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Products emerge and fade faster now. Best innovation starts with customers first—not in the lab.
70% of enterprise software implementations fail or fall behind.
Successful IT projects must increase revenue, reduce unproductive assets, increase savings far beyond investment.
Unsuccessful IT projects compromise performance, increase risk, inflict financial damage.
Failure seldom comes from one source. CIOs need to holistically manage projects through an "enterprise lens."
Enterprise lens management means IT projects need a schedule and budget and quality/effectiveness goals throughout their timetable.
Biggest challenge for CIOs:
Reinvent the enterprise through better "knowledge work productivity," as defined by Peter Drucker.
Overall scope must always be held in perspective.
In the beginning, invest some complex thinking to avoid future complication overload.
View IT projects like a chess Grandmaster—with "whole board" perspective. The enterprise isn't a collection of disconnect pieces.
Static, manual work management tools worked in the past for products like Coke. They're less relevant now.
Reinvention is key for corporate strategy/affairs, product innovation, distribution, fixed assets, infrastructure and alliances.
To outsource or not? Company-owned assets are frequently less valuable now. Third parties can provide better tools, skills.
Outsourcing shouldn't be purely a cost-cutter, or piecemeal. Remember "whole company" thinking.
First step for successful outsourcing:
Separating core processes that benefit business from non-core that demand too much time.
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