SIAM Challenge no1 – Strategy part a
Welcome back, we are continuing our series on SIAM challenges – this week we’re focusing on Strategy or the lack of it. This mini blog is published in 2 sections; this is 1 of 2 on Strategic challenges.
There are many challenges, but this week our focus is on Strategic Clarity. A Lack of a clearly articulated Strategic Plan can lead to a confused path or merely a path to nowhere. A Strategic plan requires articulated details. The usual information, goals, objectives, vision, mission, more importantly, business value and capabilities you’re adding to the Enterprise, to IT or the business. Unless this is addressed how will you answer the following questions;
- Why are you doing this?
- How will you article the vision? How will you sell this, obtain buy-in?
- How will you seek endorsement from the steering committee? Or Finance to fund this plan? Or the business?
Without a clear strategy, vision, plan how you will article this in the business case? How will the OCM team help the organisation with the change? How will they help you to seek endorsement across the organisation? It’s important to address the following in your strategic plans;
- Business issue and or issues/risks you are treating
- A clear Business outcome you’re seeking to achieve and importantly;
- How is this adding value to the business to IT, to the end user, to your customers, to the service providers?
My first questions is always why? And more important what problem are you trying to actually solve? Because SIAM may not be e answer…
What is your long-term strategic plan and how is this aligned with the business strategy? How does it support it? It is the time to start collaborating and engaging the business! Also, what are the parameters, how and what resources are involved and are we optimising the value on ICT investment? What services will you outsource to providers? What will you primary part help you with? Is the plan to eventually roll in Business service providers or ESM?
By Setting clear direction, goals and measurements for all service providers and focusing on the planning required to deliver Business and IT capabilities to your customers. Strategic planning activities need to align to business priorities.
If we are looking at the SIAM Model then there are many vital strategic decisions to make, but here are a few to think about:
- Mission, Vision, Goals and objectives; this defined can be used in so many ways through the strategic plan, the roadmap, to build your measurements to monitor your progress towards your goal, your mission and vision and what value your delivering. And it all needs to be measurable. But please make your statement an easily understood statement, a simple catchphrase, something everyone can understand, and start to live and breathe by. And please publish it, keep that vision visible! If in not visible then you have another document gathering dust. Why keep it a secret? Organisations that have apparent statements and plans are far more successful in communicating and helping achieve momentum by the people, to greater good and change.
- Business Drivers: This can be articulated by understanding what issues, business and IT pain points you are trying to resolve. The Most vital question is what’s driving this transformation? Is it Business Performance? Satisfaction? Financial or Reliability? Once you have the driver you need to identify the CSF, Better Business Performance you might identify the following.
- Value: What activities will provide the most valuable to IT, Business, Customers, your Service Providers? How will you be able to measure that? Through ROI and also value on investment (VOI), the intrinsic is hard to articulate and measure. If the business drivers are articulated, addressing a particular business/IT issues then the outcome sought is the service measurement. To balance it all out, both tangible and intangible values need to be identified within your Benefits Realisation statements and monitor those benefits. Value measurements range from Quality to Value delivered to the customer! What does the customer value? Finding this out and building a strategic business relationship capability is invaluable.
Because if you cannot articulate and measure value, how do you know you are actually delivering it?
- Your Operating model – Which is right for you? And how many FTE? And where does the SI sit? External or Internal SI, Hybrid SI model or Lead supplier as SI or….? Make your own. It’s important to understand your ecosystem, who is delivering services/technology in it, identify your business capabilities, a SWOT to fully understand what you are excel in and more important what you do not do well. What are your SP and IT and business issues are today? It’s necessary to take stock, so a SIAM 360 is necessary! SIAM ecosystem is about supply and demand, and the end to end service integration, service delivery, customer service and so much more…. Lots of great information on SIAM via Scopism website, please feel free to download their SIAMBoK Foundation and Professional for all theory and SIAM management information, whitepapers and more.
- Where is your SI positioned? Each model will have its pros and cons, but also strengths and weaknesses, it is a unique and personal organisational decision as to where and what you do with the SI. Also, more importantly, which processes will you allocate to the SI to manage for you, while you govern, i.e. not get involved in the day to day operations, and allow the SI to do their job. You are paying them to do this for you, while you focus on strategic initiatives, innovation and planning. The SI tackles tactical and operational issues for you. You cover strategic planning and meet in the middle tactically. I have seen so many customers, pay the SI and then get involved operationally. This does not work on so many levels. It is the beginning of building lousy blood, and the relationship is heading for divorce after 3yrs of interference.
- FTE Sizing is relatively easy to do if you have useful data. You need to have an idea of how many people/roles are needed in the SIAM, SI model.
- What processes with the SI Manage for you? What will you retain internally? The strategic processes are always retained, Architecture should be too, you govern, they manage. Operational processes, ie the collaborative ones can be outsourced, Incident, problem….There is so many to workshop and define needs to many stakeholders together to workshop what is this going to look like? What is our TOM? We’ve only just started, but there is so much more.
Please check back later and we will have part 2 published too! Feel free to leave any comments and or notes you’d like to highlight or discuss.
Contact us for a confidential discussion on your SIAM challenges today! firstname.lastname@example.org
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