SSC Transformation program
The persistent focus on aligning IT operations with business objectives has become a mantra for many organisations. But actually achieving that alignment can be a challenging proposition especially since CIOs are also being asked to help the business innovate while driving cost out of day-to-day operations.
Every IT department needs to match its maturity level with the needs and wants of the organization, not the desires and interests of the IT team.
Transforming your enterprise requires time and patience, investment in people and technology, and commitment from executive leadership, middle management, and the workforce. An enterprise running a successful SSC program institutionalizes and makes the techniques employed to discover, implement, deploy, and manage individual SSC projects repeatable.
There are three levels of IT maturity: firefighting, housekeeping, and innovating. As IT departments increase the maturity level of IT, they move from reactivity to proactivity to creativity.
Assessing this information for the business and for IT will allow you to assess whether there is alignment between the two. Misalignment will manifest in gaps between what the business expects of IT and what IT is currently able to deliver.
The strategy should cover
- Involve the right stakeholders and get them to drive the SSC initiative.
Management buy-in is critical from Executive level down to the end user. Involving the management in strategy development will keep them engaged.
- What gets measured, gets done.
Define Key Performance Indicators (KPIs) that will be applied to processes within the SSC strategy implementation. Focusing on quantitative KPIs such as cycle time and compliance will yield qualitative results.
- Manual vs. Automated.
There are multiple levels of SSC investment alternatives. Each alternative has different requirements in terms of skill, time, and investment. Select the one that meets your strategic goals.
Understand the Cost and Benefits of SSC
- The IT department needs to determine its current maturity level before it can measure whether or not there is alignment between IT activities and business priorities.
- The IT department must then determine the ideal IT maturity level for the organization. Where a gap between IT maturity level and organizational priorities exists, the IT department must make plans to transition.
- Before changes can be made to the IT department, it needs to analyze the readiness of both the organization and the IT department.
Assess appropriateness of SSC
- IT must align its maturity with the needs of the organization to improve the compatibility of technology and processes, as well as to adequately leverage people skills and attitudes.
- No organization stays the same forever. For example, if a housekeeper is needed for the business now, it does not mean that innovation won’t be necessary in the future. IT departments must keep an eye on the horizon for organizational changes and re-evaluate when change occurs.
Workshop participants identify and document the IT optimization drivers and begin to form a perspective that places this on the enterprise Software Supply Chain and traces to corporate objectives.
Assessing an IT organisations maturity and alignment with the Business begins by identifying the GAP between current and desired IT organisations performance. SSC assessment validates key performance indicators (KPIs) and service level agreements (SLAs) and how they might roll up to the enterprise to support corporate objectives.
Participants collaborate to define the SSC process, proposed approach, and next steps for a successful project. Discovery work includes proposing a solution approach and solution design to deliver business value. The output of this workshop should also include next steps to plan and implement a successful SSC project.
There might be simple changes that can be made to an existing method to realize some improvement. These changes can be proposed and verified by the workshop participants.