2017 Categories

The TBM Council Awards recognize a wide range of accomplishments achieved by employing the disciplines of TBM. This annual event celebrates the leaders, innovators, and pioneers in IT and finance who are advancing TBM and paving the way for a successful partnership within their enterprise.

Learn about the six TBM Council Awards categories below:

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BUSINESS INNOVATION AWARD

Business innovation and technology innovation are increasingly synonymous. Savvy technology leaders are disrupting the status quo with new capabilities, services, and business models to win, serve, and retain customers. This award recognizes technology organizations that have applied technology business data and processes to better satisfy the needs of the business and change conversations from cost to value (via tradeoffs). Their work now shapes demand, guides investment, and/or drives innovation with fellow business leaders.

Key Attribute: Changing the conversation with line-of-business stakeholders, the corporate C-suite, and/or the board of directors

Successful nominees can demonstrate how they and their teams use TBM data and processes to:

  • Provide technology leadership to business executives that enables business innovation
  • Demonstrate the impact of IT investments on business KPIs such as revenue growth, market share, and profit margins
  • Shift a significant portion of the IT or technology budget from maintenance costs to innovation investments
  • Implement a regular cadence of business reviews and discussions about cost, resources, risk, agility, and other tradeoffs
  • Leverage technology for new markets, new sales channels, and new sources of revenue
  • Implement repeatable processes that enable sustained innovation
  • Develop and use metrics, KPIs, and benchmarks that enable business and IT leaders to measure and improve the impact of innovation
  • Expand TBM principles to different business units throughout the enterprise (e.g., enterprise business management)
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IT OPTIMIZATION AWARD

Formerly called the Infrastructure Trailblazer Award

IT leaders are asked to build the plane while flying it—and promise a smooth ride. From modernization and standardization to rationalizing and aligning application, vendor, and project portfolios, IT has to do more with less. This award recognizes the strategic and bold use of data to drive decisions for technology efficiency, agility, quality, performance, and business value. Winners of this award measure and demonstrate their team’s ability to optimize capacity and capabilities for service quality, performance, and efficiency.

Key Attribute: Saving money on IT spending and/or getting more value per dollar invested

Successful nominees can demonstrate how they and their teams use TBM data and processes to:

  • Optimize infrastructure performance, capacity utilization, security, and cost
  • Improve agility through the cost structure, automation, and other aspects of delivery
  • Migrate business applications or IT services to cloud-based technologies while managing risk and cost
  • Rationalize applications to create a more efficient and effective portfolio
  • Optimize vendors and contracts to get more value for money from third-party suppliers
  • Implement virtualized desktops or other technologies to improve entire user experience
  • Shift to delivering “infrastructure as a service” to their business users and application owners
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IT FINANCIAL LEADERSHIP AWARD

Formerly called the CFO of IT Leadership Award

Successful IT finance teams are more than just accountants; they fulfill key roles for helping the business get more value from technology spending and investments. As defined in the TBM Council’s CFO of IT Competency Model, they are the Technology Controllers, Investment Managers, Agents of Change, and Voices of the Business for their enterprises. This award recognizes today’s corporate finance teams (with IT responsibilities) and/or technology controllers, who no longer merely account for IT spend, but drive an IT financial strategy and capability that meets the new demands of the IT organization.

Key Attribute: Shifting IT finance from merely a controller/accounting function to delivering decision-making power to IT, finance, and business stakeholders

Successful CFO of IT nominees demonstrate how they help drive important outcomes, such as:

  • Translating cost data into meaningful perspectives for technology and business decision-makers
  • Informing decision-makers of cost, quality, capacity, and consumption tradeoffs within the portfolios of services, applications, vendors, projects, and more
  • Communicating costs to business partners in a way that helps shape business demand
  • Finding ways to “variablize” IT costs and enable public and private cloud adoption
  • Collaborating with corporate financial officers on strategies to fund innovation and growth
  • Connecting planned dollars to IT deliverables and tracking the business value of IT investments
  • Providing insight into budget, variance, and forecasts to enable fact-based decision-making, proactive identification of opportunities to save or avoid new costs, and the shaping of business demand
  • Planning efficiently and predictably to continually align to changing business priorities
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IT SERVICES TRANSFORMATION AWARD

More and more, the transformation from a technology provider to a service provider is accelerated by the cloud. Not only does the public cloud delivery model put internal IT services in a new light, private and hybrid cloud adoption provides benefits for cost and agility needed by the business. This transformation requires a mental shift that starts with the customer’s needs, then drives a cultural shift in how technology is offered and consumed, sourced and delivered, and measured and managed. This award recognizes IT organizations who have successfully applied technology business data and processes to drive transformation in cloud, on-premises and/or hybrid services strategy, design, or delivery.

Key Attribute: Shifting IT from being an expense center to delivering services with greater flexibility (e.g., on demand) and transparency of cost, consumption, and quality

Successful nominees can demonstrate how they and their teams use TBM data and processes to:

  • Improve business KPIs through IT service improvements
  • Improve IT service efficiency or quality
  • Communicate value to the business through IT services portfolio management
  • Deliver an IT services portfolio that is aligned with the needs of the business
  • Design and offer different levels of service to provide clearer cost/quality choices to the business or end customers
  • Empower service owners to drive the “P&L” of their services by measuring and communicating service cost, quality, and value
  • Shift to a service-oriented consumption model for chargeback of IT costs
  • Own the “P&L” of their services by measuring and communicating service value, while managing the total costs of services and applications
  • Take a consultative, client-centered approach to engaging with the lines of business
  • Change the dialogue with business partners about IT services, shifting from cost conversations to value-based tradeoffs
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STRATEGY & PLANNING EXCELLENCE AWARD

IT leaders face a conundrum. The long-term nature of technology investments means they must plan not just months ahead, but oftentimes three to five years out. Meanwhile, their business partners expect a level of agility from IT that allows them to capitalize on new opportunities or respond to new threats quickly. This award recognizes IT leaders who have found a way to bridge the gap by developing and maintaining IT strategy and corresponding planning processes to enable IT to be the value partner their business so desperately needs.

Key Attribute: Shifting from static, cost center-based IT planning to a dynamic process that regularly links IT resources to business strategy, business demand for services and innovation (projects), and IT-led initiatives (e.g., modernization, agile/devops, etc.)

Successful nominees can demonstrate how they and their teams use TBM data and processes to:

  • Perform IT strategic planning (3-5 years out) that reflects an understanding of business demand, business goals, service cost dynamics, and resource needs
  • Accelerate the annual planning process and improve the linkage to business needs over the next year
  • More quickly anticipate plan variances and take action to avoid negative business consequences
  • Instrument business demand and anticipate changes in demand and consumption
  • Improve financial and resource agility of IT to more easily respond to changing business demands
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TBM PACESETTER AWARD

Formerly called the CIO Business Leadership Award

This award recognizes teams who have made a significant impact to their business and their industry with TBM in a short period of time. In doing so, their TBM programs have set the pace for the industry, demonstrating a preference for moving fast (through iterations) over a cautious, get-it-right-the-first-time approach. Successful teams are recognized not for having years of experience but instead for making progress, including measurable results, in months or quarters instead of years.

Key Attribute: Establishing a TBM program and making demonstrable progress in transparency, data quality, decision making, and business results in less than 18 months

Successful CIO nominees can demonstrate a track record of:

  • Implementing TBM tools, data, and processes rapidly using an iterative/agile approach
  • Using transparency and metrics to rapidly improve data quality and reporting
  • Defining and implementing the key roles for TBM, both inside the TBM office and in the broader IT organization
  • Delivering quick wins to the business, such as identifying cost reduction opportunities, shaping demand for IT, speeding decision-making, and/or accelerating IT processes
  • Establishing key TBM processes, such as month-end close, monthly operating reviews, quarterly business reviews, etc.
  • Delivering roadshows, lunch & learns, and other events to socialize TBM in the organization (e.g., within IT and in the lines of business)
  • Creating and maintaining a roadmap for improved capabilities and value
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