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Top 10 Member Tools and Templates

Have you accessed all of our most popular tools?

Have you accessed all of our most popular tools?

From time to time, we like to share the most popular tools and templates our members are downloading from across the CEB CIO network.

10. IT Demand Management Process Map: Outline the steps in the IT demand management process, and provide guidance on the division of labor among participants, information inputs and outputs, and risks of underperformance.

9. IT Scorecard Builder: Generate a customized scorecard with metrics, classified under six performance categories and different strategic initiatives.

8. Information Management Project Prioritization Scorecard: Evaluate information management projects based on delivered business value and required effort.

7. IT Strategic Planning Process Map: Outline the typical steps in the IT strategic planning process. For each step, key activities are listed along with the participants involved.

6. Service Manager Job Description: Outline the future skills requirements, responsibilities, required qualifications, and experience for service managers.

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Entering the Post-PC Era: What Apple’s IBM Deal Means for You

Posted on  24 July 14  by 

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Don't chase technology trends; innovate to fill technology gaps that threaten long-term goals.

Are you ready to partner with start-ups for your corporate IT needs?

In the aftermath of Apple’s deal with IBM, the vision of a post-PC era has returned center stage. Most of the coverage has reiterated the point that the PC is losing its pivotal role in the enterprise. Organizations are increasingly adopting cloud-based services and mobile apps to drive productivity and improve the customer experience. For Apple, this may be the answer to a second consecutive quarter of sluggish iPad sales. But for CIOs, the Apple-IBM partnership has ramifications far beyond the consumerization of IT. While Apple can now rely on IBM’s expertise in negotiating with corporate consumers, CIOs should ask themselves if they are ready to partner with a host of other (and perhaps less fortunate) entrants into the world of corporate IT.

Smaller players cannot simply stroll into our enterprises or corporate IT departments. While Apple is one of the largest consumer technology companies, many smaller vendors either cannot or won’t make the deal Apple made. Yet, more and more start-ups with various levels of commercial maturity are coming up with capabilities that can make a real difference to the enterprise. And the first ones to notice are generally not in IT, but in other parts of the business.

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Take a Chance, IT. How to Be Less Afraid of Failure

Posted on  22 July 14  by 

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Are your IT employees too risk averse?

Are your IT employees too risk averse?

IT employees have serious concerns about the implications of working on a risky project:

  • 61% feel it would hurt promotion prospects
  • 58% believe it would negatively impact bonus prospects
  • 56% think it would negatively impact their credibility.

This fear of risk—and really, fear of failure—is a significant problem for CIOs working to improve IT’s contributions to business-partner innovation, a key priority for 2014. While many CIOs recognize that failure is part of successful innovation, it is still a struggle to communicate and embed this mindset at all levels of IT.  As my colleague Jamie Heyes has written, CIOs need to change IT staff perceptions, specifically their attitude to risk and uncertainty.

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How to Get IT Employees to Embrace Change

Posted on  18 July 14  by 

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How do your IT employees adapt to changes?

How do your IT employees adapt to changes?

IT leaders often treat change as a top-down initiative that is passed on to their staff. When changes are made, staff are rewarded for compliance and generally not expected to provide input. There’s a problem with this approach, though; most people are uncomfortable and resistant to change when they feel it is happening to them, not for them.

So progressive CIOs are starting to rethink the traditional approach to change management, and for good reason. Employees’ connection to change is a top driver in moving IT toward a “climate of openness,” according to a recent CEB survey. And since IT organizations with a strong climate of openness are three times more likely to deliver business value, compared to organizations whose climate to openness is only average, this provides a unique opportunity for CIOs to get directly involved in reshaping their employees’ behavior and shifting attitudes from resistance to openness.

Our research found three approaches CIOs can use to enable employees to become the drivers of change:

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Test Your IT Strategic Planning Knowledge

Most IT organizations do strategic planning, but few do it well. All too often, strategic planning is a long and cumbersome process, and many IT organizations struggle to clearly define a strategy, tie it back to business goals, and establish credible execution plans. Alarmingly, more than one-third of a strategy’s performance potential can go unrealized due to these planning and execution barriers.

So, how much do you really know about effective strategic planning? Take our short quiz to find out!

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Estimate How Much Your Business Partners Are Spending on Technology

Posted on  10 July 14  by  and

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CIOs underestimate how much other business functions spend on technology, often by as much as half. There are several reasons for this. First, CIOs underestimate the willingness of business partners to procure and manage IT solutions on their own. Second, cloud and SaaS solutions with low up-front costs and ease-of-access make it hard to determine the true extent of business-led IT. And third, vendors circumvent IT to sell solutions directly to business leaders.

CEB budget benchmarking data from across corporate functions (i.e., Communications, Finance, HR, Legal, Marketing, Procurement, R&D, and Sales) shows that for every dollar companies spend on technology through the IT budget, the rest of the business spends an additional 40 cents.

Select your industry in our interactive business-led IT calculator to estimate how much your business partners are spending on technology, in addition to the IT budget:

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How to Make Metrics Matter

Posted on  9 July 14  by 

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Become a more selfish PMO to deliver more value to the enterprise.

Are your IT metrics tracking market share and business value?

“Run IT like a business” is a cliché that has been around for over a decade. However, only half of business partners believe that IT contributes to enterprise success, and only 39% of employees feel IT increases their productivity. Many CIOs address this challenge by establishing end-to-end IT services that enable specific business outcomes.

A services model forces IT to think and communicate in terms of business capabilities and outcomes, not technologies. But it also requires IT performance management to be driven by the business value generated by the service, rather than technical performance metrics. In other words, technical performance has to be secondary to business value to reap the benefits of a services model.

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Four Steps to Get the Most from Your Leadership in a Networked Environment

Posted on  7 July 14  by 

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Are you promoting network leadership?

Are you promoting network leadership?

By now we’re familiar with the fact that we’re living in a networked society. It’s never been easier to communicate across physical boundaries and collaborate with people we’ve never even met. We also now realize that this communication revolution hasn’t just impacted our private lives and our home technology use, it’s also had a profound effect on the way that work gets done and how we excel at our jobs. In fact, our research shows that in the past 10 years the importance of using other people to achieve your own work outcomes has more than doubled.

But while we recognize that this is happening, and start roadmapping the investments that are going to make workplace collaboration easier and more seamless, there’s a key piece that many CIOs are overlooking: leadership. The leaders you have in place right now almost certainly came of age before this networked era. They began managing people at a time when leading was about getting the most out of your direct reports as individuals. Now, the challenge for leaders is two-fold: first, they need to be able to make effective use of broad professional and personal networks to maximize their own work outcomes, and second, they need to guide their direct reports to grow, nurture, and exploit their own networks to achieve high performance.

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A Formula for Effective Technology Investment

Posted on  2 July 14  by 

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Learn how the IT director at a Formula 1 motor racing team uses end-to-end services to deliver business outcomes.

Learn how the IT director at a Formula 1 motor racing team uses end-to-end services to deliver business outcomes.

The Cloud World Forum recently held its 6th annual event.  Although the event was focused around cloud, what really stood out were the two categories the presentations fell into: 1) descriptions of technology and implementation achievements and 2) examples of interacting directly with end-use customers through new cloud technologies. But in both cases, a key ingredient was missing—how IT works with business partners to help them get the most out of their technology investments.

Luckily, I was able to talk to an IT director at a Formula 1 motor racing team (attending on behalf of a vendor), who succinctly described his role with the team and, specifically, how he provides ongoing value to his business partners (mostly engineers).  He also described how he uses what CEB calls end-to-end services—all the technologies, processes, and resources across IT needed to deliver a specific business outcome while hiding technical complexity. Although an IT group in a Formula 1 team might be dismissed as unconnected to companies in other industries, this end-to-end service model is a response to three challenges that most organizations share:

  • Increasing speed
  • Providing value to business partners
  • Complying with regulations.

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IT: Why Your Metrics Do More Than Just Assess Performance

Posted on  30 June 14  by 

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What messages are your performance metrics sending to IT employees?

What messages are your performance metrics sending to IT employees?

A priority for CIOs throughout 2014 is to improve IT’s contribution to business innovation. Some CIOs have made a positive start, by making IT’s core processes more flexible in order to quickly enable innovative ideas. But process change can only go so far. As I wrote a couple of weeks ago, IT needs to focus on changing IT staff perceptions on how to behave to make a real impact.

CEB research shows that 87% of IT employees prefer to stick to standard processes than offer business partners the flexibility they need for innovation. This overwhelming deference to process is a symptom of over a decade of standardization and centralization. To combat this mind-set, progressive CIOs and IT leaders are rethinking how they communicate IT performance metrics back to their employees to help shape their perceptions about what is truly important to helping support business innovation.

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