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During this session, you will gain insights about the critical difference between operational analytics and business value intelligence, the minimum requirements of any BI tool for ITSM, and the critical role people and process play in maintaining your standing within your company as a trusted business partner. Participants will leave with specific recommended actions they can take to engage with their business clients to start the process of establishing a trusted, strategic business partnership that goes beyond providing ITSM operational analytics
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“Business Value Intelligence: Beyond The Technology”Pedro is responsible for developing and managing strategic sales for the Americas, and is also involved in supporting existing key accounts. In that role he has supported the Business Value Intelligence functions of companies like FEDEX, USFoods, VW Credit of North America, Royal Bank of Canada and many more. Pedro offers over 30 years of broad, successful experience as a sales and marketing expert in a wide range of industries from enterprise IT solutions, including payments and ITSM segments. Prior to joining Westbury, Pedro worked for Fortune 500 companies such as MasterCard International, as well as assisting in the launch of Trintech Inc.
Pedro SotoWestbury-IT
The Power of ShowingImpact to the Business
Business Value Reporting:Beyond The Technology
About us: Westbury-IT
Mission:Empower IT organizations to show Business Value with modern reporting solutions that eliminate complexity, increase productivity, and help IT position itself as a
strategic business partner.
• Founded in 1998• 200+ Enterprise-level installs, 100,000+ end-users• Cherwell partner
Pedro Soto, Regional Sales [email protected]
What is Value?
“Value in a product or service is not what the supplier puts in. It is what the customer gets out and is willing to pay for.”
Peter Drucker
A Tale of Two ITSM Groups (real stories)
What do you want to be?
Innovate… or die
•Stop being seen as too technical
•Be seen as STRATEGIC LEADERS and PARTNERS
•Know the business as well as, if not better, than the other executives
IT’s epic challenge
•Business value reporting model
• Industrialize your reporting tool-set
•6 Steps to Business Value Reporting
Areas covered today
Operational metrics bore executives
Gotta go above the line…
12
Mat
urity
pro
cess
Becoming relevant to the business
Business Value Reporting
IT Dashboarding
KPI reporting
Operational Reporting
Reporting Tools
Above-the-line metrics show impact
Revenue Unit of Value
Operational Performance IMPACT
Priority Business Objective
Business Performance
Measure
ITPerformance
Measure
BusinessValue
Reporting
Business Value ReportingOperational Reporting
• Incident total
• Open time
• Impact in Lost Production Days
• Unit of value in $’s
Show the impact (value)
•Business value reporting model
• Industrialize your reporting tool-set
•6 Steps to Business Value Reporting
Areas covered today
Why industrialize IT back office?One Word: MOOSE*
KeepingThe LightsOninvestment
Growth & Innovationinvestment
Growth & Innovationinvestment
KeepingThe LightsOninvestment
Incremental maintenance
KeepingThe LightsOninvestment
Growth/Innovationinvestment
Incremental maintenance
*”Maintain and Operate the Organization, Systems and Equipment” - Forrester
Day n Day n + 1 Day n + 2 …
Remove complexity, lower operations cost,Restore power to INNOVATE
KeepingThe LightsOninvestment
Growth & Innovationinvestment
KeepingThe LightsOn
Incremental maintenance
Transformativeinvestment
Growth & Innovationinvestment
SIMPLIFY
STANDARDIZE
AUTOMATE
INTEGRATE
•Business value reporting model
• Industrialize your reporting tool-set
•6 Steps to Business Value Reporting
Areas covered today
Power of identity
The strongest force in the human personality is the need to stay consistent with one’s identity (self-concept; how we define ourselves).
What do you want to be?
Change self-concept
Mind-set focus shift
Expert Leader
Introvert Extrovert
Problem Solving Planning Ahead
Skill-set focus shift
Build Expertise Build Partnerships
Drive to Achieve Drive to Influence
Technical Process Business Process
Change self-concept
25
6 St
eps
Getting it done
Small test & optimize
Data & AnalyticalTechniques
Collaborate on key questions
Sr. IT & Exec. LOBSupport
Define/Affirm Role
Roll out & expand
Action plan
• 30 days – Role & Identity• With IT leadership, assess where you are today• Define/affirm role your IT group wants to play
• 60-90 days – Roadmap to fulfill role• Assess current reporting• Choose LOB where senior IT & LOB executive(s) have best
chance to collaborate successfully• Determine key questions, data & analytical techniques
• 90-180 days – Roll out• Tool review: got what it takes?• Small test, and optimize• Roll out & expand
Bottom line…
If you can’t CONSISTENTLY deliver and demonstrate IT’s value to the business, then be prepared for someone else to
try.
What do you want to be?
Thank you for attending this session. Please fill out an evaluation form.
