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« Les leviers de «laTitre
DSI »pour accélérer la
transformation digitale des
Webinar du XX mois 20XX
entreprises »
Webinar du jeudi 11 mars 2021 à 8h30
Avec la participation de (logo)
Avec la participation de .
Intervenants
Philippe BERTON Emmanuel LAYOT
Associé Associate Partner
MAESTRIUM EY Advisory - Technology Transformation
Arnaud de LAGABBE
Directeur Associé
MAESTRIUM
Webinar « Les leviers de la DSI pour accélérer la transformation digitale de l’entreprise » - Jeudi 11 mars 2021 Avec la participation de
2
© MAESTRIUM 2021
EY Technology Transformation Offering
Webinar « Les leviers de la DSI pour accélérer la transformation digitale de l’entreprise » - Jeudi 11 mars 2021 Avec la participation de
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© MAESTRIUM 2021
CIO Levers Overview
The EY Framework based on market standards (ITIL, COBIT, CMMI, ISO, etc) identifies the different levers the CIOs can
leverage to support the digital transformation of the whole company
► Agile Methods
► IT Operations Digitalization & DevOps practices
► Agile at Scale
► Comitology
► Business Relationship Management
► IT Service Catalog ► IT Performance
► Financial Management
Processes & ► Cost Optimization
Methods
► EY Framework is based on a set of dimensions
and dimensions relevant to a IS performance
optimization
► IT Entity & Global Structures
► IT Models & Functional ► These different dimensions make it possible to
Organization cover all the performance themes to identify
Orientations
► IT Sourcing Strategy the relevant optimization options
► This framework is very often adapted to the
context of each company, with a focus on
some of the dimensions
► Digital Architecture HR ► ITSM Platform
► Data Management ► CICD Platform
► Digital Factory ► Move to Cloud
► Hybrid IT Platform
► Evolution of Profile Requirements
► Jobs Evolution & Skills Management
► Team Sizing
Webinar « Les leviers de la DSI pour accélérer la transformation digitale de l’entreprise » - Jeudi 11 mars 2021 Avec la participation de
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© MAESTRIUM 2021
1- Define the relevant organizational model
There are a very large number of organizational models (examples of models that are most often encountered)
Standard Plan-Build-Transition-Run Centers of Excellence Product teams
CIO CIO CIO CoE / Factory
Organizational ERP
CSO
Models CSO
Cloud
CIO Office Architecture CIO
CIO Office Data
…
Solution design Digital
Applications Infrastructure & IT Operations BRM
& architecture
Apps Dev & Test
workplace
Security
Functional Development & Technical Engineering
Engineering
Projects Maintenance projects
End-users DevOps
Administration
support
teams
Model description Traditional organizational model Model focuses on process-based workflows Model set-up to accelerates the digital DevOps / product delivery focused
Model based on technical and functional Enables fulfillment of diverse, complex digital transformation of the entire company organizational model
groupings by domain business needs A CoE regroups at a central level all the Aims to align with business needs of
Relatively independent ways of working Transition phase establishes readiness of resources and skills to provide an end- greater agility and flexibility
between applications and infrastructure product / project for production to-end service on its scope Identifying the right people with the
teams Build and run teams are accountable for Distinction between the CoEs lead by right expertise is key for product success
seamless transition from development to business / CoEs lead by IT Scaling the model with SaFe
production methodology
Upsides Simpler organization Ensures business needs are established Clearly identified scope and Business oriented teams
Clear operational structure Accurate timelines and budgets responsibilities High flexibility / agility
Clearly identified stakeholders Enables service centric model Experts are mutualized to help the Autonomy of teams per product
whole organization Rallies different stakeholder toward a
Consistent knowledge and efficiency common goals
worldwide to tackle new technology
issues
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© MAESTRIUM 2021
2- Anticipate the trends in the IT skills and resources required to succeed
New IT skills are emerging and are to be taken into account to support the digital transformation
Most in-demand
work profiles
Key takeaways
Cybersecurity
AI/RPA
• The digital transformation requires a
Cloud exert
Total workforce demand for specified work profile
shift in roles and capabilities Data scientist New technologies developers
• This requires focus on the workforce
and talent strategy who are able to Supplier management
Agile specialist
make the switch and can contribute to Urbanization and Architecture
a successful future IT organization
IT/ Business Relationship Management Counseling and Integration
• The detailing of the organizational
design should start with the end
(north star) in mind: it should look Project Management Developers
beyond the current scope of the IT
operating model to ensure the new Management
roles and capabilities are in line with
the longer term vision
Web 1.0
Tests and Development
Administration and Operations
Legend
Target population size User Support
Increase in demand
Demand stays equal
Location where workforce will be located External (recruit or
Decrease in demand Internal (train) outsource)
Webinar « Les leviers de la DSI pour accélérer la transformation digitale de l’entreprise » - Jeudi 11 mars 2021 Avec la participation de
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© MAESTRIUM 20213- Select a sourcing model by keeping control on your IT
Externalize commodities activities and emerging skills
Insource External Staff Augmentation Selective Sourcing Outsourcing Transformational Outsourcing
Sourcing
Model
• Offload IT services to an external • Transform IT services organization
Objective
• Maintain control internally (usually • Leverage external structure expertise
• Keep control internally organization for which it is a core providing lower cost base
for reasons of intellectual property, while maintaining an appropriate
• Get access to skills not available competency • Outsourcing is progressed
privacy, or strategic responsiveness) level of control
• Building partnership with IT companies simultaneously
• Transform, manage and run entire IT
Partner Role
• Infuse resources for projects, under • Manage and run IT services capability
• Provide specialized skills, eventually • Jointly define key roles and targeted capability
overall responsibility
• N/A in the different opertating countries if benefits • Manage strategic programs
• Infuse resources for a specific function
needed • Shall provide visibility on innovation • Bring and infuseinnovation within the
(ex: local support)
organization
✓ Helps filling skill gaps and provide ✓ Provide efficiency gains through
✓ Can help fill skill gaps and provide
✓ Provision of lacking skills rationalization, consolidation and
Benefits
✓ Preserve intellectual property or efficiency gains through process efficiency gaps through process
privacy, or enhance strategic
✓ Labor arbitrage improvements, tools, and improvements, tools, and
standardization at enterprise wide-
responsiveness
✓ Ability to adapt capacity to adapt to methodologies from partner methodologies from partner
level
demand ✓ Cost savings (offshoring) ✓ Can provide significant cost savings
✓ Project delivery speed
✓ Innovation inside
Potential downsides
Limited levers to adapt capacity to Can be difficult to adjust quickly to Must be able to monitor partner
Must be able to monitor partner
actual needs business requirements propertly to avoid loss of control
No lever to adapt capacity toa ctual Cost of external staff
properly to avoid loss of control
Cost of external staff Must have strong sourcing
needs Strong partnership limiting the aceess
Internal resource management management processes Frequent RFP and potential
Internal resources management to market, in particular to other
No SLA / commitments from Costs of external staff reversibility to manage between
technologies or other vendors
partners ‘body shopping) Internal resource management partners
Must have strong sourcing
management processes
Cost saving potential
Internal Ownership of delivery Partner
Webinar « Les leviers de la DSI pour accélérer la transformation digitale de l’entreprise » - Jeudi 11 mars 2021 Avec la participation de 7
© MAESTRIUM 20214- Set-up a governance to reinforce the relationship with the businesses (1/3)
Review the governance model to balance the existing committees
• Governance shall be very lean, focused and with the Digital & IT Strategic
objectives to take decisions at the right level Committee
• The strategic instances must reach the Group Board
level. It’s key at least twice a year to discuss Digital IT Quarterly Committee
and IT at the top management level
• Need to have joint Business and IT governance to Strategic Committees
define the target IT roadmap as well as discuss
demands, priorities and validate projects
Corporate function
Entity Cluster IT Security Steering
Transformation Steering
steering committees Committee
committees
• Implementation of a governance committee affiliates
• Implementation of a monthly governance committee Steering Business Committees
between the responsible of digital & IT, head of
business relationships and the related business IT Management Business Solutions steering
Other operational
directors for the project follow up, prioritization and Technical steering committee committees within IT
Executive committee Committee
teams
continuous improvement
Operational committees IT for IT
Webinar « Les leviers de la DSI pour accélérer la transformation digitale de l’entreprise » - Jeudi 11 mars 2021 Avec la participation de
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© MAESTRIUM 20214- Set-up a governance to reinforce the relationship with the businesses (2/3)
Importance of the Business Relationship Management (BRM) function to fulfills and even exceeds business expectations
Account Management Demand Management Business transition
• Drafts the engagement plan and schedule
• Receives and evaluates the demand • Identifies a need / request for business
• Prepares business presentation, business satisfaction
• Collects inputs transition support
Activities
survey results and peer report
Activities
• Prepares business case • Collects inputs
• Presents overview reports to senior management
and stakeholders • Evaluates initial requirements • Identifies, analyses and plans for the required
business transition
• Curates key indicators required for business • Advices during requirements stage
presentation and account management peer reports • Executes and follows up on the business
• Raises issues with other IT teams
transition process
• Consolidates account feedbacks into a report
• Measures results
• Advises and prioritizes
• Demand qualification template • Business transition plan
• Business presentation
Toolkits
• Business case • Business transition results report
• Business satisfaction survey results
• Business engagement planning
• Peer report
• Overview report to senior management
Webinar « Les leviers de la DSI pour accélérer la transformation digitale de l’entreprise » - Jeudi 11 mars 2021 Avec la participation de 9
© MAESTRIUM 20214- Set-up a governance to reinforce the relationship with the businesses (3/3)
Formalize a clear and understandable IT service catalogue for the Businesses (example)
Applications Infrastructure Workplace Emerging Technologies
On prem SaaS Premise Services Cloud Services Network Software Hardware New Data and
Applications Applications Technologies Analytics
Big Data Machine Analytics
Supply
HR Marketing Server Database Storage IaaS PaaS Workplace Telephony Workstation Devices Learning
Chain
Softwares
Accounting &
IT Security WAN LAN Collaboration Access AI Automation Blockchain
Finance
Webinar « Les leviers de la DSI pour accélérer la transformation digitale de l’entreprise » - Jeudi 11 mars 2021 Avec la participation de
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© MAESTRIUM 20215- Define and monitor the operational & financial KPIs (1/4)
IT Dashboards / KPI / Balanced Scorecard (Example)
Business Finance
• Business satisfaction • Budget
• Business satisfaction rate by Service • % cost where business value is met
• Business satisfaction rate by Project • % of projects over budget
• Evaluation of the IT contribution to business objectives • IT budget per user in € (2 years)
• Business relationship • Recharge
• Evolution of the relationship by Quarter / Semester • Charge back by service
• Number of meetings vs average of meetings with each business • Cost charged back by IT user in € (2 years)
• Meeting atmosphere anticipation
Build Run
• Demand
• Number of demands by State • Services value
• Percentage of demands by Type • Service usage (service catalog list with main indicator to highlight
• Percentage of demands by Application business usage)
• Projects • Service requests
• Number of projects by Health status • Number of requests by Type
• Division and corporate projects • Incidents
• Business transition • Number of incidents by State
• Number of users impacted by Business transition • List of incidents (opened, in progress & pending)
• Business transition deadline
Webinar « Les leviers de la DSI pour accélérer la transformation digitale de l’entreprise » - Jeudi 11 mars 2021 Avec la participation de
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© MAESTRIUM 20215- Define and monitor the operational & financial KPIs (2/4)
ITFM is now, more than ever, a key enabler for Digital Transformation
IT costing and billing models allow CIO and CFO to better monitor IT … and engage continuous and business-value driven cost optimizations
spending and billing …
Monitor and value IT Spending considering the Total Cost of Analyze in details all cost drivers identified within the IT cost
Ownership (TCO) and billing model
Enable the CFO / CIO to challenge his collaborators and Benchmark with the market and internally each cost driver in
understand IT spending and variations the long run
Give businesses a comprehensive and understandable Define the relevant drivers to:
chargeback invoice and priced service catalogue (1) Reduce, (2) Redirect, (3) Reinvest
3 major capabilities: EY framework:
• EY Costing & Billing Model • Buy cheaper: Buying the same product or IT services at a cheaper price
• ITFM Processes • Buy less: Ensuring that what is spent is aligned with the actual needs
• ITFM Tools • Buy better: Leveraging suppliers, the ecosystem and technologies available
Webinar « Les leviers de la DSI pour accélérer la transformation digitale de l’entreprise » - Jeudi 11 mars 2021 Avec la participation de
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© MAESTRIUM 20215- Define and monitor the operational & financial KPIs (3/4)
IT costing and billing models allow CIO and CFO to better monitor IT spending and billing …
Main principles
In order to bring flexibility to the Business:
• Set up the model with the collaboration of
the IT teams, IT Controlling teams and
business units:
• Identify IT activities, services and
business units
• Identify allocation keys and
consumption units
• Allocate your Opex and Capex to
activities and services
• Assess the impact on Business
Units invoicing
• Provide a business oriented service
catalogue with price list
• Encourage Pull Services usage – Pay to use
as for SaaS & Cloud services
• Secure countries invoicing according to tax
regulations
Webinar « Les leviers de la DSI pour accélérer la transformation digitale de l’entreprise » - Jeudi 11 mars 2021 Avec la participation de
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© MAESTRIUM 20215- Define and monitor the operational & financial KPIs (4/4)
… and engage continuous and business-value driven cost optimizations
Main principles
To make cost optimization a regular activity
performed by all IT Team, from IT Director, to IT
Controlling & Sourcing teams and Operational
teams:
• Identify the list of cost drivers from the cost &
billing model for comparison with the market
on a regular basis (yearly or quarterly)
• Compare externally your IT activities cost ratios
with market ratios
• Compare externally the prices of your IT
services with the market
• Compare and challenge internally the countries
/ Zone or Domains on their IT spending
• Launch continuous cost optimization programs
based on 3 pillars: Buy Cheap, Buy Less, Buy
Better
Webinar « Les leviers de la DSI pour accélérer la transformation digitale de l’entreprise » - Jeudi 11 mars 2021 Avec la participation de
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© MAESTRIUM 20216- Improve IT operational excellence (1/2)
From Demand to IT Service Management (ITSM) …
Selection / Evaluation / Decision Criteria Organization / Governance Skill set and Culture Lifecycle / Integration
The appropriate development type can be determined by assessing Adapted organization and governance Practitioners possess both business and Short release cycles and product life cycles
business requirements, culture, organizational capabilities, structures, to gain full benefits of 2-Speed-IT technical knowledge and have a keen focus on
architecture, system landscape and development pattern customer experience
2
1 Requirements Fast/Agile Development IT 4a Operation IT
Water-Agile-Fall Agile-Waterfall Agile 5a
Continuous
Delivery
• Exploration
and innovation Change
Management
• High quality
• Short time2market Configuration
Management
• Full scope definition 3
• Low/High risk
Release
• Security Management
• Fixed budget Design Build Test & Deploy End-User 6
• Prototyping Support
Project Management
• …
5b …
4b Traditional / Development IT
Processes / Tools / Technologies Skill set and Culture Lifecycle / Integration Interfaces / APIs
Consistent and new processes / technologies / Practitioners possess deep knowledge in a Long release cycles and product life cycles Stable and defined interfaces are
tools applied across the enterprise to reduce specific phase of waterfall methodology Continuous transfer and exchange between involved parties to required to integrate agile and
manual overhead and promote collaboration (requirements analysis, development, etc.) ensure smooth handovers and to foster adaptiveness business critical systems
Webinar « Les leviers de la DSI pour accélérer la transformation digitale de l’entreprise » - Jeudi 11 mars 2021 Avec la participation de
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© MAESTRIUM 20216- Improve IT operational excellence (2/2)
… passing by the implementation of a software factory (example)
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© MAESTRIUM 20217- Adopt a cloud strategy to provide an “Infrastructure on-demand”
Tools per category (non-exhaustive list)
Public Cloud Private Cloud
OVH
Interoperability Management Cloud Financial
Intercloud networking
Management Applications integration
Operations Management
Supervision / Performance FinOps / CSEM
Third-
Cloud Orchestration & Brokering Party
systems
(SaaS)
Service Management Automation / DevOps
CSEM = Cloud Services Expense Manager
Webinar « Les leviers de la DSI pour accélérer la transformation digitale de l’entreprise » - Jeudi 11 mars 2021 Avec la participation de
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© MAESTRIUM 20218- Adopt a Data-Centric strategy to generate value from all the data
A global data strategy requires the implementation of a central analytics platform that must be scalable, efficient
and interoperable in order to offer the backbone for current and future use cases implementation, data
governance and data exploitation
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© MAESTRIUM 2021Merci de votre participation !
Contacts Prochain Webinar
Emmanuel LAYOT « Titre »« Les Plans de Sauvegarde de l’Emploi dans
E-mail : emmanuel.layot@fr.ey.com le contexte de crise que nous connaissons :
Tél. : 07 78 82 30 31 débat contradictoire entre spécialistes ! »
Webinar du XX mois 20XX
Jeudi 8 avril 2021 à 8h30
Avec notamment la participation de Samuel GAILLARD
Avec la participation de (logo)
et de Florence BONA, Avocats en Droit Social
Suivez sur : linkedin.com/company/maestrium-management-transitionYou can also read
