what your old systems did.

6. An integration is not delivering anticipated synergy.

7. Compliance still depends on manual detective-type financial controls rather than automated preventive systems.

8. Spending on noncore and costly items such as internal data centers does not consider innovative alternatives such as outsourcing or virtualization.

9. Financials must be restated for any reason.

10. Competitors deliver a richer IT customer experience and your competitive edge is eroding due in part to inadequate IT capabilities.

11. The organization is not reacting to IT trends such as social networking.



The Critical Need for Improved IT ManagementThe InformationWeek Analytics article mentioned earlier presented a clear indication of the critical need for improved methods of strategizing, prioritizing, implementing, and managing IT initiatives.

“Unfortunately,” the article noted, “IT leadership is often handicapped by not having the right data and tools to support analysis of what’s actually driving costs.”6

This convergence of challenges is producing new models for chief information officers to consider as they investigate their options and take advantage of evolving technologies.

■ The ability to accurately define the full return on investment for technology spending requires analytical tools that directly relate IT to the business’s financial and operational goals.

■ The ability to efficiently execute and manage IT initiatives in a way that maintains a clear connection to business results requires implementation methodologies that are specifically designed to achieve this purpose.

Uncertainties such as these are often warning signs of a flawed IT strategy, an inadequate decision-making process, or ineffective implementation and management. The right approach to the complex issue of managing IT and IT investments can remove these concerns from the executive’s desk, or greatly minimize their impact.

Common Executive Concerns Over IT Spend

Many executives with a decision-making role regarding IT initiatives have concerns and questions – questions they may be reluctant to voice aloud. Are questions such as these keeping you up at night?

■ “Are scarce resources being used to serve genuine business needs – or are we merely pursuing the newest technology for its own sake?”

■ “Will the IT projects I have in motion deliver as expected? Will they work? Will I get the results I promised?”

■ “I’m not sure what’s happening with an IT investment, or the status of a current project. How can I get updated information that’s reliable and understandable?”

■ “How can I be sure our IT investments are truly aligned with our business objectives? What standard can I use to judge?”

■ “Am I holding the right people accountable for getting results?”

■ “A significant project was recently stopped or reprioritized. Why? Was it due to a change or were there problems with execution?”

■ “Will my current IT projects come in on budget and on time? If not, will I be able to face my board and executives, my colleagues, and my employees to justify the choices I made?”

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expectations among leadersInaccurate perceptions

of providersReliance on manual processFalling behind the competition

Improper evaluation of IT investment

Increased compliance spending

Expected results not achieved

Restated financial statements

Unrecognized IT impact

Misaligned IT spending

Poor communication

Complex IT decisions

Failed integration

Recessionary forces

Unknown IT ROI

Economic pressure

Cloud computing

Do more with less

Because of ever-shifting variables, managing IT

is often experienced as a never-ending stream

of competing, interlacing, and overlapping

challenges, each of which affects – and

exacerbates – the others. Crowe’s IT

Advisory framework addresses this

confusion, as well as the business

drivers that organizations face when

making these significant investment

decisions. Crowe’s IT Advisory

solutions are geared toward solving

big problems in the right way,

regardless of the investment stage

in which the organization finds itself.

Are we doing the right things?

Are we getting them done well?

Are we doing them the right way?

Are we getting the benefits?

Four questions that frame everything in IT – every challenge, every project, and every solution – and bring order to chaos.

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Crowe’s Suite of IT Advisory Solutions

Free IT Diagnostic

IT Assessment

IT Due Diligence

Business System Assessment

Change Management

Ongoing IT Effectiveness Review

System Selection Program and Project Management

System Implementation

Custom Application Development

IT Portfolio Value Assessment

Lean IT

Strategic IT Road Map

Critical Business Triggers

Outgrown IT Foundation

Recent Merger or Acquisition

Changing Business Model

Excessive Internal Audit or Compliance Costs

Globalization

Any Business Failure in Which IT Played a Role

Any Major IT Project Failure

Cost Reduction Challenge

Critical Risk Management Issue

The Start of a Return to Growth

SustainEvaluate ImplementAssessStages of IT Investment

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Crowe Horwath LLP

Critical Business Triggers Bring Urgency and ImportanceCertain critical business events often add urgency and importance to IT decisions. Examples of these events include:

■ Outgrowing the current IT foundation. Years of organizational growth, accompanied by under-investment in IT capabilities or by piecemeal solutions, can produce a patchwork of systems requiring a comprehensive upgrade. It is worth noting the last major cycle of enterprise IT investment occurred during the Y2K era. The time span that has passed since then is close to the average life span of an enterprise system, at which a major upgrade or replacement is generally needed.

■ A recent merger or acquisition. Disparate systems and competing technologies are among the most commonly encountered challenges in an M&A event. Beyond the capital investment that may be required, there is almost always significant personnel change, as well as management and business disruption risk. When contemplating an acquisition or divestiture, IT decision-making requires special consideration due to the rapid and critical nature of solution deployment.

■ Excessive internal audit and compliance costs. Reducing the costs of internal audit while also delivering business process improve-ment offers the opportunity for both immediate financial savings as well as a long-term reduction in future costs. Building automated controls into the system itself can reduce the need for external or manual interventions.

Organizations often must make significant IT investment decisions in an uncertain environment. Critical business events highlight the uncertainty and inject additional urgency into the situation. Crowe’s IT Advisory framework addresses these complex, interlaced challenges.



■ A changing business model. As a result of strategic restructuring initiatives, some organizations have made wholesale changes to their business models. For example, many consumer product companies now consider themselves marketing, customer, and sales-focused organizations – outsourcing much of their manufacturing and distribution operations. Such a change greatly affects the focus of internal enterprise systems as the traditional product functions associated with an ERP solution no longer support the new strategy. New needs such as product development management, sophisticated forecasting, and improved customer relationship management (CRM) are often needed.

■ Globalization. In addition to changes directly related to outsourcing, the increasingly global nature of today’s businesses also sparks indirect changes in IT requirements. These are necessary to meet the more sophisticated collaboration require-ments that occur when working with trading partners across vast spaces, multiple time zones, and multiple currencies. For example, long lead times demand greater clarity into shipment status as well as ability to allocate shipments directly to customer orders.

■ Any business failure in which IT played a role. Examples include financial control failures that cause restating of financial results, regardless of whether the restatement is required by Sarbanes-Oxley or other regulations. Beyond the immediate compliance costs are the indirect costs of reduced business valuation and the credit limitations that can result.

■ Any major IT project failure. Negative memories of past failures can create organizational barriers to investing appropriately in future initiatives. Examples that illustrate this include missed cutover dates, budget overruns, poorly managed change driven by IT, or unrealized benefits.

■ Cost reduction initiatives. These initiatives affect all areas of a business, including IT. In many cases, however, technology may actually help reduce organizational costs or help improve flagging revenues. When cutting is applied to the IT investment category, a refined prioritization mechanism is important when choosing between alternatives.

■ Supporting a return to growth. In the “Future of Manufacturing 2009” survey cosponsored by Crowe and IndustryWeek magazine, more than one third of respondents are forecasting greater than 10 percent annual growth by the end

of the coming three-year period, while the projected growth rates in the work force are considerably less.7 In this environment a primary IT objective is to increase efficiency and improve workflows in order to “do more with less.”

■ Business continuity issues. With heightened business reliance on IT, businesses must address resiliency and recovery issues. For example, in many industries today, the impact of a company’s website going down is an immediate interruption to the revenue stream – a business continuity risk today that was immaterial – if it existed at all – 10 or 15 years ago. Mitigating such risk must be a top IT priority.

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Core Concepts of the Crowe IT Advisory SolutionIn his precedent-setting book, “The Information Paradox,” author John Thorp suggested four critical questions to guide IT decision-makers:

1. Are we doing the right things?

2. Are we doing them the right way?

3. Are we getting them done well?

4. Are we getting the benefits?8

In developing and defining its IT Advisory services framework, Crowe Horwath LLP has followed a comparable approach, developing solutions to help businesses make IT decisions that achieve critical strategic and operational goals:

1. Doing what’s right. Crowe’s approach helps businesses objectively manage IT as an overall portfolio, rather than as a series of one-off projects. The approach also helps companies ensure that IT spend is evaluated based on clear business cases, with a focus on validating the assumptions that were made to justify projects.

2. Aligning with standards. Crowe’s approach applies leading research and best practice experience to help executives understand the risks and benefits of alternative decisions, and to recognize the various categories of investments and business applications that must be managed.

3. Executing with rigor. Crowe’s methodologies and tools help ensure new projects are implemented correctly, enable quick recovery or termination of unsuccessful initiatives, and establish clear accountability for results.

4. Realizing the benefits. Crowe’s approach focuses on helping organizations minimize total cost of ownership and maximize total value over the full life cycle of IT initiatives, not just the acquisition and implementation phases.

The Major Stages of IT InvestmentFor an executive who is seeking to bring order to shifting and interlacing challenges of IT investment, there is one more question that must be considered: Where does the business stand in terms of the specific IT issue being addressed?

In general terms, the answer to this question can be expressed as one of four broad stages of IT investment shown in the center of the illustration on pages 8 and 9:

1. Assess: Enable understanding and alignment

2. Evaluate: Support informed decision-making

3. Implement: Plan and execute effectively

4. Sustain: Manage and improve for long-term results

Depending on the particular IT issue being addressed, a business typically finds itself in several stages of this continuum at once. One specific technology issue may require support in selecting the appropriate system, while another will require only steady management and ongoing review of an existing platform.

Moreover, the solution to IT issues does not always progress in a linear fashion. For example, an execution and implementation challenge can cause the business to rethink its initial system selection – or even reassess its original strategic goals for the initiative.



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Assess: Enable Understanding and Alignment

A rapid diagnostic of the existing environment. Identifies the key risks and opportunities in leveraging IT within the business along with a high-level path to realizing benefits, and suggests a series of next steps to capitalize on areas of opportunity.

■ Formal written deliverable, consumable by IT and business leaders

■ Series of prioritized, specific recommendations

■ Actionable direction focused on highest business value

■ Objective opinion by third-party experts

■ Identification of key risks

■ Documentation of opportunities

■ No cost

1 Day

A structured exploration and analysis of business systems, security, spending, integrations, hardware, communications, personnel, policies and procedures, and intellectual property. Designed to uncover hidden risk and opportunity and communicate complex issues in a format that is accessible and actionable by the business owner or leader.

2 – 3 Weeks

Free IT Diagnostic

Benefits Benefits

IT Assessment/IT Due Diligence

Crowe’s Suite of IT Advisory SolutionsThe Crowe suite of IT Advisory solutions offers effective tools for addressing critical issues at all stages of the IT development and execution continuum:



■ Visual representation of all user tools actually used to run the business

■ Clarity to functional gaps, software integrations, unmanaged tools, risks, opportunities, unmet needs, and support

A deep dive into understanding and documenting the entire suite of sponsored and user-created busi-ness system software tools used to run the organization. An important foundational element for evaluating major initiatives such as possible ERP replacement or M&A activity, and to identify strategic and func-tional gaps, potential areas of risk, and opportunities for improvement.

3 – 5 Weeks

Benefits

Business System Assessment

E

An effective bridge across all stages of IT strategy, decision-making, and execution planning. Draws from time spent with the IT and business leaders to clarify organizational strategy and performance goals, identify and evaluate a series of alternative IT investment decisions and projects, and then weigh their impact on each of the objectives.

■ Clear, 18 – 24 month plan for all recommended IT investment

■ Investment options delivered for various budget levels

■ Resource plans that indicate exactly what is needed to execute

■ ROI analysis for each investment alternative

6 – 8 Weeks

Strategic IT Road Map

Benefits

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Evaluate: Support Informed Decision-making

Implement: Plan and Execute Effectively

■ Objective and structured leadership for significant system decisions

■ Insight from hundreds of system selection decisions and leading industry research

■ Enhanced speed and quality of decision-making

■ Negotiation support to drive cost savings

A proven and pragmatic approach, combined with Crowe experience with a variety of software systems, that quickly and effectively guides the organization to the best decisions for critical business systems. Work covers areas such as strategy, selection criteria, requirements definition, and vendor evaluation, selection, negotiation, and implementation planning.

4 – 8 Weeks

Benefits

System Selection

Helping to ensure that all defined projects are progressing in a coordinated and managed fashion, with speed and efficiency. Includes determining and assigning work to be done, tracking progress, managing exceptions, balancing conflicting priorities, and communicating to all parties involved to help ensure all stay focused on the end-goal.

■ Project support activities are planned, managed, and communicated regularly.

■ Scope of the work, and associated risks, schedules, costs, and needed resources are accurately defined.

■ Quality work is delivered and issues are addressed as they are encountered.

Determined by project

Program and Project Management

Benefits



I

■ Reduced risk of scope creep and budget overruns

■ Quicker path to value through structured methodology

■ Business-first advice designed to drive value from the technology being implemented

■ The ability to leverage onshore/offshore models that are truly cost efficient

■ An established organization to support solution implementation

■ An established development toolkit to provide velocity, reduce costs, and minimize coding

The use of proven methodologies and vision to anticipate looming issues, and the application of skills to manage internal and external resources. Key to realizing the benefits of the planning phases, independent implementation oversight reduces the risk of going over budget, missing deadlines, or failing to deliver on promises.


Custom-built solutions for niche circumstances or online/Web needs where business requirements can-not be met though out-of-the box applications. Leverages more than 20 years of Crowe experience with known platforms such as Java™, Microsoft® .NET, and open source tools and applications.


Benefits Benefits

Custom Application DevelopmentSystem Implementation

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Sustain: Manage and Improve for Long-term Results

A structured approach to transitioning individuals, teams, and organizations to a desired future state. Aligns expectations, communicates, integrates teams, and manages people training, using a pragmatic approach that includes skill upgrading to maximize the implementation effort.

■ Short-phased visits that maintain momentum on projects in process

■ Objective evaluation of possible changes to current plans

■ Highlighting and definition of risk redemption requirements

■ Central oversight of budget

■ Risk management

■ Strategic alignment of IT investments and demand

■ Standardization of investment procedures, rules, and plans

■ Reduced resistance to change

■ Faster adoption of the strategic initiatives

■ Early identification of issues before they drain projects of anticipated benefits


Provides an ongoing evaluation and tuneup on completed implementations and new projects in motion. Key components of the Crowe toolkit are used to advise on risks and opportunities, and provide a scorecard on the organization’s use of IT.


Leveraging the portfolio of IT invest-ment to derive maximum business value from IT assets. Involves the application of systematic manage-ment to large classes of IT items including planned initiatives, proj-ects, and ongoing IT services, to help organizations determine which portfolio of IT spend truly delivers value for the investment.


Change Management

Benefits Benefits Benefits

IT Portfolio Value AssessmentOngoing IT Effectiveness Review



Conclusion: An Objective and Results-driven ApproachRegardless of the specific solutions the client employs within the Crowe suite of solutions, Crowe pursues a rapid, results-driven approach, with a specific set of deliverables in each phase of the assignment. The overall goal is to successfully meld business process needs and company strategy into executable IT plans as quickly as possible, in order to deliver time-phased, budget-conscious solutions.

Crowe’s methodologies support clients seeking to assess their current systems and infrastructure as well as those organizations making strategic investments that are looking for expert guidance related to the transaction.

The Crowe suite of IT Advisory solutions provides businesses with a proven, systematic process for developing appropriate IT strategies, making objective IT system decisions, and executing and managing their ongoing IT initiatives. Crowe’s business-driven and vendor-neutral approach is in many respects the polar opposite of traditional vendor-driven IT spend decisions.

The Crowe IT Advisory teams pursue an investment-minded approach, and provide client executive teams with the tools and techniques to do the same. Project staffing is composed of more than technologists – adding a variety of specialists in personnel, process, strategy, and performance management

to the effort. Project leaders average 20 years of experience in IT-related Advisory services working for many industries across a variety of specialty business application environments.

This approach, proven in organizations of all sizes, is also adaptable on a global scale thanks to the international reach of the Crowe Horwath International network.

At all levels and throughout all phases of the engagement, our emphasis is to provide pragmatic solutions that go beyond theory, and to work side-by-side with client teams in a flexible, collaborative effort that takes into account each business’s unique staffing models, time and resource constraints, and available IT investment funding.

1 “Technology Issues for Financial Executives,” Computer Sciences Corporation and Financial Executives Research Foundation, 2008, p.2.

2 ibid.

3 “Technology Issues for Financial Executives,” Computer Sciences Corporation and Financial Executives Research Foundation, 2008, p.3.

4 “The Future of Manufacturing 2009,” IndustryWeek, Penton Media Inc., 2009, p. 8.

5 “Know Your Costs: The Key to IT Business,” InformationWeek Analytics, April 2010, p. 5, http://analytics.informationweek.com/abstract/81/2813/Business-Intelligence-and-Information-Management/informed-cio-it-cost-transparency.html.

6 ibid.

7 “The Future of Manufacturing 2009,” p. 3.

8 John Thorp, “The Information Paradox: Realizing the Business Benefits of Information Technology,” McGraw-Hill Education, 1999.

S

■ Improved investment in Agile software development

■ Reduced software defects

■ Elimination of unnecessary or overbuilt solutions

■ Reduction of unnecessary equipment

■ Improved productivity due to reduced “firefighting”

The extension of lean manufactur-ing and lean services principles to the development and management of IT products and services. The central concern is the elimination of waste, in particular work that adds no value. Particularly effective for companies that develop software as a product or have a high volume of custom tools.


Benefits

Lean IT

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www.crowehorwath.com

Contact InformationDoug Schrock 317.706.2643 [email protected]

Jeff Shaffer 312.899.4493 [email protected]

Josh Cole 616.752.4274 [email protected]

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About Crowe Horwath LLPCrowe Horwath LLP is one of the largest public accounting and consulting firms in the United States. Under its core purpose of “Building Value with Values,®” Crowe assists public and private company clients in reaching their goals through audit, tax, advisory, risk, and performance services. With 26 offices and 2,400 personnel, Crowe is recognized by many organizations as one of the country’s best places to work. Crowe serves clients worldwide as an independent member of Crowe Horwath International, one of the largest networks in the world, consisting of more than 140 independent accounting and management consulting firms with offices in more than 400 cities around the world.