NEXT Techno

IT Transformation
Operational Framework

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Questions From IT Leader To CEO / Management

 What is our mission?

 What is our vision and goals for our business for the next 10 years, five years, three
years, and next year?
 Who are our competitors?
 What do our competitors do that keeps you awake at night?
 What do you think we should do to keep our customers happy?
 What do you think we should do to expand our market share or to generate more
revenue?
 What do you think we should do to increase our value proposition and make us
unique?
 What are the five things you like the most about IT?
 What are the five things you dislike the most about IT?
 What can you do to retain business and technical knowledge across teams?

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Questions From CEO To IT Leader

 What can you do to keep our customers or constituents?

 What can you do to expand our customers or constituents?
 What can you do to make buying or receiving our products or services easy and secure?
 What can you do to make doing business or working with us easy?
 What can you do to reduce our enterprise cost?
 What can you do to simplify or make our enterprise business processes leaner and more
effective?
 What can you do to increase our teams' productivity?
 What can you do to make our products and/or services unique and different from that
of our competitors?
 What can you do to prevent our competitors from surpassing us?
 What can you do to help innovate our products and/or services?
 What can you do to retain business and technical knowledge across teams?

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Current IT Challenges

S.No Warning signs 

1 Different parts of our company give different answers to the same
customer questions
2 Meeting a new regulatory or reporting requirement is a major effort for
us, requiring a concerted push from the top and significant
infrastructure investment
3 Business lacks agility - every new strategic initiative is like starting
from scratch
4 IT is consistently a bottleneck

5 There are different business processes completing the same activity

across the company, each with a different system
6 A significant part of people’s jobs is to take data from one set of
systems, manipulate it, and enter it into other systems
7 Information needed to make key customer decisions is not available

8 Senior management apprehension about discussing IT agenda items

9 We don’t know whether our company gets good value from IT 

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Develop IT Digital Transformation Road Map

Digital IT transformation is the profound and accelerating transformation of business

activities, processes, competencies and models to fully leverage the changes and
opportunities of digital technologies and their impact across society in a strategic and
prioritized way.

Drives competitive advantage for the businesses of Techno IT by optimizing information

and technology

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Develop IT Digital Transformation Road Map

Current Enterprise IT Current Enterprise

Application Business Architecture
Architecture [1.2] [1.1]

Gaps in Gaps in Enterprise

Enterprise IT Application
Step 1 Business Architecture [3.2]
Identify key areas of Processes [3.1]
current business and IT
situation

Current Enterprise Current Enterprise

IT Data IT Infrastructure Step 3
Identify Step 4
Architecture [1.3] Architecture [1.4]
Business and Identify the IT
IT Gaps Digital
Future Business Transformatio
Future Enterprise IT strategy and its new n Roadmap
Application Enterprise Business
Architecture [2.2] Architecture [2.1]

Gaps in Gaps in
Step 2
Enterprise IT Enterprise IT
Identify Future Business
Data Infrastructure
strategy and IT needs /
Architecture Architecture
Key Areas
[3.3] [3.4]

Future Enterprise Future Enterprise IT

7 IT Data Infrastructure
Architecture [2.3] Architecture [2.4]
Key Areas of Focus (Need to discuss and update)

 Clear Organization, Business and IT visions

 Culture change across the organization
 Business requirements to technical requirements
 Effective use of available assets
 Technology capability and its effective use
 Standardization of systems and processes
 Effective use of existing tools
 Accurate capture of efforts spent on projects and operational tasks
 Cost and Spending
 Right decisions made by right and qualified team(s)
 Effective use of past lessons learnt data

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IT Vision
• Develop a diverse team
of highly engaged
talented professions.
• Enable employees with
the tools to identify
opportunities and devise
solution that anticipate
and meet clients needs.
• Deliver Streamlined
continually improved
end-to-end-process
• Doing the right things
fast, delivering the most
for our dollar and what
we promise
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• Provide improved process
solutions that are secure
and reliable, by developing
and manage a
comprehensive, modern
and more nimble business
driven service,
People Technology collaboration and client
management platform(s).
•Provide better visibility
• and Mobility
Strategic
Process
Advantage
• A superior and differentiated
customer and employee
experience that is easy,
innovative and timely
 Digital Transformation
d

PEOPLE - Develop a diverse team of highly engaged talented professions.

Enable employees with the tools to identify opportunities and devise solution that anticipate and meet
clients needs.
TECHNOLOGY - Provide improved process solutions that are secure and reliable, by developing and
manage a comprehensive, modern and more nimble business driven service, collaboration and client
management platform(s).
VISION
Provide better visibility
STRATEGIC ADVANTAGE – A superior and differentiated customer and employee experience that is easy,
innovative and timely
PROCESS - Deliver Streamlined continually improved end-to-end-process. Doing the right things fast,
delivering the most for our dollar and what we promise
• Safe, Secure and Reliable systems and operations
• Business requirements driven
• Cost effective IT that keeps commitments
• Agile (regular and Incremental) delivery of functions and platforms
• Clearly defined operation model (Necessary level of business process integration and standardization
PERFORMANCE for delivering goods and services to business and customers)
MEASURES • Deliver improved / standardized and simple process capabilities more efficiently through tools and
better enabled employees thereby reduce execution risk exposure (Risk that a company's business
plans will not be successful when they are put into action)
• Better visibility and mobility
• Value is measured for each initiative
• Manage data as an organizational asset to support analytics
• Engaged team, strong, inspired, capable talent aligned to strategy

IT Digital Business Operation

STRATEGIC Infrastructure
Transformation Intelligence / innovations (To Application
IMPERATIVES consolidation &
and Enterprise Analytical improve efficiency Modernization
modernization
10 Architecture capabilities and effectiveness)
 Digital Transformation Initiatives

IT Digital
Infrastructure Business Operation
Transformation
consolidation Intelligence / innovations (To Application
Roadmap &
& Analytical improve efficiency Modernization
STRATEGIC Enterprise
modernization capabilities and effectiveness
IMPERATIVES Architecture

Effective use of
Develop IT Hybrid-cloud Enterprise single
Procure big data existing monitoring
Digital strategy & sign-on solution
technologies tools and product
Transformation Roadmap (IAAS)
features
Roadmap Develop Packaged
Define Identify non- Conduct data solutions for sale to
core strategic & discovery and Minimize Datafix /
Architecture other companies
utility IT regressions manual tasks
Framework, (Docker containers)
Standards and processes
Roadmaps Organize data for Enhance applications
Delta deployments to support Mobile
Determine efficient access and minimize
Well and wearable users
Security, Data and retrieval outages
established
INITIATIVES governance, Develop
PMO Office Develop data
Risk mitigation Enable more Collaboration
requirements scientist skills / portals between
Identify Automated and
Analytics customers and Next
alternate open consistent process
experts for Techno IT teams
source Implement the execution
analysis and Deliver Streamlined
technologies cloud migration decisions Ability to measure continually
in Phases
Establish efforts exactly improved end-to-
Enterprise use of spent on various
Architecture EMMA BI end-process (Reduce
Exa migration to operational and
Review Board application manual / support
vBlock project tasks teams involvement)

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People – Skills And Culture Change

 Transformational
 Disruptive Thinker
 Balanced with extensive business or systems knowledge
 Decisive and able to execute
 Empowered
 Develop skills, capabilities to deliver (Self learning, Learn while work, Technical
trainings etc)
 Proven ability to listen, learn, influence and make decisions
 Appetite to share the knowledge and documentation. Foster a mindset that sharing is
power
 No silos mentalities
 Respected amongst peers and management

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Appendix 1: Cloud – Type Of Applications

Utility IT (Example Scenarios)

Strategic IT (Example Scenarios)
 Data storage
 VM’s on demand
 New employee-facing applications
 Disaster recovery
 New customer-facing applications
 Deploying packaged applications
 New parallel applications
 Moving existing applications to the cloud

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Appendix 2: Value Based Goals
Business to Enterprise
Increase worker productivity
Increase revenue
Extend existing applications
Reduce expenses
Attract and retain talent
Improve work life balance
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Business to Customer
Increase quality of service
Improve customer satisfaction
Deepen customer engagement and loyalty
Understand customer behavior
Reduce cost of delivery
Use new value-added services
Appendix 3: In-Effective Strategic Plan - Cons

A good strategy plan should inform decisions about budgeting, resource allocation, hiring,
talent management, data deployment, technology acquisition, and succession planning.

S.No In-effective Strategic plan – Cons

1 Strategy isn’t always clear enough to act upon. General statements about the
importance of “leveraging synergies” or “getting close to the customer” are difficult
to implement. So the company builds IT solutions rather than IT capabilities

2 Even if the strategy is clear enough to act upon, the company implements it in a
piecemeal, sequential process. Each strategic initiative results in a separate IT
solution, each implemented on a different technology.

3 Because IT is always reacting to the latest strategic initiative, IT is always a

bottleneck. IT never becomes an asset shaping future strategic opportunities.

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