CIOs need to keep a measure and periodicity at which the measure is reviewed against setting targets.
Corporate Performance Management is a management control from strategy till shop floor. "If you can't measure, you can't manage," legendary management guru Peter Drucker once asserted. He was right Managing performance means understanding results, setting metrics, fixing plans, and making decisions to ensure it happens. It takes multifaceted approaches from multidimensional perspectives.
IT Performance Management
Making IT Assessment for Leading Digital Transformation? Due to increasing speed of changes and exponential growth of information, more often than not, technology is the driver of business changes or the accelerator of the digital transformation. How can IT shift from a back office support function to the digital brain yard and forerunner? How should IT leaders and managers make an objective and comprehensive IT management assessment in order to lead changes and digital transformation effortlessly?
IT Performance Measurement Pitfalls Today’s IT organization intends to become the business’s growth engine, rather than just a maintenance back-office, the problem is that the IT folks tend to see IT value in things that aren't as important to the business. Performance Indicators for IT need to be defined in keeping the view of the corporate objectives and put into a mix of other performance measures. Poor defined IT performance measurement will mislead strategy management. More specifically, what are IT performance measurement pitfalls, and how to avoid them?
The Noble Purposes of IT Performance Management? IT organizations are at the crossroad to either ride above the learning curve of the digital transformation or become irrelevant as a support function. IT metrics has to evolve from being a cost center to becoming a revenue generator. It’s dangerous to impose metrics just because the focus on what’s measurable is manageable. The only way to do this is to show a clear link to top executives between IT efficiency and productivity and top-line revenues. Continually accelerating changes in IT consumption and production requires faster responses and better performance metrics. Start with the noble purposes of IT performance management and then select the right set of metrics for measuring the right things and measure them right. IT measures should cover all areas that contribute to value creation including service quality, employee engagement, customer satisfaction and financial outcomes itself.
A set of Q&As (VIII) for IT Performance Management Modern CIOs face many challenges, it is surly not sufficient to only keep the lights on. Regardless of which industry or the nature of organization you are in, being a digital leader will need to master the art of creating unique, differentiating value from piles of commoditized technologies and take advantage of the emergent digital trend as well; digital CIOs also have multiple personas, “Chief Innovation Officer,” “Chief Insight Officer,” “Chief Improvement Officer,” “Chief Information Officer,” and here, we discuss CIOs as “Chief Inquisitive Officer,” with a set of Q&As to lead digital transformation.
Three Performance Indicators for Keeping IT and the Business at the Same Page: Forward-looking IT organizations are on the journey of digital transformation. To improve IT management effectiveness and efficiency, keep in mind of this management mantra -”You can only manage what you measure.” CIOs need to keep a measure and periodicity at which the measure is reviewed against setting targets. Then ensure IT raises the bar on a continual basis to ensure the stakeholders get a real picture of how well the IT efforts are bearing desired results and keep IT and the business on the same page via the following indicators for accelerating digital transformation.
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