August 15th Slide Deck for CIO Perspectives: From Operations to the Executive Suite

1. CIO Perspectives: From Operations to the
Executive Suite
Rich Razon
Co-Founder, PureShare, Inc.
1-415-656-9692
rrazon@pureshare.com

2. CIO Perspectives: From Operations to the Executive Suite
Agenda:
 Metrics across an Organizational Hierarchy
 CIO Tenets
 CIO Interviews
 Strategic Insights
 Executive Briefings

3. CIO Perspectives: From Operations to the Executive Suite
Objectives:
 Help bridge the info gap from operations to the executives
 Get to know CIO metrics and reporting tenets
 Know how to leverage metrics for messaging
Executive Briefings
Compound Metrics
Operations Executive Suite
Strategic Insights

4. CIO Tenet # 1
Transparency
Open access to performance measures
and targets that apply to all levels of the
organization.

5. Changing Metrics and Reporting Needs Across an Organizational Hierarchy
Customers • Strategic Insights
• Executive Briefing
Executives • External Focus
• Sound bites
• Highly Summarized
VPs
• Compound Metrics
• Logical Rollups
Directors • Mobile
• Internally Focused
Managers • Highly Detailed
• Operations-centric
• Real-time
Team Leaders
• Multiple form factors
• Ad-hoc
Staff

6. Metrics Support the Organization Design
As you go higher in the organization, the scope
of metrics expands and the need for
summarization increases
Empower all levels of management
 Teams focus on operations
 Senior managers provide leadership, direction, and
oversight
 Executives concentrate on decisions that shape the
company
Each level has a unique profile
 Tailored and connected views

7. CIO Tenet # 2
Automation
Eliminate manual handling and consolidation
where possible to reduce errors and latency.
Automation builds trust and confidence!
.

8. 360 Degree Views: A Metrics Challenge
Senior Executives
& Board
Peers
Partners
Customers
Management
Team Leaders

9. Heterogeneous Environments: Automation to derive metrics

10. Complex Groups Competing for Attention
Customers
Executives
VPs
Directors
Managers
Team Leaders
Staff

11. Disparate Tools Within Each Group:
Customers
Executives
VPs
Directors
Managers
Team Leaders
Staff

12. CIO Tenet # 3
Clarity
• Who is it for?
• What does it mean?
• Why is it important?
.

13. CIO Management Metrics:
Escalating the IT Value Conversation beyond IT
External Business Business Metrics Business
Business Metrics Improvements Innovation
Internal Business Internal Business
Internal Internal Business
Improvement Process
Business Process Metrics
Metrics Innovation Metrics
IT Operations IT Project Technical
IT Performance Performance Innovation
Operations Projects Innovation
Madeline Weiss, SIM APC

14. Sample Manually Prepared CIO Scorecard
Pg 1 Baseline Time Period FY12 Average
Year to How We Measure
Metric # Metric Ave FY11 Jul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Date
(%)
Blue Chip Project Delivery: predictable performance - Ability to innovate: Where can we improve and create new value?
Percentage of in flight blue chip projects on Monthly project reports -
1a schedule
72% 73% 82% 91% 82%
how are we doing
Percentage of in flight blue chip projects Monthly project reports -
1b within budget
87% 82% 91% 100% 91%
how are we doing
Qualitative Feedback: It feels good to be our customer, use our services, and work within the Office of the CIO - How do our customers see us?
This is an annual random survey of users of the services. Baseline established from question "How satisfied are you Annual CIO poll sent out to
2a Voice of the Users- Annual CIO Poll 68.1% with the overall service experience with services provided by the Offices of the CIO?" To be conducted in February - 68.1% a random sample of all
March 2012 users
Positive responses over
2b Voice of the ERP Business Sponsors 42.7% Survey was conducted in August-September, 2011. Returns are being analyzed. 42.7%
total responses
Question "Overall, how satisfied are you at being an employee ?" Survey to be conducted with staff after FY11 year Positive responses over
2c Voice of the Employee 61.5% end reviews.
61.5%
total responses
Transaction surveys of our
Voice of the service desk users (incidents & Mean=4.66 Mean=4.70 Mean=4.63 Mean=4.62 Mean=4.65
2d service requests)* (92.3%) (93.3%) (91.3%) (91.2%) (91.9%)
incident and request
fulfillment processes

15. Automated IT Scorecard, with best-practice visualization

16. Sample Scorecard Drilldown to Details

17. Executive Video Wall Example

18. CIO Tenet # 4
Context
• Must answer the question: ‘So What?’
.
How to deliver messages with context?
Focus on “Strategic Insights”

19. What is a Strategic Insight?
Key metrics that develop penetrating understanding
 Must be valuable to the user, worthy of attention
 “a bite-sized chunk of knowledge” for rapid review
Types include any combination of:
 Inform – Educate, provide context and/or talking points
 Awareness – Make aware of current status, recent events
 Progress – Show trending vs. baselines
 Results – Metrics showing results vs. targets & objectives
 Anticipate – Leading indicators, contributing factors

20. What does a Strategic Insight look like?
Display as single row
Easily consumable
Must answer
No mental calculations ‘So What?’
Will be stacked in a list

21. Example Executive Dashboard (Global View)

23. Connecting the Business to Strategic Insights
Teams
Middle
Mgmt
Senior
The Leaders
Business Execs
Mgmt
Tools Strategic
Insights
Exec Briefing
Summary
Operations Rollups
Dashboards and
Reports Briefing
Notes
Briefing
Notes

24. Metrics Hub facilitates new Strategic Insights
New insights from
combining metrics
Internal Other Internal  Added areas make
Core Supporting framework richer
Areas Areas
Layer other areas
 Marketing, Sales,
Finance, HR, etc.
 Intertwine results
with the business
Industry metrics as
Execs
Strategic Industry
Benchmarks
baseline comparison
Insights
 Market share, cust
sat, profitability,
efficiency, etc.

25. Top Executive Baselines for Compound Metrics
Financials
 Revenue, Cost, Profit, Investment metrics
People and Organizations
 Staff, Competency, Compliance, Customers
Infrastructure
 Assets, Network devices, ports, bandwidth
Company Output or Activity
 Transactions, Production Volumes
Sales and Marketing / Industry
 Pipeline, market share, industry benchmarks

26. CIO Tenet # 5
Continual Improvement
Not a project with a finite end- metrics management must
continue to evolve as long as the business continues to evolve
.

27. Systematic Approach towards Deploying Executive Metrics
Deliver immediate value, constantly improve
Build metrics catalog, add/refine metrics
 Ultimate goal: strategic insights gained from combining metrics
 Get everyone ‘on the same page’
Keep adding automated links to more data sources
 Automation builds trust and confidence in the measures and their ready
availability.
Rollout views in web-based framework
 Make results readily accessible
 Adoption is success

28. 5 Core CIO Tenets:
Transparency
Open access to performance measures that apply to all organizational
levels, top-to-bottom.
Automation
Eliminate manual handling and consolidation where possible to reduce
errors and report latency. Automation builds trust and confidence.
Clarity
Unambiguous as to what metrics are, what they mean, who they are
for and why they are important.
Context
Answers the question ‘So what?’
Continual Improvement
Metrics and performance management is not a ‘project’ with a finite
end. It is a process that will continue as the business evolves.

29. For Additional Info, please contact:
Rich Razon
Co-Founder, PureShare, Inc.
1-415-656-9692
rrazon@pureshare.com