Modernizing TBM

Public feedback on new standards

Article contents

Modernizing standards

The TBM Council is modernizing its core standards, including the TBM Framework and the TBM Taxonomy. This initiative aims to reflect the evolving landscape of technology management and ensure that our standards meet the current and future needs of the TBM community in managing the value of AI, hybrid cloud, and more.

This page provides a preview of our ongoing work and offers you the opportunity to contribute to our modernization efforts. Your feedback is invaluable in shaping these standards to be as effective and relevant as possible.

Share your feedback on the future of TBM

Starting on November 4, 2024, we will open a public feedback window for the first wave of Modernized TBM standards. The public feedback window will be open until January 4, 2025. Additional survey windows will be opened as new areas of the Modernized standards are reviewed by the TBM Standards Committee, who will review all feedback and report out on updates made as a result of the feedback.

The following information provides background and context for the updated TBM Framework, the top level view of the TBM Taxonomy, and the Cost Pool detail. The feedback survey will allow you to select each area you wish to provide feedback for. We encourage you to participate and help guide the direction of TBM’s foundational resources.

Your opinions on the new framework and taxonomy matter. Please share your thoughts on the draft standards, or continue reading for more details on the newly proposed Framework and Taxonomy:

The original TBM framework

The original TBM Framework was introduced in the seminal book “Technology Business Management: The Four Value Conversations CIOs Must Have With Their Businesses.” This framework became the cornerstone of the Certified TBM Executive course content and designated a series of Value Conversations, Disciplines, and Organizational Changes that helped organizations leverage TBM. 

While useful, the Framework was considered a separate tool from other core TBM standards like the Taxonomy and Model, and feedback from many members indicated limited use and awareness of the Framework beyond the course.  Separately, over time, the evolution of new technologies, expansion of TBM practices, and the contributions of our community have led to a wealth of new standards and practices.  Recognizing these developments, the Council has designed a new TBM Framework that reflects and connects the many elements of contemporary TBM – including the Taxonomy – and organizes them to support the adoption and maturing of TBM as a discipline over time.

The new TBM framework

The new TBM Framework not only organizes the many elements associated with adopting and maturing modern TBM practices but connects them in a way that helps technology leaders build a narrative for how TBM, technology investments, and technology operations create value for the business.

The new Framework begins with a set of guiding principles that explicitly link investments and operations to business value creation. These principles steer teams as they run, grow, and transform the business through technology. Organizational Value Drivers inform holistic value planning and help prioritize organizational objectives. A newly formalized set of TBM Capabilities enables teams to identify the most effective actions to impact these value drivers and to leverage their TBM Models efficiently.

The TBM Taxonomy, along with its industry vertical extensions (such as Banking and Manufacturing) and standards integrations (including CSDM, NIST, and FinOps), is essential for building comprehensive TBM Models. Foundational Elements capture the necessary data, tools, and roles required to develop and utilize TBM Models and execute TBM Capabilities effectively. Lastly, TBM Maturity Phases outline how each segment of the Framework is implemented at different levels of organizational maturity, ensuring continuous improvement and sustained value creation.

The new Framework is a crucial tool for organizations beginning their TBM adoption. It also benefits highly mature TBM practices by integrating contextual data, such as risk profiles or carbon footprints, into their TBM models. This integration helps organizations make informed trade-off decisions.

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What’s new?

The following information provides insights into how the TBM Council and its community partners plan to develop and leverage Framework 2.0 to support related standards, promote best practices, and educate TBM practitioners. 

  • TBM Principles guide the adoption, maturity, and practice of TBM
    • TBM Principles will be referenced throughout all future standards, practices, and content. The TBM Adoption Community will leverage these principles to develop content to support Change Leadership and Enterprise Change Management (ECM). 
  • Organizational value drivers provide a lens for holistically planning value and linking to organizational objectives
    • While this segment of the Framework is intended to be customized to fit an organization’s needs, the Council and its communities are committed to developing content to support the application of TBM to promote key industry value drivers.
  • TBM Capabilities reflect what a TBM practice executes to impact value drivers.
    • Level-2 views of this segment, which detail specific processes and activities supporting these capabilities, will be shared soon. Meanwhile, TBM Adoption and Maturity Communities are planning to develop process models, data requirements, and maturity strategies.
  • The TBM Taxonomy enables capabilities and reflects how costs, consumption, and alignment are modeled.
    • Both the Taxonomy and its extensions will continue to evolve, with plans to integrate standards alongside a wide range of partners (e.g., Mapping Sustainable IT metrics).
  • Foundational Elements represent the basic components needed to build a TBM Model or to execute and mature TBM Capabilities.
    • Extensive work is planned for each designated element, considering both adoption (e.g., initial data collection for early use cases) and maturity (e.g., incorporating contextual data for more granular vendor and labor management).
  • TBM Maturity Steps guide the use of framework elements at different stages of maturity and across product and service life cycles.
    • These Maturity Phases will be incorporated into a wide range of standards, content, and educational materials. Dedicated guides have been proposed for each phase to inform how organizations move from one stage to the next.

TBM Taxonomy 4.1

One of the most widely recognized and highly regarded contributions of the TBM Council since its launch in 2012 has been the TBM Taxonomy. The Taxonomy classifies and organizes elements of technology, finance, and business, enabling accurate modeling of costs, consumption, and the alignment of technology end-to-end across an organization.

Released in December 2020, TBM Taxonomy 4.0 has been widely adopted across industries. It has proven effective in modeling a range of technologies, including artificial intelligence (AI). In November 2023, we released TBM Taxonomy 4.1, featuring improved mapping to the NIST Cybersecurity Framework and other minor updates.

Introducing TBM Taxonomy 5.0

Work on TBM Taxonomy 5.0 began in mid-2024 with the goal of keeping pace with rapid technological advancement and changes in how organizations procure technology resources. The Standards Committee began by addressing a series of updates and several calls to action, like elevating visibility for AI and Public Cloud, at the topmost view.  These proposed updates were made with the understanding that further changes to this view may be required as the Standards Committee completes a detailed review of each second level view of each layer of the Taxonomy.

Proposed updates to the topmost view of the Taxonomy to-date include:

  • Enhanced Support for AI Solutions: Integrating AI considerations in select layers of the taxonomy to better model and manage AI investments.
  • Elevated Focus on Cloud and SaaS: Reflecting modern purchasing and consumption patterns by emphasizing cloud services and software-as-a-service models.
  • Terminology Updates: Renaming “IT Towers” to “Technology Resource Pools” to align with current industry language.
  • Modernized Purchasing and Consumption Models: Addressing changes in how organizations acquire and utilize technology resources.
  • Business View Updates:  Changes are proposed to simplify the view and more easily map Solutions to either business capabilities or value-streams or internal and external consumers.

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Key updates for Cost Pools

Cost Pools were the first segment of the Taxonomy reviewed and updated by the Standards Committee. In addition to addressing Cloud consumption, the Standards Committee aimed to reflect the increasing tendency for organizations to incur costs from managed services across traditional areas of spend, such as Facilities. Another key change was driven by the rise in labor as a significant spend driver for many organizations. The update emphasizes understanding total labor count and total costs for available workforce capacity, providing more relevant insights compared to the internal versus external labor distinctions made visible in Taxonomy 4.0.

Further refinements were made to better align the terminology and presentation of this Taxonomy layer with the practices of financial planning and analysis. These changes ensure that this view of the Taxonomy is more intuitive and reflective of the perspectives of those with a finance background, enhancing its utility and accuracy in planning and decision-making. For example, the updates explicitly clarify that both opex and capex are understood as expense types, which was not clear in key visuals from Taxonomy 4.0. These and other refinements will continue to be prioritized in visuals and supporting documentation as new standards are developed.

The updated Cost Pools align with best practice guidance from the Technology Business Management (TBM) Council, specifically tailored for your organization’s Chart of Accounts and expense account mappings. While your organization may not utilize every cost pool or sub-pool, it is essential to map at least one general ledger (GL) account to any cost sub-pool where you anticipate incurring significant expenses.

For instance, if your organization incurs substantial expenses related to Public Cloud services, it’s advisable to use a dedicated GL account for these expenses rather than combining them with software licenses. TBM best practices recommend creating a separate GL account specifically for Public Cloud expenses and mapping it to the “Cloud Service Provider” cost sub-pool.

Implementing these TBM best practices will enhance the accuracy of your financial management concerning technology expenditures, enabling better tracking and analysis of costs. This, in turn, can inform strategic decision-making and drive greater efficiency in resource allocation.

Key updates from version 4.0 to 5.0 of the Cost Pools are summarized below:

  • Cloud Services: Designated as a cost pool to capture public cloud spend from all major vendors.
  • Labor Headcount: Now classified as a cost pool to capture all variations of employees and staff augmentation resources, including internal employees, time and materials (T&M) contractors, and other staff augmentation arrangements. This excludes labor resources associated with Managed Service engagements and consultants.
  • Other Labor: Specifically encompasses consultants and fixed-fee work, such as managed services, where the work is defined by contract but managed externally.
  • Managed Services: Now distributed as an available cost sub-pool across each cost pool, allowing for tracking of managed services by spend type without additional tagging.
    • Note that the default allocation for Managed Services expenses without further classification is to the Other Labor cost pool.
  • Software Cost Pool: Updated to “Software & SaaS” to capture and contain SaaS costs under Software.
    • This update also differentiates SaaS from Cloud Services costs and addresses challenges in Taxonomy 4.0, where some organizations incorrectly mapped SaaS expenses into the Cloud Services sub-pool.
  • Data Center Facilities: Re-designated from Facilities & Power to more accurately scope costs to those incurred by technology organizations, with additional sub-pool assignments to better classify spend types for the most sought-after insights.
  • Other Operating: Designated as a sub-pool across all cost pools, allowing for the allocation of costs that may not explicitly fit into one of the designated sub-pools.
    • Note that costs assigned to these sub-pools should be minimal, as excessive assignments indicate a need for updates to the cost pool structure.
  • Misc Costs: Re-designated from Other Costs.

For FP&A and Finance Leaders:  Note that Total Expenses is equal to the total of all OPEX and CAPEX reflected in this view.  Also note that a Cash View is equal to these total expenses less depreciation and amortization.

Tagging strategies for TBM modeling

As technology environments become more complex, tagging has emerged as a vital strategy for TBM modeling. While all commercial TBM vendor solutions support tagging to varying degrees, the TBM Council has not previously provided formal guidance on this practice.

Why tagging matters

  • Additional Dimension for Modeling: Tagging offers an extra layer of detail, allowing for more nuanced tracking and analysis of technology spend and assets.
  • Enhanced Visibility: By tagging resources, organizations can gain deeper insights into usage patterns, costs, and performance metrics.
  • Improved Alignment: Tags help in associating technology resources with specific projects, departments, or business outcomes.

Looking ahead

Tagging strategies will be referenced in upcoming sections of TBM Taxonomy 5.0, providing formal recognition and guidance to help practitioners leverage this powerful tool effectively.

Participate in shaping TBM’s future

The TBM Council and its partners have collaborated extensively to develop the new framework and taxonomy drafts. However, these resources are intended to serve the broader TBM community, and your input is crucial to ensure they meet real-world needs.

We invite you to review the drafts and share your feedback. Your perspectives will help refine these standards, making them more practical and impactful for organizations worldwide.

Thank you for being a part of the TBM community and contributing to the evolution of our industry standards. Together, we can drive greater value and innovation in technology business management.

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.

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