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This article was contributed by Giuliano Caldo, VP, Head of IT Diagnostics, McKinsey & Company, Inc.

 

IT has traditionally been seen as a black box and a cost center that the business only thought about when servers went down. Today, that story is being rewritten.

 

IT has traditionally been seen as a black box and a cost center. Long ago, when I was an IT manager, the conventional wisdom had it that, if everything went well, nobody even knew IT existed; only when servers went down or in the budget season, did the business think about IT.

 

Nowadays, IT can be much more than that. Multiple initiatives have emerged to change the ‘old’ way of thinking and to put CIOs at the forefront of delivering business innovation. One of the most successful frameworks in this area is called Technology Business Management. Ultimately, TBM’s purpose is to help CIOs turn IT from a cost center to a driver of value, by managing IT like a business.

 

McKinsey has identified 5 different archetypes of increasing TBM maturity. For example, Archetype 1, “Transparency Driven” is a largely black-box IT department, trying to increase transparency but with few new cost savings. Moving up in TBM maturity, Archetype 3 is the “Portfolio Optimizer”, where IT interacts with the business based on an effective service portfolio. The most visionary Archetype 5 is called “Digital Enterprise”, where IT is one of the driving forces of business digitization.

 

However, despite the general agreement that technology-driven companies are the winners of tomorrow, many CIOs are still facing challenges that prevent them from moving up the TBM archetypes.

What are the reasons for this?

 

In my consulting job at McKinsey, I have diagnosed IT performance of hundreds of companies in multiple sectors and geographies, and have had the opportunity to talk with many CIOs about transparency and TBM. The two main issues I’ve observed IT leaders face are 1) the difficulty to successfully explain IT services to the business and 2) the complexity of IT performance-related data (costs, FTE, projects, asset inventories, etc.).

 

Because of these apparent difficulties, CIOs will often decide to indefinitely postpone the necessary TBM journey. In a survey run by McKinsey with over 100 IT organizations, it turned out that 62% of respondents are still at Archetype 1, and have neither been able to define a systematic cost-savings program based on additional IT transparency nor to have a service catalog covering most of its IT.

 

What can be done to change this? While each company is different, there are typically three things that can help jump start TBM:

 

  1. Build a vision, by describing your applications as business-oriented services
    Looking for an example? Just visit the website of salesforce.com, gsuite, or at any other cloud-based enterprise service. 
  2. Get the facts, by making a map of IT data sources
    What information is needed to understand the cost and service level of each of the above services? Where does the info lie? What is the data quality? 
  3. Be gradual
    Work in waves of 3-6 months to aggregate and analyze data about your IT; each wave should incrementally increase transparency of IT, and, especially, should bring specific benefits, in terms of cost savings, improved service levels, etc.

 

The opportunities are numerous, TBM can turn IT from a cost center to a source of value, and from a black box to a digital toolbox. It’s a journey; all it takes is the first step.

 

Please join Giuliano Caldo of McKinsey, and other IT leaders at Leading IT Like a Business in Frankfurt, Germany on November 24th, 2016

It is that time of year again, the nominations for the 2017 TBM Council Awards are open! This year marks the fifth year of the TBM Conference and the TBM Council Awards program. Throughout the past five years we have heard from a variety of leaders and change agents who have transformed their organizations with technology business management.

 

This year, it’s your turn!

Submit a TBM Council Awards Nomination

 

The TBM Council Awards honors all levels of TBM experience. Whether your organization has recently embraced TBM or you are implementing TBM throughout the enterprise, there is a category for you and your team.

 

Here are a few category considerations to keep in mind when submitting your nomination:

 

Business Innovation Award – The Selection Committee is looking for an organization that is changing the conversation with line-of-business stakeholders, the C-suite, and even the board of directors. Can you show how your team has shifted budget from maintenance costs to innovation?

 

IT Optimization Award – Finalists for this category will provide tangible examples of how they are saving money on IT spending and/or are getting more value per dollar invested.

 

IT Financial Leadership Award (formerly CFO of IT Leadership) – Finalists for this category have changed the role of IT finance at their organization. They are no longer looked at as merely a controller/accounting function. They are seen as drivers of decision-making power to IT, finance and business stakeholders.

 

IT Services Transformation Award –The Selection Committee is looking for leaders who can demonstrate how their team is shifting IT from being an expense center to delivering services with greater flexibility, transparency of cost, consumption and quality.

 

Strategy and Planning Excellence Award – Finalists for this category have embraced dynamic planning. They have shifted from a static, cost center-based IT planning process to one that regularly links IT resources to business strategy, business demand for services and innovation and IT-led initiatives.

 

TBM Pacesetter Award (formerly CIO Business Leadership) – Finalists for this category can demonstrate how their organization has made significant progress in transparency, data quality, decision making and business results in less than 18 months with TBM.

 

Since the TBM Council Awards began in 2013, we have seen and heard incredible stories of TBM success. Now it’s your chance to share your story. Nominations are open through April 21. Nominate your team today!

 

Follow the TBM Council on LinkedIn, Twitter, and Facebook for the latest Council updates, membership information, and upcoming events.

For the past two years, federal agencies have been graded on their adoption and implementation of the Federal Information Technology Acquisition Reform Act (FITARA). Agencies are scored in the following categories:

 

  1. Data Center Consolidation
  2. IT Portfolio Review Savings
  3. Incremental Development
  4. Risk Assessment Transparency

 

What have the results of this assessment revealed? Though agencies have made progress, they are still struggling to manage their IT spending. A recent survey conducted by GovLoop and Apptio, found that 55% of 295 public-sector employees surveyed do not believe federal IT managers are fully aware of their agencies’ IT investments and their value. Neither are their agency’s non-technical leaders, according to 72% of respondents.

 

These findings are reflected in the 2016 FITARA scorecard, with zero of the 24 agencies scoring an “A” and only one receiving a “B” grade.

 

Change and progress take time. The Technology Business Management (TBM) Council is committed to supporting both public and private sector IT leaders establish better transparency and collaboration around their IT spending.

 

Cutting out IT Redundancies

“Infrastructure remains a common source of inefficiency, oftentimes the results of maintaining too much unused capacity.” – Todd Tucker, Technology Business Management, The Four Value Conversations CIOs Must Have With Their Businesses

 

One of the key scoring criteria for FITARA is around data center consolidation. The Office of Management and Budget requires agencies to provide an update to their data center inventory, a strategy for optimization and consolidation, and quarterly updates on their progress. A letter grade is issued based on how much of the planned savings has been realized.

 

TBM enables IT leaders to manage multiple data centers as a portfolio. When measuring costs, TBM takes into account data center costs in their entirety on a total and a per-unit basis. This includes rack units, square footage, location, purpose, tier, depreciation, leases, power, cooling, and additional overhead. These metrics allow you to compare your multiple data centers and determine their overall cost effectiveness.

 

Having detailed insights into your costs and their causes allow agencies to determine where it makes the most sense to host new applications, optimize costs, and/or decommission inefficient infrastructure.

 

Creating Inner-Agency Transparency

When employed by your IT organization and with your business partners, transparency allows you to exploit the forces of supply and demand, empower your people to make value-based decisions, and accelerate initiatives that are important to your business.” – Todd Tucker, Technology Business Management, The Four Value Conversations CIOs Must Have With Their Businesses

 

Excelling in the four categories requires an enhanced level of transparency.  Agencies must report on their IT investment portfolios, including the ability to deliver timely functionality and manage risk. Getting to the granularity needed to generate these reports may seem like a monumental task, but it is essential for IT leaders to gain a better understanding of their current resources and begin planning for their agencies’ ever-changing needs. Agencies are often held back from establishing a more transparent organization because of the challenge of articulating reports in a way that is relevant for the rest of the agency.

 

A taxonomy is necessary to standardize how IT leaders report costs and other metrics. The TBM Taxonomy is a common language for IT, finance, and additional agency stakeholders. It allows for agencies to compare and benchmark their costs to their peers and third-party vendors. Adopting the TBM Taxonomy drives consistency among stakeholders and gives CIOs and their teams the visibility FITARA requires into their cost-for-performance.

 

Download the Federal IT Cost Commission Report

“The goal of the TBM Taxonomy is to enable a consistent method to define, analyze, and report on all aspects of IT spending and to enable measurement of IT value for improved decision making.” – The Federal IT Cost Commission Report

 

The Federal IT Cost Commission Report was released in 2016 by the IT Cost Commission, and provides recommendations on how federal IT leaders can adopt and adapt the TBM Taxonomy in order to improve transparency, reduce waste, increase efficiency and the value of IT spending. Download the report to gain full access to the recommendations and learn how TBM can support your overall FITARA score.  

 

Follow the TBM Council on LinkedIn, Twitter, and Facebook for the latest Council updates, membership information, and upcoming events.

The winners of the 2016 TBM Council Awards were announced on November 8, 2016 at TBM Conference 2016. Over the next few months, we will be profiling the winners to share how TBM is transforming the way business is managed at their organizations.

 

The Royal Bank of Scotland (RBS) is committed to serving their customers well. Whether the audience is internal or external, the technology team takes this mission to heart. From its inception more than four years ago, the RBS Technology Business Management (TBM) office strives to deliver excellent service and maintain a trusted partnership with the business. Their commitment to TBM has enabled significant cost reductions and the ability to drive innovation.

 

RBS 2016 TBM Council Awards

View the RBS TBM Council Awards video

Creating a Strategic Partnership

The RBS TBM office was originally established to create more transparency around costs. There were questions about cost attribution and technology consumption that were difficult to answer. Business partners wanted to ensure they were being charged fairly for their consumption and get a better understanding on why they were responsible for certain costs.

 

Robert Grassie, the head of the TBM Office at RBS, has been there from the beginning and has seen how the office and team have evolved. They are no longer just being asked questions around costs; the TBM office is looked to as a strategic partner by the business. “Now we’re the ‘go-to’ source for so many aspects of the business. Whether it’s somebody asking about the Bill of IT and demand forecasting, application simplification, or cloud services; all of those activities are shaping the technology landscape and we’re involved in one way or another,” says Grassie.

 

The TBM program has grown to include 500+ users ranging from CIOs, functional tower owners, service owners, cost center owners, as partners look to TBM to support their business priorities. Requests that used to take 3-4 weeks to answer, now take only a few hours. By implementing TBM, establishing the office, improving their data, and establishing transparency with their customers, the TBM team has an incredible level of trust and credibility with the business.

 

Enabling Innovation at RBS

The ability to reduce costs significantly (20% on a continued goal of 50%) and increase efficiency, has opened the door for a renewed focus on the mission to serve customers well through innovation. “We have to be able to innovate to service our customers better,” stated John Smith, the CIO of Corporate & Institutional Banking. “Every time we spend a pound of the bank’s money on something that is not for the benefit of our customers, it’s wasted money.”

 

In order to innovate, RBS first had to create capacity. By putting quality data in the hands of the right people, the team has been able to eliminate waste and establish a clearer understanding of the assets they own. They discovered how they could simplify and/or remove assets that were unnecessary to the business. With an increased capacity, they were able to focus on supporting innovations such as the implementation of trading automation and the mobile banking app. Thanks to groundwork laid by the TBM Office, today the RBS technology team continues to cut costs, deliver on transformational business initiatives, and keep the customer front and center.

 

Interested in learning more about how the TBM team is influencing innovation at RBS? Download their 2016 TBM Council Awards case study.

 

Be on the lookout for continued coverage and highlights from TBM Conference 2016 and the TBM Council Awards. Follow the TBM Council on LinkedIn, Twitter, and Facebook for the latest Council updates, membership information, and upcoming events.

eileenw

The Six Habits of TBM Success

Posted by eileenw Employee Jan 20, 2017

Post authored by Jason Byrd, Managing Director, CIO Advisory, KPMG - a TBM Council Alliance Partner.

 

With digital disruption, cyber security risks and the “as-a-service economy” driving IT to new level of prominence across the executive suite, it’s no surprise that the discussion is finally shifting from IT spend to IT value. It was against this backdrop that sessions during TBM Conference 2016 included, “TBM: A Differentiating Force for Change”, “Under the Hood: Improving Speed, Agility & Efficiency When the Future is Now”, and “High-Velocity Innovation: Accelerating Development in Today’s Data-Fueled Digital Economy.”

 

KPMG’s session, “The Six Habits of TBM Success”, was based on our analysis of the responses to our 2016 TBM Proficiency Survey. The survey, conducted among more than 200 IT, finance and business executives in 170+ global companies worldwide, sought to identify the key factors for TBM proficiency, and evaluate how much they matter in the success of implementation of TBM disciplines to create value from IT.

 

As expected, the survey results confirmed what TBM advocates already knew: that TBM significantly helps CIOs and IT leaders gain a full view and deep understanding of their IT services’ cost and performance. Through deep analysis of the responses against our TBM Proficiency Index, we identified six unique sets of behaviors that enable TBM Leaders to successfully reduce IT operating cost while increasing spend control, articulate the business value of IT, and keep technology cost structures from impeding business responsiveness.

 

So, what are the six habits of TBM success?

 

1. The power of service clarity

The right place to start is investing the time to define and publish your technical infrastructure services – e.g., data center, compute, network, and end user computing – as doing so will drive clear visibility to align cost allocations to each service. Our research shows that clearer technical service offerings boost your likelihood of TBM success by a factor of six. And aligning your IT services to your service catalog can make your four times more successful.

 

2. Collect and maintain the right data

A well-defined process for improving data quality is a critical part of your TBM journey, as data equals credibility. Your focus should be on data to support transparency. While you don’t need perfect data at the outset, you should build a sustainable process for improving data quality. Analysis of our survey results demonstrates that this can make you 10 times more successful in your TBM initiative.

 

3. Industrialize TBM tools

There are purpose-built, TBM-enabled tools and toolsets available to sustainably manage and maintain a TBM transformation, and TBM Leaders rely on them, rather than spreadsheets. Our survey showed that organizations increase their likelihood of success by a factor of six when they moved financial management and reporting from spreadsheets to a commercial application or platform designed specifically for TBM.

 

4. Build the right skills and processes to sustain the TBM journey

Our survey data shows a possible 11 times increase in success with a blend of IT and business knowledge to articulate IT value in terms that business partners understand. The key here is having the right people/skills, governance and processes in place. Required skills include the ability to: simultaneously speak the language of business, finance and IT; provide business partners with information on the trade-offs between service costs, quality and performance; and manage service capacity in response to changes in business demand to IT supply.

 

5. Conduct periodic reviews of IT portfolios

TBM leaders regularly review their entire portfolios – at minimum quarterly – to use the accuracy of cost transparency as a foundation for cost reduction and service quality optimization opportunities. A disciplined review process driven by focused performance assessment and remodel goals is a critical enabler to moving across the continuum from cost data to cost visibility and insight to business value. According to our survey, regular reviews can multiply your likelihood of success by a factor of five.

 

6. Put the CIO or CFO in charge of TBM

Our survey data shows that TBM initiatives are four times more likely to be a success if your CIO or CFO is in charge and responsible for TBM outcomes. The CIO tends to be the more natural owner, as movement of the CIO role into a more transformation business leader aligns to TBM’s purpose as an enabler and accelerator of technology-driven business transformation.

 

Organizations of all sizes and types of operating models can achieve TBM success and deliver true business value from IT. By embracing the above habits at the beginning of your TBM journey, your organization can too.

 

To learn more about these habits, please read KPMG’s Technology Business Management Proficiency Assessment Global Report 2016.

 

If you’re interested in taking our TBM Proficiency Survey – which is now part of the on-boarding process for the TBM Council of newly registered organizations – you can access it here.

 

About the Author:

Jason-Byrd-KPMG

Jason Bryd is a Managing Director in KPMG’s CIO Advisory practice, focusing on IT Financial Management and Technology Business Management. Responsible to sell and deliver transformational projects helping clients through their TBM journey. Manage a team of consultants and individuals in the KPMG Solution Deployment Center for Disruptive Technolgies. Develop and publish TBM thought-leadership. Facilitate the development and management of the various TBM toolkits. To contact Jason directly, please email jcbyrd@kpmg.com

2016 was a banner year for Technology Business Management (TBM) standards and best practices. We published the first ever book fully defining and explaining TBM. We concluded the Federal IT COST Commission in the United States and issued our final report, detailing a federal version of the TBM Taxonomy along with 21 recommendations for applying it in federal agencies. And we formed the Board Committee on Standards, otherwise known as the Standards Committee, which then reviewed, edited, approved and launched version 2.0 of the TBM Taxonomy (more about this in a moment).

 

The Standards Committee is comprised of two co-chairs, fifteen voting members from industry, three non-voting members and support from Apptio as the technical advisor and the TBM Council:

 

  • Chairs:
    • James LaPlaine (laplaine), CIO of AOL,
    • Rahul Auradkar (rahul), VP of Products at Apptio
  • Voting Members:
    • Gboyega Adebayo (Gboyega Adebayo), Business Analyst/Lead TBM, Fannie Mae
    • Anthony Agent (Tony Agent), Director TBM, Marriott
    • Tanya Arthur (Tanya Arthur), Associate CIO & VP ITS Business Operations, Catholic Health Services
    • Arthur Borges (Arthur Borges), TBM Office Manager, ExxonMobil
    • David Draper (David Draper), SVP - IT Reporting and Planning, BB&T
    • Mary Griffin (Mary Griffin), Business Financial Officer, MasterCard
    • Lee Jaffe (Lee Jaffe), Sr. Director Finance/Controller, ADP
    • Kris Krishan, VP, Enterprise Applications, Genesys
    • Eric Merkle (Eric merkle), Principal - Service Management, MetLife
    • Jason Pacynski (Jason Pacynski), VP, Global IT Finance, Edelman
    • Robert Roffey, Director, Advanced Services, Cisco
    • Harkeeret Singh, Senior Director, Technology Strategy, Thomson Reuters
    • Brian Wolk (Brian Wolk), Sr. Manager, TBM Office, Cox Automotive
    • Phillip Zeringue (Phillip Zeringue), Director, IT Applications, APS
  • Non-Voting Members:
    • Rob Breakiron (Rob Breakiron), TBM Advisor, KPMG
    • Alex Manders, TBM Practice Lead, ISG
    • Megan Sikora (Megan Sikora), Director, IDRB, General Services Administration
  • Council Officers and Advisors:

 

The group met several times in person and many more times virtually to bring v2.0 of the taxonomy to fruition. In doing so, they submitted over 230 comments and changes to v1.0 and made 60+ decisions by vote. The result was a taxonomy that includes changes to previously approved Cost Pools/Sub-Pools and IT Towers/Sub-Towers. However, the bulk of the work focused on Services. In the end, the taxonomy includes six Service types (End User, Business Application, Delivery, Platform, Infrastructure and Emerging) along with 22 Service categories and dozens of Services names in the standard taxonomy. Of course the standard taxonomy is designed to be flexible and extensible in order to meet most (all?) corporate IT environments. You can find the full specification of v2.0 here (members only).

 

This work and the committee itself provides a solid foundation on which to build. And build we shall. Based on feedback from the committee members at our meeting in San Diego (at TBM Conference 2016), and input from our board members and other stakeholders, we anticipate focusing further on the TBM Taxonomy, incorporating standards for industry verticals and/or smaller enterprises. The group would also like to spend time on metrics for managing and communicating business value. 

 

We'd love to hear what you would like to see? What standards would help you in leveraging TBM? How would you like to be involved and contribute?

 

In the meantime, have a wonderful end to your 2016. May your business and your team end the year strong, with momentum to carry you into 2017. We will do the same with the TBM Council.

 

Todd

The winners of the 2016 TBM Council Awards were announced on November 8, 2016 at TBM Conference 2016. Over the next few weeks we will be profiling the winners and sharing how TBM is transforming the way business is managed at their organizations.

 

Hewlett Packard Enterprise (HPE) believes in providing “technology innovation that fosters business transformation.” Whether via enterprise solutions or internal teams, this focus can be felt in every corner of the organization. Adoption of Technology Business Management (TBM) is one of the many ways HPE IT exemplifies the company’s goal of helping IT become more efficient, productive, and secure.

 

HPE Awards Video

TBM as an Agent of Change

“To succeed in the idea economy, technology must be aligned to run the business. Nobody is more qualified to make that happen than the new Hewlett Packard Enterprise.” Meg Whitman, President and Chief Executive Officer, Hewlett Packard Enterprise

 

As companies grow and change, IT teams are challenged to effectively manage resources while offering full transparency into IT spend. HPE’s TBM practice has enabled their IT organization to do both and more. By embracing TBM metrics that show where every dollar is spent, HPE was able to separate into two distinct companies with minimal impact to the respective businesses. For IT services that proved more challenging to split, transition service agreements were put in place to cover IT costs. TBM adoption before the separation allowed the HPE IT team to define and prepare the IT landscape going into 2016.

 

Getting to this point was not an easy task. When they began utilizing TBM, the team could only account for five percent of their overall IT budget. There wasn’t a clear understanding of consumption, total costs, or the value of their services. TBM was introduced to help explain IT costs to the business. Michel Brassart, Director HPE IT, TBM Office, IT Mergers & Acquisitions explains what it was like getting started with TBM. “My task was to bring transparency to the IT budget as fast as I could, in order to explain to the business where we were spending their dollars. We started from a complete end-to-end perspective, including all the end user services, the telecom expense, and so on.” By mapping each expense, no matter how inconsequential the cost, HPE IT can now account for nearly 100 percent of their overall budget. With a renewed understanding of costs, HPE IT is able to focus on President and CEO, Meg Whitman’s mission of insuring technology is aligned to run the business.

A New Culture with TBM

Looking back more than three years ago, the conversations around IT and spending were not easy ones. There was little transparency around spend and teams were challenged to justify their IT spend. Today, TBM has enabled a culture shift at HPE that allows the business and IT to talk about more than just reducing costs. They talk about value. Brassart explains the change in attitude, saying “TBM gets everyone in a mindset of focusing on why these costs exist and how to intelligently make them smaller, as opposed to just saying, ‘Reduce the costs and whatever happens, happens.’” The conversation now revolves around tradeoffs and collaboration with all stakeholders working on the same end goal: to help HPE become more cost effective and efficient.

 

Conversations around IT spend and consumption now go beyond the business leaders at HPE. Brassart and team are determined to change (in some cases, even start) the discussion around IT consumption at the individual consumer level. They are making it personal so users assume more accountability and ownership of their technology use. Currently in the pilot stage, Brassart’s goal is to send an individual bill of IT to the 200,000 employees that use IT resources. “It’s really telling them how to best utilize the technology,” said Brassart. The goal of this correspondence is not to shame or deter employees from using IT resources, but instead to create awareness around costs, jumpstart conversations, and help utilize resources more strategically.

IT Optimization at HPE

HPE was honored with the IT Optimization Award at TBM Conference 2016 in large part due to the work of Brassart and his team. Embracing TBM has allowed HPE IT to become a true partner to the business, creating greater transparency, changing the conversations around cost, and allowing for a focus on innovation that supports the business becoming more agile and responsive.

 

Interested in learning more about how HPE is changing the conversation around IT spend and innovation? Download their TBM Council Awards case study here.

 

Be on the lookout for continued coverage and highlights from TBM Conference 2016 and the TBM Council Awards. Follow the TBM Council on LinkedIn, Twitter, and Facebook for the latest Council updates, membership information, and upcoming events.

It’s hard to believe that TBM Conference 2016 was almost two weeks ago. This was my first TBM Conference experience, and it is safe to say that this event was unlike any other. The 3.5 days in San Diego was time well spent with 1000+ attendees, an outstanding lineup of speakers, partners contributing to the growing TBM eco-system, and the opportunity for collaboration and professional development among outstanding peers.

 

Here are my top moments coming out of TBM Conference 2016:

 

Introducing TBM Taxonomy 2.0 

 

In May, the TBM Council Board approved the formation of the TBM Council’s Standards Committee. Co-chaired by Board Member, James LaPlaine, CIO for AOL and Apptio’s Rahul Auradkar, the committee is made up of fifteen IT and finance professionals dedicated to the continued development of TBM. The committee met multiple times throughout the last six months with the goal of further developing the TBM Taxonomy and providing an enhanced version with a standard costing model for IT services like public cloud, SaaS applications, compute, and storage. They presented the revised version to the TBM Council Board with suggested updates that were approved and announced to the community at TBM Conference 2016. The latest version provides an amplified, enterprise-wide technology business model, suggested “CIO metrics”, a benchmarking baseline, and insights and feedback from influential IT and Finance leaders. The development and execution of the TBM Taxonomy 2.0 demonstrates firsthand the TBM Council’s mission of empowering its members through collaboration, standardization, and education. 

 

Want to learn more about the TBM Taxonomy 2.0? Download our overview here.

 

Honoring the 2016 TBM Council Award Winners

 

The 2016 TBM Council Awards ceremony honored six outstanding companies and teams for their work with TBM. The 1000 person crowd celebrated each finalist while watching short videos of each of their TBM stories (see the full videos CHRISTUS Health receiving the strategy and planning excellence award.here), laughed along with emcee Tom Murphy of the University of Pennsylvania (also a TBM Council Board Member), and experienced the musical gift of electronic violinist Spags, who wowed with her unique performance. The twelve TBM Council Awards Finalists represented a wide range of TBM practitioners. Some finalists are at the beginning stages of their practice, but have seen immediate, impactful results. Others have a more mature TBM program which influences decision making at the highest levels of their organization. What they all have in common is embracing the role of change agents at their companies by shaping the future of their businesses with TBM. In true TBM Council community engagement style, members of the 2016 Selection Committee, past TBM Award winners, and other industry leaders took the stage to announce this year’s incredible group of finalists and be the first to celebrate the six 2016 winners.

Each finalist had a story to tell and lucky for us, we can continue to learn from this impressive group of twelve finalists well beyond TBM Conference 2016. You can learn more about this year’s winners and finalists by downloading their TBM Council case study and watching their full TBM Council Awards video.

 

Download TBM Council Awards Case Studies here

 

Continued Focus on Diverse Leadership

 

The TBM Council Women’s Leadership Series was established in 2015 as a way for the community to continue the conversation around changing the gender paradigm in the workplace. Sponsored by McKinsey & Company, more than 160 attendees received an executive summary of the 2016 Women in the Workplace Study which found that even though there has been improvement, women still remain underrepresented in the corporate pipeline. The Women’s Leadership Series facilitated an enthusiastic discussion with both women and men around how we can continue to elevate the importance of diverse business technology teams. The series was emceed by TBM Council Executive Director Eileen Wade, and included a keynote by Intel’s Patty Hatter, an interactive panel led by McKinsey’s Irina Starikova, and a best practice session with AOL’s Emily Rittenhouse and James LaPlaine. The energy and honesty in the discussions which took place made it clear that there have been a lot of positive changes throughout the past few years, but there is still more work to be done to insure we are empowering and developing diverse teams and leaders.

The TBM Council is committed to doing its part by keeping these channels of communication open.

TBM Conference 2016 was one for the history books. Do you have a favorite moment from #TBMC16? Let us know by commenting on TBM Connect!

 

Be on the lookout for continued coverage and highlights from our week in San Diego. Follow the TBM Council on LinkedIn, Twitter, and Facebook for the latest Council updates, membership information, and upcoming events.

Make sure to mark your calendars for TBM Conference 2017, Nov 6-9 in Las Vegas, Nevada.

The 2016 Election will be studied for generations to come and the TBM Council wants to make sure all TBM Conference 2016 attendees are a part of history. More than 85% of attendees are traveling from out-of-state and will need to submit an absentee ballot before leaving for San Diego. Here are 3 things every conference goer needs to know to make sure your votes counts this election.

 

Every State is Different

Every state has different rules and deadlines when it comes to absentee voting. For example, all Washington State
residents vote by mail. They do not have to worry about requesting a specific ballot for voting out-of-state unless the ballot needs to be mailed to an alternative address. If you are from New York, all absentee ballots need to be postmarked no later than seven days before the election, and all Delaware voters must have their ballots notarized. Make sure to check out your state’s specific guidelines and rules for requesting and submitting an absentee ballot.

 

You Might Need an Excuse

21 states require that all voters requesting an absentee ballot provide a legitimate excuse as to why they cannot vote in person. What qualifies as a valid excuse differs depending on the state. Luckily for TBM Conference attendees, being out of the state for work and/or travel is seen as an approved excuse. Submitting an absentee ballot can take additional time and resources (Copy of I.D., social security information, notarization), so it is essential that you fully understand your state’s guidelines at least two weeks before you leave for TBM Conference 2016.

 

How to Request a Ballot

The deadlines for requesting an absentee ballot are fast approaching. As mentioned before, each state has different rules and dates around requesting and submitting a ballot. Visit www.usvotefoundation.org or  www.vote.org to register to vote and to request your absentee ballot.

 

2016 will be a year for the history books for both the United States and the TBM Council. We are excited to share this historical moment with you at the 2016 TBM Awards Gala. Not registered for the conference yet? There is still time to register and receive the extended discount rate of $1995.

 

Questions about the upcoming TBM Conference 2016? Contact us at tbmconference@tbmcouncil.org

Who demonstrates excellence in using facts, business processes and culture to improve the business value from IT?

To find out, join us at the TBM Conference in San Diego, November 7-10. Our annual awards ceremony, taking place Tuesday evening, recognizes IT and finance leaders for their ingenuity, creativity and contribution to Technology Business Management. With the support of our Premier Sponsor, KPMG and leadership of our 2016 Selection Committee, the nominees have been narrowed down to 12 transformational finalists.

 

2016 TBM Awards Finalists

 

Business Innovation 

Nike
Royal Bank of Scotland

 

IT Optimization 

Hewlett Packard Enterprise

MetLife

 

IT Services Transformation 

Berkley Technology Services a W.R. Berkley Company

FedEx

Strategy and Planning Excellence

CHRISTUS Health

Cargill

 

CFO of IT Excellence 
KeyBank

Xerox

 

TBM Business Leadership

ExxonMobil

Maritz

 

Their stories will be shared at our always amazing TBM Awards Ceremony! At the conference, you'll hear from dozens of CIOs, IT finance leaders and TBM executives on how they've tackled tough challenges with facts.

To learn more and to register, visit
http://tbmcouncil.org/events/tbmconference-2016

The engines are revving and we are getting ready to arrive in San Diego for TBM Conference 2016 next month!

Hosted by the Technology Business Management (TBM) Council, the TBM Conference is the world’s only multi-day gathering dedicated to managing the business of IT. Technology and Finance leaders from around the globe will convene to exchange ideas, share strategies, advance careers, and connect with peers between November 7th and November 10th. Over the course of the conference, more than 65 business-technology leaders will take the stage and bring light and learnings to many of the challenges facing our industry today. Topics and discussions include best practices for investment optimization and more balanced business conversations; increased transparency and the resulting improved relationships with business partners; and how TBM is an accelerator to cloud adoption and better cloud management. But that is just highlighting a small portion of the powerful conversations taking place!

 

Kicking off this year’s conference is Rob Carter, EVP and CIO for FedEx Corporation who will present Monday, November 7th in our evening Welcome Keynote. Carter will set the tone for the next few days as top business-technology leaders continue the momentum and sharing of the conference theme “Deliver Business Value in the Digital Economy”. Some sessions to watch out for are:

 

DAY 1:

  • ExxonMobil’s Ulka Wilson, IT CFO, Arthur Borges, TBM Office Manager, and Chris Kiser, TBM Analyst will share how their TBM practice has advanced business conversations to focus on cost, performance, and value.

 

DAY 2:

  • A joint conversation between two leading healthcare providers, Ascension Health and Intermountain Healthcare will provide insight into how they are each tackling the transition to consumption-based chargeback, and their reasons for moving from showback only. A truly insightful and transparent conversation!

 

DAY 3:

  • A panel discussion that shares how TBM is the “Rosetta stone” for merger & acquisition activity. Including providing the financial transparency for processing the deal, guiding the organizations on how best to achieve cost savings and maintain data integrity as they join, and a record of reference which supports and communicates decisions across the two organizations.
  • The TBM Adoption Series, for the 3rd year in a row, we will hold sessions which include a panel of TBM practitioners focusing on how to overcome data challenges, and how best to socialize TBM through the adoption process

 

In addition to a packed agenda of TBM learning, you won't want to miss the amazing evening events including the 2016 TBM Awards sponsored by TBM Council Alliance Partner and Market Leader, KPMG on Tuesday night, then Wednesday night a private yacht tour of the San Diego Bay.

 

To learn more and to register to attend, check out the complete agenda for TBM Conference 2016 and secure your seat today!

This is once again a very busy and awesome time of year for us at the Council. We continue to make great progress in putting together an amazing global conference. But I know there are many of you who may be asking yourself, why should I attend?

 

With a little bit of tongue-in-cheek, here are my top 10 reasons:

 

10. San Diego is close to the border. Bring your family and head out of the country if you don't like the outcome of the election! (I'm kidding, you still have a few months to leave, but I promise we'll have a lot of fun that night with our annual awards.)
9. Speaking of awards, our annual Awards Ceremony is always a highlight of the year. It's like the Oscars for IT and finance leaders. We even have our very own auditing firm, KPMG!
8. Learn how FedEx optimizes its IT supply chain. FedEx's CIO, Rob Carter, will share his vision, and several of his team members will be sharing how they make it a reality with TBM.
7. See how AIG is instilling a Silicon Valley mindset in its technology division. TBM helps Global CTO Mike Brady make this happen.
6. Discover the future of TBM software and methodology. As the technical advisor of the TBM Council, Apptio will show where they are headed and why you should care.
5. Learn why two healthcare systems are moving to a chargeback model. In one innovative session, TBM leaders at Intermountain Healthcare and Ascension Health will describe how they've approached this transition and why. I heard them speak together earlier this year: it's a topic worth seeing, even if you're not in healthcare.
4. Three fascinating CIOs will share how they advance business value with TBM. You'll hear how they've reshaped their teams, focused on strategic priorities including adopting the cloud and accelerated innovation. Cool stuff.
3. Learn how TBM is being used to fight the war on cancer. Seriously, we have execs representing three different cancer-fighting centers talking about how they use TBM to improve value. And value means fighting cancer!
2. Cruise the San Diego Bay! We've got a lovely evening planned for Wednesday.
1. Get certified in TBM! The TBM Council is launching its TBM Certification program at this year's conference. Learn more at https://www.cvent.com/c/express/c1f21622-6f26-4d52-821b-eb017f8cafbd.

 

Why register today? There is a $500 discount available for a limited time! Learn more and register at http://tbmcouncil.org/events/tbmconference-2016/

 

I look forward to seeing you in San Diego!

In June 2015, the Federal IT COST Commission set out to establish best practices for IT spending transparency among government agencies. On this coming Thursday, July 21, the group will release their final report that outlines recommendations for applying TBM best practices and standards in the federal sector. All federal technology leaders are invited to attend the final meeting and hear the Commission’s recommendations first-hand.

 

The Federal IT COST Commission

The IT COST Commission was established by members of the TBM Council, to provide federal IT leaders with a set of recommendations for managing their IT spend in a way that eliminates redundancy and inefficiency while generating the most value for Americans. The Commission is a made up of federal agency CIOs, representatives from the Office of Management and Budget (OMB), the Technology Business Management (TBM) Council, and industry-leading advisory firms and solution partners including Apptio, Capgemini, Cask, Deloitte, ISG, and Tanium. The Commission met regularly over the past year to discuss and draft the recommendations for applying TBM standards within the federal government.

 

What to Expect from the Final Report

The final ITCC report provides insight into the TBM approach of managing IT cost and value. It will detail the prescribed best practices and details for implementing TBM within the public sector. The report includes recommendations in the following categories:

 

  • TBM Taxonomy and Metrics -  a standardized language for describing what IT delivers and at what cost, along with consumption and composition for meaningful analysis, benchmarking, and planning

  • Financial Accounting and Reporting - minor adjustments to the way federal agencies account for IT spending

  • Governance and Standards - policies and other steps to ensure TBM programs mature and deliver improved decision-making capabilities

  • Organizational Capabilities - roles, responsibilities, and other human considerations for improved transparency and decision making

  • Functional Capabilities - tools, cost modeling, and other requirements needed for effective and sustainable transparency

 

Attend the Final Meeting

Join your federal IT peers at the final Federal IT COST Commission meeting on Thursday, July 21, taking place at the General Services Administration. Attendees will have the opportunity to hear the final recommendations and participate in a Q&A with Commission members. Reserve your seat today.

 

 

Questions about the Federal ITCC report? Contact Todd Tucker at ttucker@tbmcouncil.og.

“The instant “fame” was great but what really hit home was the sudden interest in our work.  We were able to use this win as an opportunity to expand our scope to new areas and drive more engagement.” - Sheenal Patel, Client Engagement Manager at Fannie Mae,

 

It has been a little more than nine months since the 2015 TBM Conference and with nominations open for the 2016 awards, I decided to catch up with Sheenal Patel, Client Engagement Manager at Fannie Mae, to learn more about what winning a TBM Award meant to her and her team. The Fannie Mae team won the 2015 IT Services Transformation Award for their work in shaping technology investment and operations at Fannie Mae. Their work with TBM has allowed them to retire orphaned infrastructure, establish closer collaboration with the business, and re-configure teams and tasks.

 

Fannie Mae HQ.PNGhttps://www.youtube.com/watch?v=hOPgtMlKV1E

 

Below are some highlights from my conversation with Sheenal.

 

TBM Council: What did winning the IT Services Transformation Award mean to you and your team?

 

Sheenal: We’ve done some incredible work that has demonstrated great value across the organization. Winning this award was such an honor and receiving recognition for all of the hard work our team put into this implementation felt great.  To know that the panel of judges, well respected professionals in the industry, found our case study not only worthy of being a finalist but then ultimately winning the award felt extremely validating.

 

TBM Council: What has changed since winning the award?

 

Sheenal: After winning the award, we felt like rock stars as we walked through the halls of the conference. When we came back home, we really felt the love. News of our award traveled fast. Our Corporate Communications team posted the announcement on the internal website so we were receiving emails, calls, texts congratulating us on the win. The instant “fame” was great but what really hit home was the sudden interest in our work.  We were able to use this win as an opportunity to expand our scope to new areas and drive more engagement.

 

TBM Council: What would you tell someone who is unsure about submitting a nomination?

 

Sheenal: Just submit the nomination. The worst thing that can happen is that you don’t win this year but you never know until you give it a shot. It’s like playing the lottery…you can’t win unless you try.  Your hard work deserves the recognition!

 

TBM Council: After being a part of the process and ceremony last year, what qualities stood out to you about the other finalists? 

 

Sheenal: The biggest quality I noticed was the enthusiasm each of the teams demonstrated.  They not only felt proud of the work they accomplished but were so optimistic about the work ahead of them and their role in continuing to drive the importance of TBM.

 

TBM Council: What has been your biggest takeaway from being a part of the TBM community? 

 

Sheenal: The TBM community is strong. The TBM Awards is a great opportunity to get your work out there and be recognized.

 

Thanks to Sheenal and all the members of the Fannie Mae team for sharing their TBM journey with the Council. We can't wait to see what you else you accomplish moving forward!

 

Who will be the winners of the 2016 TBM Awards competition? You don't want to miss the awards ceremony at TBM Conference 2016. Register before October 7, 2016 to save up to $500!

June 8, 2016 marked the third annual gathering of CIOs and executives across Europe at the European TBM Summit. Visionary IT Leaders and market commentators at the Summit discussed a range of topics and shared powerful insights around their integration of Technology Business Management (TBM) and the lessons that come with it.

 

The Summit was one we will remember for years to come, but there were a few standout moments that we are likely never to forget.

 

Release of the TBM Book

Todd-Book-Signing.jpgAfter years of research, interviews, and multiple drafts, TBM Council General Manager Todd Tucker released the first ever book on TBM! Technology Business Management: The Four Value Conversations CIOs Must Have with Their Businesses was possible thanks to TBM Council Board members and many Principal Members who contributed their time and shared the impact TBM has had driving their businesses. This book is the go-to resource for technology leaders who are striving to become better partners and service providers who deliver business value through TBM.

 

Launch of the 2016 TBM Nominations

TBM Council President, Chris Pick, announced that nominations for the 2016 TBM Awards are now open! The TBM Awards are the highlight of our year and such a great way to honor IT and finance leaders and teams who are transforming their organizations with TBM. We are receiving daily nominations since Chris’s announcement and are thrilled with the caliber of companies and leaders being represented this year. Submit a nomination from now until July 3. We want to hear from you!

 

Su-Crighton-Re-Tweet.PNG

Saving More Lives

The TBM Council was very proud to support Cancer Research UK at this year's European Summit. Su Crighton, Director of Technology & Change at Cancer Research UK, shared how TBM is helping the charity to drive cost savings that support the organization’s research and ultimately, save more lives. Thanks to our generous attendees and auction donations from Etihad Aviation Group, Nationwide Building Society, and Apptio, we generated at least £6,000.00 for this amazing charity.

 

Invaluable Networking

One of the unique elements of our Summit is the level of networking and the openness with which our delegates share their experiences and learnings with one another – and this year was no exception. Between each session and during the breaks, attendees were engaged in powerful conversations with one another. The networking continued into the evening when attendees boarded the Silver Sturgeon river yacht and enjoyed a “Casino Royale” experience while taking in London’s historical landmarks. These moments of networking provided some of the most valuable takeaways from the Summit and we were thrilled to see the level of engagement and interaction taking place throughout the day.

 

Until Next Time

We can’t believe the 2016 European Summit is over. We are already counting down the days until next year. Thank you to our amazing MC, Debra Bailey, and to all our speakers, delegates and sponsors who made this amazing conference so memorable. Interested in attending the 2016 Australian TBM Summit or the 2016 TBM Conference in San Diego? Learn more at TBM Council Events!