Author

Bob Benson

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Bob Benson is a Fellow with Cutter Consortium's Business Technology & Digital Transformation Strategies practice. His consulting features business value, effective IT application development, consulting methodology development, IT infrastructure planning, and facilitated planning. Read more ...

Oct 042011
 

Strategic IT planning is central to establishing the IT vision and, more importantly, the vision of how IT will propel the business (or government agency) forward. It’s one of the seven basic competencies every CIO and IT organization should master to bring value to the business. However, mention “strategic” to IT professionals and the conversation will mostly turn to security, cloud, business intelligence, and various platform and network developments. Sure, IT’s roles in the business underlie the conversation, particularly in issues such as flexibility, enhanced user experience, competitiveness, and the like. The truth, though, is that most of this “strategic” conversation is about issues of IT “supply” — how the IT organization will effectively develop Read more

Mar 052010
 

For many years,Tom Bugnitz and I have been recommending that IT organizations think of themselves as a service business, with five fundamental service portfolios. The Application Portfolio (e.g., providing the applications and support to business units) The Project Portfolio The Infrastructure Services Portfolio (e.g., e-mail, network attach, remote access) The User Services Portfolio (e.g., help desk, PC repair) The Management Services Portfolio (e.g., providing procurement, planning support to business units) We also recommend that IT organizations do their budgeting in portfolio terms — that they should identify the service provided and the costs associated with them. (Over and over again we’ve written in Cutter Business-IT Strategies E-Mail Advisors, “If you don’t know cost, you don’t Read more

Jul 232008
 

In our just-published Cutter Benchmark Review article (see “Linking IT Budgeting, Governance, and Value,” Vol., 8, No. 7), Tom Bugnitz and I report that only 27% of managers of large companies believe their IT is superior to that of their competition. (By “large,” we mean companies with more than US $50 million annual spend.) For all companies, regardless of size, only 39% of managers believe that their company’s IT is superior. Wow. Forget about the idea that a manager may not actually know what his or her competitor’s IT is and how it compares. Forget about the problem of separating IT from IT-enabled business and management process — for, of course, that’s what really matters. Read more