IT and Marketplace Transformation

This course focuses on trends and recommendations from leading IT benchmarks, consultants, and thought leaders regards CIOs ability to turn IT into business value by setting new market direction.
There are no prerequisites for this course.
2 Days/Lecture & Lab
This course is designed for IT and Organizational leadership interested in breakthrough thinking for transformational IT, as are executives and professionals interested in unleashing insight on customers and speeding business processes to achieve business acceleration and value traditionally and in the blue ocean of new products and markets
  • IT a part of instead of apart from true business strategy
  • Using IT applications and development for competitive advantage
  • The Blue Ocean strategy that comes from IT business acceleration
  • Exploring ways that data itself is competitive accelerator
  • Using external (not only internal metrics) to drive IT strategic performance
  • Examples, Team Exercise (airlines, utility, consumer product teams)
  • Debrief implications for Patent operations
  • Aligning to the strategic forecast of business units and corporate
  • Conducting end-buyer analysis to accelerate market advantage (IT only vs. IT and functional leadership)
  • Balancing IT spend with discretionary investment in marketplace transformation
  • Balancing CIO strategic and operational priorities
  • Using a balanced scorecard, strategic hypothesis, and strategic map to track key performance indicators, critical success factors, tolerances, and remedies
  • Applying Lean Principles to the IT factory
  • Driving costs out of operations and toward superior business performance
  • Team exercise and report out on provided article
  • Innovative use of IT services to raise business performance
  • Top line (sales and customer cross-selling) implications
  • Challenging the processing and application development status quo
  • Allowing new technologies to aid in cost reduction
  • Supporting the PDA and Blackberry. Getting insight into the hands of the leaders
  • Some group analysis Borrowing ideas from competitors, vendors, clients, and consultants to make IT enablement of business more productive (Baird Report)
  • Strategic analysis, Strategic Planning, Market Opportunities, and Quick Hits
  • Governance structure reflecting Finance, HR, and other back office functions leading transformational improvements
  • Joint accountability of IT outcomes Eliminating the vacuum effect
  • Definitive alignment to IT priorities Hoshin Kanri (strategic planning)
  • Running of a Hoshin Kanri session
  • Documenting the business activities and aligning IT to them
  • Establishing command and control via metrics, governance, and program management excellence

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