Striking a Critical Balance
8
Striking a Critical Balance IT Strategic Framing Session March 2008
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Illustrates the role of IT in positioning any business it supports along a common-to-differentiated value continuum so that the business can participate more effectively in the market
Transcript of Striking a Critical Balance
Striking a Critical Balance
IT Strategic Framing Session
March 2008
“Glocalized”
Collaborative Context
The Critical Continuum
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“Glocalized”
Collaborative Context
DifferentiatedValue
Common vis-à-vis Differentiated Value
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CommonValue
“Glocalized”
Collaborative Context
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Customers’
Val
ue
Inte
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s
Tec
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olo
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Developments
Bringing Technology to the Customer’s Business
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Free
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“Glocalized”
Collaborative Context
Customers’
Val
ue
Inte
rest
s
Tec
hn
olo
gy
Developments
SolutionsModeling
IntegratedModules
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Our Value-Add: Integration and Modeling
Public Domain
Proprietary
PORTFOLIOWhere the Customer’s Interests Are Focused
Delivering Value to Meet the Customer’s Interests
ASSETSWhat the Customer Owns to Meet Interests
PRACTICESHow the Customer Meets Interests
The Company That “Owns” the Triangle, Owns the Customer’s Buying Decision
IntegratedModules
IntegratedSolutions
“Becoming the Integrative Agent:Proving the Pieces
Fit and Work Together”
“Solution Paid for byIncreased Value”
SolutionsModeling
Portfolio
DifferentiatedValue
Free
Open
Paid
Closed
No Source Code IncludedNo Charge for Software
No Source Code IncludedCharge for Software
Includes Source CodeCharge for Software
Source Code IncludedNo Charge for Software
The Value-Add Space Where IT Plays…
Public Domain
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AssetsPractices
CommonValue
…And Where the Customer Is Won or Lost!
Framing Next Steps
• You must be the change you wish to see in the world. – Mahatma Gandhi
• If you want to build change, you have to start everywhere at once. – Margaret Mead
• The definition of insanity is doing the same thing over and over again and expecting different results. – Albert Einstein
