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By Valerie Gilmore


Webinar: How Freddie Mac IT Used Data to Change the Dynamic with the Business

Date: Wednesday, December 2, 2015

Time: 10:00 – 11:00 am PST


Dave Wilt, Research Director, TBM Council

Kevin Brown, IT - CFO- Freddie Mac


How can IT partner with a Business that sees IT costs as inexplicable, unfair or irrelevant?

Come see how Freddie Mac brought IT and the Business to the same side of the table by demonstrating how IT costs are driven by business consumption of applications and services.

Register for the webinar to learn how 2015 TBM Awards Finalist Freddie Mac used Technology Business Management to:

  • Use and improve dirty, incomplete data from multiple sources
  • Change the conversation from defending costs to business choice and value
  • Transition from fixed allocations to consumption-based chargebacks


Don't forget to register today: TBM Council - How Freddie Mac IT Used Data to Change the Dynamic with the Business

By Valerie Gilmore


Webinar: How Fannie Mae Merges IT and Business Operations Data to Target Investment

Date: Wednesday November 18, 2015

Time: 9:00 – 10:00 PST

Speakers: Dave Wilt, Research Director, TBM Council

Gboyega Adebayo, Senior Technology Business Management Analyst - Fannie Mae




Fannie Mae, recent TBM Award Winner for IT Services
Transformation, uses Technology Business Management to
understand not only technology costs, but also business operation
costs and time efficiency, in a bid to build the next generation of
home financing infrastructure.


Register for the webinar to hear how the company is shaping
investment in technology and operations with models that allow
business users to explore the total costs and connections between
applications, business operations and business capabilities – such
as turning a pool of loans into a mortgage-backed security.


Click for more information on Fannie Mae and don’t forget to register!

By Alex-Paul Manders





By day, I help enterprises implement Technology Business Management (TBM) as a solution for managing their IT spend. By night—or rather by early morning—I train for triathlons. Over time, I’ve come to realize the similarities between the two.


The Swim

The first leg of most triathlons is the swim. No matter the length, the swim is what many people say deters them from ever attempting a triathlon. The cold water can be quite a shock to the system! In some ways, this is similar to the initial steps of an organized TBM journey. Collecting data and getting it loaded into a cost model can seem like a daunting task. And though TBM software, like Apptio’s suite of Software-as-a-Service cost-transparency applications, offers the advantages of standardization, the process rigor may take some getting used to. With training, swimming can be a positive experience, and the same is true for working with data in the TBM model. Jump into your sea of cost data or stand on the dock and watch your competitors swim away. They’ll be on their bikes soon!TBM_Info_Manders.png


The Bike
In this phase of the race, a well-engineered machine can provide competitive advantage. But, while it’s important to know what each of the 22-plus gears on a competitive bicycle can do, it’s more important to understand the process and timing for using them. The bicycle will only function to the extent the cyclist commands it. In the TBM triathlon, technology is a powerful engine that helps you cover the miles, but the TBM processes (and your legs) are what allow for successful, sustained progression toward the finish line.


The Run
You’re almost there, and now is the measure of your true grit. The only thing between you and the finish line is the commitment to crossing it. During the last stage of a triathlon, you significantly reduce your reliance on technology, aside from perhaps a watch and a pair of shoes. The focus now is at a higher level: on people cheering for you and on the deliberate process of placing one foot in front of the other. What becomes critical at this stage is to keep sight of what you set out to do, regardless of the circumstances. Recall your goals and objectives in this part of the journey. Be mindful of the accomplishments you’ve already made and those you still wish to achieve.

My father, a 59-year-old marathoner, once told me to never look down while running. Keep your head up and your vision forward. Once you reach the finish line—or with TBM, your first set of goals—use that positive energy and momentum to help extend your enterprise’s commitment to TBM and to explore new areas for improvement. Once you’ve achieved IT transformation, you can celebrate your achievement with new clarity and visibility for the business.

Interested in learning more about TBM as a strategy for IT transformation? Contact me to discuss further.

By Kimberly Morrison


Leading through change is no easy feat, but innovative IT leaders are seizing the opportunity to apply Technology Business Management to not only manage change, but reposition IT as a strategic partner and business innovator.

The result is true business transformation, as we’ve heard from many CIOs over the last two days at the TBM Conference in Chicago.

“IT is shifting from being an order taker to being an originator of new ideas to win in the marketplace,” said Mike Brown, Vice President of Global Information Services at ExxonMobil. “As we look forward, this new partnership between IT and the business is crucial to propel the next level of investments.”

A New Vision

TBM has enabled ExxonMobil to deliver a new vision and roadmap for the energy giant, with some 78,000 employees and three integrated business lines. It began with building a foundation through understanding the total cost of IT services and applications, and IT spend by investment priority, and is now evolving to optimization efforts like benchmarking and understanding business consumption by business line.

“When we looked at how other companies were using IT and the consumerization of IT, it was clear we needed to rethink how we were using it in our company,” Brown said. “How we spend money and how we were organized was based on functions, but our customers aren’t buying functions – they are buying an end-to-end service – and our ability to communicate our cost structure in meaningful ways was held back by that structure. So we were missing the opportunity to have a value dialogue.”

But change rarely comes easy. At ExxonMobile, it required tremendous efforts around engaging employees in the change, and there were, predictably, challenges along the way.

“When I first started talking TBM, there was a tremendous amount of pushback,” Brown said, adding that having a TBM leader or champion is critical to success.

Cost transparency can be a scary – even threatening – initiative, so you can’t be truly effective without addressing the culture around IT costs, said Anil Cheriyan, Executive Vice President and CIO of SunTrust Banks.

The Culture Shift

“Here’s the core of the culture shift: we’re moving away from being a service to being a provider, moving from complex to simple, moving from reactive to proactive,” said Cheriyan. “You can’t think about innovation as this little organization on the side; it has to be from the ground up.”

There were important lessons learned about how to address the culture issue, including addressing resistance, gaining executive management buy-in upfront and early, and having a close partnership and common goals with the CFO and finance department. Keeping the focus on understanding IT cost transparency versus billing IT costs is also crucial to success, Cheriyan said.

And at some point along the way, you have to re-evaluate the role of the CIO itself.

“What is the CIO?” Cheriyan asked. “Is the CIO the main change agent? I don’t think we’re there yet, but that’s the direction we’re going.”

By Ali Kramer


The TBM Conference is happening right now in Chicago, which means more than one thousand of the world’s top IT leaders are talking about the transformative power of TBM and how it’s changing the business of IT.

It’s been an inspiring two days of insights from leading CIOs like Jim DuBois of Microsoft, James LaPlaine of AOL, John Bruno of Aon Corp. and many more. If you’re not here, you are missing all the excitement. But you can check out these quick clips from the conference floor to hear key takeaways, big moments and more, right from the conference attendees.

By Kimberly Morrison


Succeeding as a modern CIO means evolving and expanding your thinking around the traditional boundaries of IT, Microsoft CIO Jim DuBois told a crowd of more than a thousand IT leaders at the TBM Conference this week.

Digitization has enabled a wave of technology consumption outside of the IT organization, requiring IT leaders to approach IT more holistically. What has typically been called ‘shadow IT,’ or information-technology systems that are purchased and/or managed outside of the IT organization, has rapidly grown to a phenomenon much larger than a shadow would suggest – and demanding a much broader culture shift within IT.

“The pace of change is faster than ever, and IT has to learn how to survive and thrive at this pace, because this is the new normal,” DuBois said, adding that the percent of enterprise technology systems that operate outside of IT is growing to somewhere between 40 and 60 percent of the total technology investment.

Seizing the Opportunity

IT organizations have largely been slow to adapt to this trend, and as a result, IT leaders are shut out of technology and business strategy decisions. But savvy IT leaders can seize the opportunity to think differently about how they want to organize, how to make investment decisions differently, and how to apply Technology Business Management to have the right conversations.

“As the spend shrinks in the formal IT organization, what are we going to do differently? How are we going to evolve? What are we going to do to survive and thrive?” DuBois said. “We can’t just think about our own organizations today. We have to think about digitization and think more broadly about everything that smells and acts like IT and play a role in all of that.”

TBM is central to this business transformation, DuBois said, because it enables transparency, which ultimately fosters better business partnerships.

“Leverage TBM,” DuBois said. “Extend the influence and the power we get from transparency to drive a bigger change to make sure our companies are investing in the right things, to help understand why shadow IT is happening and that we can leverage transparency to take out the assumptions and demystify, to have the logical, rational discussion that you can have when you have the data driving the discussion.”

Measures of Success

Thriving in this new environment also means holding IT accountable for different measures of success, like moving away from metrics that are not meaningful to those that are truly outcome-based key performance indicators, to drive the right outcomes.

“The first thing I had to do on my own team was change the metrics of success,” DuBois said. “We used to be measured by on-time and on-budget or availability of applications and infrastructure, and these metrics that have historically been a part of IT, and that’s not enough at this new pace. We have to think about the end-to-end experience as opposed to individual applications.”

That requires changing the culture of IT, which can’t be overlooked in this critical transformation.

“We can make all of these other changes, but if we don’t have a culture that supports that, it will probably fail or be much harder to drive,” DuBois said. “Some of it is about changing the metrics, some of it is about how do we think about risk differently so we can better manage it and experiment and learn and move quicker.”