social business and it roadmapping: assessing trends and delivering a strategic it plan

VISIT 2010 – Fujitsu Forum Europe 1

Technology & Trends – Room 4

Shapingtomorrowwith you.

Social Business and IT Roadmapping: Assessing Trends and Delivering a with you. g gStrategic IT Plan

Glen KoskelaChief Technology Officer Nordic, Fujitsu

10:00 h10:00 h

VISIT 2010 – Fujitsu Forum Europe

Social B siness & IT RoadmappingSocial Business & IT RoadmappingAssessing Trends and Delivering a g gStrategic IT Plan

Glen KoskelaCTO Nordic FujitsuCTO Nordic, Fujitsu

INTERNAL USE ONLYINTERNAL USE ONLY 4 Copyright 2010 FUJITSUVISIT 2010 – Fujitsu Forum EuropeVISIT 2010 – Fujitsu Forum Europe

What Are We Talking About?Knowledge sharing, innovation & collaborative decision-making


Social Business & IT RoadmappingRoadmap is a high value CIO deliverable


Challenges in Traditional Strategic Planning

E i l i t th h

Aligning an organization to its objectives, from top to bottom

Engaging people into the process, exchange of facts & ideasS i thi i b k t fSeeing things coming, break out of what’s familiarE i i ith i f ti d dEquipping execs with information needed to drive results Performing basic “what if” scenarioPerforming basic what if scenario Gaining collective consensusI l i i i h lImplementing innovative technologyCommunicating the strategy precisely


Setting clear objectives across the business

Old Strategy Calendar Disconnects Focus

A l i d t i i l ti

How to focus on execution, processes, systems, and people?

Annual process, carried out in isolation Small core team, a set of meetingsIndividual silo contributions Tightly coupled activityTop-down guidelines, bottom-up input, not coherentInformation limited to board room and execsStrategy is a document, with small circulationEveryone derives their own advantageEveryone derives their own advantage from the process?


Stampede Crowded With Trends

Whi h t th t b l t ?

How to avoid running with no clear direction or purpose?

Which category the event belongs to?What is the timing of the event?What are the characteristics?What are the outcomes?What are the relationships?Where can I get more information?gDegree of change (X) - (Y)?Influence on our business?Influence on our business?


Matrix Based AnalysisCan any one matrix based analysis serve all strategic initiatives?

P FPurposeBusiness advantage/changeManagement effectiveness

FocusExternalInternal


Management effectivenessOperational efficiency

Internal

Reflect on Your Current IT Roadmap

K ti

Does it look like one of these?

Key questionsWhat does it look like?What questions does it answer?How was it created?How do your business units see it?How do your IT experts see it?y p


Managing Market-savvy CIO ExpectationsCreate a market-savvy IT team and strategic community


Social Business & IT RoadmappingKnow why, know how and decide what

From:unclear requirementsbl tblurry conceptsmany unknownsannual exercise To:annual exerciseno consensus requirements clear

stable conceptswell understoodwell understood

continuous processshared strategyshared strategy


Real-time Strategic Planning StructureProcess is as valuable as the roadmap outcome itself


Source of charts: University of Cambridge

Helping to Find & Record External EventsHave strategic conversations, build a sense of shared future direction


Understand What They MeanThose who spot and exploit new trends early gain an advantage


When They Will Occur & Become ImportantEnable the functional process of creating strategy and plans


What They Will DeliverDeliver on and respond to objectives and values


Stretch From IT to Business Value StreamsUse IT to shape business strategy and contribute to business goals


Spot Gaps, Opportunities and ThreatsUnderstand clearly your planned programmes


Build a Strategic CommunityShared future, active planning, improved ideas, commitment


FutureScape – How to Make It All HappenMarket driven analysis, business and IT roadmapping, communication


Beat the Expectations

Li i CIO d t d i d t

Strategy development 2.0 = being relevant to the business

Living CIO document designed to answer key questions

What are the external factors that weWhat are the external factors that we must address? What are our strategic intents?What technologies we will leverage?

Gaining consensus around directionN / id t it t d l tNear/mid-term commitments and long-term “points of view”Created multilaterallyyBinds IT to the business units with visible logic

Strong governance and technical inputs


Active participation of key constituents

Summary: Managing Business Value of IT CIO innovation fused with change in business capabilities
