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How to Build an Award-winning IT Organization
The Art Behind Getting IT Organizations Where They Should Be:
At the Heart of Business Mission, Vision & Strategy
Presented by: Kathie Topel
Author & Vice President of Impact Insights
© 2010 Impact Insights. Confidential Information.
Kathie Topel
 Author of the book
POWERSHIP®
 Vice President, Impact
Insights, an SPR Company
 15 years as CEO of a
Technology Consulting Firm
 Certified in Supply Chain and
Manufacturing
 25+ years in Delivery of
Technology Solutions
SPR Companies
IMPACT insights - Mission
Premier, national source of business-IT
alignment and optimization solutions.
We are known for our unique ability to
build award-winning IT departments that
make enormous contributions to
business success.
Putting IT at the Heart of Business
Success!
4
Leadership Impact
Key Takeaways
 How to make awareness and accountability core
responsibilities for an entire organization, not just the
leadership team
 The critical difference between teamwork in name and
teamwork in practice
 The surprising amount of change IT teams can manage
if the adjustments are well explained and left open for
plenty of discussion
 How to turn strong IT performance into award-winning IT
performance that will get your technology team noticed,
inside the company and out
 Overview of the proven, nine-step POWERSHIP®
process for engaging IT teams for delivering powerful
business results
WHO
Remembers
This???
What does it take?
 CIOs need to expand beyond operational and
turnaround roles to become true business strategists.
 CIOs that gain footing at the boardroom table are using
IT to create strategic business advantage.
 CIOs need to think strategically and be pushing their
organizations to seek out new ways to engage
customers.
 CIOs must be looking for ideas and solutions that build
new revenue streams.
 CIOs have to foster sustainable innovation that creates
lasting value.
 CIOs need everyone on their team to be engaged.
 CIOs need to be driving toward Open Leadership.
14
New Leader
Open Leadership
Defined by Charlene Li
Having the confidence and humility to give up the
need to be in control while inspiring commitment
from people to accomplish goals.
New Rules
Rule # 1 - Respect that your customers and
employees have power.
Rule # 2 - Share constantly to build trust.
Rule # 3 - Nurture curiosity and humility.
Rule # 4 - Hold openness accountable.
Rule # 5 - Forgive Failure.
Alignment for Strategic
Execution Becomes the
Challenge…
Focus only on 1 piece of
the puzzle.
Strategy
VISION
AWARD-Winning
IT Organization!
What Does Award-winning Mean?
 Business Value
 Strategic Impact
– Penetration of new markets, competitive differentiation, increased market share,
improved collaboration among employees, partners and/or customers.
 Customer Impact
– More choices of products and services, lower cost for customers, more rewarding/less
time-consuming transactions.
 Financial Impact
– Lower business costs, increased profits, generation of revenue through IT-enabled
services.
 Operational Impact
– Increased efficiency and effectiveness, improvements to the industry value chain.
 Security or Regulatory Impact
– Protection of corporate or customer information resulting in tangible business results,
benefit to the business beyond basic compliance, such as speed to market.
 Social Impact
– Improvements to education, health, safety or the environment.
21
Strategy Execution Model
P lus People Engagement
O ngoing Vision
W inning Strategy
E qualized Framework
R OI Branding
S ynergistic Selling
H armonious Delivery
I ndustrial Strength Operations
P lus People Leadership
Maximized Impact
P lus People Engagement
Traditional Onsite Team
Mobile Workforce
Newest Workforce
Senior Executive Workforce
Maximized Impact
P lus People Engagement
O ngoing Vision
5 Vision Elements
Return on Expectations
Structure
Culture
Customer
Employee Values
Maximized Impact
P lus People Engagement
O ngoing Vision
W inning Strategy
2012 Vision Element – CUSTOMER
We are known for our detailed understanding of technology and the solutions that we provide.
Our enterprise clients can always depend on us to deliver premium value at a cost effective level.
We believe in fostering a true partnership with our clients to be most effective in supporting them
through the evolution of their business. We pride ourselves on creating a memorable
experience, providing impact and developing solutions with longevity. We are
known for being flexible and able to adapt to our client requests whenever possible. Our clients
experience high quality each and every time our services are utilized.
S
Statement
O
Objective
A
Action
P
Point
Focus on adding value to the Enterprise Clients to assist them to
reach their differentiation goals.
Foster Innovation throughout the company with the goal to drive
toward solutions that give expanded value to customers.
.
Develop the innovation process that will enable the rapid and
successful implementation of ideas into our marketplace.
Develop the innovation process map.
Maximized Impact
P lus People Engagement
O ngoing Vision
W inning Strategy
E qualized Framework
Equalized Framework
Actual Performance Over Target
Target
Return On
Structure
Expectation
Culture
Employee
Customer
Values
Actual Performance Under Target
Target
Equalized Framework
(Under achievement of Customer expectations)
Actual Performance Over Target
Employee
Values
Return On
Expectation
Target
Structure
Target
Culture
Customer
Actual Performance Under Target
Maximized Impact
P lus People Engagement
O ngoing Vision
W inning Strategy
E qualized Framework
R OI Branding
ROI Branding
Internal
External
36
Strategy Execution Model
P lus People Engagement
O ngoing Vision
W inning Strategy
E qualized Framework
R OI Branding
S ynergistic Selling
H armonious Delivery
I ndustrial Strength Operations
P lus People Leadership
Results
Result
Business Impact
A Single Plan
Everyone is focused on the delivery of the vision
through a single plan that encompasses all
elements of the business.
Increased Flexibility
The ability to react to changes in the economy and
current issues.
Performance Measures
Creates corporate awareness and accountability.
Knowledge Sharing
Increased understanding of the needs of the
business, providing growth of your best asset your
people.
People Engagement
Increased productivity through ownership,
awareness, and motivation. Understanding of how
their job assists vision delivery.
Communication Backdrop
The ability to share ideas through one common
language.
Leadership Strength Expanded
Awareness that leadership is the job of everyone
in the company, Receptionist to CEO.
5 Key Points for Success
1.
2.
3.
4.
5.
Vision
Strategy
Engagement
Lasting Value
Sustainable Innovation
What does it take?
 CIOs need to expand beyond operational and
turnaround roles to become true business strategists.
 CIOs that gain footing at the boardroom table are using
IT to create strategic business advantage.
 CIOs need to think strategically and be pushing their
organizations to seek out new ways to engage
customers.
 CIOs must be looking for ideas and solutions that build
new revenue streams.
 CIOs have to foster sustainable innovation that creates
lasting value.
 CIOs need everyone on their team to be engaged.
 CIOs need to be driving toward Open Leadership.
40
THANK YOU!!
Questions:
Kathie.Topel@impactinsights.com
Join our LinkedIn Group:
http://tinyurl.com/spr-leadership