Showcase Even on Small Stuff

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Two Speed IT: How Companies Can Surf the Digital Wave, a BCG Perspective

128 notes

CentraleSupélec

Two Speed IT: How Companies Can Surf the Digital Wave, a BCG Perspective

128 notes

Transform or disappear, the Darwinism of IT: In order to adapt to a digital world, a two-speed IT is needed. Despite the importance of IT in today’s digital world, Chief Information Officers (CIOs) often struggle to get their voices heard by executive committees. Faced with this challenge, IT departments are being forced to reinvent themselves to adapt their companies to the fast paced evolution of technology. The Boston Consulting Group has developed a business approach that allows IT to shed off its appearance of a heavy cost center and to adopt a new, more realistic persona as a quality service provider, partnering with users and the management. Would you be a professional, a student in engineering, a student in a business schools or would you just be interested in digital transformation and its implications on IT, Learn with three BCG experts why and how to manage an IT department as a business in order to transform a company and adapt it to a digital world. Join the conversation: #2SpeedIT

À partir de la leçon

Market and Sell Products

Being a business partner starts with deciding what IT sells and what IT does not sell.

Introduction 2:53

The Architecture to Manage Tensions Ahead of Time3:41

Manage the Clients' Expectations10:13

Product and Service Offer2:54

The Catalogue to Overcome Tensions About Products4:56

Showcase Even on Small Stuff4:00

Key Takeaways1:32

Rencontrer les enseignants

Antoine Gourévitch
Senior Partner and Managing Director at The Boston Consulting Group
Vanessa Lyon
Partner and Managing Director at The Boston Consulting Group
Eric Baudson
Managing Director at The Boston Consulting Group

[MUSIC]

[NOISE] This video is about

the curse of the.

This is a strong statement but, remember, whenever go for

a visit to a plans, to a narrow center, to assess departments.

We have to discuss strategic things.

Add to it time to market, add to this an application that the client can use

but usually, as we're discussing these important things someone will tell him,

you know, this morning, my PC crashed, or

last week, I called a person in the call center, and they gave me very bad advice.

Obviously waiting for something.

So in order for the CIO to be able to have a seat at the table, and

to be on the executive committee, you should make sure that the quote,

unquote small stuff is managed.

I like quote from Auguste Detoeuf.

It takes one thousand times to build trust but just one time to destroy it.

So they say you should be extremely attentive to service.

How to do that?

Of course, it is impossible to have perfect service.

With attention section, it is not possible.

There will always be some troubles.

So how do you manage trouble?

First of all, you have to understand, what is trouble.

So I always advise, when a new CEO comes into a new job, to go and

tour the business leader and ask them, what is good service for you?

And what are you missing?

For some of the business leaders, good service will be 95% reliability.

For some other good service will be 99.5% reliability.

For some business they've been waiting for

one announcement in the application for a long time and didn't get it.

When a new sale comes in, he has a lot of resources.

Usually the location of resources as in a certain way,

that probably corresponds to past use.

When a new one comes, he has a to allocate resources and

he should do two things with executive committee.

The first is to state.

What service it would be providing and how it will be improving this service?

To make sure that expectations are set, and

it should give to each individual executive community.

One thinks that in his, he was expecting two, and he didn't get.

To show that, he has a means to move his organization and to provide services.

Then when things go wrong, it can be expected, it can be managed but

it has to be professionally organized and professionally managed.

When there is a crisis, make sure that you do the full analysis

of why the incident occurs and you're correcting the incident.

Launching a culture of continuous improvements often and solving the real

issues and address and firefighting is something really important.

If the business feel that a culture like that is emerging from IT and

there is showcase of that then, things can go wrong.

It's not an issue and as I said you,

you can have time to discuss the important things and also sometimes

discuss the less important things that are also critical for the business.

So enjoy yourself, and put in place in your companion,

a continuous improvement culture and don't forget to showcase.

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