Info-Tech Research Group 1Info-Tech Research Group 1
Building a Technology Strategy with Data
Geoff NielsonDirector of Innovation & Product Development, Info-Tech Research Group
Info-Tech Research Group 2Info-Tech Research Group 2
The most innovative research firm in the industry
Member community of 34,000 sharing best practices since
1997
Info-Tech Research Group 3Info-Tech Research Group 3
Start Making Key Strategic Decisions with Data
Every IT leader should follow a systematic & data-driven process to lead their IT department to success.
– Joel McLean, Founder and ChairmanInfo-Tech Research Group
Results are highly visual, easy to understand, and implementation-ready
Reports are customized to your organization’s
specific needs
The entire diagnostics portfolio is programmatic
and repeatable
The Benefits to Members of Info-Tech’s Diagnostics
Info-Tech Research Group 4Info-Tech Research Group 4
Evolve Your IT Function
Info-Tech Research Group 5Info-Tech Research Group 5
Your IT Strategy is Only as Strong as its Inputs.Make them Data-Driven.
Info-Tech Research Group 6Info-Tech Research Group 6
Agenda
Insights from Executives
Insights from Business Leaders
Insights from IT Leaders
Driving Systematic Improvement
1
2
3
4
Info-Tech Research Group 7Info-Tech Research Group 7
1. Insights from the Office of the CEO
What We’ve Learned from CEO-CIO Alignment
Info-Tech Research Group 8Info-Tech Research Group 8
The CEO-CIO Alignment Program
• Short 20 question survey on IT Direction and Execution
• Complete with your CEO (or equivalent), CFO, COO, and/or whoever your manager is
• Road-tested with dozens of CIOs, CEOs, and Business Executives
1. Evaluate IT Fundamentals
2. Align IT with Business Priorities
3. Establish Performance Indicators
4. Invest in Technology & Innovation
Info-Tech Research Group 9Info-Tech Research Group 9
CEOs And CIOs Rarely See Eye To Eye
of CIOs/CEOs are not aligned on IT’s current performance49%
67%
are somewhat misaligned
of CIOs/CEOs are unclear on the target role for IT
33%
34% are highly misaligned
Info-Tech Research Group 10Info-Tech Research Group 10
CIOs frequently have a stronger appetite for Transformational IT than their CEOs
66% of CEOs don’t want IT to transform the business.
38% of CIOs aim higher than their CEO wants them to.
We asked CIOs and CEOs to “describe the role of IT in your organization in the future.”
17%
34%57%
26%
19%
42%
5%
% of CIO Respondents % of CEO Respondents
Date Driven Insight:Come to consensus on what your CEO expects from you. Operating under the false expectation that IT should strive for innovation can result in wasted resources and unwanted spending.
Info-Tech Research Group 11Info-Tech Research Group 11
Many CIOs Overestimate the Size of their Next IT Budget
Increase16–30%
Increase> 30%
Increase6–15%
Increase1–5%
Decrease1–5%
Increase16–30%
Increase 6–15%
Increase 1–5%
Decrease 1–5%Decrease 6–15%
CIO Expectation CEO Expectation
CIOs AccuratelyEstimated
CIOsOverestimated
CIOsUnderestimated
43% of CIOs overestimate the size of their next budget.
23% of CIOs are too conservative and underestimate their future IT budget
Info-Tech Research Group 12Info-Tech Research Group 12
CEOs And CIOs Are Aligned On What IT Issues Impede Innovation…
0
1
2
3
4
5
6
7
Legacy SystemsOverhaul
PoorCommunication
IT StaffResistance
BusinessUnderstanding(IT Leadership)
IT LeadershipResistance
CIO CEO
We asked: “How significant of a barrier to IT-enabled Innovation are the following IT issues?”
IT B
arrie
r Sig
nific
ance
Largest barrier
Data Driven Insight:CEOs and CIOs generally agree on IT barriers. There is very high alignment between CEO and CIO barrier significance averages.
Data Driven Insight:CEOs do not perceive IT leaders as resistant. IT leaders have demonstrated willingness to improve and deliver value.
Smallest barrier
Info-Tech Research Group 13Info-Tech Research Group 13
But are Highly Misaligned On What Business Barriers Impede Innovation
0
1
2
3
4
5
6
7
Lack ofDirection from
Business
Inadequate ITFunding
Poor ProjectExecution
EmployeeResistance
BusinessLeadershipResistance
CIO CEO
We asked: “How significant of a barrier to IT-enabled Innovation are the following business issues?”
Bus
ines
s B
arrie
r Sig
nific
ance
Data Driven Insight:CIOs are much more critical of the business than CEOs.There is little value in pointing the finger. IT must become proactive in overcoming business barriers.
• Seek out direction from business leaders.
• Help manage critical projects.
• make a strong case for funding.
Info-Tech Research Group 14Info-Tech Research Group 14
Overcoming Misalignment Means Knowing Each Other’s Pain Points and Mobilizing to Resolve Them
30%Staff sufficiency, skill, engagement 61% Staff sufficiency, skill,
engagement
25%IT constrains innovation and agility 26% IT constrains innovation
and agility
20%IT fails to deliver business value 28% IT fails to deliver
business value
Top 4 CEO Pain Points Top 4 CIO Pain Points
16%IT operating model complexity 29% Senior management
unwilling to sponsor IT
CIOs’ frustration with management sponsorship is unknown to the CEO. This
pain point needs to be articulated.
CIOs should either simplify their operating models, or communicate and justify the
need for complexity to management.
Blind Spots
Info-Tech Research Group 15Info-Tech Research Group 15
Focus on Delivering Benefits to Align with Business Needs
45%
30%
[VALUE]Resource Optimization
Benefits Delivery
Risk Mitigation
“Which business objectives should IT be able to support best?”
Historically, IT departments have been mandated to optimize resources and mitigate risks.
Today, IT success means delivering benefits by generating revenue and creating value for stakeholders.
Info-Tech Research Group 16Info-Tech Research Group 16
Measuring Benefits Delivery Requires Better Tracking of Satisfaction and Business Value Metrics
Business ValueMetrics
StakeholderSatisfactionReporting
TechnologyPerformance &
OperatingMetrics
Risk Metrics Cost & SalaryMetrics
37%25% 22% 25% 20%
35%45% 45% 38% 42%
Info-Tech CEO-CIO Alignment ProgramN = 60
Some improvement necessary
Significant improvement required
CEOs consistently demand better metrics around business value and
Satisfaction reporting. CIOs must prioritize measuring these.
Cost, Salary, and Risk-related metrics are typically more well-
regarded by the CEO.
Info-Tech Research Group 17Info-Tech Research Group 17
2. Insights from over 21,000 Business Leaders
What We’ve Learned from CIO Business Vision
Info-Tech Research Group 18Info-Tech Research Group 18
Our process is fairly ad hoc. Typically we use conversations in the hallway or ad hoc meetings” – CIO
“Understanding the business’s needs is important to us like breathing, but it isn’t something we really have a lot of
processes around” – CIO
“We don’t really have much in place” – CIO
How Effective is the Process You Use to Measure and Manage Business Stakeholder Satisfaction?
Info-Tech Research Group 19Info-Tech Research Group 19
The Importance of Knowing your Stakeholders
Info-Tech’s Perspective:
The most important thing an IT leader can do is understand business needs and actively measure that business stakeholders are satisfied
If you don’t have a clear understanding of the needs of your stakeholders, you are flying blind
of C-Suite Executives believe IT needs to improve how they measure business satisfaction
74%
Info-Tech Research Group 20Info-Tech Research Group 20
Our Tool: CIO Business Vision + Results
• Short 28 question survey on satisfaction and needs
• 21,367 business leaders
• 267 organizations
• Proven results: Members close their satisfaction gap by 20% in one year
1. Understand Business Satisfaction
2. Demonstrate Business Demand
3. Manage Stakeholders
4. Generate Improvement Ideas
Info-Tech Research Group 21Info-Tech Research Group 21
We Ask About
Overall Satisfaction with and Value from IT
Overall Satisfaction with and Value from IT 12 Core IT Services12 Core IT Services
3 Relationship Factors
3 Relationship Factors
Resource Constraint and Dependency
Resource Constraint and Dependency
Use of Shadow ITUse of Shadow IT
Info-Tech Research Group 22Info-Tech Research Group 22
The Average Profile: How Would You Compare?
Relationships Satisfaction
71%
71%
70%
Needs
Execution
Communication
Satisfaction
74%
Net IT Support Score: Satisfaction Percentage
+30%
Net IT Support Score: Value Percentage
-2%
Value
72%
Service* Satisfaction Range
Network Infrastructure 75% 45% - 91%
Service Desk 79% 48% - 95%
Business Applications 72% 41% - 90%
Data Reliability 72% 47% - 89%
Devices 75% 56% - 92%
Analytical Capability 67% 42% - 86%
Work Orders 75% 45% - 93%
Customer Facing Technology 66% 47% - 83%
Projects 71% 40% - 91%
Innovation Leadership 66% 39% - 93%
IT Policies 71% 43% - 91%
Requirements Gathering 69% 43% - 94%
* Services are presented in order of importance, as ranked by respondents.
Info-Tech Research Group 23Info-Tech Research Group 23
Info-Tech Research Group 24Info-Tech Research Group 24
The Overwhelming Majority Of IT Departments Do Not Achieve More Than 80% Satisfaction
Info-Tech Business Vision SurveyN = 21,367
0%
2%
4%
6%
8%
10%
12%
14%
3.75 4 4.25 4.5 4.75 5 5.25 5.5 5.75 6 6.25 6.5 6.75 7 7.25 7.5 7.75 8 8.25 8.5 8.75 9 9.25 9.5 9.75 10
73% of firms have an Overall Satisfaction score between
6.0 and 8.0
Just 16% of firms score above 8.0 in
Overall Satisfaction
11% of firms score lower than 6.0 in
Overall Satisfaction
Average Score: 7.4
Info-Tech Research Group 25Info-Tech Research Group 25
More Mature IT Departments Have Drastically Higher Satisfaction Levels
Date DrivenInsight:
Progression up Info-Tech’s operating model tower means improvement across every core service. However, largest differences are observed in work orders fulfillment, project satisfaction, and innovation leadership.
Most IT departments score very similarly in Device Satisfaction.
Service Desk is a high-scoring core
service at all levels.
Significant variance in Innovation Capability
and Project Satisfaction
Info-Tech Business Vision SurveyN = 21,367
Info-Tech Research Group 26Info-Tech Research Group 26
IT Departments in Large Organizations achieve Lower Satisfaction, likely due to Higher Stakeholder Expectations
79%
69%
77%
71%
78%
70%
78%
73%73%
66%
73%
68%
60%
64%
68%
72%
76%
80%
Devices Innovation Leadership Work Orders IT Projects
Cor
e Se
rvic
e Sa
tisfa
ctio
n
Date DrivenInsight
Large organizations are the least satisfied due to the heightened expectations at large firms and the complexity of managing large-scale IT environments.
Info-Tech Research Group 27Info-Tech Research Group 27
Business Leaders Misjudge Which Services Really Matter to Them
Network Infrastructure
Service Desk
Business Applications
Data Quality
Devices
Analytical Capability
Client-Facing Technology
Work Orders
Innovation Leadership
Projects
IT Policies
Requirements Gathering
Projects
Work Orders
Innovation Leadership
Business Applications
Requirements Gathering
Service Desk
Client-Facing Technology
Network Infrastructure
Analytical Capability
Data Quality
IT Policies
Devices
Data Driven Insight:Rethink your priorities; invest in services with the highest return on IT satisfaction.
Projects, work orders, and innovation leadership drive IT satisfaction.
Ensure projects deliver value, remain on budget, and finish on time.
Data needs to be good, but truly spectacular data may go unnoticed.
Investing in state-of-the-art devices won’t significantly bolster satisfaction.
11
10
12
1
2
4
5
8
9
7
6
3
11
10
12
1
2
4
5
8
9
7
6
3
Info-Tech Business Vision SurveyN = 21,367
Achieve fast turnaround on work requests.
Reported Importance Actual Importance*
* As determined by strength of correlation between Core Service scores and Overall Satisfaction
Overrated Services Underrated Services
Info-Tech Research Group 28Info-Tech Research Group 28
Business Leaders below the Executive Level Undervalue IT Innovation, Data Quality, and Customer-facing Technology
Network Infrastructure
Service Desk
Business Applications
Data Quality
Devices
Analytical Capability
Work OrdersClient-Facing Technology
Innovation Leadership
Projects
IT Policies
Requirements Gathering
Network Infrastructure
Data Quality
Business Applications
Service Desk
Analytical Capability
Client-Facing Technology
Innovation Leadership
Devices
Projects
Work Orders
IT Policies
Requirements Gathering
Management Level Executive Level
Date DrivenInsight
There is a much larger disconnect between Executives and Manager than between Managers and their Direct Reports, particularly with regards to Work Orders and Devices.
Info-Tech Research Group 29Info-Tech Research Group 29
Identifying and Serving the Needs of Shadow IT Factions Can Bolster Overall IT Satisfaction
Those among the “Shadow IT Factions” are 13% less satisfied with Project Execution and Availability than those among the Complying Majority.
“Lost-Cause Outliers” are no more dissatisfied with IT than their Shadow IT Faction counterparts; their more blatant disregard for IT policy is not explained statistically.
Data Driven Insight:Target the needs of shadow IT factions. The majority of shadow IT is driven by a subset of dissatisfied individuals with similar complaints. Ask what IT needs to do to meet their needs, and mobilize to enable them.
Info-Tech Business Vision SurveyN = 21,367
Info-Tech Research Group 30Info-Tech Research Group 30
Building Relationships with Business Stakeholders is a Key Driver Of Overall Satisfaction and Perceived Value
Ove
rall
IT S
atis
fact
ion
Perceived Value of IT
Firefighters Operators Innovators
Relationships are 24% stronger among Innovators than Operators.
Operators score a 71% average in relationship satisfaction.
Relationships are 22% weaker among Firefighters than Operators.
Info-Tech Business Vision SurveyN = 21,367
Data Driven Insight:Invest in building relationships with your stakeholders.Stronger relationships will drive improved satisfaction across all IT services.
Info-Tech Research Group 31Info-Tech Research Group 31
Prioritize IT Services that Have Real Potential to Improve
Most Improved
1 Projects (+26%)
2 Innovation (+24%)
3 Analytics (+21%)
Least Improved
1 IT Policies (+13%)
2 Infrastructure (+14%)
3 Devices (+15%)
Minimum
43% Satisfaction
25th Percentile
69% Satisfaction
Mean
74% Satisfaction
75th Percentile
82% Satisfaction
Maximum
97% Satisfaction
+19%
Overall Satisfaction:
From the 25th to 75th percentile, the average Core Service satisfaction score improved by
Info-Tech Business Vision SurveyN = 21,367
Info-Tech Research Group 32Info-Tech Research Group 32
Members Achieve Real Benefits in One Year
22%
25%
31%
13%
9%
One Year Improvement
20+ Points
10‐19 Points
5‐9 Points
1‐4 Points
Negative (1‐3Point Loss)
The Biggest Improvement Achieved was
24 Points
The Biggest Loss was -3 Points
From 92% to 89%(Who are we to judge!)
On Average Participants got
18% Closer to a Perfect Score
53% of Organizations
Improved by 5+ Points
Average Improvement was
6 Points
Info-Tech Research Group 33Info-Tech Research Group 33
3. Insights from 1,600 IT Leaders
What We’ve Learned From The IT Management & Governance Diagnostic
Info-Tech Research Group 34Info-Tech Research Group 34
The IT Management & Governance Program
Dive deeper into process performance:
Highlight contentious areas and understand
how aligned your team is.
Assign process ownership and hold your
team members accountable for process
improvement
What is the difference between an IT department in firefighting mode and a trusted business partner?
Strong core processes.
Info-Tech Research Group 35Info-Tech Research Group 35
Map Your Process Landscape
How EFFECTIVE andIMPORTANT are allof your Processes?
Are ACCOUNTABILITY and RESPONSIBILITY for each Process assigned?
Complete the survey in just ten minutes
Info-Tech Research Group 36Info-Tech Research Group 36
Prioritize Process Improvement based on Importance and Effectiveness
Info-Tech Research Group 37Info-Tech Research Group 37
World Class IT Departments Live Everywhere
• These ratios hold across industries
• 50% of Innovator IT Departments are operating in business environments that are ‘Challenging’ or ‘In Decline’
• 40% of Firefighters are in business environments that are ‘Rapid Growth’ or ‘Steady’
26% 59% 15%
How IT Departments Self-Identify
Firefighter Operator Innovator
Info-Tech Research Group 38Info-Tech Research Group 38
Innovators & Firefighters Agree on Which Processes are Most Important: Security, Risk, and Basic Operations
IT Process Average Importance Score
1 Service Desk 89%
2 Security Management 89%
3 DRP 88%
4 Security Strategy 88%
5 Incident & Problem Management 88%
6 Stakeholder Relations 87%
7 Business Continuity 87%
8 IT Strategy 87%
9 Leadership, Culture, and Values 86%
10 Requirements Gathering 86%
Info-Tech Research Group 39Info-Tech Research Group 39
Innovators Place Significantly More Importance on 8 Key App- and Business-Focused Processes
IT Process Importance Surplus*
1 Application Portfolio Management 5%
2 Enterprise Application Selection & Implementation 4.4%
3 Vendor Management 4.3%
4 Stakeholder Relations 3.6%
5 Business Value 3.5%
6 Enterprise Architecture 3.4%
7 Data Quality 3.3%
8 Innovation 3.3%
*Extra Importance Placed on Each Process by Innovators
Total Variance Across Processes is only 15%, hence why these small %s are significant
Info-Tech Research Group 40Info-Tech Research Group 40
Innovators are Significantly More Effective at 7 Key Processes
IT Process Effectiveness Surplus*
1 Innovation 9.7%
2 Project Management 9.2%
3 Stakeholder Relations 9.1%
4 Availability & Capacity Management 9.0%
5 Change Management 9.0%
6 Vendor Management 8.9%
7 IT Management & Policies 8.8%
*Gap Between Innovator and Firefighter Effectiveness
Info-Tech Research Group 41Info-Tech Research Group 41
4. Drive Systematic Improvement
Executing a Data Driven IT Strategy
Info-Tech Research Group 42Info-Tech Research Group 42
IT S
TR
AT
EG
YEach Diagnostic Plays a Specific Role in IT Strategy
Gathered Data• IT Future Role
• Expected Budget Change
Participants• CEO
• CIO1
2
3
Gathered Data• Core Service
Satisfaction
• Core Service Feedback
Participants• Business
Leaders
• Business Employees
Gathered Data• Process
Importance
• Process Effectiveness
Participants• IT Leaders
• IT Employees
Info-Tech Research Group 43Info-Tech Research Group 43
Our Programs Enable a Comprehensive Data-Driven IT Strategy
Results are highly visual, easy to understand, and implementation-ready
Reports are customized to your organization’s
specific needs
The entire diagnostics portfolio is programmatic
and repeatable
The Benefits to Members of Info-Tech’s Diagnostics
Info-Tech Research Group 44Info-Tech Research Group 44
Follow the Systematic Path to IT Success
Unstable - StrugglesInability to Provide Reliable Business Services
Firefighter - SupportsReliable Infrastructure and IT Service Desk
Trusted Operator - OptimizesEffective Fulfillment of Work Orders, Functional Business
Applications and Reliable Service Management
Business Partner - ExpandsEffective Execution on Business Projects, Strategic Use of
Analytics and Customer Technology
Innovator – TransformsReliable Technology Innovation
90-100% Satisfaction
80-90% Satisfaction
70-80% Satisfaction
60-70% Satisfaction
<60% Satisfaction
Info-Tech Research Group 45Info-Tech Research Group 45
Core Service SatisfactionSatisfaction
SupportFeedback
< 65%
< 60%
< 65%
IT needs to resolve network downtime issues.
IT regularly fails to support every-day admin tasks.
Network and Comm. Infrastructure
Work Orders
Service Desk
UnstableIdentify if your IT department’s results place you on this level
Firefighter Category DescriptionFirefighters typically experience wide-spread dissatisfaction fueled by an inability to deliver on core infrastructure, service desk, and business-as-usual services.Characteristics: Low IT satisfaction, low infrastructure satisfaction, low service desk satisfaction.
Satisfaction
<60%
Net IT Support Score: Satisfaction Percentage
< -20%
Net IT Support Score: Value Percentage
< -20%
Info-Tech Research Group 46Info-Tech Research Group 46
Next Level: Reliable Operator
Current Level: Firefighter
4
3
2
1
Unstable Roadmap: Leverage Info-Tech’s research to expedite IT improvement
Service Desk (DSS02)
Network and Infrastructure (BAI09, BAI10)
Devices (APO09, BAI09)
Security (APO013, DSS05)
Service Desk
Make the Network Invisible
End-User Computing
Information Security
Incident Management
Outsource Network Management
Mobility Management
Secure Critical Systems
Info-Tech Research Group 47Info-Tech Research Group 47
FirefighterIdentify if your IT department’s results place you on this level
Reliable Operator Category DescriptionTrusted Operator Bs have established core IT operations, such as infrastructure and a service desk, but they struggle with work orders and data quality.Characteristics: Moderate infrastructure satisfaction, low work order and business applications satisfaction.
Satisfaction
SupportFeedback
IT doesn’t prioritize my work orders.
Data quality is poor and it makes our job harder.
Core Service Satisfaction
65%-75%
65%-75%
60%-70%
Work Orders
Data Quality
Business Applications
Satisfaction
60%-70%
Net IT Support Score: Satisfaction Percentage
-20% - 10%
Net IT Support Score: Value Percentage
-20% - 15%
Info-Tech Research Group 48Info-Tech Research Group 48
FirefighterRoadmap: Leverage Info-Tech’s research to expedite IT improvement
Next Level: Trusted Operator
Current Level: Reliable Operator
4
3
2
Work Orders (DSS01, DSS02, BAI04)
Service Management (DSS01, BAI04, BAI06)
Business Applications (BAI03, BAI05, BAI07)
Stakeholder Management (APO08, EDM05)
Capacity Management
Application Rationalization
Build a 100-Day Plan for IT Excellence
Application Maintenance
Manage an Agile Portfolio
User-Facing Service Catalog
Application Development
Manage Stakeholder Relations
Info-Tech Research Group 49Info-Tech Research Group 49
Trusted OperatorIdentify if your IT department’s results place you on this level
Trusted Operator Category DescriptionTrusted Operator As have bolstered satisfaction by improving work order and data quality performance. They still struggle with projects, customer technology, and analytics.Characteristics: Moderate-high overall satisfaction, low client-facing technology and analytics satisfaction.
Satisfaction
SupportFeedback
IT projects are sometimes late or over budget.
We need better analytic support from IT
Core Service Satisfaction
65%-75%
60%-70%
60%-70%
Projects
Client-Facing Technology
Analytics
Satisfaction
70%-80%
Net IT Support Score: Satisfaction Percentage
20% - 55%
Net IT Support Score: Value Percentage
15% - 45%
Info-Tech Research Group 50Info-Tech Research Group 50
Trusted Operator Roadmap: Leverage Info-Tech’s research to expedite IT improvement
Next Level: Evolutionary Innovator
Current Level: Trusted Operator
4
3
2
4
Strategy & Governance (EDM01, APO01, APO02)
IT Strategy IT Governance
Projects (APO05, BAI01, BAI02)
Project Management
Project Portfolio Management
Resource Management (APO06, APO07)
IT Budgeting Resource Management
Data Quality (APO01, DSS06)
Data Management Data Quality
Info-Tech Research Group 51Info-Tech Research Group 51
Business PartnerIdentify if your IT department’s results place you on this level
Evolutionary Innovator Category DescriptionInnovator Bs have achieved high overall satisfaction by improving analytic and project performance. Still required improvement in client-facing technology and IT innovation leadership.Characteristics: High overall satisfaction, moderate client-facing tech. and innovation leadership satisfaction.
Satisfaction
SupportFeedback
IT is great, but we could benefit from some cutting-
edge technology.
IT always helps our critical projects succeed.
Core Service Satisfaction
75%-85%
70%-80%
70%-80%
Projects
Customer-Facing Technology
IT Innovation Leadership
Satisfaction
80%-90%
Net IT Support Score: Satisfaction Percentage
55% - 90%
Net IT Support Score: Value Percentage
45% - 75%
Info-Tech Research Group 52Info-Tech Research Group 52
Business Partner Roadmap: Focus on these areas to advance to the next level
Next Level: Transformative Innovator
Current Level: Evolutionary Innovator
4
3
2
1
Risk Management (EMD03, APO12)
External Compliance
Mitigate Risk with Internal Controls
Analytical Capability (BAI03, DSS06)
Develop a Winning BI Strategy
Develop a BI Tool Strategy
Customer-Facing Technology (BAI03, EDM02)
Consumer Technology Integration
Enterprise Architecture
Adopt Universal EA Principles
Develop an EA Vision
Exploit Disruptive Technology
Info-Tech Research Group 53Info-Tech Research Group 53
InnovatorIdentify if your IT department’s results place you on this level
Transformative Innovator Category DescriptionInnovator As have achieved remarkable and rare levels of IT satisfaction by performing exceptionally well on all core IT services and delivering innovative solutions.Characteristics: High satisfaction, high customer-facing technology and innovation leadership satisfaction.
Satisfaction
SupportFeedback
IT is a truly critical enabler for our business.
IT delivers exactly what we need before we even know
we need it.
Core Service Satisfaction
80%-90%
75%-85%
80%-90%
Network and Comm. Infrastructure
Customer-Facing Technology
IT Innovation Leadership
Satisfaction
>90%
Net IT Support Score: Satisfaction Percentage
>90%
Net IT Support Score: Value Percentage
>75%
Info-Tech Research Group 54Info-Tech Research Group 54
Innovator Roadmap
IT Innovation Leadership (APO04)
Position IT as an Innovator
Make IT a Partner in Innovation
Leadership, Culture, & Values (APO01, APO07)
Leadership Optimization
Employee Engagement
Next Level: You are already at the highest level
Current Level: Transformative Innovator
2
1
Info-Tech Research Group 55Info-Tech Research Group 55
Our services offer various levels of support to best suit your organization’s needs
DIY Toolkit
Guided Implementation
On-site Workshop
Consulting
Valu
e to
Clie
nt
“Our team has already made this critical
project a priority. We have plenty of time
and the capability to execute, but some
guidance along the way would be helpful.”
“Our team knows that we need to fix a
process, but we need assistance to
determine where to focus. Some check-ins along the way would
help keep us on track.”
“We need to hit the ground running and
get this project kicked off immediately. Our
team has the ability to take this over once we get a framework and
strategy in place.”
“Our team does not have the time or the
knowledge to take this project on. We need
assistance throughout the entirety of this
project.”
Degree of Customization
All four delivery methods use consistent research-validated frameworks that are supported by diagnostic tools.
Info-Tech Research Group 56Info-Tech Research Group 56
See For Yourself – Try One Program at No Cost
• Peer data is interesting, but can’t substitute building relationships with your own stakeholders
• Measuring stakeholder needs and satisfaction is a critical input into any IT strategy
• You can’t build a strategy on research reports and analyst trends
Your To-Do List
1. Collect DATA on Stakeholder Needs and Satisfaction
2. Build Consensus and Accountability within IT
3. Confirm Priorities with CEO and Critical Stakeholders
4. Build Relationships with Business Leaders
5. Create Company and Business Unit Action Plans
6. Build On-Going Success & Improvement