Over the years Dell's business has changed more quickly than our processes and systems. We continue to need the flexibility to support growth and the capabilities to meet customer expectations and market dynamics. But what it took to be successful is a completely different approach.  Learn how Dell's Business Architecture Team (BAT) is leading the way by partnering with the business in new ways that define where to invest and prioritize. In this session we'll deconstruct Dell's process for developing a strategic IT roadmap based on a future-state vision of capabilities required to achieve business priorities and goals.

1. Developing an IT strategy
to transform the business
Dell’s approach
Michael Smyth, VP Office of the CIO
Julia Langston, IT Director Portfolio Management Office
SessionMT98

2. Dell - Internal Use - Confidential
Transforming
into an
efficient
solutions provider
Required different business
strategy-lead process
Business Architecture Team (BAT)
leads, steers, partners & develops
logical progressions
This creates a simplified customer
experience and work team efficiency
It’s a multi-year journey that focuses
on what matters most to customers

3. Dell - Internal Use - Confidential
Change was needed to move forward
• Techin searchof problems
• Point vs. E2E solutions
• Splinteredbudgets& priorities
• Scope redundancy
• Transparency
• Voice of customer
• Business process& adoption
• Lead by business strategy
• Enterprise-wide & integrated
• Defined end state & capabilities
• Establisheddelivery framework

4. Dell - Internal Use - Confidential
How we organized
Process Lifecycle approach:
ensures cross-functional representation
Blueprint: defines future state
business architecture to deliver the
required infrastructure
– Communicates vision
– Expected outcomes
– Process,technology& architecture
Roadmap: depicts integrated, sequenced
multi-year programs to achieve outcomes
– Sequencescapabilities via funded projects
– Governs our progress

5. Dell - Internal Use - Confidential
IT partnering to ensure strategic delivery
in four distinct layers
Dev. Market Sell Fulfill Support Corp.
Success means:
• Meets businessneeds
• Iterative business &
technical design
• Consistent / persistent
• Implementable
• Widely communicated
& understood
Key IT deliverables:
• IT Strategy Plan
• Future-State
Reference Architecture
• Architectural Strategy document
• Program Architecture document

6. Dell - Internal Use - Confidential
Governing our progress and delivery
Process Lifecycle GovernanceBAT Working Team IT Governance
Creates the roadmap,
governs the process &
creates the blueprint
Portfolio Planning
Defines capability gaps,
strategy, processes and
interlocks/dependencies
Business enablement
Roadmap PlanningLifecycle Process
Project Governance
Measures & governs
processes
Manages interlocks,
interdependencies &
change control
Business Architecture Team
Executive Leadership Team
Delivery and
execution
Reviews quarterly
outcomes
Mobilizes and
aligns key leaders
Sets the vision for
business architecture
Drives resource estimation,
supply/demand levelling,
creation of Plan of Record
Sets governance standards,
performs program oversite,
issue / risk tracking, and
portfolio management
Portfolio Health

7. Dell - Internal Use - Confidential
What went well What is still evolving
Adoption
Program governance
Process governance
Agility & simplification
Blueprint approach
Velocity
Dependencies
Value creation
Business influence
Business outcomes

8. Dell - Internal Use - Confidential
Key
considerations
1. Optimize Optimize in terms of what is best holistically
for the enterprise
2. Customer
first
Keep the unified customer experience at the
fore-front of design
3. Unify
management
Planning & execution accountability reside
with a single steering committee
4. Accelerate Work to accelerate the strategy vs. debate the
strategy
5. Focuson
the business
Focus on delivery of business results vs.
IT projects (emphasize scope not budget)
6.
Communicate
Communication is crucial to ensuring a
unified vision & progress to that vision
7. Lead Install best leaders as executive sponsors
ensuring their understanding of commitments

9. Thank you