Transcript: Holroyd LGA 100,000 people 30,000 assessments 40 sq KM 60% residential 30% industrial 7% commercial 3% open space HCC 650 total staff 350 admin staff $40M annual budget $528M total assets Structure GM 4 dept heads 16 managers Integrated Planning and Reporting Department of Local Government Combines all Council's programs into one public document "Accountability" Active: A place that is inclusive, healthy and safe Growing: A place that is focussed on effective urban planning and economic development Balanced: A place that values its environment, open space and sustainable development Connected: A place that is open and accessible to all Dynamic: A place that is engaged and innovative. The Gaps Interviews Key Findings from Interviews A widely disparate understanding of the role and position of IT in respect to the decision making process A universal agreement that IT is of central importance to the organisation and its business processes. Little to no understanding of effective performance measures for IT as they align to the organisation. Confusion over what “participation in IT planning” means for the organisation. IT is seen as an operational enabler who “fixes staff computers and sorts out broken software.” IT-Business Alignment Gaps A lack of consultation with IT in the strategic business decisions of the organisation. Micro-management of IT which stifles open and honest communication. Lack of willingness to allow IT to operate strategically within the organisation. Confusion between operational and strategic activities within IT. Poorly aligned performance indicators for IT. Porter's Six Principles Analysis 1. Set the right goal: superior long-term return on investment 2. Deliver the value proposition 3. Strategy needs to be reflected in a distinctive value chain 4. Robust strategies involve disciplined trade-offs 5. Strategic fit or alignment to the value chain 6. continuity of direction IT-Business Alignment Gaps No clear vision statement that can be interpreted in IT and applied to work practices. Poor alignment of community goals to IT strategies through the IP&R framework Poor value chain identification that would allow IT to analyse and improve upon By being unwilling to discuss or even recognise weaknesses in the organisation for fear of the political ramifications, the organisation is denying itself a major and critical enabler of growth. Without identification of weaknesses, IT cannot strategically find solutions. Poor communication channels across departments due to vertically stratified hierarchies. IT is therefore only brought in at the 'mechanic' level of fixing identified issues, not as the strategist to assist in the process. IT Strategy IT-Business Alignment Gaps Documented IT strategy is non-existent Current IT staffing and work practices support the role of IT as the 'mechanic'. There are no identified operational and strategic areas within IT IT is not 'at the table' during strategic discussions IT Strategy Map IT-Business Alignment Gaps There is a severe lack of integration of mission critical systems across the organisation. The corporate vision statement, if kept, requires re-interpretation for IT (and other areas within Council) There is poor knowledge management for staff IT Alignment Knowledge Management TRIM Email notification reminder system Email archiving repository Council-wide knowledge management wiki creation Workplans available through Council wiki Use Managers' meetings to raise corporate IT issues IT as Strategic Enabler Lobby for IT to have a permanent seat on SMT Systems Integration Bring Core CIS back in-house Build integration between systems Assets: Lobby for a Project Manager Integrate with mapping and email IT Staffing Alignment Re-organise IT into Operational and Strategic sections Alignment of IT KPIs Better align IT KPIs to meet business needs Provide ongoing maintenance of Council's infrastructure Provide demonstrable disaster recovery solutions for all of Council's identified mission critical systems Provide effective remote access for users to all main business systems Provide improved integration of Council's core mission critical systems (Authority, Cadcorp, TRIM) Refresh of the standard operating environment Provide timely response to customer request management system requests Develop and manage Council's website and Intranet system Questions
Transcript: STRENGTHS Combination of catalog protective products and custom molding capabilities is a differentiator Qualified vendor at most medical device manufacturers Brand recognition in the Design Engineering community Quality system that understands needs of medical customers Library of standard materials with supporting certifications increases customer’s confidence and expedites approval WEAKNESSES Lack of clear direction on types of opportunities to pursue Sales team’ technical sales capabilities Industrial manufacturing company trying to add Medical Capabilities (e.g. automation, cleanliness) organically, competing against specialized, existing Medical Molders Significant gaps in non-protective/functional catalog product offering Lack of Strategic sourcing to support Long quote turnaround on custom opportunities THREATS Updated costing on cannulas shows this is not profitable and we will likely lose all of this revenue ~$500K in addition to $550K already lost Long sales cycle and frequency of product development stalls/cancellations Decline in number of new product introductions due to FDA (recalls and slower 510k/PMA) Low cost off shore sources for functional products Directives to move away from vinyl OPPORTUNITIES Promote Extrusion capabilities to support orthopedic and other packaging Traditional and Specialized materials Focus on Custom, Manufactured Silicone Poor market perception of Qosina due to pricing Show how things would improve Pro Conclusion Con SWOT EXAMPLE Describe the next steps Describe the desired state Get your audience excited Idea 2 Pro Pro Con Con Refer back to the pros and cons Idea 1 How problems can be resolved Pro Describe the idea you think is best Strategy Recommendation What if we do nothing? Medical Segment Dashboard Based on Jim Harvey's speech structures Explain how it will help Con
Transcript: Ronan Burke IT & Automation Engineer Current Risks All essential equipment located in one room Service Road subject to flooding Single point of failure Possible Solutions Relocate Secondary Network Core to Level 4 Reroute Fibre Connections from Main Comms Room to Level 4 Relocate systems with redundant backups to Level 4 with Network Core Cost and labour involved Office Strategy Conclusion Stadium Strategy Compass Office Systems rely on the Stadium Network Conferencing/ MatchDay Systems (IPTV, WiFi, PA, Big Screens, EPOS, Tills) all rely on the Stadium Network The Stadium Strategy cannot mitigate all risks to Compass, but can protect Matchday/ Conferencing Systems Either Accept the Risks, or Mitigate the Risks at a Cost Compass Risks Any Questions, please ask Aviva Stadium IT Strategy Current Situation Risks to the Business Data Security Down-time after Failures Volatile Spending Profile Proposed Systems Mitigation of Risks Secure Data Near-Instant Recovery from Hardware Failure Regular Annual Spend Mobile Workforce and Increased Productivity BCP
Transcript: IT Strategy Presented by PERSON for COMPANY What is IT Strategy? What is IT Strategy? It is a long-term action plan that IT professionals use to guide their organisation in order to achieve asset goal. WHy do we need strategy WHy do we need strategy IT PROVIDES DEPARTMENTAL FOCUS IT HELPS TO TO IDENTIFY KNOWLEDGE GAP AND FILL THEM SUPPORT PRODUCTIVITY AND GROWTH IT PROVIDES DEPARTMENTAL FOCUS IT HELPS ... How do you write an it strategy How do you write an it strategy Contemplate your organization's visi... Contemplate your organization's vision. Write a mission statement. Evaluate your organization's current standing. List factors necessary to success. Develop a strategy for accomplishing each success factor. Mercedes Benz Mercedes Benz Five forces model Planning and preperation Planning and preperation Competitive advantage through brand /reputation New car companies unlikely to emerge Unique design in cars Threat of new entrants Threat of new entrants Customers able to negotiate price with car dealers, but not car manufacturers Ability to switch to competitor quickly, through internet (Apfelthaler et. al., 2002) Bargaining power of Buyers Bargaining power of Buyers Expensive cost of car parts Bargaining powers of suppliers Bargaining powers of suppliers Car manufacturers rivals BMW and Audi with electric cars Threats of substitute products Threats of substitute products Understanding the organisation's it needs Understanding the organisation's it needs Why will a customer choose this car and what are the options in choosing this? Mercedes cars has grown diversely from 1998 to 2006. Right from 922.796 to 1.260.600 cars Also, this car has shown successful growth from other competitor brands with the highest selling cars with 18.1%. - COMAND Online launched in 2011 – New Apps follow in 2012 mbrace2 to be introduced in the US with new This app provised appropriate parking facility and other features like audio video etc. won a wide variety of awards for our products in 2011 and made significant improvements on the quality side exploring options and making decisions exploring options and making decisions Apfelthaler, G., Muller, H. J., & Rehder, R. R. (2002). Corporate global culture as competitive advantage: Learning from Germany and Japan in Alabama and Austria? Journal of World Business, 37(2), 108-118. References References fgeag fgeag
Transcript: Presented by : - Chuks Agu - Jessica King -Saad Al kazman -Mohammed Ahmed - Azza Al-Abri ABOUT ABOUT -Competition -Strategic Decision Analysis: -SWOT analysis - IT Triangle -Strategy Recommendation - Conclusion Outline Outline About Nokia Founded in 1865 by Fredrik Idestam as a paper manufacturing mill In 1868 Idestam launched a second mill in a town called Nokia in Finland. The shared company called Nokia Ltd was created 3 years later. In 1967 three companies merged as Nokia Corporation Focus on consumer electronics in the 90s Glory years in the 90s where Nokia became global leader. Partnership with Microsoft in 2011 Sold to Microsoft in 2014 About Nokia Competition Comparison Prime competitors: - Apple - Samsung - HTC - LG - Motorola Competitors 2009-2012 (Guardian, 2016) Software (Richter, 2014) Why Apple has more loyal fan base than any other brand 1. iPhone has its own/unique OS 2. Products made by iPhone ” Rick Meckler said, “This landmark by Apple just shows how powerful the company is! It may be the most powerful company in the country right now.” Valuetaiment, 2017) Strategic Decision Analysis IT Triangle - Strategic Decisions " " Employment of technically unskilled workers Withdrawal from a thriving market- America Incapability of taking risks by decision makers Complex organization structure (Micheal,2011) Failure of value proposition Concentrated more on the hardware Failure to attract third party developers Failure to implement disruptive innovation. (McGrath, 2015) " Organizational Strategy Information Strategy Business Strategy Failure to analyze their customers' expectations Usage of faulty/outdated software (Schrage, 2011) (pearlson and Saunders 2013) Strategy Recommendation Strategy Recommendation Ready? Strategy to take care of all activities Extend use of IT throughout organization Analyse the best options No bureaucracy Stakholders informed about outcomes Planning and Preparation Threat of new entrants: • Cost advantage • Investment on R&D, technology, marketing and development • Nokia holds shares in the market • Strong distributions • brand name Bargaining power of buyers: Customer power Switching cost More choices for buyers Buyers choose rivals as Nokia OS less user friendly Medium to High Threat of substitute products: Mobile phones with more functions needed Switching cost Buyers tend to substitute Very low Porter's 5 force model: Competitive rivalary: Very high • Nokia lost selling power they had • Nokia market shares will decline due to slow move in the market • Competitors using better OS like IOS and Android while Nokia using Windows on most of its smart phones Bargaining power of suppliers: Low Large number of suppliers to choose from Switching cost Expensive hardware Substitutes Customer focus Customer training Feedbacks and IT reviews from customers Understanding Organisation's IT needs Get Set Quicker response to Apple's breakthrough in 2007 Focus on One OS rather than invest in many. Co-Opetition with Android Use Social IT as a platform to extract customer feedback (e.g.twitter) Use DSS techniques such as Text mining for qualitive customer feedback. Invest in R&D Exploring options & decision making - IS Inter-Departmental collaboration tool e.g.Confluence To promote employees to express their views & suggest improvement Networked Organisational Structure Suited for complex decision making in changing environment Exploring options & making desicions - Organisational Go! Share the strategy in form of a document to the organisation Include all stages of management Review IT Strategy every year Monitor implemented Strategy to measure expected benefits Putting the Strategy into action Lego Serious Play Strong competition Unwillingness to embrace drastic change Too long to respond to the smartphone revolution Invested too much into a limited OS Issues with Organisational and Information Strategy. Conclusion Conclusion - Richter, F. (2017). Infographic: The Smartphone Platform War Is Over. [online] Statista Infographics. Available at: https://www.statista.com/chart/4112/smartphone-platform-market-share/ [Accessed 9 Nov. 2017]. - GadgetsNow, 2017. Compare Apple iPhone 8 vs Nokia 8 vs Samsung Galaxy Note 8. [Online]. Available at: https://www.gadgetsnow.com/compare-mobile-phones/Apple-iPhone-8-vs-Nokia-8-vs-Samsung-Galaxy-Note-8 [Accessed on: 16 November 2017]. - TheGuardian. 2017. Nokia 8 hopes to beat Apple and Samsung with 'bothie', a new version of the selfie. [Online]. Available at: https://www.theguardian.com/technology/2017/aug/16/nokia-8-bothie-flagship-android-smartphone-apple-samsung [Accessed on: 15 November 2017]. -Jia, J. and Yin, Y. (2017). [online] File.scirp.org. Available at: http://file.scirp.org/pdf/OJBM_2015102710294521.pdf [Accessed 19 Nov. 2017]. - Jia, J. and Yin, Y. (2017). [online] File.scirp.org. Available at: http://file.scirp.org/pdf/OJBM_2015102710294521.pdf [Accessed 19 Nov. 2017]. -
Transcript: Recommendation Hardware Approach Interview Focus: Current State Future Scenarios Needs Opportunities Assessment of Current State Process Recommendations Improve how IT supports effort to increase market leadership Capture and manage the BAU operational state Management of the IT function including: Infrastructure Telecommunications System Development IT procurement Help Desk Services Establish an IT risk and issues register Website Analysis Activities IT Capacity & Capability Review Adhoc development of new applications / enhancements to existing software Paradoxically, multiple functions performed manually Significant manpower invested in data capture and manipulation for reporting Leverage Stakeholder Interviews Network Outages will increase and possibly result in entire network outage - resulting in days to weeks to fix PCI Compliance could result in fines levied by card brands or restriction on ability to accept payments via credit card, reputation in market, cost to go through complete audit Higher cost of ownership of multiple systems Increased cost of trying to integrate data across multiple, incompatible sources Increased cost to support multiple platforms Not able to leverage supplier relationships Current State - IT Systems Commence scoping and / or management of the critical remediation projects to address Network Issues / Outages PCI Compliance / Website Initiate Critical Remediation Projects Recommendation Infrastructure Leverage Minor Internet Platform Investigate options to consolidate data to maximise inventory management Remediate PCI compliance Current IT spend not leveraged Number of manual processes where IT functions / systems can & should be utilised Considerable number of outages Slow system and internet access Development / Purchase decisions made based on individual department preference IT Management is a complex balancing act of supporting the existing environment and continuously improve service to the business Remediation Governance Develop an Infrastructure & Hardware Roadmap Develop a 5 Year Investment Plan Reassess and re-prioritise all projects Scope and budget as per re-prioritisation Establish a Project Management Office Framework Initiate projects in order of priority based on business benefit & criticality Real-time visibility of key business metrics Above average spend for below average service Resourcing needs to be reorientated IT department does not support current operational requirements No clearly defined Information Technology Strategy Reactive and tactical Strategy Focus: Business Innovation & Development Goals Pro Commence developing an IT solution strategy Collaborate and build a common purpose across business Develop a 5 Year Plan for development / procurement Multiple systems performing similar role across different departments Not well integrated across the organisation Applications incompatible with operating platform or other applications Leadership Assessment Focus: External Benchmarks Social Media Observations IT Solution Strategy Summary Multiple, disparate, at times incompatible platforms Hardware not consistently provisioned based on role requirements Data not always stored on Oaks environment Infrastructure Scalability Analysis of Spend Applications Con Customer Survey No governance in place Limited discussion with business regarding budget for future projects Prioritisation of projects from IT perspective No planned and resourced IT project list Limited reporting on progress Slippage and scope change common Few documented requirements No project benefit identification and tracking No change in behavior required across departments Oaks IT Discovery Phase Does existing website support increasing online bookings / loyalty program? What if we do nothing? Current website configuration constrains the ability to utilise social media channels to direct online traffic to website Inconsistent usability & end-user experience Recommendations Leverage existing Minor Group Technology arrangements to optimise spend Review existing licensing arrangements Renegotiate vendor relationships to establish more key partnership relationships with key vendors Platforms Requires an ability to prioritise and deliver initiatives in a timely manner Existing IT function and department requires reorientation and a more strategic skillset Multiple outages across the organisation Issues with response times Multiple vendors Website Define the Oaks Technology Strategy Technology Study: Current Development Opportunities Key Choices Architecture Information, Applications & Technology Significantly slower response rate than competitors Less referring domains Old, obsolete data displayed Website not listed for some basic searches only 10-12% of bookings through website PCI Compliance changes in Dec '14 Mobile Platform support limited IBE / Content Management not compatible with website growth strategy Maintain Business as Usual Support and Infrastructure Services Provide the support and
Transcript: - Virtual Desktops - Library - Mobile Computing - Operating System (Replacement of XP) - Mobile Applications - Mobile Computing - Lync - Video Conferencing - IT policy (Review and New) - Information Asset Owners - Audit Recommendations - Data Protection guidance - Penetration testing - Membership Information System - Application Consolidation - Equipment for Activists - Mobile Phones Video Conferencing LAN Refresh Delivering the IT Strategy? - Membership Information System - Mobile Computing - Lync - Contact Center - Website - Intranet - Project Management Workflow - End user Engagement - Mobile applications - Server consolidation - Disaster recovery - Audio Visual - Library -Website -Desktops -Fit out - Video Conferencing Contact Center Project Management Workflow End User Engagement - HQ Re plan - Mobile Phones - Microsoft Lync - Audio Visual - Intranet - MIS - SharePoint Website - Case management - Data Center - Disaster Recovery - SharePoint - Website - Intranet - Mobile Applications - Video Conferencing - LAN Refresh - Exchange 2010 - Mobile Computing - Contact Center - SharePoint - Disaster Recovery - SIP - Data Center - Mobile Phones Desktops SharePoint Application Consolidation - Lync - Contact Center - Disaster Recovery - Membership Information System Mobile Applications Server Consolidation Intranet Case Management - End user engagement - Service Desk - Technology Tool set - Training IT Restructure - Website - SharePoint - MIS - End User Engagement - Service Desk - SIP - Lync - Data Center - Contact Center Phase 2 - Wifi:- - Staff - Public - RCN - Guest - Mobile Device - Application Consolidation - Server Consolidation - Membership Information System - Data Center - Lync - Contact Center - Exchange 2010 - Policy - Audit Recommendations Microsoft Lync -The Journey -The Dependencies -The Links between projects Data Center Mobile Phones Disaster Recovery - Membership Information System - Equipment for Activists - Legal Case Management HQ Replan - The project, project Equipment for Activists IT Strategy Membership Systems Information Security - IT Restructure - Bring Your Own Device - Service Level Agreements - Project Management Workflow - Service Support - Service Desk - Mobile Computing - Self Service Password Reset tool - Technology Tool set - IT User Group -SharePoint
Transcript: Business Strategy Growth of market share Importer (NY City) Customer The Industry of selling European foods online in its infancy Outdated business practices Window of opportunity To: Shipping Company (USPS, UPS) Goal: Europe Competitors: 1000 Established in 2010 European Foods Online Store (non-perishable products) Customer Base = 1000 Value Proposition Best Total Solution cust. Strategic Action By the end of 2012 Eurofoodie's Warehouse (Delaware) IT Strategy (Invest in Customer Loyalty to sustain or increase demand, by using "Stickiness factor") Introduction of POINTS & REWARDS system Questions? from: Includes: Referral Program Points & Rewards System Performance Tracking 5000 Created by Alexander Muzychka cust. Online European Food Stores Business Case
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