Internal Market Economics
Practical resource-governance processes based on principles we all believe in
- You DON'T need to accept customer expectations far beyond what your resources can deliver.
- You DON'T need to tolerate vague accusations that you cost too much, or unfair comparisons to outsourcing or benchmarks.
- You DON'T need to engender mistrust for lack of cost transparency.
- You DON'T need to get dragged into political debates over cost allocations.
- You DON'T need to live with a lack of executive perception of the value you deliver.
- You DON'T need to hold your breath and pray for year-end money to fund critical infrastructure and innovation investments.
- And you DON'T need to design bureaucratic chargebacks or complex governance processes to solve these problems.
All these problems are created by traditional financial processes. And these are not just matters of accounting. They're issues that directly impact your alignment with the business, your relationships with internal clients, and your ability to run a viable, customer-focused, entrepreneurial organization.
But now, we understand how to solve all these problems, with a new breed of highly effective, agile, business-driven processes for:
- service catalogs,
- rate setting,
- priority setting, and
- demand management (portfolio management).
The breakthrough came when we applied common-sense principles of market economics insideorganizations, explained in the new book, Internal Market Economics.
This presentation explains the root cause of common problems by examining what might be called "best practices," but which are, in fact, nothing more than the mistakes everybody else is making. You'll get a perspective on your current practices, and where they need attention.
Then, from head in the stars to feet on the ground, it will describe a clear vision of how IT financial and resource-governance processes should work, and exactly how to implement them. You'll discover exactly what you can do to solve all those problems with resource-governance and financial-management processes based on the common-sense world of market economics we all live and believe in.
Biography: Dean Meyer
Overview: Dean Meyer is one of the original proponents of running shared-services organizations within companies as businesses within a business, where every managerial group is an entrepreneurship funded to produce products and services for customers.
For over three decades, he has implemented this philosophy in corporate, government, and non-profit organizations through the careful design of culture, organizational structure, and internal market economics.
Dean is the author of seven books, numerous monographs, as well as theFull-cost Maturity Model. He's a former columnist at CIO Magazine, and has published countless articles in a variety of journals and blogs.
He invented FullCost, a business and budget planning process based on an internal product/service costing solution. He researched the science of organizational structure, captured in his Structural Cybernetics framework and reorganization process. And he developed an approach to corporate culture that leads to meaningful change in less than a year.
Dean coaches executives on organizational and political issues, and personally facilitates transformation processes.
Dean has made organizational health his life's work. He has been teaching, writing, and consulting since founding NDMA Inc. in 1982. He has facilitated transformations in dozens of diverse corporate, not-for-profit, and public-sector organizations throughout North America.
Dean is the author of seven books, numerous monographs and research reports, and countless articles throughout the past three decades. Meyer was author of the popular CIO.COM monthly column, Beneath the Buzz, where he cut through the hype and explained hot management buzzwords in common sense terms, with a perspective on what's there and what's not.
Dean received a BS from the University of California at Berkeley, and earned an MBA from Stanford in 1976.