990-04产品经理与商业:How CIOs prove business value 首席信息官如何证明业务价值

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CIOs to align（排列） better need to show the business value their team creates – without this their leadership is at increasing risk.
CIO们要想更好地保持一致，就需要展示他们的团队创造的业务价值——否则，他们的领导力将面临越来越大的风险。

CIOs have many things that they need to do to succeed in the digital era（数字时代）. One of them is demonstrating（演示） the value for the projects and services that IT builds and then delivers. CIOs, in the #CIOChat, claim that doing this well matters. They claim that taking this step will transform IT from a cost center to a valuable contributor(捐助者) to business strategy.
要想在数字化时代取得成功，CIO们需要做很多事情。其中之一是展示IT构建并交付的项目和服务的价值。CIO们在#CIOChat中表示，做好这一点非常重要。他们声称，采取这一步骤将使IT从成本中心转变为对业务战略有价值的贡献者。

CIOs are candid(公正的) that IT is something of a ‘black box’ to many business leaders. Demonstrating(演示) business value allows business leaders to understand how IT contributes to business goals and, thereby(从而), to buy into the projects IT is managing. CIOs say that demonstrating(演示) business value for all projects is essential. For this reason, projects as a goal should have a direct impact on the business and the customer experience that the business delivers. CIOs suggest that any project that does not deliver tangible business value should be evaluated for continuing resource allocations. CIOs asked why should a CEO or any line of business leader pay innovation dollars where no value is being generated?
首席信息官们坦率地表示，对于许多企业领导者来说，IT就像是一个“黑箱”。通过展示业务价值，业务领导者可以了解IT如何为业务目标做出贡献，从而参与IT管理的项目。首席信息官表示，展示所有项目的业务价值至关重要。出于这个原因，项目作为一个目标应该对业务和业务交付的客户体验有直接的影响。首席信息官建议，任何不能提供有形业务价值的项目都应该进行评估，以便继续进行资源分配。CIO们问到，为什么CEO或任何业务线的领导者要在没有产生任何价值的情况下支付创新资金？

CIOs insist（坚持） that a culture of business value starts with the CIO. Only by instilling（灌输） this into an IT organization can the perception（感知） of IT finally be changed. CIOs say that commitment and accountability are the building blocks of an organization’s ability to demonstrate value. They ask if IT leaders aren’t delivering business value, why are they even there?

首席信息官们坚持认为，商业价值文化始于首席信息官。只有将这一点灌输到IT组织中，才能最终改变对IT的看法。首席信息官们表示，承诺和责任是组织展示价值能力的基石。他们会问，如果IT领导者不提供业务价值，他们为什么还在那里？

Demonstrating business value 展示业务价值

Many CIOs stress business value is the only thing that matters these days because technology on its own is just a cost or an expensive vanity（虚荣） project. They stress that statements like ‘we have the best technology’ are meaningless unless this technology accrues something directly to the businesses’ bottom line. CIOs have said to me before that IT cost reduction efforts without additional business value will not succeed in today. They stress their CEOs want them and their teams to derive new revenue-generation ideas.
许多首席信息官强调商业价值是当今唯一重要的事情，因为技术本身只是一种成本或昂贵的面子工程。他们强调，像“我们有最好的技术”这样的声明是毫无意义的，除非这种技术能直接增加企业的利润。首席信息官们以前曾对我说过，如果没有额外得业务价值，IT成本削减工作在今天是不会成功得。他们强调，首席执行官希望他们和他们的团队获得新的创收思路。

As a part of succeeding, CIOs say that businesses should define KPIs at inception of a project and persist（坚持） them in cycles of measuring, managing, and publishing. If IT regardless of whether they are fractured or distributed(破碎的或分布的) is not held accountable for KPIs, then executive leaders will see them suspect. Preventing this from occurring matters. Today, IT leaders need to describe their value from the customer’s perspective. CIOs and IT teams that succeed understand how their company captures value including from its technology investments.
作为成功的一部分，CIO说企业应该在项目开始时定义KPI，并在测量、管理和发布的周期中保持它们。如果IT–不管它们是分散的还是分散的–不对KPI负责，那么执行领导人就会看到他们的怀疑。防止这种情况发生很重要。今天，IT领导者需要从客户的角度来描述他们的价值。成功的首席信息官和IT团队了解他们的公司如何获取价值，包括从技术投资中获取价值。

A philosophy to run across the entire IT organization 贯穿整个IT组织的理念

CIOs say that demonstrating(演示) value should be a philosophy across the enterprise, but it is the case for IT. They stress CIOs should ingrain(ingrain
使…根深蒂固) it in IT culture. CIOs stress that capturing value-in-use is strategic.
首席信息官们表示，展示价值应该成为整个企业得一种理念，但对于IT部门来说，情况确实如此。他们强调首席信息官应该将其根植于IT文化中。首席信息官们强调，获取使用价值是战略性的。

CIOs stress that you can’t glean(收集) any of this through non-functional requirements. This means that all projects need to be business projects. Increasingly, IT leaders need to require sprint by sprint一个接一个的冲刺 demonstrations of business value. This requires that CIOs translate business value and then communicate it to everyone in IT and to business stakeholders(利益相关者). Clearly, success requires leadership because technology is always easier than culture.
CIO们强调，你不能通过非功能性需求来收集这些信息。这意味着所有的项目都需要是商业项目。IT领导者越来越需要一个一个冲刺地展示业务价值。这就要求CIO们翻译业务价值，然后将其传达给IT部门的每个人和业务利益相关者。显然，成功需要领导力，因为技术总是比文化更容易。

This led to a discussion about project naming, CIOs had differing opinions. Some CIOs said that technical names are fine as long as the business understands the reasoning, use-cases, and business value being derived from a project. These CIOs say focus less on the name and more on business value being generated.
这引发了一场关于项目命名的讨论，CIO们意见不一。一些CIO说，只要业务理解项目的推理、用例和业务价值，技术名称就可以了。这些首席信息官说，少关注名称，多关注正在产生的商业价值。

Other CIOs said that almost all initiatives(主动行动) in their enterprises are business-related and should be business named. These CIOs suggest that it is hard to show the business value with hyper technical program or initiative names(计划名称). Regardless, CIOs say delivering and demonstrating(演示) business value should be a core objective of every person and function within IT. They believe that value should be in the fabric of the company’ s strategic plan.
其他首席信息官表示，他们企业中几乎所有的举措都与业务相关，应该以业务命名。这些CIO认为，用超技术项目或计划名称来显示业务价值是很困难的。无论如何，CIO们表示，交付和展示业务价值应该是IT内每个人和每个职能部门的核心目标。他们相信价值应该是公司战略计划的组成部分。

Techniques most relevant to proving the value IT is generating 与证明IT正在产生的价值最相关的技术

CIOs honestly said this depends. They want KPIs identified that provide an agreed upon definition of success. Those KPIs depend upon the business goal and value that should be targeted or demonstrated. CIOs say that ultimately if you can’t agree on a way to measure success, you will never know if you got there.

CIO们诚实地表示，这要看情况而定。他们希望确定的KPI能够提供一个一致的成功定义。这些KPI取决于应该针对或证明的业务目标和价值。首席信息官们表示，如果最终无法就衡量成功的方法达成一致，那么您将永远无法知道自己是否达到了目标。

CIOs suggest that value KPIs should be defined as early as possible in the process. They want organizations to know value measurement in order to ensure they are delivered. They want business leaders to know when core business priorities are being met including performance, efficiency, on-time delivery of project, and on-budget. CIOs collectively suggested several different potential value metrics. These include the following:
首席信息官建议在流程中尽早定义价值KPI。他们希望组织知道价值衡量，以确保他们的交付。他们希望业务领导者知道核心业务优先级何时得到满足，包括性能、效率、项目的按时交付和预算。首席信息官们共同提出了几种不同的潜在价值衡量标准。包括以下内容：

Revenue/market growth
Customer satisfaction/NPS
Operational efficiency
Security
On Time Project Delivery
Degree of Innovation
Efficiency/Effectiveness Delivery
On budget delivery
Risk mitigation
Usage metrics and surveys
Interviews on customer satisfaction
Quality factors
Financial metrics (revenue, profitability)

收入/市场增长
客户满意度/NPS
业务效率
安全
项目按时交付
创新程度
效率/效益交付
预算执行情况
风险缓解
使用情况衡量标准和调查
关于客户满意度的访谈
品质因素
财务指标（收入、盈利能力）

CIOs in passing suggest that they expect the use of customer-centricity以客户为中心 of KPIs to only increase. At the same time, CIOs suggest it takes guts to say说出来需要勇气 when a project is failing, accept the learning as the value achieved, and move on. CIOs, however, stress again that true innovation means there will be failures as well as successes. All parties need to innovation need to accept this reality. However, CIOs claim if you explain things correctly then business partners will understand it on average. They say business stakeholders(利益相关者) want to feel they are adding value to the conversation by being involved from the ground up. This is about trust and partnership. They say you shouldn’t assume business partners ever are stupid.
首席信息官们表示，他们预计以客户为中心的KPI的使用只会增加。与此同时，首席信息官们建议，在项目失败的时候说出来，接受从中学到的经验教训，并继续前进，这些都需要勇气。然而，首席信息官们再次强调，真正的创新意味着会有失败，也会有成功。需要创新的各方都需要接受这一现实。然而，首席信息官们声称如果你解释正确的事情，那么商业伙伴将理解它的平均。他们说，商业利益相关者希望感觉到他们通过从头开始参与到对话中来增加了价值。这是关于信任和伙伴关系。他们说，你不应该假设商业伙伴是愚蠢的。

Having transparent KPIs and measures helps CIOs improve business stakeholder(相关利益者) relationships. CIOs say they want dashboards that can aggregate（总计） KPI data across silos, functions, and departments to reveal enterprise business value. With this said, CIOs suggest all parties need to agree upfront(预付款) what the KPIs are, what they mean, and what defines success for them.

拥有透明的KPI和衡量标准有助于CIO改善业务利益相关者关系。首席信息官们表示，他们希望仪表板能够跨孤岛、职能部门和部门汇总KPI数据，以揭示企业业务价值。因此，首席信息官们建议所有各方事先就KPI是什么、意味着什么以及如何定义成功达成一致。

CIOs are clear that projects with ‘soft returns’ are difficult. One CIO said that they have spent days with line of business gathering statistics to calculate productivity gains, opportunity cost, etc. Having said this, CIOs suggest that revenue is king. If you can show revenue added for a project, you’ll gain plenty of trust.
首席信息官们很清楚，具有“软回报”的项目是困难的。一位CIO说，他们花了几天的时间与业务部门一起收集统计数据，以计算生产力收益、机会成本等。话虽如此，CIO们还是建议收入为王。如果你能展示为一个项目增加的收入，你会获得足够的信任。

In today’s environment, CIOs need to answer many questions. Is the enterprise gaining more value by keeping technology as a core competency(能力) vs. outsourcing it? If it’s not a core competency then they say outsource it. CIOs suggest one area having a lack of resource capability(能力) is showing the value gained. CIO need to have the guts to say this is what is needed to achieve this value and be persistent(坚持) about it.

在今天的环境中，CIO们需要回答很多问题。企业通过将技术作为核心竞争力而不是外包来获得更多的价值吗？如果它不是一个核心竞争力，然后他们说外包。首席信息官们指出，一个缺乏资源能力的领域正在展示所获得的价值。CIO需要有勇气说这是实现这一价值所需要的，并对此坚持不懈。

Demonstrating the value of upgrades to traditional software 展示升级传统软件的价值

CIOs had interesting answers to this question. Some suggested that demonstrating（展示） the value of upgrades occurs by performing them efficiently and with minimal disruption to the organization. These CIOs say that it is essential to not create business risk and to show the effort to upgrade don’t detract from other strategic efforts.
CIO们对这个问题的回答很有意思。一些人建议，通过有效地执行升级并将对组织的干扰降到最低来展示升级的价值。这些首席信息官说，不制造业务风险并表现出升级的努力是至关重要的不要转移其他战略努力的注意力。

Other CIOs counter by saying upgrades have tangible costs and for this reason, there must be business value to doing it. One CIO exclaimed here that they’ve had trouble selling upgrades because doing something has a hard cost compared versus（对抗） doing nothing. Productivity gains can be huge, but upgrading end-of-life software costs money and doing nothing is free until it isn’t free anymore. For these reasons, these CIOs suggest that it is important that an upgrade increase efficiency, speed, and the overall user experience/customer satisfaction. If it does not achieve these things, CIOs suggest perhaps an upgrade is unwarranted（无保证的） and the dollars are better expending elsewhere. At the same time, CIOs suggest that if you can’t tie an upgrade to a business SLA or KPI then you should pass and spend resources elsewhere.
其他CIO反驳说，升级是有实际成本的，因此，升级必须有商业价值。一位CIO在这里感叹道，他们在销售升级方面遇到了麻烦，因为与什么都不做相比，做一些事情要付出更高的成本。生产率的提高可能是巨大的，但升级生命周期结束的软件需要花钱，而且在不再免费之前，什么都不做是免费的。出于这些原因，这些CIO建议升级能够提高效率、速度和整体用户体验/客户满意度，这一点非常重要。如果达不到这些目标，首席信息官们建议，或许升级是没有根据的，把钱花在别的地方更好。与此同时，首席信息官建议，如果您无法将升级与业务SLA或KPI联系在一起，那么你应该通过，把资源花在其他地方。

One CIO reminded everyone at this point that it is not uncommon for companies to use only a small percentage of the technology functionality they are buying. CIOs suggest for this reason that upgrades need to improve productivity, keep systems compatible, lower complexity, increase ease of integration, or improve security posture. CIOs were willing to consider as value things as well that result in uninterrupted（不间断的） services, stronger operational consistency, and avoidance of technical obsolescence技术陈旧. CIOs suggest as well that it is important to build mission-critical/core competency technology in-house to ensure a purpose-driven application/technology stack. Buying off the shelf product rarely solves the root issue and often causes unnecessary complexity and cost. With this said, Joanna Young, former CIO of Michigan State University said, as someone who had CIO and CFO roles, “end of life” or “vendor is making us” are not going to work these days. Instead, you need to understand product and develop tangible value measurements.
一位CIO在这一点上提醒大家，对于公司来说，只使用他们购买的技术功能的一小部分是很常见的。因此，首席信息官们建议，升级需要提高工作效率、保持系统兼容性、降低复杂性、提高集成易用性或改善安全状况。首席信息官们也愿意将那些能够带来不间断服务，更强得运营一致性以及避免技术过时得东西视为有价值得东西。首席信息官还建议，重要的是在内部建立关键任务/核心竞争力技术，以确保目的驱动的应用程序/技术堆栈。购买现成的产品很少能解决根本问题，而且往往会导致不必要的复杂性和成本。密歇根州立大学前首席信息官Joanna Young说，作为一个拥有首席信息官和首席财务官角色的人，“生命的尽头”或“供应商正在使我们”在这些日子里是行不通的。相反，你需要了解产品并制定有形的价值衡量标准。

Demonstrating the value add for collaboration software like Slack? 展示协作软件（如Slack）的附加价值？

CIOs suggest this can depend on vertical(垂直的) or the importance of differentiating(区分) customer experience. CIOs, in general, feel that Slack is great. Having said this, CIOs said IT organizations should endeavor(努力) to find measures that resonates and align to goals. Ideas provided by CIOs regarding collaboration software like Slack include the following:
首席信息官建议，这可能取决于垂直或差异化客户体验的重要性。总的来说，首席信息官们觉得斯拉克很棒。话虽如此，CIO们表示，IT组织应该努力找到与目标产生共鸣并保持一致的措施。关于像Slack这样的协作软件，CIO们提供的想法包括以下几点：

The velocity of business change or agility
The need for innovation
The need to improve employee engagement
The speed of market change
The need for quality improvement
业务变更或敏捷性的速度
创新的必要性
提高员工敬业度的必要性
市场变化的速度
质量改进的必要性

CIOs said that these offer potential for value proofs, but they say it is critical that they be defined up front so that they are proactively measured. Some CIOs suggest that while the value of better digital collaboration数字化协作 is obvious, they believe it is hard to quantify, mostly because there’s little appetite(食欲) for measuring this kind of value. However, other CIOs suggested “if you are building a business case for Slack then you have much larger problems. It’s 2018 without tools like Slack how do you expect to create a culture of collaboration and of real-time engagement. These CIOs suggest that employee experience can be a clear business differentiator一个明确的业务差异”.

Regardless of viewpoint, CIOs suggest that culture matters to value being delivered from collaboration software. You cannot charter a “culture change” project. Collaboration technologies can only be a facilitator(调解人) of better customer or employee experience. The question is does your company have a culture that is supportive of doing this journey.

Clearly, the ability to prove business value impacts the success for every IT leader. While CIOs have multiple perspectives on measuring value, they all suggest that value is the major determinant of IT/business alignment(一致性).

首席信息官们表示，这些都提供了潜在的价值证明，但他们表示，提前定义这些价值证明至关重要，这样才能对它们进行主动衡量。一些首席信息官认为，虽然更好的数字化协作的价值是显而易见的，但他们认为这很难量化，主要是因为人们很少有兴趣衡量这种价值。然而，其他首席信息官建议“如果你正在为Slack构建一个商业案例，那么你就有更大的问题了。2018年没有Slack这样的工具你期望如何创造一种协作和实时参与的文化。这些首席信息官建议，员工体验可以是一个明确的业务差异化”.

不管观点如何，CIO们认为文化对于协作软件所传递的价值很重要。你不能授权一个“文化变革”项目。协作技术只能促进更好的客户或员工体验。问题是，你的公司是否有一种文化，支持这样的旅程。

显然，证明业务价值的能力影响着每位IT领导者的成功。虽然CIO们对衡量价值有多种观点，但他们都认为价值是IT/业务一致性的主要决定因素。

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