cio business vision - info-tech research...

CIO Business VisionUnderstand Business Needs & Actively Measure that the Business is Satisfied

Your J o u r n e y S tar ts Here.

Measure Business Stakeholder Satisfaction

Highlight the Business Impact of IT Constraints

Prioritize Key Issues & Create an Improvement Roadmap

Build Action Plans to Manage Critical Stakeholders

The following report is a sample of what you will receive after completing the CIO Business Visionprogram. Each report is customized to the individual organization highlighting the IT department’s most pressing needs.

Complete the diagnostic program to get the data you need to start your stakeholder management journey.

CIO Business Vision Copy: Inside the Report

1 Measure Business Stakeholder Satisfaction

Once a year, take a step back from IT’s day-to-day operations and look at thebig picture.

Understand your stakeholders’ satisfaction with and needs from IT.

Build your strategy for managing & improving IT services over the long term.

2 Highlight the Business Impact of IT Constraints

Let business leaders be your advocates: demonstrate the impact of IT under-resourcing on business results.

Evaluate project & work orders from both a capacity and execution perspective.

Use data to make the case for more IT resources or budget.

3 Prioritize Key Issues& Create an Improvement Roadmap

Cut through the noise: uncover the IT services that matter most to your business leaders.

Align your team behind achieving your vision, communicating the rationale behind your decisions.

Prioritize quick wins to show your stakeholders that rapid improvement is a priority.

4 Build Action Plans to Manage CriticalStakeholders

Understand satisfaction & needs by department,seniority, and individual.

Work with your most important and most dissatisfied stakeholders to ensure their needs are met.

Empower your team to build relationships with key stakeholders to make IT a trusted business partner.

To be completed by business leaders across your organization.

Evaluate business leader satisfaction with IT this year and last year. Use this to communicate overall performance and improvement.

See the breakdown of happy vs. sad business leaders. Target improving satisfaction with dissatisfied leaders.

Assess satisfaction and importance across 12 core IT services. Prioritize improvement efforts on most important services with the lowest satisfaction.

See which departments need more IT capacity. Make the case for more IT resources based on serving the needs of the business.

Evaluate capacity across projects and work orders. Determine if execution or capacity is the main issue and begin improvement efforts with your team and targeted departments.

Assess satisfaction by department. Focus on business critical departments and the ones that are most dissatisfied.

Assess individual departments and compare their satisfaction to the organization. Have your team work with individual stakeholders to understand needs and build relationships.

Collect prescriptive feedback from individual business leaders to understand their needs. Use this feedback to get a deep understanding of their needs and ensure your action plan is addressing the appropriate issues.

Projects

Capacity Satisfaction Compared to Org. Last Year

65% 8% --

Value Satisfaction Compared to Org. Last Year

61% 1% --

Work Orders


64% 7% --


69% 4% --

IT Capacity and Value

IT Relationship SatisfactionRelationship Satisfaction Compared to Org. Last Year

NeedsSatisfaction with IT understand your department's needs 68% 1% --

ExecutionSatisfaction with the way IT executes your requests and meets yourneeds

66% 3% --

CommunicationSatisfaction with IT communication 59% 0% --

Overall MetricsOverall Satisfaction and Value are keyindicators of the overall impression ofthe IT department. These metrics let theIT leader determine at a glance if theyare meeting the needs of the business.

Satisfaction

DepartmentSatisfaction

Compared toOrganization

66% 2%

Value

DepartmentValue


64% 3%

Dependency Capacity Need Shadow IT

Capacity Metrics Department Organization

Business Satisfaction and Importance for Core ServicesThe core services of IT are important when determining what IT should focus on. The most important services with the lowestsatisfaction offer the largest area of improvement for IT to drive business value.

Core Service SatisfactionCompared

to Org.Importance

RankingLast Year

Business AppsSatisfaction with applications and functionality 78% 7% 8th --

DevicesSatisfaction with desktops, laptops, mobile devices etc. 73% 4% 10th --

Service DeskSatisfaction with responsiveness and effectiveness of service desk 73% 4% 3rd --

Work OrdersSatisfaction with small requests and bug fixes 66% 6% 7th --

Network & Comm. InfrastructureSatisfaction with reliability of comm. Systems and networks 66% 2% 1st --

Data QualitySatisfaction with providing reliable and accurate data 63% 5% 5th --

Client-Facing TechnologySatisfaction with user experience and effectiveness 63% 3% 1st --

ProjectsSatisfaction with large department or corporate projects 63% 4% 4th --

IT PoliciesSatisfaction with policy design and enforcement around security,governance, etc...

60% 9% 12th --

Requirements GatheringSatisfaction with BA's ability to understand and support the business 60% 3% 6th --

Analytical Capability and ReportsSatisfaction with effective standard reports, custom reports capability,and the ability to generate business insights

59% 5% 10th --

IT Innovation LeadershipSatisfaction with providing opportunities for innovation and innovationleadership to improve the business

56% 4% 9th --

Marketing & Sales Operations Priorities for IT Sample CompanySection Responses: 8

Total Survey Responses: 58

26

Feedback Provided By: Jeffrey Caughell - VP Marketing & Sales Ops , Robert Anderson - Manager IT , Peter Bailey - Manager, Sales Ops Dev. , Adrian Biljan - Business Analyst , David Richardson - Manager IT , Paige Gerber - Director, Marketing Acquire

OVERALL SATISFACTION

Dept. Satisfaction: 66% Dept. Value: 64%

"What is your top suggestion for how IT can change or improve to better meet your needs?"

Jeffrey Caughell - Same with all departments, but Communication is critical as we grow.

Robert Anderson - Working mainly offsite now it highlights how slow SFDC is when working in the office. I still think there isdefinable something wrong somewhere on the network. This would have a huge effect on the organization. IF you candecrease the wait time by 20 seconds per click for a few hundred people that would be a huge productivity boost.

Peter Bailey - We need to improve communication between our groups, specially as it relates to projects. Sales Ops isfrequently not asked to participate early enough in the decision making process, or at least asked for potential impactassessments. This results in us scrambling at the last minute, sometimes delaying our own projects, and does not lead to highquality solution design. I do believe we are all working at getting better in this area.

Adrian Biljan - Define the scope of what IT is supporting. In the past anything technical (Salesforce.com, website, process) fellunder the IT umbrella. To better answer the satisfaction questions, it might help to understand what IT's role at Info-Tech is. Atpresent, anything IT related internally lives with Sales/Ops while the website and helpdesk lives with IT (as far as I understandit?). If that's accurate, then my answers reflect my satisfaction.

David Richardson - I have two recommendations: i) Better communication on the status of work items. When a request is putin and there is no update for days, weeks or months, it is frustrating. I can handle being told there is a delay, but what I can'thandle is being left in the dark. ii) Better identification of stakeholders.There have been projects in the past where IT seems tobe driving them forward but does not involve business stakeholders who are impacted. There seems to be a gap there.

Paige Gerber - Better intake process.

REQUIREMENTS GATHERING

Department Satisfaction: 60% Department Rank: 6th

"What is the greatest area of improvement within requirements gathering to better support the business?"

Jeffrey Caughell - Just more experience in the role. tough to go and get. Takes time.

Peter Bailey - I think IT is building capacity in this area, but it will take time to grow. The BAs are typically not very experiencedat this type of work, and lack an in-depth knowledge of the business. As I said however, I think this will improve in the future asskills and knowledge increase.

Adrian Biljan - I haven't had an opportunity to work with IT in this capacity

David Richardson - Until recently, the IT business analysts did not seem to approach business stakeholders. I think this isstarting to change but it seems to be taking a while.

Paige Gerber - Timeliness and willingness to change.

BUSINESS APPS


"What is the biggest opportunity for IT to better meet your needs through business applications? (Is there a gap

in application coverage or a business process or an app that isn't effectively meeting your needs?)"

Robert Anderson - Not an application but I think more meeting rooms would be a good idea.

Peter Bailey - IT needs to turn around requests for licenses much faster - it sometimes takes months (possibly because nofollow up happens?) There should be increased emphasis on cross platform tools, not OS specific ones!

David Richardson - Our mail server and active directory is poorly maintained. The performance of our exchange server is reallybad at times, mostly ok, but bad at times. From an active directory point of view, there is no management around user data.Employee titles, reporting structure and contact information is not kept up to date. This is a challenge as I constantly referenceOutlook to see information about employees, only to see that the information is wrong (i.e. Adrian Biljan has the job title "CaveMan"). It would be great if IT could enable the maintenance of this information to be performed by other departments (HR) whowill do it.

Paige Gerber - Be more flexible in terms of what someone wants to use.

CLIENT-FACING TECHNOLOGY

Department Satisfaction: 63% Department Rank: 1st

"What does IT need to know about the greatest opportunity to improve customer facing technology?"

Jeffrey Caughell - Website - Acquisition focused site and user experience on Engage side. Both currently being worked on byIT.

Peter Bailey - Unsure

David Richardson - I do not believe that IT thinks outside of the box when it comes to delivering customer facing technology.We have one tool (the website) we use to solve every problem. We should be looking for other opportunities to engage with ourclients through new technological mediums, not just tweaking what we already have.

Paige Gerber - I think IT needs to do a better job a working with user experience in mind.

DATA QUALITY, ANALYTICAL CAPABILITY AND REPORTS

Department Satisfaction: 61% Department Rank: --

"What is your top suggestion for how IT could better meet your data, reporting and analytics needs?"

Marketing & Sales Operations Feedback Sample Company Total Survey Responses: 58

27

Projects


45% 12% --


48% 14% --

Work Orders


65% 6% --


65% 8% --





48% 15% --



Satisfaction



63% 5%

Value

DepartmentValue


68% 1%





to Org.Importance

RankingLast Year

Service DeskSatisfaction with responsiveness and effectiveness of service desk 78% 1% 2nd --


Network & Comm. InfrastructureSatisfaction with reliability of comm. Systems and networks 63% 5% 1st --

Client-Facing TechnologySatisfaction with user experience and effectiveness 63% 3% 5th --




48% 21% 11th --


Business AppsSatisfaction with applications and functionality 40% 31% 2nd --



35% 19% 6th --


30% 30% 12th --

Human Resources Priorities for IT Sample CompanySection Responses: 4


29

Feedback Provided By: Brandon Lee - Manager, Sales Enablement , Lucy Norman - Mgr, Talent Acquisition , Beth Collins Kelly - Manager, Human Resources




Brandon Lee - For the most part I think IT delivers extremely high value. I almost always receive speedy responses andimmediate support. However, I've noticed that we often experience a lot of same problems over and over again specifically inrelation to new hires groups. We encounter a lot of the same login, profile, and hardware issues. It would be good if IT couldmodify the necessary internal processes to ensure that we don't see the same issues repetitively.

Lucy Norman - Invest invest invest Make IT a priority and remember it's actually more an issue at upper manager level and notfront line. Customer service is not an issue, our service desk do all they can to assist but it's no good if they are working withoutdated software and technology. Put some of the money we spend on more frivolous things into the areas that really matterand can make a difference.

Beth Collins Kelly - - Hire at least one more Service Desk Technician in Toronto. - Designate one of the IT employees as theperson responsible for reviewing IT related quotations and promise a response within 5 business days - Develop a uniformprocess to ensure accuracy in the address book and distribution lists - Develop a system that ensures Helpdesk does notassign the same employee ID to more than one person




Brandon Lee - I think requirements gathering is major pain point for a lot of IT departments. Personally the only consistentprocess for requirements gathering I've seen is working with our design team through filling out creative briefs. Other than that,I've never experienced a formal process with IT. That being said, I haven't been involved as a key stakeholder for many major ITinitiatives.

BUSINESS APPS

Department Satisfaction: 40% Department Rank: 2nd



Brandon Lee - I'm pretty satisfied with the majority of our business applications, but I feel we're really in need of a new dialer inSFDC. The Avaya dialer should be automatically tagging calls instead of requiring sales reps to manually attach them toaccounts and contacts. This would drastically improve our ability to manage productivity. Anything that helps remove thepossibility of human error in data management would help.




Brandon Lee - Our website is awesome but there are definitely aspects that could be improved. The search engine is quiteweak and Sales sometimes sees a different view from our members which can make it difficult to provide service.




Brandon Lee - My only concerns around data and analytics involves SFDC. We've implemented a lot of governance arounddata management which has helped the problem, but our organization has yet to figured out how to get the most out of ourCRM through making smart decisions with accurate data.

IT INNOVATION LEADERSHIP


"What is your best idea for how technology can be utilized to innovate, transform and optimize performance?"

No additional information given.

Human Resources Feedback Sample Company Total Survey Responses: 58

30

Projects


60% 3% --


65% 3% --

Work Orders


70% 1% --


75% 2% --





65% 2% --



Satisfaction



60% 8%

Value

DepartmentValue


55% 12%





to Org.Importance

RankingLast Year

Network & Comm. InfrastructureSatisfaction with reliability of comm. Systems and networks 85% 17% 11th --


Service DeskSatisfaction with responsiveness and effectiveness of service desk 75% 2% 10th --


75% 6% 11th --





65% 11% 5th --

ProjectsSatisfaction with large department or corporate projects 63% 4% 2nd --


60% 0% 6th --


Requirements GatheringSatisfaction with BA's ability to understand and support the business 60% 3% 3rd --

Innovation Priorities for IT Sample CompanySection Responses: 2


31

Feedback Provided By: Matthew Mandich - Director Commercial Strat , Geoffrey Nielson - Dir, Prod Dev & Innov




Matthew Mandich - More transparent intake and approval processes - as well as placing responsibility on us the businessstakeholders to be more formal with goals, requirements, and success criteria.

Geoffrey Nielson - Focus on minimum viable products, not elegant solutions. We need basic functionality fast. Requirementschange too quickly to be building robust, untested solutions.


Department Satisfaction: 60% Department Rank: 3rd


Matthew Mandich - I think we need a handle on the initial requirements gather process, often times we just have a high-levelidea and we don't dive into the requirements gathering, prioritization and communication. This feeds into the dev process. Weare weak at the front, which is causing a lot of pain downstream.

BUSINESS APPS




Matthew Mandich - Enable me to do more with applications that i use - since a lot is config it would be good to have thatcapability ourselves




Geoffrey Nielson - Consider and discuss end user impact rather than strict order taking. We are always happy to explain anddiscuss. Some design decisions reflect a clear lack of thinking about objectives




Geoffrey Nielson - data and analytics are fairly disastrous. I usually try to create reports and insights myself. need consistentlygood SFDC data to be of business value




Matthew Mandich - I would love to see the IT team add more to ITRGs innovation capability, I don't think there is a departmentthat spends more time with technology and how it is being used. It would be great to see what they can bring to the table

Innovation Feedback Sample Company Total Survey Responses: 58

32

Projects


47% 10% --


56% 6% --

Work Orders


50% 21% --


56% 17% --





49% 14% --



Satisfaction



53% 15%

Value

DepartmentValue


49% 18%





to Org.Importance

RankingLast Year


Service DeskSatisfaction with responsiveness and effectiveness of service desk 83% 6% 10th --


74% 5% 12th --



Network & Comm. InfrastructureSatisfaction with reliability of comm. Systems and networks 63% 5% 5th --



Data QualitySatisfaction with providing reliable and accurate data 51% 7% 3rd --



43% 11% 2nd --


41% 19% 6th --

Leadership Priorities for IT Sample CompanySection Responses: 8


33

Feedback Provided By: Scott Bohannon - CEO , Robert Garmaise - SVP Strategy , Gordon Harrison - SVP Research , Davin Juusola - SVP Growth Divisions , Trevor Timbeck - SVP Engage




Scott Bohannon - Be able to flex capacity and skills to meet different needs. Adapt more rapidly when projects are off track.

Robert Garmaise - New laptop has been wonky Better access to reporting & analytics would be really helpful (eg; Data Cubes)

Gordon Harrison - Communication equipment frequently fails (VCs, phones, etc.).

Davin Juusola - We need more throughput. I basically tell my teams to expect that they can't expect much/anything from IT.We now have resources for McLean & Company, but they feel very slow.

Trevor Timbeck - Meeting with the Business stakeholders regularly to understand their needs and come with proactivesolutions.




Davin Juusola - Become more agile. Feels like we have implemented a process that takes forever and yields little. Myexperience with the MLI compared to my experience with everything else recently in IT is night and day. With the MLI, we had aworking prototype within a month, and we have been iterating ever since. With the HR dashboard, we have spent lots of time,but have seen nothing of substance.

Trevor Timbeck - Better understanding of our goals and what we are trying to actually accomplish

BUSINESS APPS




Scott Bohannon - Better collaboration tools.

Robert Garmaise - Data Analytics

Gordon Harrison - It is time to revisit our sharepoint implementation. Salesforce Cases are a mess; I know they are working tofix this, but its been a year.

Davin Juusola - We need more Salesforce help.

Trevor Timbeck - The biggest opportunity for improvement is to have someone really understand the workflow and day to daychallenges of my team.




Scott Bohannon - Better support the buying and onboarding processes.

Gordon Harrison - 1st, we need to get customers to our website. Then we need to find a way to keep them coming back.

Davin Juusola - We live in a world where customers want to be able to work with their own data, in a way that is useful tothem. The reports are stunningly beautiful and very useful, but if customers want to do their own cuts of data, it's virtuallyimpossible. Make dashboards, not just reports. Allow for printing of reports when necessary, but provide some flexibility.

Trevor Timbeck - Meet with members to better understand their needs.




Scott Bohannon - We need fewer reports, better management reporting capabilities, and a move toward "plain vanilla"Salesforce.

Robert Garmaise - We need a holistic BI strategy... right now, you need to engage an expert any time you want to run a report

Davin Juusola - I literally get a different answer to common data depending on what report I run. Even things on the samedashboard seem to have different underlying data. Also, I can't get 'overview' data for the whole business without spendinghours working it manually through on Excel. Only reason this isn't a '1' is that at least I can run reports myself now, even if theymight be somewhat wrong. The old days of Crystal Reports and having to ask for every single thing was even worse. The datamight have been better, but waiting six months and having to queue it up made it totally useless.

Trevor Timbeck - Better understand what decisions we need to make, and how reporting could help us.




Robert Garmaise - Data Analytics More engaging models for reaching our customers

Leadership Feedback Sample Company Total Survey Responses: 58

34

Department Service Gap Score Rank

Innovation 3

Founder 3

Marketing & Sales Operations 6

Research - HR Division 3

Leadership 7

IT 6

Human Resources 10

Finance 7

Research - IT Division 10

Engage - IT Division 10

Acquire - IT Division 12

Innovation - Reseller/VAR 12

Service Gap ScoreSatisfaction - Importance < 0

When importance outweighs satisfaction,departments are being under-serviced. The largerthe gap, the greater the difference betweensatisfaction and importance. Aim to close servicegaps to increase the effectiveness in thesedepartments.

Service Gap ScoreSatisfaction - Importance > 0

When satisfaction outweighs importance,departments are satisfied with this specific coreservice relative to the importance ranking. Theremay be room to reallocate resources, but be sure tomaintain high satisfaction and improve medium tolow satisfaction in the long-term.

# Highest ImportanceIndicates that this core service was ranked between1st and 4th most important for the department.

# Medium ImportanceIndicates that this core service was ranked between5th and 9th most important for the department.

# Low ImportanceIndicates that this core service was ranked between10th and 12th most important for the department.

Requirements Gathering (Service Gap Score)The following charts rank departments from underserved to over served for this core service. This chart allows you to see the spread of satisfaction and the Service Gap for each department related to this core service so you can make a informed decision on aligningresources.

Requirements Gathering by Department Summary Sample Company Total Survey Responses: 58

38


Human Resources 2

Founder 4




Leadership 9

IT 5

Innovation 6

Finance 8











Business Apps (Service Gap Score)The following charts rank departments from underserved to over served for this core service. This chart allows you to see the spread of satisfaction and the Service Gap for each department related to this core service so you can make a informed decision on aligningresources.

Business Apps by Department Summary Sample Company Total Survey Responses: 58

39


Founder 2


IT 1

Leadership 1

Innovation 1





Finance 10

Human Resources 5









Client-Facing Technology (Service Gap Score)The following charts rank departments from underserved to over served for this core service. This chart allows you to see the spread of satisfaction and the Service Gap for each department related to this core service so you can make a informed decision on aligningresources.

Client-Facing Technology by Department Summary Sample Company Total Survey Responses: 58

40


Founder 7


Leadership 3


Finance 2


Innovation 4



Human Resources 8


IT 10








Data Quality (Service Gap Score)The following charts rank departments from underserved to over served for this core service. This chart allows you to see the spread of satisfaction and the Service Gap for each department related to this core service so you can make a informed decision on aligningresources.

Data Quality by Department Summary Sample Company Total Survey Responses: 58

41


Leadership 2

Human Resources 6

Finance 1





IT 10

Innovation 5


Founder 6









Analytical Capability and Reports (Service Gap Score)The following charts rank departments from underserved to over served for this core service. This chart allows you to see the spread of satisfaction and the Service Gap for each department related to this core service so you can make a informed decision on aligningresources.

Analytical Capability and Reports by Department Summary Sample Company Total Survey Responses: 58

42


Human Resources 4



IT 4


Innovation 6




Leadership 11

Founder 10

Finance 11








Devices (Service Gap Score)The following charts rank departments from underserved to over served for this core service. This chart allows you to see the spread of satisfaction and the Service Gap for each department related to this core service so you can make a informed decision on aligningresources.

Devices by Department Summary Sample Company Total Survey Responses: 58

43


Leadership 6

Innovation 6


Human Resources 12


IT 6




Finance 9

Founder 8









IT Innovation Leadership (Service Gap Score)The following charts rank departments from underserved to over served for this core service. This chart allows you to see the spread of satisfaction and the Service Gap for each department related to this core service so you can make a informed decision on aligningresources.

IT Innovation Leadership by Department Summary Sample Company Total Survey Responses: 58

44


IT 2

Human Resources 1





Leadership 5



Finance 4

Founder 11

Innovation 11








Network & Comm. Infrastructure (Service Gap Score)The following charts rank departments from underserved to over served for this core service. This chart allows you to see the spread of satisfaction and the Service Gap for each department related to this core service so you can make a informed decision on aligningresources.

Network & Comm. Infrastructure by Department Summary Sample Company Total Survey Responses: 58

45


Innovation 2

Finance 3

Founder 1

Leadership 4



Human Resources 9



IT 9










Projects (Service Gap Score)The following charts rank departments from underserved to over served for this core service. This chart allows you to see the spread of satisfaction and the Service Gap for each department related to this core service so you can make a informed decision on aligningresources.

Projects by Department Summary Sample Company Total Survey Responses: 58

46


IT 3



Human Resources 2





Finance 5

Innovation 10

Leadership 10

Founder 9








Service Desk (Service Gap Score)The following charts rank departments from underserved to over served for this core service. This chart allows you to see the spread of satisfaction and the Service Gap for each department related to this core service so you can make a informed decision on aligningresources.

Service Desk by Department Summary Sample Company Total Survey Responses: 58

47


Leadership 8




Human Resources 7


Founder 5

Finance 6

IT 8

Innovation 9










Work Orders (Service Gap Score)The following charts rank departments from underserved to over served for this core service. This chart allows you to see the spread of satisfaction and the Service Gap for each department related to this core service so you can make a informed decision on aligningresources.

Work Orders by Department Summary Sample Company Total Survey Responses: 58

48



Human Resources 11


IT 12



Leadership 12

Innovation 11



Finance 12

Founder 12








IT Policies (Service Gap Score)The following charts rank departments from underserved to over served for this core service. This chart allows you to see the spread of satisfaction and the Service Gap for each department related to this core service so you can make a informed decision on aligningresources.

IT Policies by Department Summary Sample Company Total Survey Responses: 58

49

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