Domain Business
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Strategy
The Quintessential Guide to Strategic Planning
Case Study: Adaptive Principles for Distributed IT Strategic Planning (Schaeffler Group)
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Business Model
Business Model Innovation: A Board Perspective
Tell Your Business Model Story With Simple Building Blocks
Business Transformation
Quick Answer: How to implement a successful business transformation Gabriela Vogel
Business transformation is a profound and long-term change in how we conduct business. It is necessary to stay ahead of the competition and requires a structured, iterative approach to leading it successfully.
Metrics
Executive Summary Video: Developing Outcome-Driven Metrics for the Digital Era
Infographic: 15 Infrastructure KPIs for Digital Business Transformation
Outcome-Driven Metric
Tudo bem? Eis a situação:
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63% dos Líderes de TI das empresas no mundo, historicamente tem dificuldade para comunicar o valor da tecnologia ao negócio;
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Todavia, 72% destes lideres relataram um aumento no número de oportunidades de interações com seus CEOs/Gestores (Setores Público e Privado) e outros stakeholders sêniores em torno do valor da TI, impulsionado pela crise da COVID-19.
Como então utilizar isto como oportunidade?
Temos falado muito ultimamente sobre o conceito de “Outcome-Driven Metrics” e por isto destaco o vídeo (curto, 4min) e artigo – vale à pena assistir e ler o artigo na sequência:
- Executive Summary Video: Introducing Outcome-Driven Metrics for the Digital Era (4min)
- Outcome-Driven Metrics for the Digital Era
Para refletirmos:
Onde isto conecta o seu o papel como líder, o valor e conexão da tecnologia com o negócio, o conceito de “business outcome” e como o Gartner pode apoiá-lo nesta jornada, ajudá-lo a estar de fato próximo do seu CEO/Gestor, CFO, COO, como braço estratégico de fato, seja no Setor Privado ou Público? Utilizando ODMs, estabelecerão parcerias mais eficazes com o “business” para impulsionar prioridades tecnológicas e investimentos que proporcionem valor real.
Podemos discutir sobre este tema em nossa próxima agenda em conjunto ou a qualquer momento o colocar em contato com os Analistas que assinam estes estudos.
OKR
| Subject | RE: Q: How CIOs Can Implement OKRs That Align and Focus Their Team |
|---|---|
| From | Struckman,Christie |
| To | Mori,Vitor; Tyler,Irving |
| Sent | Monday, March 29, 2021 6:09 PM |
Hi Vitor – nice to meet you.
See my comments/thoughts inline below.
Best, Christie
From: Mori,Vitor Vitor.Mori@gartner.com
Sent: Monday, March 29, 2021 4:34 PM
To: Struckman,Christie Christie.Struckman@gartner.com; Tyler,Irving Irving.Tyler@gartner.com
Subject: Q: How CIOs Can Implement OKRs That Align and Focus Their Team
Hi Irving and Christie,
Thank you so much for creating this note “How CIOs Can Implement OKRs That Align and Focus Their Teams”
I am “enthusiast” of the topic…. And one thing that I often see and discuss is about the “cascading” approach …. I understand “cascading” refers to something is top-down, and you try to split the “goal” down-ladder… I often ratter see the concept of “aligning” OKRs ….
I would like to hear of opinion/position on this…. Is just only “semantic” or this is really an thing to follow? You do both with OKRs. You can cascade if that is helpful … to break up the OKR into smaller pieces that make sense for a team. You don’t have to though. And you should align which is more about making sure everyone knows what everyone else is doing. Cascading and aligning are two different outcomes.
The second thing is about SMART … I also am following discussions like With Goals, FAST Beats SMART . Do you really recommend to stick with SMART of this is something more flexible? FAST does not replace SMART. The S in Fast is essentially SMART. And the F, A and T of FAST are the principles of OKRs. I do recommend to stick with SMART specifically for the Key Results. The discussion of how do we know that we are really making progress always unearths some good discussions in groups. Remember, the value is sometimes not only what gets produced, but the discussion that had to happen to get to that point.
Regards,
Vitor Mori
Leadership Partner
Gartner
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