Getting Business and IT on the Same Page

Bob Violino's article "Translate This" in CIO's September 15, 2011 issue shows us the importance of creating common definitions to bridge the communication gap between business and IT.  Technical jargon is out.  Coherence and simplicity is in.  Focussing on three points, all conversations should center on 1) Business prioritization, 2) Collaboration, and 2) Demonstration of delivered value to the organization in terms of competition and strategy.

I was recently reminded by a local magazine publisher and client of Kenesco of the eye-glazing language that is ever-present in any IT conversation.  He remarked that it causes smart people to feel helpless while less scrupulous vendors exploit their clients.  Thankfully he wasn't referring to Kenesco.  Yet unfortunately, jargon and unclear language is inherent in any IT discussion.  

 

So how is this solved?  By stepping back from the discussion and placing the very definitions of your organization into discrete business terms.  

 

Where does the responsibility sit for creating these common building blocks of business language?  My answer as a management consultant is, as you may guess, with the consultant.  

While all stakeholders will be involved in creating these definitions, it's the consultant's experience and repetition in forging successful pathways that clients rely on and expect.  The consultant will shepherd the group through exploring organizational assets that can demonstrate existing and successful project language already used within the company.  The consultant can then locate common denominators and draw out a clear delineation of what defines a product, process, or particular function in the context of creating the agreed upon business value.  It may not be a traditional definition.  It will not always be intuitive to business or IT.  Yet, it will be one that fits the purpose of demonstrating business value and achieving business goals.  Now business and IT can begin planning together with this new understanding of delivering value.  Both groups will have a renewed assurance of success.

To summarize:

• IT must always demonstrate business value
• Do this by creating common definitions that delineate products, processes, and functions while avoiding jargon
• Reliance on your consultant to guide your organization through this process is a critical factor to success

If your business is undertaking a new project or looking to ensure success in existing projects, contact Kenesco to see where we can help.

David Knea, CEO Kenesco

September 2011

+1 (855) KENESCO

kenesco.com

CRM Strategy: Only Part of the Big Picture

Mary Wardley is quoted in "Strategize for Better CRM" of CIO's August 2011 issue and states that customer relationship strategy needs to be developed using a technique similar to the ITIL's 7-Step Continuous Improvement Model.  She goes on to equate Customer Relationship Management (CRM) strategy with customer service strategy.  While we agree there is overlap.  These are probably not the same thing in most organizations and may require more guidance to achieve. 

Customer Service (from IT) exists within the Service Operation phase of an ITIL organization and is concerned with the support of IT Services.  It is most likely assisted by a Professional Services Automation (PSA) tool.  While the PSA may contain some CRM features, the PSA may not be robust enough to provide the best value to the company's Sales function.  The result: a separate CRM solution would be appropriate.  In any event, integration is the most critical consideration.  This isn't simply integration between CRM and PSA.  Rather, it is integration of both together along with the company's Financial System and any other supporting systems.  Total integration of data is the end-result.

Remember and apply the DIKW model here.  That is Data > Information > Knowledge > Wisdom.  While we still may rely on consultants to provide wisdom, even they can't improve our organization without knowledge of itself.  That's why Kenesco advocates that businesses use a Service Knowledge Management System (SKMS) approach to capture, process, analyze, and act on any corporate data.  This will take into account all systems, their integration, and continuous improvement of the company.

If your organization is considering system integration and best practices, please contact Kenesco.  Our ITIL certified consultants can help.

Kenesco

+1-773-935-2897