2022 TBM Council Awards

BNY Mellon’s Global Operations and Technology (GOT) organization manage all the technology and application investments to support their business partners, while seeking to offer seamless delivery through best-in-class operations. Leveraging Technology Business Management (TBM) principles and tools, BNY Mellon moved away from spreadsheets to a sustainable, centralized, credible, and scalable operating model. This investment in TBM has been critical to achieving the bank’s 2022 strategic goals and priorities across Global Operations and Technology.

John Deere began the adoption of an Agile operating model (AOM) and the shift from projects to products in 2019 with a Board of Directors-approved investment. Technology Business Management (TBM) was selected as the standard platform and model to accelerate the adoption of an Agile operating model. TBM has accelerated the shifts from annual portfolio planning to continuous portfolio governance, annual spend roll-ups to monthly visibility, and investing in IT initiatives to investing in digital products. Furthermore, TBM has helped Deere save more than 10,000 annual people-hours, rationalize several costly applications, and streamline critical processes across the organization.

Lowe’s Companies, Inc. has experienced tremendous benefits using Technology Business Management (TBM) to drive its agile transformation. Lowe’s has transitioned from a rigid, hierarchal operating model to an agile one centered around nimble development teams and product-aligned decisioning. By moving to an agile operating model, understanding product spend and funding product teams remained challenging. Through a strong partnership between Technology and Finance and leveraging TBM principles, Lowe’s produced a total cost of ownership (TCO) report to focus on delivering the business value, understanding cost with transparency, and aligning to a strategic plan. This Product TCO report has allowed Lowe’s to modernize their annual investment planning process by changing from funding at a project level to funding product teams with specifically targeted value.

Technology Business Management (TBM) enables National Grid to achieve myriad savings by leveraging external benchmarks with their TBM Apptio solution. As part of an ambitious savings program targeting $100M+ (USD) in savings over three years, the National Grid team is leveraging TBM principles and Apptio solutions to benchmark IT Tower costs and initiate approximately 130 optimizations externally. Through these efforts the National Grid TBM team exceeded their first-year target by delivering $47M (USD) in annual savings.

In December 2021, Securitas AB agreed to purchase the Stanley Security business from Stanley Black & Decker (SBD) for $3.2 Billion (USD). As part of the sale, the SBD IT team needed to develop a holistic estimate of total IT costs for Stanley Security before the end of the year. To deliver on this very aggressive timeline with accuracy and precision, the SBD Information Technology (IT) team turned to their Technology Business Management (TBM) team members. Leveraging TBM tools, methods, and practices, SBD’s TBM team delivered an initial estimate to the deal team in less than two days – representing an 85% faster turnaround time and a 60% reduction in transaction-related costs.

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.

The United States Secret Service (USSS) Office of the Chief Information Officer (OCIO)  sought to improve IT functionality, reporting, and efficiency by enabling an IT Financial Management tool to create fiscal transparency, formulate and defend their budgetary position, automate reporting requirements, and reduce effort for data calls. The journey began with a pilot program which allowed USSS to understand the value that Technology Business Management (TBM) could provide by bringing together multiple, disparate data sources to create an accessible and trusted financial baseline in which they could defend their budgetary position and more accurately target opportunities for optimization. After a successful pilot, USSS embarked on their TBM journey and has achieved significant results through the improvement of processes, a centralized repository of information, and a common taxonomy that TBM provides.  

With UBS’s initial cloud adoption resulting in a dramatic surge of demand for services, new tools and operational perspectives were needed to expand its cloud usage successfully and cost-effectively.

In conjunction with establishing a FinOps team, insights from cloud consumption dashboards provided a broader and more detailed picture of cloud usage and costs across the entire organization. Additionally, educational programs and a shift toward a greater sense of self-ownership allowed the UBS FinOps team to manage the rapid increase in data and cost allocations.