Recently I have been enjoying the “Pheonix ProjectThis is one of those novels of IT and, like a good Disney movie, you know it is just a story but it engages on many levels and includes strong messages. In the Pheonix Project the authors make much of the parallels between traditional manufacturing and IT operations. I am a big fan of this idea and something very similar is at the heart of the next chapter in our story about a service oriented operating model for IT.
In this latest post on a service-oriented operating model for IT I will cover mapping out the IT value chain. There are quite a few steps which lead up to this point so start here if you want a reminder and don’t forget these warnings. So let’s get started with: what are IT value chains all about, why you need to take the time to map them and how do you use them.
I have been writing a series of posts about implementing an operating model for IT which is based upon services. If you followed the last post you will have already started to engage your key stakeholders and they will already be thinking about their IT needs and their role in making the IT ecosystem work. Now you will be looking for advice on how to map out the value chains for the new IT model. The next post will go into more detail on how to use value chains and provide some examples but first I thought I should share a few warnings. We are about to enter what is probably the most dangerous part of the journey where unwary CIOs could be lured off course and face disaster. Take a look and let me know what you think.
This post is one of a series about developing a service-oriented operating model for IT. Previous posts have covered: the concept of a service-oriented operating model for IT designing the right organisation structure. This post is about the first step in the IT transformation process - engaging with the rest of the organisation. This means IT leadership engaging with other leaders across the enterprise and not just the rest of the IT department. Whether or not your vision is to move to a service-oriented operating model this is the first step in the process.
This is first of a series of follow ups to my blog post about a service-oriented operating model for IT. These posts are based upon some of my insights and experience of putting this model into practice and I hope they will either help you develop your own thinking or provoke you to share your own ideas. In these follow up posts I am going to cover: engaging the rest of the organisation mapping out the IT value chain developing the IT bill of materials designing the IT organisation structure aligning funding and resources implementing the change. Most of the comments and reactions to the original blog post concern organisation so I am going to start there although, logically, it is the fourth step.
Recently I read an article on the on-line version of Forbes by Mark Settle. Mark was proposing an IT operating model which he calls “Broker/Integrate/Orchestrate” as a replacement for a more traditional approach he refers to as “Plan/Build/Run”. The article is well written but I think Mark creates an artificial gulf between these two ways of looking at IT and neglects another useful alternative: an operating model based upon a portfolio of services.