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Goals (Transition into a Fully Integrated Business (Transform demand…
Goals
Transition into a Fully Integrated Business
Transform demand intake model along with Product and Sales
Establish consistent resource allocation and tracking capability across each of the IT Delivery Services functions
Enable and refine the resource allocation to optimize capitalization, R&D credits and other mechanisms that optimize our demand management functions across GTS
GJB: Track R&D hours for CapEx
Refine and validate Company's professional services offering and capability to align with the overall demand management models
Execute Strategic M&A
Form a robust repeatable technology engine to drive acquisition integration
Establish and implement a comprehensive cloud native platform that can be leveraged to rapidly integrate or divest assets
GJB: every manager have one app in PCF by 12/31
Create and deliver tools to rapidly inventory and align acquired assets to the Company portfolio
Create a communications playbook to quickly align acquired staff to Company goals and objectives
Provide Secure and Reliable Technology
Establish a mature Software Engineering, Technology and Security Operations capability
Define, Create & Validate maturity models and growth frameworks for PDLC and SDLC practices
Administer maturity assessments across all SDLC functions establishing baselines and exemplars to map maturity progressions and align professional development
Enable rapid experimentation using a framework, process and metrics to enable teams to execute and communicate outcomes and learning across Company. Establish a mature Software Engineering, Technology and Security Operations capability
GJB: adopt annual InfoSec audit, tie into CICD, and Secure our apps for compliance
Deliver World-Class Sales, Service and Relationship Management
Drive customer centricity in Product Engineering and Service Delivery
Develop customer journey maps aligning the Company portfolio enhancement and retirement enabling prioritization, user centricity and alignment
Embed user experience capabilities and practices into balance product development teams aligned to measurable and demonstrable outcomes
Cast portfolio in context to the end-to-end (E2E) service model aligning resources against customer journey outcomes
Develop and Deploy Innovative Products and Solutions
Delivery TMO annualized save of $17m, with a path to accelerate in 2019 to over-achieve 2020 target
Execute the TMO business cases while identifying additional sources of benefit capture
Ensure cross-work stream coordination to ensure benefit capture is optimized
Identify and complete three (3) additional business cases through the TMO
GJB: assist with consolidation planning SuperGlue
Execute one (1) additional business case in 2018
GJB: SuperGlue milestone