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Need a reason to attend TBM Conference? We have 5!

 

Here are five reasons not to miss the only conference dedicated to managing the business of IT

 

  1. Hear from industry leading keynotes – Technology and finance leaders share trailblazer and innovation stories. Speakers include, Ed McLaughlin, VP, Information Technology from Mastercard, Amy Absher, General Manager Technology, Strategy & Services with Chevron, Julia Davis, SVP & CIO from Aflac, and Ralph Loura, Global CTO from Rodan + Fields.

 

  1. Become certified in TBM – take the course and gain the essential knowledge needed to run a successful TBM program. Participants will leave the class with the essential tools of TBM including the framework, taxonomy, model, and metrics. Sign up to get TBM certified.

 

  1. Participate in sessions crafted for a variety of TBM levels – Each session is developed with a specific TBM maturity level in mind. Gain insights from your peers on ways to advance your TBM practice. View the session catalog here.

 

  1. Connect with TBM peers – Spend time with peers at the opening night welcome reception, networking breakfasts and lunches, TBM Awards Gala, community social event at the Encore Beach Club, and more.

 

  1. Learn from top TBM ecosystem partners – The partners are there to answer your questions and provide insight into the tools and tactics needed to support your TBM discipline.

 

Enjoy four days with elite IT and Finance leaders and learn how to master TBM in your organization. Gain practical knowledge on the latest version of the TBM Taxonomy, data and tools, operating model, and management capabilities to manage the discipline of TBM. Register today before the price bumps up to $2,495.

This blog was originally published on July 21, 2017.

Last week I was deeply humbled to attend a meeting at the White House to raise awareness for the Technology Business Management (TBM) discipline alongside the world’s leading public and private sector CIOs and CFOs. The purpose of the White House Summit on Technology Business Management was simple: federal IT and finance leaders wanted to learn how to effectively manage the more than $90 billion of our taxpayer technology spending by replicating the success of TBM adoption in the private sector.

 

As the TBM Council president, attending a meeting of more than 200 public sector IT and finance leaders helped cement the power of the movement we started with TBM. This discipline built on standards, education, and collaboration has become the universal standard to manage technology spending. The TBM standards, created in partnership with the TBM Council’s Founder and Technical Advisor, Apptio, have now been adopted by thousands of organizations around the world as technology has transformed in the age of hybrid IT. It’s for this reason that we received a very special invite a few weeks ago.

 

Led by Chris Liddell, Director of Special Initiatives at the Office of American Innovation, the Office of Management and Budget invited the TBM Council and several of its members to present on TBM best practices and learnings that could be applied to the US Federal Government. Public sector CIOs and CFOs were curious about how they could leverage the TBM discipline to ensure they were serving as responsible stewards of our taxpayer dollars.

 

During last week's White House Summit on Technology Business Management, I was joined by TBM Council chairman and ExxonMobil VP of IT, Mike Brown who presented to the group on how he’d leveraged technology business management to change the conversation on IT with his business partners. We also heard CIOs from the State of Washington, AIG, Newport News Shipbuilding and the University of Pennsylvania speak on a panel focused on how they enable value conversations within their business based on the transparency that TBM provides. And finally, we all witnessed a spirited discussion by CFOs of technology divisions at Key Bank, JPMorgan Chase and Stanley Black & Decker on the strategic value IT finance leaders can provide to their organization through smart governance of technology investments.

 

Every moment of the half-day long summit was thought-provoking, but there were a few standout takeaways from the event:

 

  • The Administration’s top three priorities relative to technology include: improving service delivery and experience, reducing cybersecurity risks and spending taxpayer dollars wisely. TBM is situated at the center of these priorities and drives them all forward.
  • Perfection is the enemy of progress. This sentiment was echoed throughout the day as many private sector CIOs advocated for the adoption of “minimum viable product" relative to TBM deployment with improvements and enhancements coming over time through use.
  • Financial leaders are equally responsible for driving customer satisfaction and shareholder value. Viewing technology investments through this lens is an essential element of serving successfully as an IT finance leader.
  • The goal of TBM adoption in the public sector is to gain deep transparency into technology spending, benchmark against industry peers and optimize the value of every taxpayer dollar spent on technology.

 

This event built upon the work many public and private sector Council members did last year to create a federal-specific TBM taxonomy and I was honored to witness and participate in the discussion. Knowing that the Federal Government sees value in the work that is being done at the TBM Council and Apptio is what drives us to continue innovating and spreading the word daily. The transformative role of TBM is clear and we are privileged to be a part of the emergence of TBM in the public sector.

 

We ended the day with a panel of federal IT executives from the General Services Administration, Department of Justice and the Office of Personnel Management sharing more about their experiences with TBM thus far. It was thrilling to hear how federal IT leaders have already found success with the TBM methodology and taxonomy and I look forward to continuing contributing to their future TBM initiatives.

 

To all of the hard working government officials who recognize the value of TBM and invited us to be a part of the White House Summit, thank you. I consider it a privilege and an honor to support the hard work you’re doing on our behalf. I am dedicated to continuing evangelizing and supporting the TBM discipline in the public and private sector and invite my fellow members of the TBM Council to join me.

 

To view the complete federal TBM taxonomy and learn how Technology Business Management can support public sector IT leaders, I invite you to visit tbmcouncil.org and download the IT COST Commission report.

 

Interested in reading what others are saying about the White House Summit on Technology Business Management? Here are some of the top stories from last week's incredible event:

 

 

Make sure to follow the TBM Council on LinkedInTwitter, and Facebook for the latest Council updates, membership information, and upcoming events.

For the past five years, the TBM Council has put a call out to the community for members to share their TBM journey by submitting a nomination for the TBM Council Awards. Since 2013, we’ve heard incredible stories of growth, innovation, and increased business value all made possible through TBM. This year did not disappoint. The Council and the Awards Premier sponsor, KPMG, saw a record breaking number of submissions, all with unique TBM experiences and maturity levels. The nominees were narrowed down to 30 semifinalists, and participated in interviews with KPMG leaders. The interviews showcased incredible examples of increased transparency, improved communication with business stakeholders, and substantial shifts in the way IT impacts the business.

 

After tough deliberation, the Selection Committee narrowed the 30 semifinalists to the top 12 listed below. Congratulations to the 2017 TBM Council Awards Finalists!

 

2017 TBM Council Finalists

2017 TBM Council Awards Finalists

Business Innovation Award

This award recognizes finalists who demonstrate the ability to change the conversation with line-of-business stakeholders, the corporate C-suite, and/or the board of directors.

  • Huntington Ingalls Industries

  • SunTrust Bank

 

IT Optimization Award

This award recognizes finalists who demonstrate the ability to save money on IT spending and get more value per dollar invested.

  • Aetna

  • Exelon

 

IT Financial Leadership Award

This award recognizes finalists who have shifted IT finance from merely a controller and accounting function to delivering decision-making power to IT, finance, and business stakeholders.

  • Allstate
  • American Express

 

IT Services Transformation Award

This award recognizes finalists who have shifted IT from being an expense center to delivering services with greater flexibility (e.g., on demand) and transparency of cost, consumption, and quality.

  • Cisco
  • Maritz

 

Strategy and Planning Excellence Award

This award recognizes finalists who have shifted from static, cost center-based IT planning to a dynamic process that regularly links IT resources to business strategy, business demand for services and innovation, and IT-led initiatives.

  • AmerisourceBergen
  • Caesars Entertainment

 

TBM Pacesetter Award

This award recognizes finalists who have established a TBM program and have made demonstrable progress in transparency, data quality, decision making, and business results in less than 18 months.

  • Micron Technologies
  • Unilever

 

The winners of the 2017 TBM Council Awards will announced at TBM Conference 2017 during the November 7th Awards Gala. Attendees are invited to celebrate the finalists and winners at the black-tie dinner. Register today to reserve your seat.

 

Make sure to follow the TBM Council on LinkedInTwitter, and Facebook for the latest Council updates, membership information, and upcoming events.

On June 15, 2017, the TBM Council hosted the 4th annual European TBM Summit. This day-long Summit brought together 300+ leading IT and finance professionals from around Europe to learn from and collaborate with their peers. The day was filled with great conversations and inspiring presentations. Attendees left with a stronger understanding of the state of TBM throughout Europe and the insight needed to better communicate value to their business partners.

 

Imagination Technology - European TBM Summit 2017 

 

The European TBM Summit was one for the history books. Here are some of my top highlights from the ground-breaking day.

 

Imagination Technology and TBM

This year’s Summit was built around the theme of Imagination Technology. This concept could be felt throughout every aspect of the day, specifically in the diverse line-up of speakers and TBM experiences shared. The sessions highlighted the need for IT and finance leaders to be innovative and agile in a world where disruptive technology and evolving customer needs rule the day. Summit emcee and CIO of Nationwide Building Society, Debra Bailey, said it best when she explained how TBM helps her organization imagine and prepare for the future:

 

 “Our TBM journey helps us make future choices. We use the intel, the cost and the transparency to help us make those choices.” – Debra Bailey, CIO, Nationwide Building Society

      

      Dean-Nelson-UberEuropean-Summit-Attendees

 

The day consisted of 18 speakers, each with a unique viewpoint and TBM story to tell. Topics ranged from exploring how to simplify the Business of IT and Driving Performance, Agility and Strategic Business Change, to dealing with the often complicated and ever-changing world of hybrid IT. We heard from CIOs, CTOs, Heads of Finance and Controlling, and TBM Leaders from organizations across all industries including Uber, Deutsche Bank, Royal Bank of Scotland, Maersk Oil & Gas, Danske Bank, Shell, Unilever and Amadeus Data Processing. Each session proved the transformative impact of TBM, as well as how it is changing the way IT departments create and communicate value to their business partners.

 

Don’t worry if you were not able to attend the Summit or missed a particular session, all TBM Council members can access the presentations from the Summit via TBM Connect.

 

Creating a TBM Connection

I left the Summit with a significant appreciation for the TBM community in Europe. The Summit was launched in 2014 with 95 attendees. This year, the group grew to 300+ leaders from the top organizations and institutions around the region. There was a constant buzz of conversation throughout the day. Attendees were eager to collaborate and learn from their peers and Summit sponsors. The community is growing at a rapid rate and members are relying on one another to provide insight, share lessons learned, and advance the discipline of TBM. 

 

                                                                     Networking-Summit-1

 

The conversation and collaboration does not have to stop at the Summit. IT and Finance professionals are invited to join the TBM Council as a way to grow the community and stay connected throughout the year.

 

Taking TBM Knowledge to the Next Level

Though this did not technically take place on the day of the Summit, the TBM Council hosted its first European TBM Executive Foundation Certification Course on June 13 and 14. This was the perfect way to kick-off Summit. Members of the community gathered for a two day class taught by Todd Tucker, VP and Research & Standards with the TBM Council and author of Technology Business Management: The Four Value Conversations CIOs Must Have With Their Businesses.

 

         Certification-bookCertification-class

The certification course is designed for TBM program leaders (and aspiring program leaders!) and expands on how TBM is about more than just checking a box, and even more than transparency and compliance: TBM is about becoming a change agent that transforms your organization’s accountability model. The course covered TBM essentials including:

 

  • How to communicate the need for TBM
  • Identifying key tools of TBM
  • How to implement key TBM disciplines
  • How to drive continuous improvement

 

Attendees of the class ranged from TBM practitioners, to partners, to industry analysts. The variety of roles allowed for rich discussions and unique perspectives around TBM and the fact that it is a journey of continuous improvement. Don’t worry if you missed out on the June course. Additional courses will be held throughout the year. You can register for upcoming certification classes by visiting tbmcouncil.org/events.

 

The impact of European TBM Summit 2017 will continue to influence the way business is done in Europe and beyond for the foreseeable future. Members of the community are invited to further their TBM know-how by attending TBM Conference 2017 in Las Vegas, November 6 – 9. Register today for $1,995.

 

Do you have a favorite moment from the TBM European Summit? Let us know if the comment section below.

 

Make sure to follow the TBM Council on LinkedIn, Twitter, and Facebook for the latest Council updates, membership information, and upcoming events.

This blog was originally written and published by the TBM Council's Technical Advisor, Apptio.

Original published date: June 1, 2017

 

By: Mckenzie Wright, Apptio

 

How do you manage the business of IT? If you’ve asked yourself that more than once, it’s time to consider another career path… just kidding. The reality is this isn’t a new concern. In fact, every year over 1,000 IT and finance professionals meet to discuss this very topic.

 

On November 6th in Las Vegas, the TBM (Technology Business Management) Conference will kick off its fifth annual event as the world’s only gathering dedicated to managing the business of IT. With 1,350+ technology and finance leaders from around the globe, the atmosphere is prime for the exchange of ideas, strategy sharing, advancement of careers, and networking opportunities.

 

 Here are just a few of the things past conference attendees have said about the experience:

 

"It’s good to have the diversity of perspectives because I think you usually come out with the best solution." – Gboyega Adebayo, TBM Conference attendee

 

"This is such a cool event, what it really means is that the profession we represent is finally coming of age." – Rob Carter, EVP & CIO, FedEx Corporation

 

Watch the video below to hear why you should attend the 2017 TBM Conference, November 6th -9th in Las Vegas.

 

Why Attend the 2017 TBM Conference

 

5 reasons you should attend

 

1. Network with leading IT professionals across all industries

Thousands of CIOs and other IT leaders from around the world will be in attendance from companies such as Nike, KeyBank, FedEx, CHRISTUS Health, Cargill, and more. With all these innovative leaders, you can hear about the best practices for investment optimization and increased transparency, the challenges of cloud migration, as well as other trending topics in the industry.

 

2. Be a part of advancing the disciplines, standards, and strategies of IT

In every industry, there is a basic structure that’s been around for ages. What’s different about the TBM conference is that you get to be a part of the advancement of the IT industry. Technology is no longer a keep-the-lights-on function. Innovative CIOs like James LaPlaine, of AOL, believe, “IT can be a strategic weapon, and can be a catalyst for business transformation.”

 

3. Experience the new conference breakout

First two days: Leadership Summit designed for elite IT and Finance leaders who will share their TBM adoption stories and their unique paths to delivering value to their organizations. The agenda appeals to all levels of TBM maturity – from transparency and cost optimization to services provider to digital enterprise. You’ll learn the strategies to evolve your organization's TBM discipline.

 

Second two days: Practitioner summit that focuses on gaining practical knowledge around the TBM Taxonomy, tools to manage TBM, anatomy of the TBM office, adoption best practices, and more. 

 

4. Hear from amazing conference speakers

TBM Council brings together some of the brightest leaders in the industry to help share their stories. Here are just a few past conference speakers:

 

 

 

5. Attend the annual TBM Awards Gala

Hear some of the most inspirational stories exemplifying incredible achievements in the areas of business innovation, IT optimization, IT financial leadership, services transformation, and TBM adoption. The TBM Council Awards honor IT and Finance leaders for their ingenuity, creativity, and contribution to TBM. 

 

 

Join us

Over the last 5 years, Apptio has had the pleasure of watching the TBM Conference grow past its origins in Seattle and we’re excited to continue supporting as the TBM Council’s Technical Sponsor. We hope to see you at the event.

If the list above isn’t incentive enough, sign up now and receive a $1000 off the full price. See you in November! 

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:
    • Ed Hayman (Ed Hayman), TBM Architect, Apptio
    • Todd Tucker (Todd Tucker), GM, TBM Council
    • Corrine Stratton (The specified item was not found.), Program Manager, TBM Council

 

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