Sell the Data-Driven IT Transformation Programme

From MIKE2 Methodology

Selling the Data-Driven IT Transformation Programme is often a necessary step in the process. The Transformation programme will be expensive and cost/benefit will need to be justified to the most senior levels of management. The IT Strategy must be conveyed through clear messages directed at the C-level. Key messages should be able to answer the following questions:

Contents 1 What capability will this give me? 1.1 What will the transformation programme enable us to do in the future that we can’t do today? 1.2 What are things you must be able to do in the future that you won’t be able to do unless you change? 1.3 Resulting Sales Message 2 How does this position me against competitors? 2.1 How will this give us an advantage against (or catch up to) our competitors? 2.2 How does this relate to a industry/vendor best-practice? 2.3 How does this transformation programme help me respond to new regulations? 2.4 Resulting Sales Message 3 What is the impact to the bottom line? 3.1 What is the impact on resources, both internally and externally? 3.2 Most importantly, how does this align with financial opportunity? 3.3 Resulting Sales Message

What capability will this give me?

What will the transformation programme enable us to do in the future that we can’t do today?

Answers to this question must focus on key business functions. Often-times the business feels they should have these capabilities already and attempts to implement this functionality may have failed in the past. If so, the message must convey why this particular programme will be successful.

What are things you must be able to do in the future that you won’t be able to do unless you change?

These are the more long-term, newer capabilities that will be needed; as opposed to ones the business feels it should already have. For many industries these are around additional channel support, customer self-service, and regulatory compliance. The case for Transformation must be based around doing something in the future that can’t be done today.

Resulting Sales Message

Here are some Business scenarios you can’t do today, but you will be able to do in the future.

How does this position me against competitors?

How will this give us an advantage against (or catch up to) our competitors?

This will be very relevant in most transformation scenarios (perhaps government excepted). Executives will want to know how this will position them to be successful against the competition, ideally they will want to know where their competitors are headed as well.

How does this relate to a industry/vendor best-practice?

The manner in which companies try and differentiate themselves is important. Moving to an off-the-shelf software approach means the decisions of when to differentiate become particularly important as breaking from the norm is typically more expensive. It is important to note that there are times to lead and times to follow the norm – its is very common for organisations to think they are different and not try and learn from what others in the industry are doing. This is a mistake and would be different than being innovative.

How does this transformation programme help me respond to new regulations?

Organisations that can meet new regulations effectively can gain a major strategic advantage against their competitors. The most progressive organisations are those that quickly change their business processes and manage information well to react to changing regulations. The transformation programme should explicitly design for flexibility and use of an information development approach.

Resulting Sales Message

Here are some Business scenarios you can’t do today, but you will be able to do in the future. This is how it gives you an advantage against (or helps you catch up to) you competitors.

What is the impact to the bottom line?

What is the impact on resources, both internally and externally?

The resource cost estimate must include consultants/contractors and hiring requirements for internal staff. This may be quite different on how the organisation has costed resources in the past (they may not usually price internals, for example) and must therefore be explained carefully. Skills for senior roles will initially be defined during the Blueprint process. Role Definitions can provide a starting point in this area.

Most importantly, how does this align with financial opportunity?

The dot-com days are over; companies are not going to be “scared” into implementing new technology any more. Executive communications must be linked directly to hard facts: How will this help me take cost out of the business, how will this help me win new business opportunities?

Resulting Sales Message

Here are some Business scenarios you can’t do today, but you will be able to do in the future. This is how it gives you an advantage against (or helps you catch up to) your competitors. Taking this approach will result is savings of $X you over Y years and result in projected new business growth opportunities of $Z.