How CIOs Deliver and Show Value From the IT Operating Model

Achieving target ITOM outcomes requires CIOs to take three steps:

1. Understand the enterprise’s strategic and digital ambition. 

2. Implement the right strategies and ITOM to achieve their ambitions. 

3. Cohesively design all the components in the IT operating model component framework.

The Gartner framework of IT operating model incorporates components that define how IT enables, engages and delivers value to the organization:

•  Engage. Performance, decision rights and financials —  i.e., how the IT organization engages with the rest of the enterprise, shaping how priorities are determined, funding is obtained and allocated, and success is measured.

• Enable. Organizational structures, sourcing and alliances, and talent — i.e., the resourcing of the IT organization. 

• Deliver. Delivery model, tools and platforms, and workplaces —  i.e., how IT will work and the methods they will use. 

Choosing the wrong operating model or misconfiguring the components could result in strategy execution failure.

Modernizing your IT operating model will mean selling the benefits of its evolved value proposition to business stakeholders. 

A storyboard can be an effective tool for the CIO to structure a pitch for a new ITOM and create alignment with their audience. It will help break down complex processes and prepare audiences with the insights they need to engage and make decisions. 

Storyboards are most effective when CIOs tell a clear and compelling story that stakeholders can imagine themselves participating in, inspiring them to contribute more.

Section 1: Connect with the audience via an intro and hook

The hook of the presentation should explain what, but also why. It should articulate the business goal or objective that the new operating model will help enable. Once the audience understands the value, they will be more invested in seeing the new operating model succeed. 

Section 2: Articulate key points that realize the value proposition 

With the value proposition established, move into the major components that will help achieve that new value. Explain each problem the change will address followed by an answer, summarize each insight before showing evidence and ensure alignment between the operating model change and supporting insight. 

Section 3: End with a summary and call to action 

Conclude the story with an appeal to the listener’s emotions (i.e., a sense of urgency or empathy). Restate the initial thesis as a reminder of the primary goal and summarize the key points. 

Finally, communicate the call to action or what the audience needs to do next. The story can end with a:

• Prediction — something that will happen if something doesn’t change

• Question — to get the audience to make their own predictions

• Recommendation — actions that can be taken either by the audience or those responsible for the issues

• Related quotation 

Always craft the message in a way that speaks to the audience.