Keeping Integrated Innovation Alive Milinda Kotelawele Julian Lock Andrew Cunningham Microsoft Corporation Tips & tricks for creating a sound business

Keeping Integrated Keeping Integrated Innovation AliveInnovation AliveKeeping Integrated Keeping Integrated Innovation AliveInnovation Alive

Milinda KotelaweleMilinda KotelaweleJulian LockJulian LockAndrew CunninghamAndrew Cunningham

Microsoft CorporationMicrosoft Corporation

Tips & tricks for creating a sound Tips & tricks for creating a sound business case for IT investmentbusiness case for IT investment

Why this session…Why this session…You told us:You told us:

The most common barrier to upgrading technology is difficulty The most common barrier to upgrading technology is difficulty justifying the cost to management,justifying the cost to management,

Most respondents (70%) were very keen to enhance their skills Most respondents (70%) were very keen to enhance their skills to create a business case for management justifying the server to create a business case for management justifying the server upgrade costs,upgrade costs,

What Microsoft Consultants see at client sites:What Microsoft Consultants see at client sites:Requests from clients to assist in justifying the need for Requests from clients to assist in justifying the need for Microsoft technology in their environment,Microsoft technology in their environment,

Requests for depth technical assistance when implementations Requests for depth technical assistance when implementations are failing,are failing,

While the causes for failed implementations vary, often the root While the causes for failed implementations vary, often the root cause for failure can be traced back to the lack of a financially cause for failure can be traced back to the lack of a financially sound business case to implement the technology in the first sound business case to implement the technology in the first place,place,

What we will look at …What we will look at …

The typical challenges we see Australian The typical challenges we see Australian organisations facing today when building organisations facing today when building business cases for IT projects and there causes business cases for IT projects and there causes (why do good ideas die?)(why do good ideas die?)

Some of the more effective tactics IT Some of the more effective tactics IT departments within Australian firms are departments within Australian firms are adapting to address these challengesadapting to address these challenges

What Microsoft Australia is doing to assist our What Microsoft Australia is doing to assist our customers address these challengescustomers address these challenges

What this session is not What this session is not about …about …

Prescriptive methodology for developing Prescriptive methodology for developing business casesbusiness cases

Specific to any particular technologySpecific to any particular technology

Detailed drill down on fundamentals of business Detailed drill down on fundamentals of business value quantification & benefits managementvalue quantification & benefits management





Typical challenges faced when building Typical challenges faced when building business casesbusiness cases

An inability to clearly An inability to clearly quantifyquantify business value business value in order to obtain sufficient IT investment in order to obtain sufficient IT investment approvalapproval

Incorrect usage of business value related terms Incorrect usage of business value related terms and processes (ROI, TCO, business case and processes (ROI, TCO, business case templates etc.) creates templates etc.) creates perceptionperception of of organizational rigor but in fact reduces organizational rigor but in fact reduces transparency and claritytransparency and clarity around business case around business case creation process creation process

Excessive organisational Excessive organisational optimismoptimism where fiscal where fiscal facts are yet to be provenfacts are yet to be provenAll of the above lead to All of the above lead to badly informed decisionbadly informed decision making, making, but sometimes we get lucky and it all works fine but sometimes we get lucky and it all works fine

ValueValue = = BenefitBenefit - - CostCost““If you can’t If you can’t measuremeasure it, you it, you

can’t can’t proveprove it. If you can’t it. If you can’t

proveprove it, it isn’t it, it isn’t realreal. If it isn’t . If it isn’t

realreal, why would , why would II spend spend

moneymoney on it?” on it?”

IT Project Process ModelIT Project Process Model

Project Plans Approved

Scope Complete

Release ReadinessApproved

DeploymentComplete

Vision/Scope Approved

MSF

2) Business case approved

1) Funding for planning approved

3) Business case review

4) Business case review

5) Post implementation Business case review Vs. Deliverable

Not the right approach……Not the right approach……

Disillusionment and DistancingFear and Panic

Punishment of the Innocent

Initial Enthusiasm

Planning and Propaganda

MSF

Rewarding of the Non-Participants

1) Funding Approved

2) Funding cut

So how would you address these So how would you address these challenges? challenges?

Understand to what extent these issues occur Understand to what extent these issues occur within your organisation and acknowledge within your organisation and acknowledge them where they exist,them where they exist,

Regularly revisit how business value is Regularly revisit how business value is measured and managed in measured and managed in allall your business your business cases, (is it measured at all?)cases, (is it measured at all?)

Regularly review the process for creation of Regularly review the process for creation of business cases and benefits management to business cases and benefits management to ensure that it continues to add value to your ensure that it continues to add value to your Organisation,Organisation,





So how So how dodo successful organisations successful organisations address these challenges? address these challenges?

Organisations that effectively build Organisations that effectively build sound business cases often use sound business cases often use different terminology and approaches different terminology and approaches from each other to describe what they from each other to describe what they dodo

However, the However, the basic principlesbasic principles governing governing their activities are often the same and their activities are often the same and are easily distinguishable. Few are easily distinguishable. Few implement all these principles, most use implement all these principles, most use somesome

“Good work ……. but I think we need

just a little more detail right here”

Then amiracleoccurs

IN

OUT

Cranfield UniversityCranfield UniversitySchool of ManagementSchool of Management

The Benefits Management ChallengeThe Benefits Management ChallengeFrom

Technology delivery

Value for MONEY- Low level task monitoring

Expenditure proposal- loose linkage to business needs

IT implementation plan

Business manager as on-looker/victim

Large set of unfocussed functionality

Stakeholders “subjected to”

Trained in technology

Do technology and project audits

To

IT investment which is sufficient to do the job

Benefits delivery

VALUE for money- Benefits Tracking

Business case- Integration with business drivers

Change management plan

Business manager involved and in control

Stakeholders “involved in”

Educated in exploitation of technology- talent harnessed

Obtain business benefits then review with

learning - leverage more benefit

Cranfield UniversityCranfield UniversitySchool of ManagementSchool of Management

IS/ITEnablers

EnablingChanges

BusinessChanges

BusinessBenefits

InvestmentObjectives

CampaignPlanning &

ManagementSystem

CustomerProspectDatabase

ContactManagement

System

EnquiryQuotation &ResponseTrackingSystem

PortablePCs forSalesStaff

Releasesales timefrom post

sales activityto pre sales

Introducenew accountmanagement

processes

Redefinecustomersegments

Reducemarketing

staff time onadmin

activities

Introduceproject

managementfor all A&Pcampaigns

Measure outcomeof campaignsre objectives

Use database toimprove targeting

in segments

Realign salesactivity with new

customer segments

New salesstaff

incentives

Use system totarget sales

activity/contacttime

Increase salestime with

customers

Allocate salestime to potentialhigh value leads

Co-ordinate salesand marketing activity

in follow-up

Identify mostappropriate

communication mediumfor target customers

Reduced cost byavoiding waste on

irrelevant customers

Increased responserate from A&P

campaigns

Increased rateof follow-up

of leads

Increased conversionrate of leads

to orders

effectiveness of

promotion (A&P)

To improve the

advertising &

spend

To increase salesvalue and volume

from newcustomers

Benefits Dependency NetworkBenefits Dependency Network

Takeaway 1: Every benefit that is identified must have an owner otherwise the benefit does not exist.

Takeaway 2: An IT business case should be a joint Takeaway 2: An IT business case should be a joint proposal between the IT / IS function and the proposal between the IT / IS function and the business units who will be enabled to deliver the business units who will be enabled to deliver the benefits to the organisation as a result of the IT benefits to the organisation as a result of the IT project. project.

InformationInformation SystemsSystemsInvestmentInvestment PortfolioPortfolio

STRATEGIC

- investments in IS/IT

applications which

may be important

in achieving future

success


applications on which

the organisation

currently depends

for success


applications which

are valuable but

not critical to

success


applications which

are critical to

sustaining future

business strategy

KEY OPERATIONAL SUPPORT

HIGH POTENTIAL

KEY OPERATIONALKEY OPERATIONAL

Improved performance ofexisting activities (effectiveness)

Integration/rationalisation tospeed up business processes

Industry Legislation

STRATEGIC

Perceived marketrequirements

Competitive pressures

Achievebusiness changes

Innovative business idea

New technologyopportunity

Create change

Cost reduction and

efficiency improvements

through automation

General Legislation

SUPPORT

HIGH POTENTIAL

InvestmentInvestment PortfolioPortfolioDriving ForcesDriving Forces

What should you measure(Where will the benefits of this project come from?)

Financial $Financial $

QuantifiableQuantifiable(non $)(non $)

ObservableObservable

Ben

efit

sB

enef

its

Business OutcomeBusiness Outcome

Do something Do something newnew

Do something Do something betterbetter

Stop doing Stop doing something something

Inc. conversion rate to sales

- Quotes - $300k p.a.

- Mailings - $250k p.a.

Inc rate of follow up of leads- Quotes - > 5000- Mailings - > 10000

Increased response rate

Reduced cost by avoiding waste on irrelevant customers - less mailings per campaign - $250k per year

MeasurableMeasurable

Strategic ProjectsKey Operational ProjectsSupport Projects

High Potential Projects

Takeaway 3: Unless a benefit can at least be observed than it does not exist.

Takeaway 4: Financial benefits (expressed in $) are often the strongest argument. Always try to turn as many of the benefits identified into financial benefits.

Takeaway 5: The business case that is developed is only one way in which the benefits required could be achieved. Importantly, it is the way in which those who are required to deliver the benefits believe that it can be achieved.

Quantifying the Quantifying the risksrisks associated with the associated with the benefits identifiedbenefits identified

Two Types:Two Types:Risks averted when we ‘do it’Risks averted when we ‘do it’

Really – benefits realised by reducing risk Really – benefits realised by reducing risk

Risks to ‘doing it’Risks to ‘doing it’Risks as potential hazards to the success of a Risks as potential hazards to the success of a project (e.g.: those caused by lack of technical project (e.g.: those caused by lack of technical skills, other dependencies etc.)skills, other dependencies etc.)

Risks that are caused by the estimates of benefits Risks that are caused by the estimates of benefits calculated being wrong (i.e.: the risk that we will be calculated being wrong (i.e.: the risk that we will be unable to realize some or all of the benefits we unable to realize some or all of the benefits we have estimated)have estimated)

Quantifying the Quantifying the risksrisks associated with the associated with the benefits identified Cont’d .. benefits identified Cont’d ..

Estimate the amount of uncertainty in the Estimate the amount of uncertainty in the proposal and document assumptions that proposal and document assumptions that might impact the outcome.might impact the outcome.

Apply risk management techniques to Apply risk management techniques to identify potential risk areas.identify potential risk areas.

Create Risk Adjusted Cost Benefit AnalysisCreate Risk Adjusted Cost Benefit Analysis

Quantifying the Quantifying the risksrisks associated with the associated with the benefits identified Cont’d .. benefits identified Cont’d .. ((Assess the Risks)Assess the Risks)

Use the Risk Table to identify risks.Use the Risk Table to identify risks.

For each risk, determine what cost or For each risk, determine what cost or benefit could be affected.benefit could be affected.

Create basic mitigation plans for the risks.Create basic mitigation plans for the risks.

Calculate exposure for risks.Calculate exposure for risks.

Quantifying the Quantifying the risksrisks associated with the associated with the benefits identified Cont’d .. benefits identified Cont’d .. ((Risk Assessment Process)Risk Assessment Process)

Calculate exposure Calculate exposure (Impact * Probability)(Impact * Probability)

For each high exposure riskFor each high exposure risk Write a risk statement and risk mitigation planWrite a risk statement and risk mitigation plan

Estimate the potential financial impact of the Estimate the potential financial impact of the riskrisk

Quantifying the Quantifying the risksrisks associated with the associated with the

benefits identified Cont’d..benefits identified Cont’d..(( Score Risk ProbabilityScore Risk Probability

30%30% 60%60% 90%90%It is unlikely that It is unlikely that this risk will this risk will occur.occur.

There is a There is a reasonable reasonable chance that this chance that this risk could occur.risk could occur.

It is quite probable It is quite probable that this risk will that this risk will occur, it must have occur, it must have a mitigation plan a mitigation plan and be considered and be considered in the project in the project budget.budget.

Determine how likely it is that the risk will Determine how likely it is that the risk will occur. occur.

Quantifying the Quantifying the risksrisks associated with the associated with the benefits identified Cont’d .. benefits identified Cont’d .. (example risk impact calculation)(example risk impact calculation)

Risk FactorRisk Factor ImpactImpact ProbabilityProbability ExposureExposure

The servers may The servers may not be delivered on not be delivered on time, resulting in time, resulting in deployment staff deployment staff

being underutilisedbeing underutilised

Downtime CostsDowntime Costs

$10,000$10,000

60%60% $6,000$6,000

Impact is expensive because the deployment schedule is crucial to the success of the project Probability is medium

because the schedule for has some built-in lag time

Impact * Probability

Quantifying the Quantifying the risksrisks associated with the associated with the benefits identified Cont’d .. benefits identified Cont’d .. (example (example Mitigation Plans) Mitigation Plans)

Risk Statement:Risk Statement:Cost calculations didn’t include potential Cost calculations didn’t include potential problems discovered by integration testing. problems discovered by integration testing. Implementation costs may be Implementation costs may be underestimated. underestimated.

Mitigation Plan:Mitigation Plan:Use consultants to integrate disparate Use consultants to integrate disparate applications $250,000.applications $250,000.

Use team members involved in the previous Use team members involved in the previous upgrade testing.upgrade testing.

Quantifying the Quantifying the risksrisks associated with the associated with the benefits identified Cont’d..benefits identified Cont’d..(Example Risk adjusted benefit calculation)(Example Risk adjusted benefit calculation)

Risk FactorRisk Factor ImpactImpact ProbabilityProbability ExposureExposure

Productivity gains Productivity gains won’t be realised won’t be realised due to Parkinson’s due to Parkinson’s

lawlaw

$20,419$20,419 30%30% $6125.7$6125.7

Therefore, the risk adjusted benefit = $14293.3 Therefore, the risk adjusted benefit = $14293.3

Quantifying the Quantifying the risksrisks associated with the associated with the benefits identified Cont’d .. benefits identified Cont’d .. (presenting the risk landscape)(presenting the risk landscape)

HighImpact

LowImpact

HighProbability

LowProbability

Project Size

Estimated benefits

Newness of Technology

User Acceptance

Accuracy of Cash Flows

Takeaway 6: Inclusion of risk adjusted estimates of costs and benefits gives the business decision maker a clearer view of the actual potential of the project and stops random concerns on the project’s capability to deliver from derailing the business case.

Sample Co – Final AnalysisSample Co – Final Analysis

Category Value

Risk Exposure Risk

Adjusted Value

$ %

Benefit $38,103 -$7,621 20 $30,482

Cost $25,788 $1,290 5 $27,078

Year 1Year 1

Sample Co – Benefits & FeaturesSample Co – Benefits & Features

Benefits/Features Benefit Value

Annual $ revenue gained from high web availability $0

Annual $ revenue gained from productivity increase $20,419

Annual downtime $ saved $907

Annual help desk $ saved $1,590

Annual support costs $ saved $1,267

Annual system administration $ saved $1,950

Annual travel $ saved $0

Annual user productivity $ saved $11,970

Reduced total $ cost of server hardware $0

Reduced total $ cost of server software $0

Total $38,103

Sample Co – CostsSample Co – CostsCost Cost Value

IT staff training $990

Server hardware upgrades $1,000

Server hardware deployment and planning services

$2,000

New server hardware $3,800

Network operating system server software

$7,998

Annual server maintenance $10,000

Total $25,788

Sample Co – RisksSample Co – Risks

Risk Amount Risk

Probability Exposure

Results $1,630

User Involvement $50

Work Flow $7,231

Total Benefit Exposure $7,621

Total Cost Exposure $1,290

Sample Co – 3 year outlookSample Co – 3 year outlookYear: 0 1 2 3

Costs $ (15,788) $ (10,000) $(10,000) $(10,000)

Benefits $ 38,104 $ 38,104 $ 38,104

Net cashflow $ (15,788) $ 28,104 $ 28,104 $ 28,104

Cumulative cashflow $ (15,788) $ 12,316 $ 40,420 $ 68,524

Risk-adjusted costs $ (16,578) $ (10,500) $(10,500) $(10,500)

Risk-adjusted benefits $ 30,483 $ 30,483 $ 30,483

Net risk-adjusted cashflow $ (16,578) $ 19,983 $ 19,983 $ 19,983

Cumulative risk-adjusted cashflow $ (16,578) $ 3,405 $ 23,388 $ 43,371

Sample Co – Financial Sample Co – Financial metricsmetricsCost of capital 15%

Hurdle rate 25%

Risk-adjusted IRR 107%Risk-adjusted NPV $ 29,048 Risk-adjusted payback period 10 monthsRisk-adjusted ROI 172%

Going back to the typical challenges faced Going back to the typical challenges faced when building business cases …when building business cases …

An inability to clearly An inability to clearly quantifyquantify business value business value in order to obtain sufficient IT investment in order to obtain sufficient IT investment approved,approved,

Incorrect usage of business value related terms Incorrect usage of business value related terms and processes (ROI, TCO, business case and processes (ROI, TCO, business case templates etc.) creates templates etc.) creates perceptionperception of of organizational rigor but in fact reduces organizational rigor but in fact reduces transparency and claritytransparency and clarity around business case around business case creation process, creation process,

Excessive organizational Excessive organizational optimismoptimism where fiscal where fiscal facts are yet to be proven,facts are yet to be proven,All of the above lead to All of the above lead to badly informed decisionbadly informed decision making, making, but sometimes we get lucky and it all works fine but sometimes we get lucky and it all works fine

Info business owners need: Cheat Info business owners need: Cheat SheetSheet

How much will it cost?How much will it cost?

When will the money be required?When will the money be required?

How much will it return?How much will it return?

When will the benefits accrue?When will the benefits accrue?

What are the risks?What are the risks?

Sell the business case, not the technology!Sell the business case, not the technology!

Benefit breakdown: Cheat Sheet

““I can’t see any benefits!”I can’t see any benefits!”

Is the project really strategically aligned with Is the project really strategically aligned with the business’ goals?the business’ goals?

Do you know enough about what’s really Do you know enough about what’s really taking time and effort on the shop floor?taking time and effort on the shop floor?

Was the project business-driven or IT-driven?Was the project business-driven or IT-driven?

Do you know enough about the technical Do you know enough about the technical possibilities – are you thinking too small?possibilities – are you thinking too small?





Service Domain

Solution Deployment

Microsoft Australia FocusMicrosoft Australia Focus

Operations

IT Strategy Planning

Architecture Design

Leadership and guidance on IT solution strategies across the enterprise to enable customers make good long-term decisions

on their IT investments

Architecture consulting on Enterprise IT architecture planning, design,

standardization, and project management for effective adoption and application of MS

technologies and solutions

Help achieve specific, tangible, and compelling improvements in security, efficiency,

reliability, and agility through better IT operations

Proven Microsoft services best practices and implementation guidance from planning

through deployment for common customer IT scenarios

Microsoft Technology Strategy Service

Enterprise Architecture

Premier Support

Product Subject Matter Experts

MIT Sloan CISR MIT Sloan CISR CISR Research PatronsCISR Research Patrons

IBM IBM

Microsoft Corporation Microsoft Corporation

GartnerGartner

Hewlett-Packard CoHewlett-Packard Co

British TelecomBritish Telecom

Diamond Cluster Diamond Cluster International, Inc.International, Inc.

CISR Research SponsorsAetna Inc.Allstate Insurance Co.AstraZeneca Pharmaceuticals, LPBanknorth, N.A.Biogen IdecCampbell Soup CompanyCare USACelanese CorporationChevronTexaco Corp.Det Norske Veritas ASeFunds Corp.EMC2 The Gillette CompanyThe Guardian Life Insurance Company of AmericaIntelInternational Finance Corp.

Merck & Co.Merrill Lynch & Co., Inc.MetLifeMohegan SunMotorola, Inc.National Kidney Foundation, SingaporeNomura Research Institute, Ltd. (Japan)Pasco CountyPfizer Inc.PFPC, Inc.Qwest CommunicationsRaytheon CompanyState Street CompanyTelenor ASATRW Automotive, Inc.

Source: MIT Sloan Center for Source: MIT Sloan Center for Information Systems ResearchInformation Systems Research

Assisting customers gather accurate Assisting customers gather accurate information for input in business casesinformation for input in business cases

Provide the information you required to Provide the information you required to include in your business case regarding the include in your business case regarding the solution in the context of your business solution in the context of your business needs:needs:

Microsoft Quickstarts and QuickplansMicrosoft Quickstarts and Quickplans

QuickStart Offerings – QuickStart Offerings – FrameworkFramework

MS QuickStart MS QuickStart EvaluateEvaluate – – 1 day Strategy 1 day Strategy

Briefing and 2 Day Briefing and 2 Day

Architecture Design Session. Architecture Design Session.

MS QuickPlan MS QuickPlan PlanPlan - - Fixed scope and price, 2 Fixed scope and price, 2

week engagementweek engagement

Building Trust through Consistent Delivery and Increasing ROI

MS Portfolio = End-to-End Consulting OfferingMS Portfolio = End-to-End Consulting OfferingSemi-custom services providing end-to-end engagement-specific servicesSemi-custom services providing end-to-end engagement-specific services

Technical PackTechnical Pack(Build, Deploy, Operate)(Build, Deploy, Operate)

Drive complete Drive complete solutionssolutions

Accelerate Accelerate implementationimplementation

EvaluateEvaluate

How to access Quickstarts?How to access Quickstarts?

Fill out you evaluation formFill out you evaluation form

Tick the QuickStart questionTick the QuickStart question

Select a preferred partner from listSelect a preferred partner from list

A Microsoft representative will be in-touch A Microsoft representative will be in-touch to discuss programto discuss program

Microsoft Technology Strategy ServiceMicrosoft Technology Strategy Service

1.1. Assess enterprise Assess enterprise technical environmenttechnical environment

2.2. Identify IT alignment Identify IT alignment opportunities for key opportunities for key business strategiesbusiness strategies

3.3. Create IT Strategy Create IT Strategy Roadmap and Program Roadmap and Program PlanPlan

D E L I V E R Y D I S C O V E R Y

ImplementIT Strategy Roadmap

Benefits Assurance

Continued Discovery

Program ManagementEnterprise ArchitectureBusiness / IT AlignmentKnowledge EnablementRisk Management

StrategicDriving Forces• Market requirements and competitive pressure• Business objectives, critical success factors, and management vision• Obtaining and sustaining an advantage

Requirements• Rapid development for window of opportunity• Flexibility of solutions for changes in business need• Links to associated business initiative for commitment

MTSS Helps Classify InitiativesMTSS Helps Classify InitiativesHigh Potential

Driving Forces• New business idea or technology opportunity• Individual initiative (champions)• Demonstrate value to the business

Requirements• Rapid evaluation and ability to reject failures• Understand potential for business strategy• Identifying the best way to proceed

Key OperationalDriving Forces• Improving performance of existing activities• Integration to avoid duplication of tasks• Avoiding a business disadvantage

Requirements• High-quality solutions• Balancing risk/cost and benefits• Evaluation of options to identify the most effective

SupportDriving Forces• Improving productivity and efficiency of existing tasks• Legal requirements• Most cost-effective use of funds and resources

Requirements• Lowest cost, long-term solutions• Avoiding obsolescence• Cost/benefit analysis to reduce financial risk

Where does MTSS add valueWhere does MTSS add valueWhere does MTSS add valueWhere does MTSS add valueN

et B

enef

it

+ve

-ve

Lifetime of solution

Envision

PlanDeploy

Operate

Build

Reduce Costs and Risks

Reduce Time to Value

Increased Business Value

Lic

ence

C

omm

itmen

t

Business and IT Strategy Alignment

Enterprise Architecture and Planning

Risk Reductionand Benefits Realisation





So how would you address these So how would you address these challenges? (Call to Action)challenges? (Call to Action)

Understand to what extent these issues occur Understand to what extent these issues occur within your organisation and acknowledge within your organisation and acknowledge them where they exist,them where they exist,

Regularly revisit how business value is Regularly revisit how business value is measured in all your business cases, (is it measured in all your business cases, (is it measured at all?)measured at all?)

Regularly review the process for creation of Regularly review the process for creation of business cases to ensure that it continues to business cases to ensure that it continues to add value to your IT Organisation,add value to your IT Organisation,

Questions?Questions? Milinda KotelaweleMilinda [email protected]@microsoft.com

Julian LockJulian [email protected]@microsoft.com

Questions?Questions? Milinda KotelaweleMilinda [email protected]@microsoft.com

Julian LockJulian [email protected]@microsoft.com

© 2003-2004 Microsoft Corporation. All rights reserved.This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.

Documents

Keeping Integrated Innovation Alive Milinda Kotelawele Julian Lock Andrew Cunningham Microsoft Corporation Tips & tricks for creating a sound business