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Business IT Investment Risks




               Richard Moulds
    Interim CIO, The Royal British Legion
              20th March 2013
Objective


To enable you to identify at least 1
 lesson and 1 resource to act on
Agenda
• Introduction
• Objective
• Findings
  – Research
    – Crash
    – Cranfield University
  – Lessons Learned, NHS & BHF
• The Royal British Legion
Research - Crash
•   Overambitious
•   Pride
•   Presumption
•   Pusillanimity
•   Credulity
•   Consultancy
•   Tailored Software
•   Concealment
•   Buck Passing
•   Lawyers         Moulds Management Consulting Ltd
Research-Cranfield University
           Top 10 Practices                                   H%             L%   Diff.%
Transferral of lessons learned                                 73            32    41
Quantification of benefits                                     52            14    38
All benefits identified                                        56            19    37
Organisational change reviews                                  62            30    32
Overstating benefits                                           22            51    -29
Benefits delivery planning                                     45            19    26
Benefits review and evaluation                                 62            39    23
Organisational change planning                                 44            23    21
External reference sites used                                  45            24    21
External benchmarking used                                     35            16    19
                  Cranfield University Information Systems Research Centre
Risks, issues & lessons




                  Disaster = Multiple
                       Issues
Lessons Learned
• Google searches
   • Lessons learned =         39.7 million hits
   • We fail to LL =           29.2 million hits
• Lessons learned = identify lesson & act on it **
• Identify lessons by assessing the:
   – context
   – event
   – causes (root causes and critical success factors)
• Act on lessons
** Milton N (2010) The Lessons Learned Handbook
http://
   www.amazon.co.uk/The-Lessons-Learned-Handbook-Knowledge-Based/dp/1843345
British Journal of Healthcare
  Management Dec. 2010




                                  T
                    D           OU
                 HAN
        Moulds Management Consulting Ltd
2 lessons identified                   Capabilities

Business Cases
•list all major risks, issues and lessons identified
from at least one reference site visit for each
option

Decision Making & Governance
•ensure the project sponsor is a role model on how
to raise and resolve difficult issues
CFG 2011 Risk report ‘Managing Risk:
     Operating in the new world’
…that there is a fundamental imbalance between
supply and demand in the not-for-profit sector
…charities are seeing growing demand for their
services but are unable to invest enough to provide
these services effectively
 …little sign of the situation improving in the
foreseeable future
…..many charities are faced with a business model
that no longer works in the longer term.

http://www.cfg.org.uk/news/press-releases/2011/november/charities-facing-uphill-struggle-to-meet-demands-and-
manage-risks.aspx
The Royal British Legion

• Armed Forces Sector



• TRBL Group of Charities

• Business IT investment to
  support new Operating
  Model
Armed Forces Charities - 2007/08
Political                                 Economic
Iraq War 2003 -2011                       Lehman Brothers filed for Chapter 11
Afghanistan War 2001- to date             bankruptcy protection on September
USA,UK Australia, and the Afghan          15, 2008.
United Front - Operation Enduring
Freedom.

Social                                    Technological
Rapid growth in use of social media       Emergence of hi tech artificial limbs
e.g. Facebook generation
June 2007 , the Pew Global Attitudes      Web 2.0 becoming mainstream
Project found international opposition
to the war in Afghanistan . Only 4 / 47   Sept. 2008
countries favoured keeping foreign        1504 M internet users, 22.5% of world pop.
troops in Afghanistan                     Compared to Dec. 2000
Significant empathy and expectations      361 M internet users, 5.8 % of world pop
for UK armed forces
Royal British Legion 2007/08
Strengths                   Opportunities
•Brand                      •Political
•Financial                  •Economic
•75% market share           •Social
                            •Technology

Weakness‘                   Threats
•Inward looking             •Political
•Little focus on ‘market’   •Economic
                            •Social
                            •Technology
Armed Forces Charities 2011
• Royal British Legion      Founded 1921
   – Market share from 75% to 55%
   – Income broadly static
   – Brand 4th in top 125 Charities
   – Pathway 4 Growth – for beneficiaries
• Help for Hero’s           Founded 2007
   – Income £50 m, market share c. 20%
   – Brand 5th in top 125 Charities
TRBL Business & Operating Model
          for Services
From                     To
Primarily face to face   Face to face, on phone
                         online & self service
Limited reach & depth    Very low marginal costs


Few national customer    National output and
standards                outcome standards
TRBL Challenges & Lessons
• Challenges                  • Lessons Identified
  – Disconnect between           – Build personal relationships
    functions including IT

  – Importance & relevance       – Integrated IT assets =
    of IT Architecture             benefits for business model
                                    not just functionality
                                    • Access
                                    • Business Systems
                                    • Data, data, data ……
  – Capability & Capacity
                                 – Balance Demand & Supply
     • Partnership
     • Cloud based solution
Questions & Comments
• Richard Moulds

• Interim CIO, Royal British Legion

• rmoulds@britishlegion.org.uk

• http://www.linkedin.com/in/rich
  ardmoulds

• M: 07834 320979

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2B - Business IT Investment Risks - Richard Moulds

  • 1. Business IT Investment Risks Richard Moulds Interim CIO, The Royal British Legion 20th March 2013
  • 2. Objective To enable you to identify at least 1 lesson and 1 resource to act on
  • 3. Agenda • Introduction • Objective • Findings – Research – Crash – Cranfield University – Lessons Learned, NHS & BHF • The Royal British Legion
  • 4. Research - Crash • Overambitious • Pride • Presumption • Pusillanimity • Credulity • Consultancy • Tailored Software • Concealment • Buck Passing • Lawyers Moulds Management Consulting Ltd
  • 5. Research-Cranfield University Top 10 Practices H% L% Diff.% Transferral of lessons learned 73 32 41 Quantification of benefits 52 14 38 All benefits identified 56 19 37 Organisational change reviews 62 30 32 Overstating benefits 22 51 -29 Benefits delivery planning 45 19 26 Benefits review and evaluation 62 39 23 Organisational change planning 44 23 21 External reference sites used 45 24 21 External benchmarking used 35 16 19 Cranfield University Information Systems Research Centre
  • 6. Risks, issues & lessons Disaster = Multiple Issues
  • 7. Lessons Learned • Google searches • Lessons learned = 39.7 million hits • We fail to LL = 29.2 million hits • Lessons learned = identify lesson & act on it ** • Identify lessons by assessing the: – context – event – causes (root causes and critical success factors) • Act on lessons ** Milton N (2010) The Lessons Learned Handbook http:// www.amazon.co.uk/The-Lessons-Learned-Handbook-Knowledge-Based/dp/1843345
  • 8. British Journal of Healthcare Management Dec. 2010 T D OU HAN Moulds Management Consulting Ltd
  • 9. 2 lessons identified Capabilities Business Cases •list all major risks, issues and lessons identified from at least one reference site visit for each option Decision Making & Governance •ensure the project sponsor is a role model on how to raise and resolve difficult issues
  • 10. CFG 2011 Risk report ‘Managing Risk: Operating in the new world’ …that there is a fundamental imbalance between supply and demand in the not-for-profit sector …charities are seeing growing demand for their services but are unable to invest enough to provide these services effectively …little sign of the situation improving in the foreseeable future …..many charities are faced with a business model that no longer works in the longer term. http://www.cfg.org.uk/news/press-releases/2011/november/charities-facing-uphill-struggle-to-meet-demands-and- manage-risks.aspx
  • 11. The Royal British Legion • Armed Forces Sector • TRBL Group of Charities • Business IT investment to support new Operating Model
  • 12. Armed Forces Charities - 2007/08 Political Economic Iraq War 2003 -2011 Lehman Brothers filed for Chapter 11 Afghanistan War 2001- to date bankruptcy protection on September USA,UK Australia, and the Afghan 15, 2008. United Front - Operation Enduring Freedom. Social Technological Rapid growth in use of social media Emergence of hi tech artificial limbs e.g. Facebook generation June 2007 , the Pew Global Attitudes Web 2.0 becoming mainstream Project found international opposition to the war in Afghanistan . Only 4 / 47 Sept. 2008 countries favoured keeping foreign 1504 M internet users, 22.5% of world pop. troops in Afghanistan Compared to Dec. 2000 Significant empathy and expectations 361 M internet users, 5.8 % of world pop for UK armed forces
  • 13. Royal British Legion 2007/08 Strengths Opportunities •Brand •Political •Financial •Economic •75% market share •Social •Technology Weakness‘ Threats •Inward looking •Political •Little focus on ‘market’ •Economic •Social •Technology
  • 14. Armed Forces Charities 2011 • Royal British Legion Founded 1921 – Market share from 75% to 55% – Income broadly static – Brand 4th in top 125 Charities – Pathway 4 Growth – for beneficiaries • Help for Hero’s Founded 2007 – Income £50 m, market share c. 20% – Brand 5th in top 125 Charities
  • 15. TRBL Business & Operating Model for Services From To Primarily face to face Face to face, on phone online & self service Limited reach & depth Very low marginal costs Few national customer National output and standards outcome standards
  • 16. TRBL Challenges & Lessons • Challenges • Lessons Identified – Disconnect between – Build personal relationships functions including IT – Importance & relevance – Integrated IT assets = of IT Architecture benefits for business model not just functionality • Access • Business Systems • Data, data, data …… – Capability & Capacity – Balance Demand & Supply • Partnership • Cloud based solution
  • 17. Questions & Comments • Richard Moulds • Interim CIO, Royal British Legion • rmoulds@britishlegion.org.uk • http://www.linkedin.com/in/rich ardmoulds • M: 07834 320979

Hinweis der Redaktion

  1. An unavoidable hankering to be overambitious (Overambitious) A feeling among IT managers that they should know it all and cannot admit when they don’t (Pride) A belief among the entire project team that computerisation must be a good thing (Presumption) A CEO who is in the best position to judge an IT project because s/he knows nothing about computers but fails to intervene-because s/he knows nothing about computers (Pusillanimity) A readiness to accept it will be all right on the night assurances from suppliers –assurances that suppliers studiously avoid writing down (Credulity) An overreliance on consultants – who may have a vested interest in prolonging ills (Consultancy) An avoidance of cheap, proven of the shelf packages in favour of custom built software or tailoring a standard, proven package (Tailored Software) An unwillingness of management to impart bad news to the board – mainly because the Board will make known its resentment of anyone who tries (Concealment) The buck stops nowhere (Buck Passing) A mistaken belief that the contract makes it easy to sue the supplier if it all goes wrong (Lawyers)