IVIS-49; more on IVIS and innovation in IT…

For nearly two years now, this blog has been about ways for IT to position themselves as innovation leaders in the enterprise.  Over that time, there have been many discussions, articles, seminars, webinars, etc but IT innovation still seems to be more an exception than the rule.  Witness –

How to keep your job in 2015: Embrace IT transformation

http://www.fiercecio.com/story/ex-cio-2015-legacy-big-it-transformation/2014-12-04 .

G2 Sales-Intelligence Quadrant for Winter2015

Again, CIOs and IT can play a leadership role in innovation as the role of a Chief Marketing Technologist gains significant momentum.  CIOs can “realize they have a new job” or face the consequence, as so succinctly summarized by Tony Pagliarulo in this FierceCIO article.

Here’s one last graphic on “getting creative;” with 1 or 2 of the 40 Ways to Stay Creative perhaps raising eyebrows but with almost all of them previously introduced as part of this blog’s IVIS series.  How many of the 40 is your IT organization embracing?

40 Ways to Stay Creative


Posted in adjacent possible, agile, agility, BrandIT, business architecture, business of IT, Chief Marketing Technologist, CIO, CMO, CMT, creativity, disruptive, emerging, information technology, innovation, inspiration, IT as a business, ITBM, ITconnecter, ITDM, ITFM, ITFMA, IVIS, knowledge, leadership, management, organizational development, TBM, thought leader, user experience, VaaS, value proposition, vision Tagged with: , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,

Business Architecture Group on Value Proposition

Today’s webinar re:the value proposition of business architecture from the Business Architecture Guild (http://www.businessarchitectureguild.org/) –

  • Qualifying and quantifying value proposition approaches were discussed
    • “Strategy formulation and execution are intrinsically linked.”
  • Business silos are the cause of significant pain to any business architect, since these cause miscommunication, lack of cross-functional transparency, etc.
  • Why/Gains?
    • Root cause analysis
    • Better formulated biz strategies
    • Holistic view of business (transparency), etc.
  • The “Relevant” Executive
    • One who feels the pain, owns many of the pain problems AND can reward a successful resolution
    • Sphere of influence is the key, moreso than title of seniority
  • How?
    • Communication
    • Education
      • Understanding
    • Governance

My personal reflection on the webinar is that anything new requires “selling,” and the best “salesperson” is one who listens, understands and can identify, qualify and quantify value propositions.  Business Architecture requires no different an approach.





Posted in adjacent possible, agile, agility, BrandIT, business, business architecture, business of IT, career, collaboration, collective intelligence, creativity, customer, innovation, inspiration, IT as a business, ITBFM, ITBM, ITconnecter, ITDM, ITFBM, ITFM, ITFMA, knowledge, leadership, management, organizational development, ROI, TBM, thought leader, transformation, VaaS, value proposition, vision Tagged with: , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,

ERP, Sustainability + and Corporate Business Valuations

Thanks to MIT for their leadership position in pulling together the conceptual with the implementable!

After reading their below article, then speaking with a leader in the emerging new norm in fashion and garment (www.newvesturesfashion.org) and with a 30+ year veteran thought leader in the process industries, I’ve started to gain an understanding of how we can actually move the vision towards reality. Given the work done in some industries for Y2K, the data capture, analysis and remediation of core manufacturing infrastructure (NOT the IT side) is achievable enough to support the creation of “standard” metrics for safety, sustainability, serviceability, efficiency and effectiveness.  Capture these metrics and begin defining “best practices,” create some quantification algorithms to correlate to business value and voila, we have our next ERP bolt-on module.

Is it more complicated than this?  Yes.  Will it take a global groundswell to make this a reality?  Yes.  Can we all start on making this reality today? Yes.

Download (PDF, Unknown)

Posted in adjacent possible, analytics, BI, business architecture, CEO, collective intelligence, compliance, CPG, creativity, disruptive, emerging, ERP, information technology, innovation, inspiration, internet of things, IoT, ITconnecter, IVIS, M2M, manufacturing, MIT Sloan, process, process industries, taxonomy, thought leader, transformation, transparency, VaaS, vision Tagged with: , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,

IT as a Business – I/TBM August 20th, 2014 Newsletter

This issue’s highlights:

Is BYOD on the wane? Thursday’s chat topic via enterprisecioforum.com

Why Is Innovation So Hard? – Forbes

IT and Product Development Will Merge in the Digital Business – The CIO Report – WSJ


Posted in adjacent possible, BrandIT, business of IT, BYOA, BYOD, CIO, creativity, information technology, innovation, IT as a business, ITconnecter, ITFM, IVIS, leadership, thought leader, VaaS Tagged with: , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,

Interdisciplinary teams for SW selection – per New Story Group

From Tony Byrne of New Story Group

Over the last 2 weeks, we’ve shared our first two “inconvenient truths” of the software selection process, and provided takeaways to help your team navigate these challenges. Here’s #3 (from “12 Enduring Truths about Selecting Software”)….

3. Interdisciplinary selection teams work best

For important technology decisions, stakeholders can span across HR, legal, marketing and sales, finance, and more. Therefore, you need to involve all relevant groups in the process. Sometimes, business teams hand over the responsibility of software selection to IT groups with the premise that business leaders have neither sufficient time nor expertise. This is a mistake: the wrong tool will consume much more time and money than a committed presence in the selection process.

And of course, IT should never — ever — select business technology unilaterally.

Conversely, we sometimes witness selection teams trying to work around their internal IT resources because they don’t like the direction IT is heading, or they simply don’t get along. This is almost always a mistake; even with SaaS products, you will need IT’s help for things like navigating data integration.

Here’s what you should do:

Lesson 3: Build a broad selection team that can account for diverse enterprise needs and validate the results with peers.

Posted in analyst, application, BrandIT, business, business architecture, business of IT, CIO, collaboration, information technology, interoperability, IT as a business, ITBM, ITconnecter, ITFM, leadership, software, thought leader, transparency Tagged with: , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,

US Tech CEOs See Growth – KPMG Survey Infographic

Santa Clara, Calif. — The CEOs of U.S. technology companies believe the industry’s growth will continue unabated for the next few years before peaking in 2017, according to a new survey by KPMG. The survey of 53 tech CEOs found that 40% expect their greatest profits in 2017, with another 23% seeing highest profits in 2018 and beyond. At the same time, 36% plan to increase their company’s headcount by 11%-25% percent over the next three years, with another 21% planning a smaller increase. “While some industry observers wonder whether the tech run will continue, our survey of tech CEOs and their three-year view makes clear these leaders see strong revenue and hiring growth ahead,” said Gary Matuszak, the global chair of KPMG’s Technology, Media and Telecommunications practice. “This extends what we saw in our survey of tech executives in KPMG’s 12-month industry outlook.”

Download (PDF, Unknown)

Posted in business of IT, CEO, employment, information technology, ITconnecter, ITFM, IVIS, leadership, media and entertainment, VaaS, vendor Tagged with: , , , , , , , , , , , , , , , , , , , ,

IVIS-45-48; Find Inspiration, LISTEN, Challenge yourself and Make Distractions Mandatory

Next Step: Read Andy Miller’s article below or at http://www.bizjournals.com/bizjournals/how-to/growth-strategies/constant-contact/2014/08/4-tricks-for-unlocking-your-imagination.html?page=all

4 tricks for unlocking your imagination so you can innovate

4 tricks for unlocking your imagination so you can innovate

Passion, determination and fearlessness are qualities most successful entrepreneurs and small business owners are known to possess. But where does imagination fit in? It’s imagination, after all, that leads to creativity. It’s imagination that fuels innovation. And, as conventional wisdom goes, if you don’t innovate you may not survive.

While memories of childhood — of looking towards the stars to create your own worlds or playing games with friends while making up new rules as you go — are normally the first things that come to mind when thinking of “imagination,” the ability to imagine doesn’t disappear upon entering adulthood.

Of course, as a small business owner, when you’re in the throes of paying bills or seeking funding, hiring or firing employees, and finding new customers while keeping the ones you have happy, there doesn’t seem to be much room for letting your imagination run wild.

How do we get past the barrier of day-to-day responsibilities and pressures to get to a creative space? I know from my work with start-up founders involved in the Constant Contact Small Business Innovation Program that these tricks work for anyone looking to unlock their imagination.

1. Inspiration is everywhere, so go out and find it

There is no limit to the number of places where you can find a great idea. However, it does take some practice to train your mind to be constantly on the lookout.

To begin, I recommend these activities:

  • Scour the news and competitive landscape. Keep regular tabs on what is happening in your industry, what your competitors are doing, and what trends are occurring among both businesses and consumers as a whole. You can often discover ideas that can apply to your business.
  • Become aware of what you like in the products and services you use. Hypothetically, take your interest (bourgeoning on obsession) with Instagram. It’s just a photo sharing app on its surface, so what makes it so addictive? For you it may be streamlined and simplified layout, or the pre-set filters that allow you to easily create something beautiful that you otherwise would not have been able to make, or maybe you just like to stalk your friends. You may find an idea in your favorite products that can strengthen your own business offerings.
  • Get out of the office and observe the world around you. While customer surveys are certainly valuable (more on that later), it is also valuable to go out and see consumers in the field. Observing how the world works with a lens of “how can I make it better” can go a long way in developing your professional imagination.

2. Listen — and I mean really listen — to your customers and their pain points

A lot of businesses only talk to customers in order to mitigate problems. Take your business one step further and use conversations with customers to spark an idea to improve your business. Some easy ways to collect feedback include sending out surveys via email, asking questions of your Facebook and Twitter followers, or simply having a conversation with someone at your place of business.

For example, innovation and design firm IDEO recently worked with State Farm Insurance to find ways to better build relationships with millennials. Through extensive rounds of interviews with consumers between 18 and 35 years old, IDEO discovered that millennials found insurance companies to be intimidating and unwelcoming. With this information in hand, State Farm and IDEO sought to introduce brand-new State Farm brick-and-mortar locations, designed specifically to accommodate and educate millennials on insurance. The results were, well, quite welcoming.

3. Step out of your comfort zone and challenge yourself in new ways

We all have a tendency to think in limited perspectives based on our strengths and experiences. If you have a marketing background, you may look at your product in an entirely different way than if you have a design background.

When stuck in a creative rut, many songwriters will switch to an instrument other than their one of choice in order to become re-inspired. Push yourself to consider different perspectives and think of problems from a different angle and you too may soon see great new ideas form.

Similarly, push yourself to think bigger. It’s perfectly fine to have “pie-in-the-sky” ambitions as long as you remember that not every idea will result in success. Search engine giant Google is particularly good at this. Take a look at its recent ventures: wearable technology, self-driving cars, smart thermometers. Do any of these fall in the category of its “bread-and-butter” search engines? No. Will all of them succeed? Probably not. But it is through Google’s willingness to push itself that it has become one of the most successful companies on the planet.

4. Make distractions mandatory

At our Small Business InnoLoft, it’s common to see Nerf gun fights and skee ball competitions. Taking a step away from your everyday tasks gives your mind the space to wander — or simply not think at all — for just a bit.

The benefits of distraction have been scientifically proven. The Journal of Occupational and Organizational Psychology found that 20-minute “progressive relaxation” midday breaks reduced stress in the afternoon, helped blood pressure, produced better sleep quality, and more.

The benefits of fostering imagination and creativity are many, from the creation of a rewarding work environment to the discovery of those “wow” moments (big or small) that make your business a success.

And remember, as George Lucas put so well, “You can’t do it unless you can imagine it.”

Posted in adjacent possible, adoption, agile, agility, BrandIT, business of IT, CIO, collaboration, creativity, CTO, disruptive, innovation, inspiration, IT as a business, ITconnecter, ITFM, IVIS, leadership, thought leader, transformation, VaaS, vision Tagged with: , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,

IT as a Business – I/TBM August 13th, 2014 Newsletter

Issue highlights:

Top cloud skills employers are looking for

Xerox Moves to Rapid Service Innovation in R&D Labs – The CIO Report – WSJ

The rise of human-centric innovation – I-CIO


Posted in BrandIT, business of IT, CIO, cloud, information technology, innovation, inspiration, IT as a business, ITconnecter, ITFM, IVIS, leadership, private cloud, public cloud, thought leader, transformation, VaaS Tagged with: , , , , , , , , , , , , , , , , , , , , , , , , ,

Role of Chief Marketing Technologist – Gartner, Richard Fouts

THE key takeway from this very pertinent and timely Gartner blog is Think Customer Experience.  All else (growth, strategy) should and will emanate from “doing” customer experience correctly.


Richard Fouts, Research Vice President, Gartner

How the Role of Chief Marketing Technologist is Changing. August 15, 2014  |

The role of chief marketing technologist hasn’t even reached its tenth anniversary. Yet it’s already starting to change.  Why?

In many cases, marketing executives are recalibrating the role to focus on more strategic efforts. For example, one CMO I recently interviewed told me she had inadvertently tasked her chief marketing technologist with the type of  projects that should have been managed by her IT organization. “You don’t need a CMT to oversee the automation of marketing operations, or things like SFA,” she said. “Those aren’t differentiators.”

This CMO has some good advice for her peers. “Don’t let your CMT fall into the trap of becoming a help desk for marketing. My team started tapping into the CMT to support projects that weren’t strategically aligned with our initiative to generate upside revenue. Others were actually using him to write low priority landing pages because he’s fast. But that diverted his attention away from projects designed to improve net new revenue.”

This CMO took immediate corrective action to get her CMT on the right track. You can avoid a similar situation if you:

Properly scope the role.  Remember the phase, “if you don’t know where you’re going, any road will take you there.”  Make sure you’ve defined the role as a strategic advisor to marketing, as one who can help you monitor, assess then implement emerging technologies that are on your critical path to compete; that are on your critical path for growth.

Align the role with business strategy. If your number one business initiative is to compete more effectively in the digital economy, to avoid losing share to more digitally-savvy competitors, you’ve got a situation any good CMT wants to tackle.

Focus the role on growth. Survey after survey reveals growth as a leading initiative in organizations across all sectors. There are many ways to grow a company, and the digital economy presents unique opportunities to increase wallet share, upsell, cross sell, and offer new products to new customer types. Your CMT can help you put definition around of these strategies, then help you set priorities.

Think customer experience. The digital economy is all about delivering a seamless, compelling customer experience across a greater set of digital channels, touchpoints and communications. But integration is key here. Your CMT, as part creative, part marketer and part technologist is the one most tasked with initiatives that aim to compete on customer experience. This is not an area where traditional IT excels. Today’s CMT however, has expertise, background and knowledge of how experience can be a competitive differentiator.

Remember, technologists have been assigned to marketing before, largely characterized by applying automation to existing business models and processes. But over the past 7-10 years, extraordinary advances in compute power (accompanied by aggressive adoption of mobile, social networks and cloud services) have initiated a string of transformative ideas from digital startups that we haven’t seen since the late-1990s. Often launched from college dorm rooms, these startups regularly reach valuations that exceed $1 billion.  CMOs, seeing this renewed innovation, have directed the chief marketing technologist’s attention to securing the organization’s place in a new digital economy.

New business models inspired by the digital economy, require the CMT collaborate with multiple business leaders to deal with economic forces that are changing how the organization fundamentally competes. For example, many companies threatened by digital disruption from more agile players realize they can’t transform their legacy business overnight. Hence, many CMO/CMTs fight back with their own digital startups, leveraging internal strengths young competitors lack: a mature shared services organization. CMTs with startup experience are in particular demand for this very reason.

Hopefully you’re seeing a pattern here. The CMT as business leader.

Check out analyst picks this week for more detailed advice about the evolving CMT.

Posted in analyst, business of IT, career, Chief Marketing Technologist, CMO, CMT, consumer, creativity, information technology, innovation, IT as a business, ITconnecter, ITFM, IVIS, job, leadership, management, marketing, shadow IT, thought leader, transformation, vision Tagged with: , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,

IT as a Business – I/TBM August 2nd, 2014 Newsletter

Highlights from the latest issue:

SaaS ROI Calculator | Enterprise CIO Forum

A Short History of Tech Innovation (Infographic)

Why you should fire your CIO | VentureBeat | Entrepreneur | by Dean Fischer, West Monroe Partners & Eric Dean, Arthur J. Gallagher & Co

Posted in application, BrandIT, business of IT, career, CIO, information technology, innovation, IT as a business, ITconnecter, ITFM, IVIS, ROI, SaaS, VaaS Tagged with: , , , , , , , , , , , , , , , , , , , , ,
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