Deloitte’s technology business management services are a connected suite of solutions that goes beyond technology implementation. TBM draws on our breadth of capabilities to help organizations focus on people, process, and technology—in that order—to drive more value from technology and elevate it to a more central strategic role.

management to application lifecycle management. In many organizations, these distinct process areas are not only treated as silos, but also vary widely in their level of adoption and their maturity. Application Technology Business Management (TBM) Demand Management IT Financial Management (ITFM) Project/Program Management IT Service Management ...

Technology Business Management 1 703 251 3689 [email protected] Chris Garibaldi Principal Technology Business Management 1 816 802 7287 [email protected] Luke Losinski Senior Manager Technology Business Management 1 312 486 2818 [email protected] Is TBM right for you? Whether or not you’ve explored TBM in the

Luke is a leader in Deloitte Consulting’s Technology Business Management practice with nearly 15 years of experience helping organizations run the business of technology. He is on the forefront of how modern technology organizations can evolve to produce outcomes for their stakeholders in the digital era.

By implementing the Technology Business Management (TBM) framework, you can create a common language for IT, finance, and business departments to join forces in value conversations to get the most value from your IT spending. All based on a foundation of transparency in cost enabling fact-based decision-making.

The global economy is driven by and dependent on rapidly evolving technologies. Keeping up, however, doesn’t always mean chasing the latest tech. Do you have the tools you need to put strategy before gadgetry to both enable and drive your organization’s future success?

The proposed change in the technology operating model typically requires business and technology functions to come together to realign important boundary conditions: culture, leadership, talent, and incentives. Collectively, these should be realigned to match the unified business–technology strategy. Accountability breeds responsibility.

We suggested leaders use technology to streamline business processes, rely more on intelligent automation, reduce tech debt by implementing leading practices for software development, and modernize legacy architectures by migrating to cloud resources and anything-as-a-software (XaaS) services.

4 天之前 · Deloitte helped the company understand its business challenges with indirect procurement, category management, and spend diagnostics, and established process-oriented procurement operations for spot buy and ordering. We also introduced industry best practices to follow in category management and strategic sourcing.

2018年4月16日 · Digital technology can be a blessing and a curse, both personally and in the workplace. How can organizations make sure the positives outweigh the negatives? Introduction A wealth of information creates a poverty of attention.-Herbert Simon 1. The transformative impact of technology on the modern workplace is plain to see. Face-to-face meetings ...