art wittmann managing director informationweek analytics isb201
TRANSCRIPT
IT Strategy and Management: Navigating the Challenge Ahead
Art WittmannManaging DirectorInformationWeek AnalyticsISB201
About Art WittmannDirector of University of Wisconsin Engineering Computing Center 1990-1996
Editor of Network Computing 1996 – 1999
Editor in Chief of Network Computing2004 – 2007
Editor of InformationWeek, Director of InformationWeek Analytics 2007 - Present
About InformationWeek AnalyticsTwenty to forty page reports on:Research:
15 – 25 questions on technology adoption and user perceptions200 – 800 responses typically 80% IT, 20% non-IT managementtypically 50% over 1000 employees, 50% under
Analysis:Experts with real world, practical experienceProvide best practicesEvaluation methodologiesRisk assessment and avoidanceOrganizational requirements and dynamicsArchitectural options
Bad Times
E
B
D
F
C
A – Bank Run Of 1907
B – Great Depression
C – Recession of 1958
D – Oil Embargo of 1973
E – Iranian Revolution & Oil Run Up of 1981
F – Tech Bubble Burst 2001
B
C
D
A
F
Big Opportunities
A B
ED
F
C
A – UPS and Bell & Howell Launch
B – Allstate Insurance Launch
C – Avis and Budget Launch
D – Clear Channel and SkyWest Launch
E – MTV, Whole Foods, Sun Micro and Adobe Launch
F – Riverbed, Genomics and Wynn Resorts Launch
From Past Recessions We Know… Recessions are followed by comparatively long periods of growth
The deeper the recession, the stronger the post-recession period
Recessions create new markets and new opportunities
While businesses fail in recessions, whole industries rarely do
Technology tends to be a destabilizing influence on the economy
… But What About THIS Recession?
"Openings [for top IT spots] are declining, companies are not replacingpeople or they're not going outside to replace them,“
-- Beverly Lieberman, President,Halbrecht Lieberman Associates
“[I’m] aware of about 10 to 12 companies on the East Coast in the midrange of $200 million to $3 billion in revenue that are using this stalling tactic
of not filling a CIO vacancy to save money right now. If a CFO can save a company $140,000 by not replacing the CIO right now, that's
what they'll do”
-- Michael Kirven, co-founder and principal of Bluewolf
Ballmer sees “Fundamental Reset”
“In my view, what we now have will be a fundamental economic reset. The economy is going to have to re-establish itself at a level of spending that reflects the real value of underlying assets before we can all start growing again at a healthy rate.”
Resetting the Business for Success
• Move past cost cutting, and reacquaint yourself with your business partners – and how they make money
• Virtualize, automate and embrace a services model
• Consider the businesses your IT organization doesn’t need to be in
• Be data driven
National Semiconductor Stats
Founded: 1959
Employees: 7000
Revenue: $1.89 billion
US Patents: 3,100
Total Products: over 15,000
Product Focus: “Analog Intensive” chips
National’s “Chicken and Egg Dilemma”
Distributors are a key part of National’s business
Because so many new parts are created each year, distributors arereluctant to carry them in inventory
Electronics designers won’t use parts that aren’t in inventory
Douglas Owens – Central Planning and Production
Sheau-Huey Yuan – Applications Director
Lessons From Nat Semi
Spend real time with your line of business partners
Each National IT manager spends two weeks in the field
Service oriented development can pay off in ways that you might not anticipate
Prototype and beta test with your business partners
Innovation at Harrah’sUsing RFID and interactive terminals, Harrah’s:
tracks customers, with perks for preferred customers
lets groups such as families find each other
lets customers make purchases at Harrah’s without a wallet or room key – at a pool or spa
lets customers gamble from anywhere within Harrah’s resorts via virtual gaming
Make IT Matter
IT must be:VirtualizedAutomatedService EnabledData Driven
So that IT can work with line of business partners to drive new business and revenue
www.microsoft.com/teched
Sessions On-Demand & Community
http://microsoft.com/technet
Resources for IT Professionals
http://microsoft.com/msdn
Resources for Developers
www.microsoft.com/learning
Microsoft Certification & Training Resources
Resources
Track ResourcesTechNet IT Management Home
http://www.technet.com/itmanagement/
Information Week's TechWeb Briefing Center
http://platform-solutions.techweb.com/
Thrive Home
http://www.microsoft.com/thrive
© 2009 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries.The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS,
IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.