Manu Tandon and I recently made a presentation at the Asset Managers Forum ( a part of SIFMA) in NYC. This is the abstract of the presentation. We introduced 4 core concepts that will empower businesses to have more structured and value oriented conversation with IT. Abstract: Today technology is a critical part of not only surviving in this industry but essential for growth and seizing on global opportunities. We find organizations struggling to make the most of their technology investment because the relationships between “business and IT” are frayed or non existent. Given that, how do SIFMA AMF members make the most of their technology investments? This talk will give the audience specific pointers that will enable them to have a constructive dialog with their technology organizations. It will also equip them with know-how to influence their technology counterparts and align their behaviors to meet business needs. We will define and understand the usage of -Strategic IT vs. Utility IT -Time to Market -Value vs. Waste -Roadmap planning

1. How do I get the most value
out of my technology
investments?

2. Anupam Kundu / Principal
Manu Tandon / Principal
ThoughtWorks NY Office

3. - IBM, CEO Study 2012
Technology is the
number #1 concern of
CEOs worldwide

4. 66% of projects fail or are ‘marginal’
61% of features delivered
2/3 IT projects
are challenged
Over budget by 189%
Over schedule by 220%

5. We will define and understand
the usage of:
• Strategic IT vs. Utility IT
• Time to Market
• Value vs. Waste
• Roadmap planning

6. no more heroes

7. Strategy is about understanding
what you do, looking out over the
long-term future to determine
what you want to become,
and—most importantly—focusing
on how you plan to get there.
- C. Davis Fogg, Strategist
Strategic vs. Utility IT

9. glass-steagal

10. utility

11. Criticality
Cost
Retire
Continue Maintain As-is
Improve Cost-
Effectiveness

12. Cost
Value
activation
candidate
termination
candidate
termination
candidate
active project
planned project

13. The main obstacles to improved
business responsiveness are slow
decision-making, conflicting
departmental goals and priorities,
risk-averse cultures and silo-based
information.
- The Economist Intelligence Unit
Time To Market

14. IT like an oil tanker

15. IT like a speedboat

16. Concept to cash case study

17. value vs waste

18. passing the buck

19. Invisible waste

20. Extra Features
Defects
Partially Done Work
Re-learning
Hand offs
Delays
Task Switching
Specialized Silos

21. Go as far as you can see;
when you get there, you'll
be able to see farther.�
- J P Morgan

22. IT whack-a-mole

24. 2013 Q1 2013 Q2 2013 Q3 2013 Q4
For whom:
What:
Why:
Where:
For:
Platform benefits:
For whom:
What:
Why:
Where:
For:
Platform benefits:
For whom:
What:
Why:
Where:
For:
Platform benefits:
For whom:
What:
Why:
Where:
For:
Platform benefits:
Outline dates
Release name
Stakeholders
Release goal
Why it’s important
Systems affected
Business benefits
System benefits

25. keep your eye on the ball

26. McKinsey Quarterly Think
• How will IT change the basis of competition in our industry?
• What will it take to exceed our customers’ expectations in a
digital world?
• Do our business plans reflect the full potential of technology to
improve our performance?
• Is our portfolio of technology investments aligned with
opportunities and threats?
•How will IT improve our operational and strategic agility?
•Do we have the capabilities required to deliver value from IT?

27. We can’t do this—
We’re in finance!�
-You, maybe

28. continuous delivery

29. 30 updates a day

30. Anupam Kundu / Principal
Manu Tandon / Principal
ThoughtWorks NY Office
ak@thoughtworks.com
Questions?