Bay Area Digital Executive Dinner Series 

Register for the event by completing the form below.

Farallon | 450 Post Street | San Francisco, CA 94102
Wednesday, May 1 at 6pm PT

ISG Partner, Prashant Kelker will present
Implementing & Tracking a Digital Operating Model

TOPIC:  Implementing & Managing New Digital Operating Models

WHY ATTEND:  This session will focus on understanding what others are doing to establish and govern digital operating models in the new world.  We will be speaking to the challenges they face, and how some companies have overcome these challenges – the key topics we will address are:

• How should the organization structure adapt/change to address new digital models, and how have the leading companies executed change management?

• How will the design and execution of technology transformation programs inform and build its required target business capabilities iteratively using an evolving provider ecosystem?

• How do you ensure a solid digital backbone and operating model is established and maintained to scale and ensure quality in your transformation programs?

• How do you harness emerging technologies and bring them to mass scale usage within your enterprise (automation, analytics, ML, cloud, blockchain, etc.)

AGENDA:

  • 6pm PT Networking/Happy Hour:  45 minutes
  • 7pm PT Dinner:
  • Appetizer:  Implementing & Tracking a Digital Operating Mode
    Presented by Prashant Kelker, ISG Partner - Digital Strategy & Solutions
  • Dinner:  Open Q&A
  • Dessert:  Future Topics & Networking

This is a great opportunity to network and learn from peers. Feel free to bring a colleague!

Upcoming dinners:

Date TBD - Palo Alto: Blockchain Reality & Impact

Date TBD - San Francisco: The Automation Journey Conundrum

big-picture

Effective Vendor Management – Devil in the Details

Vendor Management and Governance is all about the big picture – maintaining transparency into the multi-vendor ecosystem and ensuring that all the moving parts are seamlessly integrated and aligned.

But the high-level oversight that characterizes effective vendor management must be built on a foundation of operational detail, characterized by process consistency and adherence to standards within and across service providers. Trouble is, when it comes to defining the “standards” around which vendor management will operate, many enterprises allow for just a bit of wiggle room – wiggle room that risks compromising the structural integrity of the overall governance framework.

Consider, for example, ITIL standards around incident, change and problem management. While service providers uniformly adhere to ITIL guidelines, different providers tend to adopt their own particular flavor of how to interpret those guidelines. And even subtle differences in language at the operational data layer of governance can create significant problems when multiplied thousands of times a day across multiple providers.

The solution is to ensure that requirements for service level reporting are clearly and specifically spelled out, leaving no room for ambiguity. The process of defining those standards at the necessary level of granularity, however, is arduous and time-consuming, and finding the resources and commitment to get the job done presents a challenge.

Many organizations are outsourcing certain vendor management functions to third-party specialists who leverage process discipline and cost-efficient offshore resources to handle many day-to-day administrative tasks. The model offers significant cost benefits and allows the client vendor management team to focus on value-added activities.