Distinctive approach

To grow corporate valuation in this economic environment...

Emphasized actions to achieve outcomes include:

Technology first to enable revenue growth, then cost-cutting
Cost-cutting wasteful business activities through more thoughtful IT selection, design, implementation and daily operations
Cost-cutting in IT without excessive "lean" leading to anorexia that increases risk to business performances and reduces corporate risk-adjusted return
Enterprise governance of IT that is about enterprise value in investors' eyes, not just program management
Enterprise governance of IT that increases agility by providing the right information to the right people at the right time to make the right (or at least better) decisions with accountability, not "feed the monster" overhead.
Excellence in three management disciplines key to M&A and organic growth -- product management, organization change and technology management. For IT leaders, creating an organization that is more likely to survive and thrive in M&A-land.
Identifying and overcoming three catalysts of risk – change, complexity and fatigue
Accelerating closure of alignment gaps (internally and externally) through better diagnosis, improvement actions and progress measurement
Making outcomes easier to achieve through the 4-quad business-IT model
Skill in managing risk as the ultimate differentiator

Services

Summary

Outcome acceleration

Getting "Step 1" right -- Creating business-IT value and sustainable advantage

Too often value is lost when IT is misunderstood as a just a cost-cutting tool.
Instead, this approach is designed to enable the success of the IT leadership team in the context of the business-IT model that is appropriate for the selected business model .
Organizations often struggle to use IT community guidance on “alignment” because that guidance is often excessively complicated and organizations are already complicated. So instead of complicating complication, our approach accelerates agility to grow profitable revenue.
Complexity of both business and IT has out-paced growth in revenue, earnings and stakeholder value. What is needed now is radical simplification of the enterprise, looking at ways to streamline business and operating models and then the IT platforms that enable them. The need is for continuous net simplification.
Strategically planning, integrating, measuring and continuously refining operating model and will generally drive business value and profitability despite, and sometimes because of, unplanned events.

Based on the 5+2 Step Cycle for managing risk, Value Creation Cycle and the Value-Added Diamond planning model.

This approach co-created by Harvey Koeppel and Brian Barnier.

Performance-driven management of IT risk

Managing all IT-related risk to business performance -- not just a privacy padlock

As with a sales or operations leader, managing all areas of risk should be central to CIOs. For CIOs, this includes business-IT investment selection, project management and operations. Yet, point problems often distract from the big picture.
Aligned to tangible business objectives, better managing of IT-related risk becomes a CIO’s #1 way to win.
Yet, too many organizations are wasting too much time and effort on risk programs while not sufficiently reducing risk to business performance objectives.
Distinctively designed to reduce time and cost, and provide more actionable business insight by shifting from compliance-driven to performance-driven management of risk.

Follow the Money: IT Finance – driving and demonstrating business value “by the numbers.”

Designed to overcome common complications that keep CIOs on the defensive
Distinctively emphasizes corporate value calculation, art of the business-business case, financing IT assets, portfolio mapping technique, risk-adjusted capital allocation, risk budgeting and outcomes achievement.

IT leasing analysis content courtesy of James Burns and James Cross at Blue Sky Capital Structure Advisors.

Outcome acceleration delivery

Outcome acceleration workshops
“Teach to fish” personal guidance for the dynamics of your role and your organization
Accelerator widgets -- diagnostics, actions and progress measures to accelerate alignment gap closure
Conversation clarifiers to cut churn; and improve situational awareness and alignment with management, board or investors

Economic commentary blog in Feddashboard.com, especially dynamics of technology and innovation on economic growth.