Over the last 3 days, the Board of Directors of the TBM Council, along with highly influential guests held a planning retreat in Napa Valley. Our goal was to review our progress against our objectives, broaden our support amongst our peers and discuss a sustainable operating model to support these efforts.
Several key points came from our meetings. One, that a common cost model will become a necessity, not a luxury, over the next two to three years. Two, that every CIO or IT leader will need a service catalog or products portfolio that is used organization-wide to describe IT. This is essential for the ability for leaders to make fact-based decisions about their IT spend (such as, fixed versus variable, or CTB versus RTB).
As we step into the next stage of our development of a TBM discipline, it has also become clear to many CIOs that there must be a commitment and collaboration between them and their CFO & CEO. The CIO can no longer function independent of the organization, as CEOs and boards are starting to demand a standard way to describe the cost & value of IT and to benchmark those costs against peers within their industry.
To understand the urgency of these calls for action, consider the accomplishments of the TBM Council since we formed as a non-profit in March 2012. Our mission was to create a professional set of standards for IT leaders to maximize the value of the IT investment portfolio by applying supply and demand criteria to the services they provide. At that time, no standard existed and no training was available. From my perspective a year later, we have much to show for our work.
First, we've grown our qualified membership to over 650 senior IT leaders. This includes 58 F200 CXOs who joined as executive members to author content and share the responsibility of carrying our message to our profession and industry. Each of these executives believes so passionately in this cause that they provide a full day of their time each month to work with the non-profit. This commitment confirms my belief in the value we are building.
Second, with the significant contributions from this group, we completed three chapters of the book, validated the state of TBM adoption in over 32% of the F500, and drove significant business press supporting our cause. Through these efforts, we met President Obama’s IT advisors and garnered the support of the Deans of the MBA programs at Dartmouth, University of Washington and Columbia. With this educational involvement we began regional roundtables, expanded our virtual summits to C-1 levels and are now venturing into our first full-scale TBM Conference.
This physical TBM Conference is no small undertaking. It represents a firm date for the Council to have completed our content curriculum that will form a new professional certification. Given the need for this, the Board unanimously agreed to hold the TBM Conference from November 4-6 in Seattle and to expand our operating model to incorporate other underwriters as paid principal members to assist in our mission. A formal program for the conference and the announcement of our partners will be made at our next TelePresence TBM Summit on June 4th (8:00 - 11:00 PST).
In the meantime, I wanted to thank all of our members for giving so much of their time to our mission. We are making great progress towards Technology Business Management enabling IT to be run like a business.