The document discusses the importance of organizational health and the role of IT business partnerships. It emphasizes that healthy organizations have minimal politics and confusion, high morale and productivity, and low turnover. For IT organizations to be successful, they must understand business goals, participate in strategic planning, and leverage partnerships to align technology investments with desired business outcomes. Regular engagement with external customers through research and journey mapping is highlighted as a key factor in developing effective IT business partnerships.

1. “I'm not in a Posi-on to
Make that Decision"
When
you
can't
get
your
Capture
(or
any
other)
project
off
the
ground

2. Organiza-onal Health is the Key
“Organiza:onal
Health
will
one
day
surpass
all
other
disciplines
in
business
as
the
greatest
opportunity
for
improvement
and
compe::ve
advantage.”
-­‐
Patrick
Lencioni
(The
Advantage)

3. Requirements for Success
Smart
Organiza,ons
• Strategy
• Marke:ng
• Finance
• Technology
Healthy
Organiza,ons
• Minimal
Poli:cs
• Minimal
Confusion
• High
Morale
• High
Produc:vity
• Low
Turnover

4. The Nexus of Forces
Extreme
collabora,on
Pervasive
access
World-­‐class
delivery
“Big”
context
Gartner®
June
2013
©
2013
Copyrighted
Material
–
Tony
Peleska
MHFA
4

5. What We Are Dealing With Today…
• Constant
and
con:nual
change
with
exponen:al
growth
extremes
• Solu:on
providers
that
sell
directly
to
the
business
–
skipping
IT
• Free
trials
become
the
standard
and
freeware
is
acceptable
• PlaZorm
and
environment
management
that
is
almost
unmanageable
• User
demands
shape
our
focus
on
the
Nexus
of
Forces
delivery
more
than
ever
before
June
2013
©
2013
Copyrighted
Material
–Tony
Peleska
MHFA
5

6. www.aiim.org/infochaos
Do
YOU
understand
the
business
challenge
of
the
next
10
years?
This
ebook
from
AIIM
President
John
Mancini
explains.

7. The Nexus of Forces -­‐ Revisited
Gartner®
June
2013
©
2013
Copyrighted
Material
–Tony
Peleska
MHFA
6

8. Responding to the Nexus
1. Focus
on
customer
experience
2. Forge
vendor
partnerships
3. Leverage
IT
business
partnerships
4. Deliver
value
and
bo`om-­‐line
results
June
2013
©
2013
Copyrighted
Material
–
Tony
Peleska
MHFA
7

9. IT Business Partners
• Chief
liaison
between
IT
and
associated
business
units
(sales,
finance,
supply
chain,
HR,
etc...)
• Trusted
advisors
that
develop
integrated
business
and
technology
investment
roadmaps
that
achieve
business
unit
goals
and
objec:ves
June
2013
©
2013
Copyrighted
Material
–
Tony
Peleska
MHFA
8

10. The IT Business Partnership
Power Curve
June
2013
©
2013
Copyrighted
Material
–
Tony
Peleska
MHFA
9
Order
Taker
Necessary
Linkages
Mutual
Dependency
Synchronized
Teams
True
Partner
Aligned
Converged
BoBom-­‐line
Impact

11. Key IT Business Partner Func-ons
June
2013
©
2013
Copyrighted
Material
-­‐AIIM
Execu:ve
Leadership
Council
10
Understand
Business
Goals
&
Objec,ves
Par,cipate
Proac,vely
in
the
Strategic
Planning
Process
Meet
Regularly
With
External
Customers
Seek
Knowledge
of
the
Compe,,on
Conduct
Outside-­‐In
Customers
Research
Develop
Investment
Roadmaps
Lead
Business
Case
Development
Manage
Intake
&
Governance
Processes
Less
than
23%
of
IT
organiza,on
meet
with
external
customers
2012
State
of
the
CIO,
CIO
Magazine

12. Convergence = Results
• PwC
says
that
close
IT
&
C-­‐suite
rela:onships
are
4
:mes
more
likely
to
achieve
revenue
&
profit
targets
• The
BTM
Ins:tute
says
that
converged
organiza:ons
outperform
their
compe:tors
by
double
digits
Characteris:cs
of
Converged
Organiza:ons
June
2013
©
2013
Copyrighted
Material
-­‐AIIM
Execu:ve
Leadership
Council
11

13. Why Is Mee-ng with Customers &
Conduc-ng Field Research SO
Important?
June
2013
©
2013
Copyrighted
Material
-­‐AIIM
Execu:ve
Leadership
Council
12

14. Thinking “Outside–In”
Customer Touch Points
June
2013
©
2013
Copyrighted
Material
-­‐AIIM
Execu:ve
Leadership
Council
13
Discover
Evaluate
Buy
Acquire
Use
Service
§ U.S.
mail
§ Catalog
§ Email
§ Facebook
§ Display
§ Website
§ Social
§ Brochure
§ Employee
§ Neighbor
§ Sales
rep
§ Credit
card
§ Website
§ Gij
card
§ Coupon
§ U.S.
mail
§ Door
tag
§ Gij
box
§ Download
§ Technician
§ Clothing
§ App
§ Vehicle
§ Food
§ Service
§ Call
Center
§ Service
tech
§ Online
chat
§ Store
returns
§ Website

15. Elements of a Journey Map
June
2013
©
2013
Copyrighted
Material
-­‐AIIM
Execu:ve
Leadership
Council
14
Elements
of
a
Customer
Journey
Map
§ Customer
interac,on
chronology
§ Pain
points,
gaps,
and
disconnects
in
service
§ Goals
and
needs
at
each
process
step
§ Brand
impact,
sa:sfac:on,
and
emo:onal
responses
§ Moments
of
truth
(impact
areas)
in
the
overall
customer
experience
§ Business
touch
points
and
process,
including
roles,
systems,
and
provider
departments
§ Improvement
opportuni,es
for
exis:ng
services

17. June
2013
©
2013
Copyrighted
Material
-­‐AIIM
Execu:ve
Leadership
Council
16
Understand Your Challenges
…How does your organiza-on view IT?
…Does your company have a well
understood strategy planning process?
…Do you measure top-­‐line or bo[om-­‐
line performance of business
technology investments?

18. Change the Status Quo
1. Challenge
bad
behavior
2. Draw
parallels
between
the
5
domains
of
the
supply
chain
&
IT
3. Combat
oversimplifica:on
(especially
the
“I
Know
A
Guy”
syndrome)
June
2013
©
2013
Copyrighted
Material
-­‐AIIM
Execu:ve
Leadership
Council
17

19. How did we make it work
• Reinvented
IT
-­‐
BT
not
IT
,
Business
Partnerships
and
Customer
Journey
Mapping
• Roadmap
the
processes,
investments,
and
technology
• Created
guiding
principles
for
Informa:on
Technology
Investments
• Created
an
environment
for
idea:on
and
informa:on
sharing
• Built
leadership
teams
–
Strategic
and
Opera:onal
• Created,
over-­‐communicated,
&
reinforced
clarity
–
Common
Language
• Publish
and
celebrate
results

20. June 2013
©
2013
Copyrighted
Material
–Tony
Peleska
MHFA
19
A Day in the Life …
The
Pains
of
Today’s
System
Leveraging
Technology
A
BeBer
Tomorrow
The
Pains
of
Today’s
System
XXX
XXX
XX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
ABC
XXX
XXX
XXX
XXX
XXX
XXX
XXX

21. Mapping Investments to Vision & Strategy
Copyrighted
Material
–
Tony
Peleska
MHFA
20
Top-­‐line
Revenue
BoBom-­‐line
Savings
Risk
Management
PorYolio
Management
Strategic
Alignment

22. Strategic vs. Opera-on Projects
Opera,onal
Projects
• Short-­‐term
and
long-­‐term
focus
• Low
risk
or
founda:onal
ac:vi:es
• limited
or
defined
capital
investments
• Well-­‐defined
requirements
• Light
project
management
skills
needed
Strategic
Projects
• Helps
drive
accomplishment
of
strategic
goals
• Longer-­‐term
focus
• May
require
capital
investments
• Leverages
project
management
disciplines
Copyrighted
Material
–
Tony
Peleska
MHFA
21

23. The Phases of Poraolio Management
Close
Deploy
Execute
Plan
Ini:ate
Discovery
22
• Objec:ves
• Deliverables
• Business
Case
• Approve,
Decline,
Defer
• Project
Plan
• Resource
Mapping
• Dependencies
• Task
Plan
• Milestones
• Technical
Specs
• Sojware
Dev.
• Sojware
Install
• Servers,
Databases
• Unit
Tes:ng
• User
Acceptance
• Pilot
Tes:ng
• Training
• Support
Turnover
• Project
Warranty
• Lessons
Learned
• Budget
Close
• Wind-­‐down
• Align
to
Strategy
• Link
to
Balanced
Scorecard
• Approve,
Decline,
Defer
Copyrighted
Material
–
Tony
Peleska
MHFA

24. New Investments
• High
Level
Gut
Check
• Goals
alignment
• Gut
check
on
priority
• Impact
on
current
porZolio
• Approve,
decline,
defer
• Deeper
Dive
• Charter
/
Deliverable
• Ballpark
cost
&
benefits
es:mate
• Budget
impact
assessment
• Readiness
assessment
• Approve,
decline,
defer
Copyright
Material
–
Tony
Peleska
MHFA
23
Align
Ini:ate

25. Establish the Business Technology Investment Commi[ee
(BTIC)
Commi=ee
Purpose:
1. Provide
Strategic
Leadership
&
Investment
Alignment
§ Provide
strategic
leadership
for
business
technology
investments
by
aligning
new
investment
opportuni:es
with
enterprise
strategic
objec:ves
and
processes
2. Priori,ze
New
&
Exis,ng
Investments
§ Priori:ze
business
technology
investment
ini:a:ves
and
deliver
final
approvals
and
recommenda:ons
regarding
proposed
Business
Technology
projects
3. Track
Exis,ng
Business
Technology
Investments
§ Provide
management
oversight
and
guidance
on
ac:ve
business
technology
investments
to
ensure
accountability
and
results
4. Communicate
Investment
Decisions
§ Ensure
investment
decision
transparency
and
promote
collabora:on
&
understanding
across
all
func:onal
units
24
Copyrighted
Material
–
Tony
Peleska
MHFA

26. Area
Role
Responsibility
CEO’s
Business
Technology
Investment
Commi`ee
Members
• Strategic
Vision
&
oversight
• Business
&
market
alignment
• Overall
investment
oversight
• Risk/return
oversight
• Cons:tuent
communica:ons
/
porZolio
transparency
/
Business
Accountability
CIO
• IT
oversight
• Holis:c
planning
• Governance
• Strategic
planning
&
business
alignment
• Investment
budget
oversight
• Business-­‐results-­‐oriented
repor:ng
Financial
Management
• Financial
oversight
• Financial
savvy
• Asset
alloca:on
• Financial
tracking
• Spending
oversight
BTS
Project
Management
• Project
tracking
• Project
management
• Resource
planning
• Business
liaison
for
projects
• Project
tracking
• Project
financial
management
Business Technology Investment Commi[ee
Roles & Responsibili-es
25
Copyrighted
Material
–
Tony
Peleska
MHFA

27. BTIC Membership
Name Func,on
Role
Commissioner Approver
CIO Approver
CFO Approver
Strategy Approver
Legal Reviewer
Policy Reviewer
Copyrighted
Material
–
Tony
Peleska
MHFA
26

29. What do you do next?
• Work
with
management
–
fundamental
• Share
your
ideas
with
others
–
find
like
minded
individuals
• Ask
ques:ons
• Build
your
business
case(s)
• U:lize
resources
to
build
your
business
case
• Tell
your
story
around:
• Bo`om-­‐line
savings
• Increased
top-­‐line
revenue
• Mi:ga:ng
risk

30. Thank You
For
more
informa:on:
Tony
Peleska
CIO,
Minnesota
Housing
tony.peleska@state.mn.us
651-­‐296-­‐8189