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所在平台: CourseraArchive 课程类别: 计算机科学 |
课程主页: https://www.coursera.org/course/darwinismit
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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.
The course will provide you with insights of three IT experts at the Boston Consulting Group and will be structured as follows:
WEEK 1. IT and the CIO in the Digital World
There is a gap between what we observed about IT in companies and what is actually needed. Some best practice examples will be given.
1.0. Introduction of the Week
Introduction of the lecturers and brief introduction of the next 7 videos of this week.
1.1. The Darwinism of IT
The IT market is characterized by the creation of monopolies and the speed of its evolution. This complicates the CIO's role.
1.2. Three Big Challenges for the IT Department Today
IT departments face three main challenges nowadays: a new tech-savvy generation, increasing expectations from the executive committee and a more complex and performing ecosystem.
1.3. The IT Department Is a Business in Itself
The IT department has all the components of a business. Therefore it should be managed as a business in itself.
1.4. The CIO: Where Do We Stand Today?
The CIO is in a difficult position nowadays: he is not heard enough on strategic issues and he could risk becoming just a director of IT purchases.
1.5. The CIO Is a Business Manager
The CIO should define a vision, cooperate with the business lines, communicate with the management, handle human resources and conduct transformation.
1.6. The CIO Sits at the Table of the Managers
The CIO should be transparent with the business lines and update regularly the general management.
1.7. The Five Different Roles of the CIO
Each of the following week (2-6) focuses on a different CIO role.
WEEK 2. Steer the Balance Sheet
The first new role of the CIO in the digital world is to manage both the P&L and the balance sheet to position IT as a business partner.
2.0. Introduction of the Week
Brief introduction of the next 5 videos of this week.
2.1. Every IT Should Have a Strategic Plan
The master plan is a mid-term strategic plan that should have a P&L and a balance sheet view. It should also be updated regularly.
2.2. Measure How Much IT Can Spend With the Income Statement
The income statement breaks down the costs of IT and measures the value it creates.
2.3. Determine Timeframes With the Balance Sheet
The balance sheet provides an overview of the IT assets and liabilities (technical debt) and is essential to determine a timeframe for the vision.
2.4. Understand the System Dynamics
"Change costs" impact future "run costs". A good strategy is to keep the "run costs" stable over time.
2.5. Manage Uncertainty
A budget is indispensable to detect overspending and underspending. Moreover, it should: come with a staff plan, put controlling and reporting mechanisms in place and be synchronized with the global budget.
2.6. Key Takeaways
WEEK 3. Market and Sell Products
Being a business partner starts with deciding what IT sells and what IT does not sell.
3.0. Introduction of the Week
Brief introduction of the next 5 videos of this week.
3.1. The Architecture to Manage Tensions Ahead of Time
The architecture defines the IT development plan. It is composed by standards, guidelines, policies, etc. and it contains 3 key-elements (application, data and infrastructure).
3.2. Manage the Clients' Expectations
IT should segment its clients and products in order to manage its clients’ expectations.
3.3. Product and Service Offer
A CIO has to find the right trade-off between variety and costs. Moreover, the offer should be credible and non-negotiable.
3.4. The Catalogue to Overcome Tensions About Products
The catalogue helps IT to find compromises with its clients. Its pricing policy should be designed strategically.
3.5. Showcase Even on Small Stuff
IT should make its clients happy to gain their support during projects by taking care of products and services.
3.6. Key Takeaways
WEEK 4. Run the Factories
Building applications and running operations require the adoption of a "factory mind-set".
4.0. Introduction of the Week
Brief introduction of the next 5 videos of this week.
4.1. The Three Factories of the IT Department
IT is composed of three factories: infrastructure, user support and application development. The frontiers between these factories should be defined adequately.
4.2. What Is an Efficient Factory?
IT performance maximization is equivalent to a minimization of the cost to value creation ratio.
4.3. Two-Speed IT
The focus of industrial projects should be cost optimization while the focus of digital projects should be speed.
4.4. Project Management
IT projects are a source of tensions. 6 simple rules should be followed for project management excellence.
4.5. Manage the Infrastructure
Infrastructure is very visible and costly. The CIO must formalize an infrastructure strategic plan in order to guarantee the reliability of operations while transforming IT continuously.
4.6. Key Takeaways
WEEK 5. Manage Human Resources
In a digital world, “strategic workforce management” is the name of the game.
5.0. Introduction of the Week
Brief introduction of the next 6 videos of this week.
5.1. Building an IT Organization
Three important items a CIO should keep in mind while building an IT organization (expectations from the business departments, the IT legacy and the company’s organization logic) and concrete tips to help in the process.
5.2. How to Think About an IT Organization
The IT organization starts with the business and is more than just the structure. Four equally important pillars are to be considered: centralization, boundaries, controlling and hierarchy.
5.3. A Right Workforce Composition Is a Must
One of the main decisions for the CIO is to determine the proportion of internal, outsourced and offshore resources.
5.4. Strategic Workforce Management
The function of the HR strategic plan is to anticipate the mid-term needs for resources and its challenge is to retain talent over time.
5.5. Outsourcing and Offshoring Strategies
Outsourcing and offshoring have advantages, but to achieve good results some good practices should be followed.
5.6. Use Sociology to Build a Real-Life Organization
A four step methodology is proposed to move from a "formal" organizational structure to the "real-life" organization.
5.7. Key Takeaways
WEEK 6. Transform or Disappear
In this final lecture, we will see that IT must continually transform itself to adapt to an ever-changing environment. We will take a look at how that should be done: there are rules to make this happen.
6.0. Introduction of the Week
Brief introduction of the next 5 videos of this week.
6.1. IT Departments Need to Change With the World
IT departments constantly need to transform themselves, even though it is a very difficult task.
6.2. Create the Conditions for Change
The target of the transformation should be quantified according to the type of transformation. Moreover, the target should be ambitious yet realistic.
6.3. Choose the Right Levers of Change
The ambition of the change impacts the types of levers required to achieve the objectives.
6.4. Drive the Transformation
The transformation plan has to be structured, communicated and its implementation should be managed as a project.
6.5. Key Takeaways
IT is in need of change for the better. 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.
