business value intelligence: beyond the technology

“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 Mgr.pedro.soto@westbury-it.com

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?

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