Interesting data visualization exercise of listing all possible future events, assigning each a magnitude and probability, linking each event, and integrating them all in an interactive visual.
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I am meeting a CIO of a big company this week. The company is making major acquisitions globally. Their goal is to leave each business operating independently with local autonomy to make decisions for growth. Initial information I received is that the CIO will leave the current IT systems alone leaving some room for future functional consolidation – HR, Procurement, Finance/Operations.
Which Operating model is this company going to adopt?
My research and analysis tells me that this company is going to pick “Coordination” Operating model. The product that the company produces is perishable that a common man in the world consumes. They have shared customers – but the packaging and distribution of the product may wary depending on the national factors – culture, currency etc.
Coordination calls for high levels of integration but little standardization of processes. Business units in a Coordination company share one or more of the following: customers, products, suppliers, and partners. The benefits of integration can include integrated customer service, cross-selling, and transparency across supply chain processes. But while key business processes are integrated, business units have unique operations, often demanding unique capabilities. For companies with a Coordination model, low cost is usually not the primary driver in company-wide decisions. Autonomous business heads execute their processes in the most efficient manner possible, but corporate directives and negotiations focus on providing the best service to the customer. Strong central management defines the need for cooperation. Successful companies rely on incentive systems and management training to encourage company-wide thinking at the business unit level.
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Using Random number generator at http://random.org. The #3 comment by TED on the blog post is the winner. Thanks all for commenting.
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IVI has launched the IT Capability Maturity Framework (IT-CMF). The IT-CMF provides a concise management roadmap to optimize business value derived from IT investments. The IT-CMF consists of a five-stage maturity model which is used to organize and structure a framework for mapping IT improvement efforts. The holistic approach of the IT-CMF is shown through four macro process for each of the five maturity stages. These consist of Managing the IT Budget, Managing the IT Capability, Managing IT for Business Value, and Managing IT like a Business. Altogether, 36 individual processes are managed by the framework.
- ITIL is a set of techniques and concepts for helping manage IT infrastructure, development and operations.
- COBIT (ISACA, 2007) is another framework which has attracted significant adoption and has its roots in the information security and auditing domain.
- An extension of COBIT called VALIT (ISACA, 2008) extends the risk management and security focus into the domain of value management.
- CMMI (SEI, 2003) is used often for software development and project management practices in IT organizations.
- The IT Service CMM (Niessink, 2005) applies a CMM approach to the IT service Management aspect of IT and has gained some traction in the Netherlands and surrounding countries.
If you are already applying one or more of other frameworks listed above, how will you use integrate IT-CMF?
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