Using Kotler's Model to Implement VALIT

This presentation explores the implementation of VALIT (Value from IT) using Kotler's model. It provides an overview of VALIT, its principles, and the challenges associated with the framework. The presentation also discusses the application of Kotler's model to implement VALIT, including strategies for initiating change and institutionalizing the changes. It concludes with the importance of surveys, data analysis, and assistance from AGIMO in anchoring the operational change.

INITIATING CHANGE
ENTER YOUR NAME HERE

INTRODUCTION
 NAME:
 TOPIC: USING KOTTLER’S MODEL TO IMPLEMENT VALIT.
 STRUCTURE OF THE SLIDESHOW:
 BACKGROUND TO THE CASE.
 OVERVIEW OF VALIT.
 CRITICAL ANALYIS OF VALIT.
 OVERVIEW OF KOTTLER’S MODEL.
 APPLICATION TO IMPLEMENT VALIT.
 CONCLUSION.

BACKGROUND TO THE CASE
 VAGO’S FAILURE.
 INVESTMENT IN ICT.
 PUBLIC DISCONTENT.
 INSTALLATION OF IT DASHBOARD TO NO AVAIL.

OVERVIEW OF VALIT
 ESTABLISH A RELATIONSHIP BETWEEN GOVERNMENT AND I.T. BUSINESS
 PROVIDING RECOMMENDATIONS ON HOW INVESTMENTS SHOULD BE DONE.
 APPROPRIATE MANAGEMENT FOR INVESTMENT PORTFOLIOS.

PRINCIPLES OF VALIT
 PORTFOLIO MANAGEMENT.
 SCOPE OF ACTIONS.
 MANAGING THROUGH ECONOMIC LIFE CYCLE.
 MANAGEMENT AND EVALUATION ACCORDING TO CATEGORIES.
 IDENTIFICATION OF KEY METRICS.
 ENGAGING STAKEHOLDERS.
 MONITORING EVALUATING AND IMPROVING.

CHALLENGES ASSOCIATED WITH VALIT FRAMEWORK
 LINEAR MODEL.
 NOT SPECIFIC.
 SEVERAL ASPECTS OF A SINGULAR MODEL.
 DOES NOT CONSIDER BARRIERS TO IMPLEMENTATION.

KOTTER’S MODEL OF CHANGE (OVERVIEW)

APPLICATION OF KOTTLER TO IMPLEMENT VALIT
 PUBLIC DISCONTENT AND ELECTIONS.
 THE OFFICIALS OF THE VICTORIAN GOVERNMENT, AGIMO.
 TO CREATE BENFITS REALIZATION, THROUGH SURVEYS AND DATA ANALYSIS.
 COMMUNICATING THE VISION AND STRATEGY.
 PERSUADE THE INTERNAL OFFICIALS TO BE READY TO ASK THE CENTER FOR HELP.
 STARTING OFF WITH THE SMALLEST AREA.
 HIRING MORE TO ACCELERATE.
 INSTITUTIONALIZING CHANGES.

INITIATING VALIT.
 PRINCIPLES OF VALIT:
 Investments should be managed in portfolios.
 Will outline the full scope of the actions and activities which are required to achieve a value
proposition.
 Investments to be managed through their economic life cycle.
 Different categories of investment will be managed and evaluated accordingly.
 Key metrics to be identified for performance indication.
 Engaging all stakeholders and assigning responsibility to them for the various activities.
 Monitoring, evaluating and improving.

CONCLUSION
 SURVEYS.
 DATA COMPARISON.
 CHANGES IN METRICS.
 ASSISTANCE FROM AGIMO ACQUISITION OF APPROPRIATE EQUIPMENT.
 SHORT TERM GOALS.
 ANCHORING THE OPERATIONAL CHANGE.

BIBLIOGRAPHY
 AGIMO, 2006. Australian Government Information Interoperability Framework.
 Cater-Steel, A. ed., 2008. Information Technology Governance and Service Management: Frameworks and Adaptations:
Frameworks and Adaptations. IGI Global.
 DePaula, N. and Dincelli, E., 2016, June. An empirical analysis of local government social media communication: Models of e-
government interactivity and public relations. In Proceedings of the 17th international digital government research conference
on digital government research (pp. 348-356). ACM.
 Gauja, A., Mills, S., Miragliotta, N., Tham, J.C., Nwokora, Z. and Anderson, M., 2018. The Impact of Political Finance Regulation on
Party Organisation. Parliamentary Affairs.
 Hibbs, D.A. and Madsen, H.J., 1981. Public reactions to the growth of taxation and government expenditure. World Politics, 33(3),
pp.413-435.
 IT Governance Institute, 2008. Enterprise Value: Governance of IT Investments, the Val IT Framework, Version 2. 0. ISACA.
 Kim, K.S., Ho, S.Y. and Riaz, A., 2015, July. ICT Business Case Approach in Public-Sector: A Case Study of the Australian Federal
Government. In PACIS (p. 190).
 Wilkin, C., Campbell, J., Moore, S. and Van Grembergen, W., 2012. Co-creating value from IT in a contracted public sector service
environment: Perspectives on COBIT and Val IT. Journal of Information Systems, 27(1), pp.283-306.

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