1. Less than 60% of IT spend is to “keep the lights on and the trains running.”
  2. You have a real “partnership” with your business partners – they seek your advice frequently; you can “push back” on dumb or ideas for IT that will probably yield low value; they are open to your ideas, no matter how innovative or “different” from status quo thinking.
  3. You have an enterprise-wide IT portfolio management approach that addresses more than 80% of IT spend.
  4. Your key metrics are reasonably balanced between internal efficiencies, customer experience, business value (outcomes) and growth/learning.
  5. At least 10% of the IT budget is devoted to “risky” and “innovative” IT opportunities for the business.
  6. You track all major initiatives for actual realized business value against that forecast in the original business case.
  7. You view your ERP capability as infrastructure – you are more excited about (and focused on) those new things you are doing that leverage that infrastructure than you are about the ERP itself.
  8. You spend at least 50% of your time collaborating with business partners.
  9. You spend at least 15% of your time collaborating with people outside of your immediate business boundaries (i.e., with customers/clients/of the business, suppliers to the business, etc.)
  10. You have a “line of sight” into top line revenues that would not have existed if it were not for your IT capabilities.