2022 TBM Council Award Winner:
Transport adopted TBM practices and tools within two separate agencies: Roads and Maritime Services (RMS) and Transport for New South Wales (Transport), between 2018 and 2020. Each was managed and governed by different teams and with varying completion timelines.
After the merger between RMS and Transport was announced in 2019, a strategic decision was taken to consolidate the TBM data, reports, and models into a single TBM practice. Transport started by bringing together talented team members to manage the TBM Taxonomy and the tools that drive automation, the new processes, and increased efficiencies in their show-back and recharge process. Remarkably, Transport for NSW’s TBM team completed the implementation within six months and has since been recognized as the largest merger of practices and tools in the Asia-Pacific region.
Transport is an innovative state government agency in New South Wales (NSW), Australia, with a vision that puts people, places, and economic prosperity at the center of its decision-making.
Transport provides services to approximately eight million residents of NSW, enables 800,000 businesses, and supports the annual movement of over 500 million tons of freight. Across the state, Transport employs more than 29,000 talented people who contribute to the agency’s net revenue of over AU$4 billion. Technology is vital in shaping NSW’s cities, centers, and communities for future generations as Transport invests AU$76 billion in Australia’s largest transportation infrastructure program.
Between 2018 and 2020, Transport for NSW implemented and adopted TBM practices and tools across two separate agencies: RMS and Transport. Since the implementation was across two independent agencies, each adoption was governed and managed by different teams and timelines. Following the announcement of the merger of RMS and Transport, a strategic decision was made to consolidate the TBM capability across both agencies and centralize all TBM data, reports, and models into a single platform. With disparate allocation methodologies, data structures, and business processes, the team faced the challenges of merging two cultures and ways of working into a unified strategy.
To manage the vast and complex IT services, Transport remained steadfast in running technology like a business through TBM’s practices, principles, and tools.
Starting with the TBM Taxonomy, Transport aligned its service catalog to the taxonomy’s service layer, providing transparency into consumption and unit prices. As trust grew, the team became a one-stop shop for their customers to gain insights into their consumption and strategic decisions, such as vendor selection. The rapid TBM maturity at Transport was achieved by bringing together talented team members, implementing tools that drive automation, and establishing processes that increase efficiency in their show-back and recharge process.
After conducting the initial analysis of both TBM models, the team discovered they needed to start over. None of the previous implementations could be used as a starting point due to the vast differences in how the two agencies operated.
Transport’s TBM team completed the ApptioOne Plus implementation within six months — the largest merger of practices and tools in the Asia-Pacific region.
The team defined unified rules for the combined Transport IT users by conducting workshops to understand business rules and requirements. The group hosted a series of collaborative discussions with system and data owners to work through more than 300 user-uploaded data sets between the merging agencies.
Transport attributes its accelerated TBM success to several internal and external factors.
Internally, the support from the senior leadership teams was crucial for the implementation. With the help of Transport executives, the TBM team and partnering stakeholders were given the flexibility and focus on expediting the merging of the systems and agencies.
The experience of the respective TBM teams was another major contributor to Transport’s rapid success. The members of the merged TBM team brought a breadth of TBM experience and quickly understood the business rules for both agencies. This allowed them to generate innovative approaches to resolving conflicting business rules or competing model priorities while leveraging the TBM Taxonomy. Additionally, working with a TBM Advisor provided the needed support to answer critical questions throughout the implementation and, more importantly, held the TBM team accountable for making progress between each advisory session.
Adopting the TBM Taxonomy made it easier for Transport to classify and understand IT cost. The common language provided by the Taxonomy helped to associate spend with operational metrics and business objectives. With this visibility, the TBM team can identify duplicate, unused, or retired services. For example, by adopting the merged TBM practice, they delivered a 25 percent reduction of orphaned and duplicate devices within their Telco services. With TBM, they view all IT services in one unified view.
Leveraging the transparency created by TBM, Transport is now spending more time having data-driven conversations with consumers based on automated insights to drive meaningful outcomes through data and partnerships. For example, the TBM team now partners with their centralized cloud team and individual cloud account owners and has caused two fundamental changes that will be fully operationalized in FY24. First, the TBM team aligned with FinOps practices to mandate cloud application tagging for better traceability. Secondly, they uplifted the cloud budget management process by adopting a recharge model that better aligns with consumption. Now, consuming businesses are required to seek additional funding when their material overspends. Before TBM, teams worked in silos, but this collaboration allowed them to achieve significant annual run rate savings.
Furthermore, using the TBM Taxonomy helped connect each IT service to Transport’s three key strategic outcomes: connecting a customer’s whole life, successful places for communities, and enabling economic activity. The TBM practice has helped conversations between technology, finance, and business partners by underpinning these outcomes with the services provided by IT and the supporting critical technology systems. As a result, there have been several behavior changes that have come post-TBM implementation. Stakeholders now understand the significance of TBM and are taking action to support the practice by prioritizing data cleanup and alignment to the agreed-upon taxonomy.
As the 2022 TBM Council’s TBM Pacesetter Award winner, Transport provided recommendations for achieving accelerated TBM success.
The team emphasized the importance of executive sponsorship, which significantly impacted Transport’s TBM success. Poonam Kataria, Senior Manager of TBM, shared, “The foremost requirement is to get the right level of support from your leadership team from the start. We strongly believe that success in TBM space comes by [leadership] setting the right culture in the organization.”
Transport’s story highlights the impact collaboration and culture have on TBM maturity. Utilizing the TBM Taxonomy to align the merging IT estates and senior leadership’s commitment to driving cultural change, Transport’s TBM team has delivered more broadly a vital capability for technology and the agency.
The winner in this category has demonstrated significant progress and value with TBM in a relatively short period of time. The winner demonstrates the ability to drive organizational changes of mindset and accountability for outcomes while implementing or enhancing TBM tools, data and processes. Value may be expressed in terms of reducing technology and/or business costs, accelerating or investing more in innovation, enabling the adoption of agile methodologies or public cloud services, or other goals that are important to the business.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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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.
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.
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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.
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A look back at 10 years of TBM leadership and community building.
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.
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.
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.
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.
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.
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:
In this engaging conversation, executive leaders will share both the challenges and best practices realized on their journey to embrace product-based innovation.
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Session abstract coming soon
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.
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