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Organizational Value Drivers

Realizing Strategic Impact Through TBM

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What Are Organizational Value Drivers?

Organizational Value Drivers (OVDs) represent dimensions of value that matter to an organization and that technology investments, operations, and decisions can influence. They connect technology management with enterprise priorities by focusing attention on the consequences of technology decisions and how those decisions contribute to organizational objectives. The six Value Drivers provide complementary perspectives for evaluating technology’s contribution to organizational value.

Within the TBM Framework, Organizational Value Drivers are distinct from TBM Outcomes. Outcomes such as Transparency, Insights, Benchmarking, Strategy, Alignment, and Optimization provide capabilities that help leaders understand technology and make better decisions. Organizational Value Drivers describe the dimensions of value those decisions and subsequent actions can influence. TBM supports value creation by connecting reliable information and management capabilities with decisions that affect the organization.

A single technology decision may influence several Value Drivers simultaneously, sometimes in competing ways. For example, an infrastructure modernization initiative might improve operational efficiency and experience while requiring substantial near-term investment. Considering multiple Value Drivers helps leaders recognize these consequences, evaluate trade-offs, and make decisions aligned with organizational priorities.

To learn how to build the capabilities and modeling practices needed to realize these value drivers, consider exploring training and certification options or attending our next TBM Tuesdays livestream.

Value Drivers Defined

Each Organizational Value Driver provides a distinct perspective on how technology influences organizational value. Together, they help leaders evaluate the financial, operational, experiential, strategic, and longer-term consequences of technology decisions. The relative importance of each Value Driver depends on the organization’s objectives, circumstances, and priorities.

Financial Performance

Financial Performance is the financial dimension of organizational value influenced by technology investments, operations, and decisions. It encompasses both the financial performance of technology itself—how resources are allocated, consumed, and managed—and financial performance through technology, including technology’s influence on enterprise revenue, margins, productivity, and other economic outcomes. The objective is not simply to reduce technology spending, but to understand how technology contributes to the organization’s financial condition and how investment decisions affect that contribution over time.

How TBM supports Financial Performance:

  • Connects spending to investment purpose: Relates technology costs, resources, services, and products to the business capabilities and priorities they support, helping leaders understand what the organization is funding.

  • Reveals technology economics: Provides insight into cost structures, consumption, utilization, and unit economics to identify opportunities for better resource allocation and financial performance.

  • Informs investment trade-offs: Supports evaluation of competing investments, including their expected financial contributions, opportunity costs, and near- and long-term consequences.

  • Connects technology decisions to enterprise economics: Helps leaders evaluate how technology investments and operating decisions influence financial performance beyond the technology organization.

TBM enables technology and finance leaders to move beyond managing spending against a budget toward managing technology as an investment portfolio. By connecting financial and operational information with business context, TBM supports more informed decisions about where to invest, where to redirect resources, and how to balance immediate financial priorities with long-term value creation. Financial Performance remains one dimension of organizational value, considered alongside the other Organizational Value Drivers.

Operational Efficiency

Operational Efficiency is the dimension of organizational value concerned with how effectively technology operations support the organization’s ability to execute strategy, adapt to changing conditions, and respond to evolving business priorities. It encompasses the continual improvement of technology services, resources, processes, and operating capabilities. Improvements may reduce costs or eliminate waste, but Operational Efficiency is ultimately demonstrated through better technology operations, including simpler environments, stronger service performance, improved resource utilization, reduced operational friction, and greater organizational responsiveness.

Technology operates as an interconnected system. Changes to applications, infrastructure, cloud services, workforce practices, or operating models can produce consequences across multiple functions and business capabilities. Operational Efficiency therefore requires leaders to understand these relationships and evaluate whether individual improvements strengthen the effectiveness of the operating environment as a whole.

How TBM supports Operational Efficiency:

  • Establishes a shared operational understanding: Connects financial, operational, and business information through a common taxonomy and management model, enabling leaders to evaluate technology performance consistently.

  • Reveals operational dependencies and complexity: Relates technology resources, services, consumption, and business capabilities to help leaders understand how changes in one area influence others.

  • Identifies meaningful improvement opportunities: Supports analysis of operational friction, resource utilization, service performance, duplication, and other conditions that affect how effectively technology operates.

  • Informs decisions across organizational boundaries: Provides common context for Technology, Finance, Operations, and business leaders to evaluate trade-offs and avoid improvements that simply shift problems elsewhere.

  • Supports continuous operational improvement: Enables leaders to assess the expected effects of operational changes, evaluate actual results, and use that understanding to guide subsequent decisions.

TBM supports Operational Efficiency by connecting reliable information with a repeatable discipline of informed decision-making and continuous improvement. Rather than relying on periodic cost-reduction programs or isolated optimization initiatives, organizations can continually strengthen how technology operates and how effectively it responds to business needs. Operational Efficiency improves when those decisions produce measurable operational improvements that persist and evolve as conditions change.

Innovation

Innovation refers to the organization’s ability to develop new digital capabilities, products, or services that deliver market differentiation, drive growth, or enable new business models.

How TBM enables innovation:

  • Unlocks capacity for innovation by optimizing existing costs and identifying reinvestment opportunities
  • Illuminates cost structures and team allocations through value stream and agile team modeling
  • Supports innovation governance through improved demand planning and strategic alignment

By connecting strategic priorities to cost and resource allocation, TBM helps prioritize high-value innovation opportunities. Through capabilities like insight and transparency, organizations can identify which teams and services are most responsible for creating business value. The TBM Executive Primer and Intelligent Cloud Adoption eBook both explore how technology leaders are using TBM to scale innovation across teams.

Risk & Compliance

Risk addresses the organization’s exposure to cybersecurity, compliance, operational disruption, and financial risk tied to technology investments and operations.

How TBM mitigates risk:

  • Enables traceable financial visibility into risk management efforts, such as cybersecurity initiatives
  • Integrates with the NIST Framework to assess risk coverage and prioritize investments
  • Supports business continuity planning by modeling dependencies and potential impacts across services

Risk visibility becomes actionable when TBM is used to track investment in control areas, such as identity access management or disaster recovery. With outcome-enabling capabilities like governance readiness and performance modeling, leaders can engage the right stakeholders and justify funding decisions. Learn more through our Connected Standards and Risk & Security resources.

For ongoing dialogue on how TBM supports risk mitigation explore related topics in our State of TBM Report.

Experience

Experience is the dimension of organizational value concerned with how technology shapes the interactions people have with the organization and their ability to accomplish meaningful goals. It encompasses the experiences of employees, customers, and partners as they use digital products, services, applications, and technology-enabled processes. These experiences influence how effectively people work, collaborate, make decisions, access services, and engage with the organization.

Experience extends beyond system availability, technical performance, or user satisfaction. A technology capability may perform reliably and achieve high adoption while introducing unnecessary complexity, slowing work, or creating frustration. Conversely, technology that reduces friction, simplifies interactions, and improves how people accomplish their goals can contribute to stronger engagement, productivity, collaboration, customer relationships, and organizational performance. Understanding Experience requires evaluating what technology enables people to do and how effectively it supports their needs.

How TBM supports Experience:

  • Connects technology investments to stakeholder experiences: Relates technology resources, applications, services, and business capabilities to the employees, customers, and partners whose experiences they influence.

  • Provides visibility into the full cost of experience: Helps leaders understand the investments required to deliver and improve digital experiences, including infrastructure, applications, integration, support, and ongoing operations.

  • Supports identification of friction and improvement opportunities: Combines technology and operational information with relevant experience measures to identify where digital capabilities hinder or improve how people accomplish their goals.

  • Connects experience measures with business outcomes: Supports evaluation of experience indicators alongside technology performance and organizational measures such as productivity, customer satisfaction, engagement, and service effectiveness.

  • Informs investment and improvement decisions: Helps leaders compare opportunities, prioritize experiences that matter to organizational objectives, and evaluate whether technology changes produce meaningful improvements over time.

TBM provides the financial, operational, and business context needed to manage Experience as an important dimension of organizational value. By connecting technology investments with the experiences they influence and the organizational outcomes those experiences may support, leaders can make more informed decisions about where to invest, what to improve, and when to reconsider existing approaches. Experience becomes an ongoing management consideration rather than a one-time assessment of technology deployment or satisfaction.

Sustainability

Sustainability is the dimension of organizational value concerned with whether technology investments, operations, and decisions support continued value creation while preserving, developing, or regenerating the resources, relationships, and systems they depend upon and affect. It extends beyond environmental impact to consider the material dependencies and consequences of technology decisions, including physical infrastructure, natural resources, workforce capabilities, suppliers, and other conditions necessary for continued value creation.

Sustainability encompasses both the sustainability of technology—how technology consumes resources and affects the systems that support it—and sustainability through technology, or how technology capabilities influence resource use and sustainability outcomes throughout the enterprise. A technology decision may improve sustainability within the technology organization while shifting impacts elsewhere, making it important to understand consequences across organizational boundaries and over time.

How TBM supports Sustainability:

  • Makes dependencies and impacts visible: Connects technology resources, services, products, and investments with information about their material sustainability dependencies and consequences.

  • Supports evaluation of long-term conditions: Helps leaders consider whether current technology practices preserve, develop, regenerate, or progressively deplete the resources and capabilities needed for continued value creation.

  • Connects technology to enterprise sustainability: Provides business and operational context for understanding how technology influences sustainability beyond the technology organization.

  • Informs investment and operating decisions: Enables leaders to consider sustainability alongside financial performance, operational efficiency, risk, and other dimensions of organizational value when evaluating trade-offs.

  • Supports informed intervention: Helps identify where technology decisions can preserve resources, strengthen capabilities, replenish depleted capacity, substitute alternatives, or redesign systems to change unsustainable dependencies.

TBM does not replace specialized sustainability disciplines or measurement standards. It provides a common management context for connecting relevant sustainability information with technology decisions and organizational priorities. This enables CIOs, CTOs, and their business partners to identify consequential sustainability issues, evaluate alternatives, and make decisions that support continued value creation.

Explore related resources:

Connecting Value Drivers to Modeling and Outcomes

The TBM Framework connects technology resources and operations with the information, management capabilities, and decisions that influence organizational value. Its elements serve different but complementary purposes. The TBM Foundations establish the structures and practices needed for reliable technology management, while the TBM Model organizes financial and operational information into a consistent view of technology resources, solutions, and consumers.

TBM Outcomes build on these capabilities by helping leaders develop transparency, generate insights, benchmark performance, align technology with strategy, and identify opportunities for optimization. These Outcomes strengthen the organization’s ability to understand technology and make informed decisions. The decisions and actions that follow can influence one or more Organizational Value Drivers.

For example, improved transparency into technology costs and consumption may reveal opportunities to change resource allocation. Leaders might use that understanding to reduce operating costs, improve service performance, fund new capabilities, or address long-term resource dependencies. Each action can affect different dimensions of organizational value, and the resulting consequences depend on the choices made and how effectively they are implemented.

The relationship between TBM Outcomes and Organizational Value Drivers is therefore neither automatic nor one-to-one. Outcomes provide the understanding and management capabilities needed to inform action, while Value Drivers help leaders evaluate what those actions mean for the organization. Together, they connect the practice of TBM with the broader objectives technology is expected to support.

Explore TBM Outcomes and TBM Modeling to learn more about the capabilities that support these decisions.

Join the TBM community: where innovators and leaders converge

The TBM Council is your gateway to a treasure trove of knowledge: think cutting-edge research papers, insightful case studies, and vibrant community forums where you can exchange ideas, tackle challenges, and celebrate successes with fellow practitioners.

We’re calling on organizations and forward-thinking individuals to dive into the TBM community. Participate in our events, engage in our discussions, and tap into a vast reservoir of knowledge. This isn’t just about networking; it’s about contributing to and benefiting from the collective wisdom in navigating the dynamic world of cloud computing.

Become a member

Red Hat built the world’s largest enterprise open-source software company, growing into a multi-billion-dollar firm before being acquired by IBM Corp. This open-source heritage often placed the value of technology in the product and engineering realm rather than with IT. Thus, not surprisingly, Red Hat’s TBM journey started with a new CFO wanting to know why IT costs were so high. Through the TBM framework and discipline, Red Hat IT successfully delivered cost transparency of all IT spend and then became a model for technology spend planning and forecasting. The IT team added the FinOps discipline to its capabilities and is now managing a broad hybrid cloud portfolio. However, TBM and FinOps have remained in the realm of IT only, until now. Red Hat’s current CIO, Jim Palermo, is driving TBM, FinOps, and Enterprise Agile Management across the company based on IT’s success and through the lens of value stream management. in this session, Jim will walk through Red Hat’s TBM journey and its current transformation to an operational business architecture framework built on value streams aligned to business outcomes.

Speaker:

  • Jim Palermo, VP, CIO, Red Hat

When the team at Tenet Healthcare made the decision to move towards a model that provided more accurate financial transparency, they looked to TBM practices and solutions. Join Paola Arbour, EVP and CIO at Tenet healthcare as she answers the question “why TBM?”, including what Tenet was trying to solve with the TBM Taxonomy, the effectiveness of their KPIs, and how building support and momentum across the entire company was critical to their successful TBM adoption. In this session, Paola will also share how Tenet continues to evolve their use of TBM, including for mergers, acquisitions, and divestiture activity, as well as segmenting cost structures.

Speaker:

  • Paola Arbour, EVP & CIO, Tenet Healthcare

Data driven decision making has been a key to longevity and delivering best in class service to State Farm’s customers over the past 100 years. Recently, State Farm decided to use a managed services company for the day-to-day support of their Infrastructure Services. Today’s technology leaders need to be able to make real-time, informed decisions to help ensure technology investments are meeting their customer’s needs, while continuing to support company long-term goals. Ashley Pettit, SVP & CIO at State Farm, will be joined by Randy McBeath, Enterprise Technology Executive, and Andy Moore, Technology Director, and together they will share how TBM aided in State Farm’s analysis and decision to move to a managed service provider.

Speakers:

  • Ashley Pettit, SVP & CIO, State Farm Insurance
  • Andy Moore, Technology Director, State Farm Insurance
  • Randy McBeath, Enterprise Technology Executive, State Farm Insurance

There is fast evolution occurring in the overall technology spend and value management market, with the advancements of cloud, Kubernetes, AI/ML, and other innovations. At the same time, we are seeing vast changes in the roles of the CIO, CFO, and business/digital leadership. In addition, TBM is intersecting with other disciplines and frameworks, such as Cloud FinOps, Agile engineering, and portfolio resource management. How is this affecting the TBM discipline, the TBM Council, and Apptio? For one, TBM is moving down market, becoming more accessible to all sizes and maturity of organizations, with easier ways to get started and a faster time to value. Cloud FinOps, meanwhile, is advancing and adding capabilities previously in TBM to the cloud cost management space. Join Apptio CEO Sunny Gupta as he explores the evolving TBM landscape and how he believes it will bring even greater opportunity and value to organizations worldwide.

Speaker:

  • Sunny Gupta, Co-Founder & CEO, Apptio

In today’s challenging economic times it is critical that CFOs, CIOs, and CTOs speak the same language when it comes to the value of technology spend. Having a single source of truth that everyone can feel confident in, track progress continuously throughout the year with shared insights, and analyzing options for resourcing and funding in order to reduce waste is where TBM deepens their partnership. In this discussion, join members of the TBM Council Board of Directors as they discuss the pivotal conversations and steps taken to collectively adopt TBM practices across the organization, including responding to naysayers and gaining allies.

Panelists:

  • George Maddaloni, EVP, CTO, Operations, Mastercard
  • Laura Walsh, CIO, Smithfield Foods
  • RJ Hazra, SVP & CFO, Technology & Security, Equifax
  • Moderated by Chad Doiran, Managing Director, Tech. Strategy & Advisory, Accenture

Fumbi Chima has led technology teams across multiple organizations throughout her esteemed career, including retail, manufacturing, media, and financial services. As a turnaround and high growth leader, Fumbi has leveraged TBM as a foundational practice to bring repeatable processes, purchasing guidelines, and cost/resource savings. Now at Boeing Employe Credit Union (BECU) serving more than 1.2 million members, Fumbi is driving their digital transformation with a clear vision and strategy to optimize their public-cloud with TBM and Cloud-FinOps, adopt a product model, and set the groundwork for future innovation and growth. Join Fumbi and Larry Blasko, President, Field Operations at Apptio, as they discuss the lessons Fumbi has learned along her TBM journey, and where this transformation leader sees the evolution of TBM taking the Technology industry.

Speakers:

  • Fumbi Chima, Chief Technology & Transformation Officer, BECU
  • Larry Blasko, President, Field Operations, Apptio

Technology leaders have a unique opportunity to transform their organizations into environmental champions with sustainable business practices. In this session, Neal Ramasamy, CIO at Cognizant and Phil Alfano, Field CTO at Apptio will share how TBM can be leveraged to achieve comprehensive visibility into real-time data-driven tracking to ensure company goals and actions are being met to achieve a sustainable future.

Speakers:

  • Neal Ramasamy, CIO, Cognizant
  • Phil Alfano, Field CTO, Apptio

For McGraw Hill, having a transparent framework that drives smart investment strategies and a common language across this 135-year-old company is critical. Known as one of the “big three” education publishers, McGraw Hill must stay ahead of their competitors with innovation and value delivery. Join Yuliya Oberman, Finance Director for McGraw Hill Education and Eileen Wade, General Manager of the TBM Council as they discuss how TBM is essential to McGraw Hill’s enterprise resource strategies and digital transformation journey.

Speakers:

  • Yuliya Oberman, Finance Director, McGraw Hill Education
  • Eileen Wade, General Manager, TBM Council

In this fireside chat, Matt Yanchyshyn, GM, AWS Marketplace & Partner Engineer at AWS will join incoming General Manager of the TBM Council, Jack Bischof, for a discussion on best practices for building successful TBM practices focused on cloud financial management. Including a deep dive into the nuances, learnings, and milestones that the world’s 9th largest insurance company is achieving on their Cloud FinOps journey.

Speakers:

  • Matt Yanchyshyn, GM, AWS Marketplace & Partner Engineering, AWS
  • Jack Bischof, Incoming General Manager, TBM Council

Hear from Ajay Patel, COO at Apptio and Zubin Irani, CEO at Cprime as they discuss how the intersection of TBM and enterprise agile planning is a critical strategy for organizations to adopt if they want to drive business growth more efficiently, in real-time, and keep up with the speed of change that today’s organizations face.

Speakers:

  • Ajay Patel, COO, Apptio
  • Zubin Irani, CEO, Cprime

Join Origin Energy’s Adrian Thivy, GM, Enterprise Technology Services, as he shares how TBM is creating complete confidence in their spend-to-value ratios across IT and the broader company, allowing a rapid response to the market forces driving significant pressure on the “cost to serve” customers. A finalist for the 2022 TBM Council Award for TBM Pacesetter, hear how their TBM practice was built in record time, including lessons learned as they developed business capabilities and managed a significant cloud migration and transformation.  

Session topics will include:  

  • Establishing a clear purpose and common goals that drive cross-functional understanding
  • Utilizing an adaptative governance framework to ensure accountability across all stakeholders 
  • Leveraging TBM and ServiceNow CSDM to deliver a transparent, flexible, and sustainable model in a shorter time frame
  • How bespoke logic has dramatically improved transparency of cost more than 90%


Presented by:

  • Adrian Thivy, GM, Enterprise Technology Services, Origin Energy 

Many organizations aspire for a cloud-native posture, however few have the time, resources and budget to transform into 100% public cloud operations. Equifax has broken through those barriers to modernize its infrastructure globally — driving faster innovation for customers, more business agility, and stronger cybersecurity. Hear from Manav Doshi, GM, Technology Solutions on how the Equifax team is rebuilding a century-old company, with a real-time approach to optimizing cost and revenue growth in the cloud.

 

Presented by:

  • Manav Doshi, GM, Technology Solutions, Equifax 

Transport for NSW is the winner of the 2022 TBM Council Award for TBM Pacesetter, which recognizes significant progress and value with TBM in a relatively short period of time. In this session, hear how the merger of Roads and Maritime Services (RMS) and Transport for New South Wales resulted in the fastest consolidation of TBM data, models, and reports into a single TBM practice. Hear from Poonam Kataria, Sr. Manager of TBM, as she shares how TBM is driving Transport’s three key strategic outcomes: connecting a customer’s whole life; successful places for communities; and enabling economic activity.

Session topics will include: 

  • Utilizing the TBM Taxonomy to align M&A practices and drive behavioural change 
  • How the right level of support sets the right culture and TBM processes
  • Driving change in the organization based on data-driven facts

Presented by: 

  • Poonam Kataria, Sr. Manager, TBM, Transport for NSW 

Discuss how TBM supports visibility of investments across the enterprise to support setting best practices and standards for managing the impact of environmental, societal, and governance strategies by IT departments and organizations.

The TBM Council Standards Committee has built out TBM integration models with other IT disciplines, including Enterprise Agile and Product Thinking, as well as ServiceNow CSDM. Current findings will be shared to drive group discussion, experience, and feedback. 

Public cloud strategies are often embraced for the promise of rapid scalability, on-demand agility, and best-in-class security, resiliency, and features. However, public cloud adoption presents significant financial challenges that, when not addressed, inhibit any firm’s ability to exploit the promises of public cloud.  

To address these challenges, customers need to simultaneously resolve current inefficiencies and build capability to ensure avoidance of waste in the long term.  

In this session we discuss a detailed framework combining TBM-Cloud with FinOps, allowing customers to understand how to implement a program to overcome these challenges and financially succeed in the cloud. 

Session discussion topics include: 

  • A detailed view of the activities required to implement a TBM-Cloud with FinOps Journey 
  • Detail the flow of information required for each task 
  • Provide guidance on which activities should be performed when

 

Presented by:

  • Nathan Besh, TBM-Cloud Evangelist, TBM Council 

Project to Product Transition

Outcome-focused development via agile transformation

For organizations looking to transition from projects to products, TBM can help organize resources and outcomes into value streams – the specific sets of activities that align to business outcomes.

Accelerating Cloud Adoption

Drive measurable outcomes with your cloud strategy

For organizations trying to accelerate their cloud journey, TBM provides a way to map a plan and measure the outcomes from cloud migration to cloud cost management to cloud optimization.

Morning Sessions

A look back at 10 years of TBM leadership and community building.

Speaker:

  • Ashley Pettit, SVP & CIO, State Farm Insurance

Introduced more than 10 years ago, Technology Business Management (TBM) was born out of the need for CIOs to have a management system to drive their technology operating strategy. At its core, the TBM discipline gives visibility into technology spend to provide common ground and enable a collaborative partnership across teams for prioritizing resources and achieving business outcomes. In this session, the TBM Council Standards Committee Chair, Atticus Tyson will share how over the past few years TBM has evolved to ensure leaders are able to accelerate digital initiatives, embrace the cloud, and communicate today’s complex technology landscape. TBM enables organizations to frequently and quickly evaluate projects, platforms, and investments to address the needs of the modern enterprise.

Speaker:

  • Atticus Tysen, SVP Product Development, Chief Information Security & Fraud Prevention Officer, Intuit

Atticus Tyson and Phil Alfano will guide the group through an executive discussion to capture “What is digital success to you?”. Is it how your organization creates new business capabilities? The elimination of legacy processes and systems? Funding innovation? Or all of the above as long as it drives an improved customer experience? Discuss with your table mates, as an overall group, and capture learnings and takeaways to bring back to your own team.

Speakers:

  • Atticus Tyson, SVP Product Development, Chief Information Security & Fraud Prevention Officer, Intuit
  • Phil Alfano, Field CTO, Apptio

How does a 170-year-old financial institution deliver a new, fully modernized technology strategy while supporting 24×7 service to their customers across a multitude of platforms, including point-of-sale, mobile, and web services? Mike Brady, Nicole Holmes, and Chad Schmidt will share how at Wells Fargo, they are creating a Technology Infrastructure team founded in the TBM discipline and responsible for aligning with internal partners to adopt an automation first approach for accelerating the delivery of services and deploying enhancements at speed. All while remaining compliant, secure, and agile.

Speakers:

  • Mike Brady, EVP, Technology Infrastructure, Wells Fargo
  • Nicole Holmes, EVP, CFO for Technology, Wells Fargo
  • Chad Schmidt, SVP, Technology Finance Modernization, Wells Fargo

It’s been two years since the World Health Organization declared Covid-19 a global pandemic. To re-imagine employee and customer experiences, every company was forced to speed up their shift to digital from multi-year project plans to instead creating, executing, and delivering new business models in a matter of weeks. As we emerge from this crisis, we recognize this shift is not slowing down but exponentially increasing as businesses continue to respond to societal expectations of anytime, anywhere. In this session, Sunny Gupta will share how the companies best positioned to quickly respond to changing market conditions and hyper competition have a holistic view of their technology spend so they can be agile in their investment decisions, use the cloud as a competitive advantage, and align their resources to product delivery models and continuously measure value.

Speaker:

  • Sunny Gupta, Co-Founder & CEO, Apptio

Afternoon Sessions

Spinning up a cloud-native posture is a desired strategy for many organizations, however few have the time, resources, and budget to achieve 100% public cloud operations. In 2018, Equifax set a 5-year goal to achieve this, striving to provide their customers with faster innovation, more flexible business agility, and stronger cybersecurity. Hear from RJ Hazra, SVP & CFO, Technology on the lessons and successes the Equifax team has found along their journey, and what remains as they cross into their final year of their company-wide digital transformation.

Speaker:

  • RJ Hazra, SVP & CFO, Technology & Security, Equifax

The cloud is a significant shift in computing and companies need to get maximum value from it. FinOps is the evolving cloud financial management practice that empowers organizations to track and maximize cloud spend and enable tech, finance, and business teams to collaborate on data-driven spending decisions. In this talk, J.R. Storment, Executive Director of the FinOps Foundation will explore the intersection between TBM and the FinOps practice and the benefits achieved. Session discussion topics include: 

  • Creating a culture of ownership over cloud usage and spend
  • The most important challenges to tackle for delivering products faster while gaining financial control and predictability
  • FinOps organization structures in large and small organizations from the State of FinOps 2022 report

 

Speaker:

    • J.R. Storment, Executive Director, FinOps Foundation

In this engaging conversation, executive leaders will share both the challenges and best practices realized on their journey to embrace product-based innovation.

Session discussion topics include:

  • Achieving results as you shift from a projects-to-products innovation model
  • Maximizing CIO/CFO partnerships in this new paradigm
  • Building your innovation strategy around value streams, stable teams, and a high degree of customer centricity

Speakers:

  • John Wilson, VP, IT Costing & Performance Management, MetLife
  • Kaarina Bourquin, Director, Strategy & Portfolio Operations & Technology, The Standard
  • Moderated by Toyan Espeut, Chief Customer Officer, Apptio

Session abstract coming soon

Speakers:

    • Brendan Kinkade, VP, Build ISV, Technology & Hybrid Cloud, IBM
    • Moderated by Phil Alfano, Field CTO, Apptio Foundation

TBM empowers hundreds of decision makers with the facts they need to execute a digital strategy faster, without bias, and in alignment across business units. This includes technology consumers, service and application owners, LOB CIOs, enterprise PMOs, compliance leaders, budget coordinators, and many more. What are the fundamentals of developing and executing a successful TBM practice? In this session, experienced practitioners will share the lessons and foundations they’ve learned delivering business value for their organizations with TBM.

Session discussion topics include:

  • Fundamentals of proper support and sponsorship across key stakeholders
  • Demonstrating how and why TBM is core to strategy and a digital operating model
  • Developing, educating, and enabling your core team
  • Implementing or enhancing the necessary TBM processes

Speakers:

    • Jeri Koester, CIO, Marshfield Clinic Health System
    • Latrise Brissett, Managing Director, Global IT, Accenture
    • Leslie Scott, VP & CIO, IT Enterprise Services, Stanley Black & Decker
    • Moderated by Jason Byrd, Managing Director, Technology Strategy & Advisory, Accenture