IS/IT AND MIS PLANNING2015 - 2020

IMPLEMENTING SUSTAINABLE TECHNOLOGY FOR GROWTH, EFFICIENCY AND

FUTURE POSSIBILITIES

SO, WHAT’S THE PROBLEM?

TECHNOLOGY PROVIDES THE

OPPORTUNITY TO REMOVE

REDUNDANCY BUT…

WE DO NEED A ROAD MAP

1. DEVELOP A CLEAR AND UNAMBIGUOUS UNDERSTANDING OF CURRENT PROCESSES

2. DEFINE DESIRED END RESULTS

3. CONDUCT A COMPREHENSIVE GAP ANALYSIS TO MOVE WHAT IS TO WHAT WE WANT

4. PRIORITIZE THE NEEDS

5. DISCOVER, IDENTIFY AND DEFINE THE OPTIMUM SEQUENCE

6. DEVELOP AND PUBLISH THE ROAD MAP

IT’S ALL IN THE PLANNING

WORKING TOGETHER FOR SUCCESS

Identify Current Tools and Processes

Define Desired End Goals and

Objectives

Perform Gap Analysis

Set Priorities and Optimization

Needs

Develop Road Map

Current Strategy Future Vision Present Meets Future Success Takes Time It’s All in the Planning

IS/IT Infrastructure and Procedures

MIS Tools, Needs and Processes

The Business of Doing Business (Accounting, Sales and Marketing, Financial)

Project Tools and Processes

Mission, Vision and Evergreen Processes (AKA Challenging the ‘Status Quo’)

Level of Technology & Processes Centralization

CENTRALIZATION OR DECENTRALIZATION?

CENTRALIZATION DECENTRALIZATION

POTENTIAL BENEFITS

CONSISTENCY: Different regions use similar processes/products and common language

TAILORED: Adapted to unique needs of each region and able to react faster

CONSOLIDATION: Expertise and information is kept in one unit; People know where to go for this function

NIMBLE: Easier to make changes at regional levels and less bureaucracy

EFFICIENCY: Processes become more repeatable; redundancies are reduced; easier to document lessons learned

AUTONOMY AND EMPOWERMENT: Regions take more ownership over developing an effective function or process

STATURE: Function has a voice closer to, or at, the top of the organization, as opposed to fragmented

BUILDS LOCAL CAPACITY: Local units develop skills to solve the functional problem

ALIGNMENT: Decisions more likely to be aligned with overall organizational strategy and priorities

AUTHORITY: More clarity on who owns and makes decisions in the functional area

LEVERAGE: Easier to leverage personnel if they report centrally

POTENTIAL RISKS

RELEVANCY: Out of touch with needs of local users or clients REPORTING: Difficult to monitor and report disparate processes and functions

RESISTANCE: Regions may resist being told how to do things RESOURCES: Local teams may not have the resources or expertise to be fully effective

BUREAUCRACY AND INERTIA: More difficult to change the function's role in the organization if the organization changes its strategy

BRAND: Inconsistent experiences or products can compromise the brand of the organization

CENTRALIZATION OR DECENTRALIZATION?

Let’s Talk…For Technology Only

at this point