Dr. Frank Harper Jr. - Pakistan CIO Summit Keynotes

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Dr. Harper, a global "Strategic hustler(TM)", has a progressively rich background leading and contributing to helping global & start-up organizations achieve strategic objectives through optimal …

Dr. Harper, a global "Strategic hustler(TM)", has a progressively rich background leading and contributing to helping global & start-up organizations achieve strategic objectives through optimal performance of core business processes within an efficient information technology (IT) environment. Proven deliverer of value innovation through leading numerous process- and productivity-improvement initiatives, leverages emerging technologies for business transformation, orchestrates organizational change, while identifying and developing collaborative opportunities between business units and technology. He is a reputable source for establishing sound business practices emphasizing accountability, increased capacity, efficiency, effectiveness, quality, reduced spending and increased ROI/RONA for private and public sector clients.

An accomplished instructor and author, Dr. Harper is an engaging life-long learner and teacher who challenges his audience to leverage unique experiences to grow their mind, body, spirit, and community.

His leadership, teaching, and solutions-focused thinking has directed or contributed to strategic programs/projects with combined budgets of over $4 Billion generating combined revenues and savings of over $5 Billion for companies [start-ups, global] and governments [municipal, state, federal] on six continents [Africa, Asia, Australia, Europe, North America, and South America]. Core competencies include:

• Activity Based Costing/Management
• Business Intelligence
• Business Transformation
• Curriculum and Course Development and Delivery
• Earned-Value Management
• Enterprise Architecture
• Governance and Control / Compliance
• Organizational Change Management
• Organizational Project Management
• Process Re-engineering-Improvement
• Strategic Execution Management
• System Development Lifecycle Management
• Transformational Leadership
• Universal [Enterprise] Commerce
• Value Innovation
• Public Speaking

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  • 1. 1 Partnering for Success www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. CIOs Role In Business Transformation Twenty-first Century Transformational Leadership Presentation to: Pakistan CIO Summit and Expo 2014 Karachi, Pakistan March 26, 2014 By Prof. Dr. Frank L. Harper, Jr., Ph.D., PMP®, PIF, ITIL, CSSGB Honorary Content Advisor / Keynote Speaker
  • 2. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 2 Intelligent Systems Services, LLC Assalamu Aleikom
  • 3. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 3 Intelligent Systems Services, LLCAGENDA • Introduction • The Seven Roles of Highly Effective CIOs • The CIOs Challenge: Business Transformation • The Strategic Hustler™ • What is Transformational Leadership • Why Transformations Succeed or Fail • Twenty-First Century Transformation Leadership • Panel Discussion • Question & Answers
  • 4. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 4 Intelligent Systems Services, LLC Introduction
  • 5. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 5 Intelligent Systems Services, LLCAbout Dr. Frank L. Harper, Jr., Ph.D., PMP®, PIF, ITIL, CSSGB • Principal Consultant & Chief Innovation Officer, Author, Speaker, Associate Professor • Experience: 35+ Years • Roles: SVP, COO, CIO, Deputy Chief Information Officer, Business Process Strategist, Process Excellence Director, Chief Program Management Officer, Global Practice Director, Sr. Project Manager, PMI OPM3 Team Leader, and Enterprise Architect • Competencies: Executive Coaching, Transformation Leadership, Strategic Planning, Enterprise Architecture, Business Management, Technology Management, Organizational Project Management, Process Redesign, Business Process Management, Governance [IT, Program, Project, Data], and Organizational Behavior • Author: IT and personal development courses, articles, and books on Agile Leadership and Innovation Management • Researcher: Project Management Institute, Cambridge Corporate University • Education: PhD in Administration & Management [Organizational Leadership & Transformation], MBA in Marketing, MS in Industrial Engineering, BS in Computer Technology (Cum Laude) • MPAs: Family; Project Success Rate of 96%, Uplift of 1000’s of leaders
  • 6. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 6 Intelligent Systems Services, LLCTransformational Leadership Experience • Amazon.com • ANICO • AXA Insurance • BBVA Compass Bank • Citibank • City of Atlanta • COMERICA Bank • Countrywide Funding • Federal Reserve Bank of Atlanta • Fifth-Third Bank • First Data • First Rate Training, Inc. • JP Morgan Chase Bank • MBNA • McDonald’s • Ministry of Health (Canada) • Mutual of Omaha • Proctor and Gamble • Project Management Institute • Quail Energy • Rematix • South African Reserve Bank • State of Georgia • Sterling Software • SwissRe • The Coca Cola Company • 3M • USAA • Wachovia • Cambridge Corporate University (Switzerland)
  • 7. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 7 Intelligent Systems Services, LLCPMI Volunteer & Global Leader PMI Organizational Project Management Maturity Model (OPM3) A leader in Organizational Project Management, involved with PMI's OPM3 efforts since its inception in 2001. 1.) Navigational Team Co-Lead OPM3 1st Edition – A contributing thought leader in defining the process to navigate OPM3 in assessing the project management maturity in organizations. 2.) Quality Assurance Team Lead OPM3 2nd & 3rd Edition – The thought leader proactively leading and managing a global Virtual Team (Hong Kong, South Africa, Pakistan, India, United States, Canada, and UK) charged with applying the "House of Quality" approach for quality assurance to OPM3 Constructs. PMI Research 1.) Lead researcher from United States on the seminal project, "Project Managers as Senior Executives", sponsored by PMI® and Ecole Supérieure de Commerce de Lille (ESC Lille School of Management), the largest PMI®-accredited business school in France. Led by Prof. Dr. Jean-Pierre Debourse and Russell D. Archibald, Ph.D.(Hon), PMI Fellow. I interviewed ten (10) executives from various industries and sized companies providing data to help answer the fundamental question: Are project managers becoming and can project managers become senior executives? If not, what can be done to allow them to climb the ladder?
  • 8. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 8 Intelligent Systems Services, LLC Seven Roles of Highly Effective CIOs
  • 9. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 9 Intelligent Systems Services, LLC Seven Roles of Highly Effective CIOs  Role One - Utility Provider Oversee building and sustaining robust, reliable, and economical IT infrastructure services; direct addition of key utility services such as helpdesk and the deployment of communication, collaboration and productivity tools  Role Two - Information Steward Development of an enterprise architecture, standards, compliance, integrity and privacy information  Role Three - Educator Raise the awareness of business peers about strategic role and relevance of key information technologies and help them become more “savvy” in making strategic IT decisions  Role Four - Integrator Lead enterprise efforts to digitize and integrate processes, information and decision-support; oversees the implementation of crucial program management offices and portfolio management systems
  • 10. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 10 Intelligent Systems Services, LLC Seven Roles of Highly Effective CIOs  Role 5 - Relationship Architect Connect, Communicate, Coordinate, and Collaborate – Internally and Externally  Roles 6 - Strategist Actively serve as innovation catalyst and work with your business peers in discovering opportunities to leverage IT in innovative business models, customer relationship, and the pursuit of agility  Roles 7 - Leader Lead, design, and govern the IT organization ensuring that the IT organization has the right staff, works actively on developing human capital, and inspires IT professionals to contribute to the organization’s mission and achieve their full potential Source: Society of Information Management
  • 11. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 11 Intelligent Systems Services, LLC The CIOs Challenge: Become the Business Transformation Leader
  • 12. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 12 Intelligent Systems Services, LLCCIO Challenge - Making CIO synonymous with ‘innovation’ IT Organization Yesterday Today Focus Cost Growth Key metrics Efficiency Speed and customer satisfaction Delivery goals On-time, on-budget On-value Architecture Systems of record Systems of engagement Architecture focus Core Edge Technology focus Network, storage, computing Cloud, social, mobile Development goals User interface User engagement CIO Chief information officer Chief innovation officer Key partner CFO CMO IT Focus Technology systems Processes, function capabilities Source: CIO Magazine
  • 13. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 13 Intelligent Systems Services, LLC Business Hero – IT-Smart Leader who thinks/acts Business-Smart  Change approach to financing and delivering new apps and systems  Reduce risk of big-dollar, upfront investments in new systems (a.k.a. capital expense or “capex”)  Pay-as-you-go (operating expense or “opex”) model to pay for new systems and apps  Roll out new, high-priority apps and system upgrades on a continuous 30-, 60- 90-day delivery cycle that aligns with quarterly objectives  Enable line-of-business (LOB) to change their system development priorities every 30 days as business needs change and unexpected things happen  Strategy for business success: 1. Try many things 2. Follow success 3. Abandon failure
  • 14. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 14 Intelligent Systems Services, LLCRecent Survey
  • 15. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 15 Intelligent Systems Services, LLC Business Transformation Focus and CIO Types  Type 1 – Implementation (Soldiers)  Type 2 – Balance IT and Enterprise Needs (Leaders)  Type 3 – Advising on business transformation process (Change Consultants)  Type 4 – Run the business transformation (Transformation Leaders)  Note: These are NOT mutually exclusive
  • 16. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 16 Intelligent Systems Services, LLC Value Delivery Framework Activities Step 1 – Strategy: Focus on the Business of the Future (BoF)  Develop a picture of the future (vision)  Organize transformation frame  Document stakeholder requirements and KPIs and Valuation innovation activities Step 2 – Road map: Define an action plan to implement the new business model  Build upon strategy  Define new business model to deliver the visions, strategy, and value proposition  Sets out action plan (initiatives) to implement the new operating model Step 3 – Design: Create an architecture vision and migration plan  Capture key requirements  Define both the detailed business and IT architectures  Develop program and implementation plans the together support the controlled implementation changes delivered with the new business model Step 4 – Implement: Execute the process, system and other changes – in phases  Firm executes the transformation – business processes, core systems, products, services, and PEOPLE  Monitor KPIs and behavioral change management  Consider implementing a Transformation PMO for oversight and coordination  Step 5 – Monitor: Revisit the value proposition (Measure value and plan improvements)  Stabilize new systems and processes  Capture and analysis of value metrics  Design and implement continuous improvement program
  • 17. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 17 Intelligent Systems Services, LLC Value Delivery Framework and CIO Contribution Step 1 – Strategy: Focus on the Business of the Future (BoF)  Help define the business strategy and supporting IT strategies  Drive planning processes for scenarios, visioning, etc.  Bring in system capabilities very early; Verify the viability of the strategy Step 2 – Road map: Define an action plan to implement the new business model  Own the road map itself; Help define the business road map  Define and guiding the process required to create the road map  Identify high-risk problem areas in IT components of business plans  Define the underlying IT components of the road map Step 3 – Design: Create an architecture vision and migration plan  Drive designs toward enterprise goals  Establish mechanisms to control demand  Ensure that technology components are robust and realistic Step 4 – Implement: Execute the process, system and other changes – in phases  Monitor progress against milestones and adjusting as needed  Show how others have gone through the transformation and predicting problems  Focus on the technical details, especially data and testing  Step 5 – Monitor: Revisit the value proposition (Measure value and plan improvements)  Running IT as business as usual  Measure the value of the transformation  Start continuous improvement programs
  • 18. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 18 Intelligent Systems Services, LLC The Strategic Hustler™
  • 19. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 19 Intelligent Systems Services, LLC Enterprise (Universal) Commerce Source: Effective Leadership for Enterprise Commerce Management
  • 20. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 20 Intelligent Systems Services, LLC Strategic Hustler – “Get Your Hustle On!”
  • 21. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 21 Intelligent Systems Services, LLC The Ecology & “Strategic Rudder” of Business Transformation
  • 22. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 22 Intelligent Systems Services, LLC The Strategy Story Only 10% of organizations execute their strategy Barriers to Strategy Execution Vision Barrier Only 5% of the workforce understands the strategy People Barrier Only 25% of the managers have incentives linked to strategy Management Barrier 85% of executive teams spend less than one hour per month discussing strategy Resource Barrier Only 60% of organizations don’t link budgets to strategy Source: Adapted from material developed by Robert S. Kaplan and David P. Norton
  • 23. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 23 Intelligent Systems Services, LLCStrategic Management Planning 2002 The Balanced Scorecard Institute
  • 24. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 24 Intelligent Systems Services, LLCThe Strategic Framework Architecture
  • 25. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 25 Intelligent Systems Services, LLCStrategy Map – Objectives
  • 26. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 26 Intelligent Systems Services, LLC Enabling Business Transformation with Enterprise Architecture Enterprise Architecture (EA) is the process of translating business vision and strategy into effective enterprise change by creating, communicating, and improving the key requirements, principles, and models that describe the enterprise’s future state and enable it’s evolution.
  • 27. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 27 Intelligent Systems Services, LLC The Zachman Framework and Business Transformation Technician Perspective Business Management Perspective Architect Perspective Engineer Perspective Executive Perspective Motivation Intentions Process Flow Data Sets Responsibility Assignments Distribution Networks Timing Cycles Audience Perspective Enterprise Names
  • 28. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 28 Intelligent Systems Services, LLC Strategy and Enterprise Architecture
  • 29. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 29 Intelligent Systems Services, LLCStrategic Initiatives – Innovation Rewards Industry Description Key IT Consultancy Behavior mapper that matches consultants with clients, avoiding personality mismatches, to promote agreement on project scope and requirements Analytics Financial Services Human-computer interaction through a secret gesture that, when paired with a picture or PIN, authenticates transactions Mobile devices, POS computers, digital scanners, cameras Banking “Life calendar” to help guide financial decisions based on events such as marriage, job loss and having children Social media, databases, analytics Credit Reporting Automated detection of theft of a child’s identity Database, analytics Automotive System to let police slow down and stop a vehicle during a chase Telematics, short-range wireless networks eTailer System to predict availability of airline seats, without querying airline or travel companies’ systems Databases, analytics Research System for commuters to check if a ride-sharing partner deviates suspiciously from the route Mobile devices, geo-location, analytics Insurance Data-logging device that tracks vehicle and driver actions to offer customer insurance policies Sensors, portable storage, analytics Retailer System to let consumers fill out credit card applications at a gas pump, through card swipes and number inputs POS, card readers, databases, analytics Pharmaceutical Method to infer whether a woman is pregnant based on prescriptions filled, and block the sales of another prescription that’ potentially harmful POS, databases, analytics Source: CIO Magazine Reseach
  • 30. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 30 Intelligent Systems Services, LLC Project Management and Business Transformation PROJECT MANAGEMENT PROCESS MANAGEMENT CHANGE MANAGEMENT Initiating Planning & Analysis Executing & Monitoring Closing Create Project Proposal Assign the Project Team Create Project Charter Create the Work Breakdown Structure and Schedule Create the Project Plan and Budget Monitor Project Activities Track Milestones Manage Project Issues & Risks* Manage Change Requests* Communicate Status*; Facilitate Project Meetings* Present Solution Capture Lessons Learned Close Project Gather Requirements Perform “As Is” Analysis Perform “To Be” Design Identify Gaps Assess Technology Impact Develop Process and Procedures Documentation Perform User Training Implement Project Solution Transition Solution to Functional Management Create Sense of Urgency for Change Analyze Stakeholders Evaluate Systems & Structures Create Communications Strategy Execute Systems & Structures Action Plan Communicate with Stakeholders Obtain Personal Commitment Monitor Progress Approved Project Charter DIT Team Engaged Work Breakdown Structure* Project Plan and Budget* Project Documentation User & Training Materials Implemented Project Solution Lessons Learned* Approved Project Closure Report* Project Status Reports*
  • 31. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 31 Intelligent Systems Services, LLC What is Transformational Leadership?
  • 32. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 32 Intelligent Systems Services, LLCTransformational Leadership A deliberate influence process on the part of an individual or group to bring about a discontinuous change in the current state and functioning of an organization as a whole. The change is driven by the vision based on a set of beliefs and values that require the members of the organization to urgently perceive and think differently and to perform new actions and organizational roles. Personal Commitment to the Transformation by the Leadership Not compliance / Walk the talk Firm, Relentless, Indisputable Communication of Impossibility of Maintaining the Status Quo Firm statements backed by credible evidence / Clear indications that failure of the status quo is final and irreversible Clear and Enthusiastic Communication of an Inspiring Vision of the TO-BE Organization A clear and vivid value-based vision created by an appropriate mix of rational analysis, intuition, and emotional involvement / Repeated inspiring exciting communication creates sense of urgency Timely Establishment of Critical Mass of Support for the Transformation Know and acknowledge the key players / Discuss failure of status quo, present vision, talk values, WIIFM Acknowledging, Honoring, and Dealing With Resistance to the Transformation A willingness to listing / Some tolerance and patience / Clear articulation and communication of the need to change and the benefits Defining and Setting Up an Organization That Can Implement the Vision Implement strategies, structures, and systems / Replacing key staff, or staff in key positions, not suited for change / Introduce education, training, and retraining new behaviors / Implement a reward system to reinforce actions Communicate Progress – Regularly, Recognition, Reward Regular publication of achievements/ Face-to-face feedback sessions / Emphasizing, recognizing, and consistently rewarding gains
  • 33. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 33 Intelligent Systems Services, LLCTransformational Lifecycle
  • 34. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 34 Intelligent Systems Services, LLC Leading Change: Why Transformations Succeed or Fail
  • 35. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 35 Intelligent Systems Services, LLCWhy Transformation Projects Fail (at the rate of 70%): Poor / Improper Executive Engagement Sub-Optimal Project Structure Accountability & Authority Problems Sponge-Like Goals Inattentiveness to Organizational Change Principles & Methodology There are more: Tightly integrated, standardized processes Faith in Big Numbers View change as rational process Neglect the “edge” and confront the core Failing to Learn From “Lessons Learned”
  • 36. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 36 Intelligent Systems Services, LLCKey Failure Point Inattentiveness to Organizational Change Principles & Methodology:  THIS IS #1 ON THE HIT PARADE AS TO WHY ENTERPRISE PROJECTS FAIL.  WHY?  Enterprise projects change the way organizations “do stuff.”  Changes in an organization’s culture must be deliberate and thoughtful much in the same way as the process / tool changes are introduced and managed via a formal project plan.  The organizational climate must be initially assessed and then cultivated in order to accept and sustain introduced changes.
  • 37. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 37 Intelligent Systems Services, LLCKey Failure Point I BEG TO DIFFER! Is it REALLY because the lack of a Methodology? Or Is it REALLY because the lack of Leadership?
  • 38. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 38 Intelligent Systems Services, LLCThe REAL Key Failure Point Leadership is NOT flexible, is NOT upfront, and is NOT in-control: The usual reason for failure of an initiative is that it was launched halfheartedly, or was beyond the ability of the organization to master. Here’s what tends to happen: the leaders announce a bold new program and then walk away from it, leaving the job to others. With no clear impetus from the top, the program will wander and drift. An initiative, after all, is add-on work, and people already have full plates. Few of them can take it seriously if the boss doesn’t. Eventually the effort bogs down and dies. …..Real results do not come from making bold announcements about how the organization will change. They come from thoughtful, committed leaders who understand the details of an initiative, anticipate its consequences for the organization, make sure their people can achieve it, put their personal weight behind it, and communicate its urgency to everyone. --Ram Charan and Larry Bossidy, Confronting Reality: Doing What Matters to Get Things Done
  • 39. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 39 Intelligent Systems Services, LLCSuccessful Transformations Needs Leadership Proactively Managing: 1. Individual and Organizational Perspective 2. Understand How to Manage the Individual 3. A Consistent, Predictable Approach Thereby Significantly Increasing the Level of Project /Program SUCCESS
  • 40. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 43 Intelligent Systems Services, LLC Organization: The Trident, A Meta-Model of Transformation **Assess and develop a “people change” plan using the following 8 transformational tools / levers: 1. Measurement 2. Organizational Design 3. Communication 4. Accountability Processes 5. Rewards & Recognition 6. Involvement 7. Education & Training 8. Resourcing 2000 Executive Leadership Group, Denver, CO. People want everything to be better, but nothing to be different! Compelling Threat / Burning Platform The Push: Current Reality Hard Change Leadership* Soft Change ** The Pull: Preferred Future Compelling Vision *A.G.I.L.E. L.E.A.D.E.R.S.H.I.P. with a G.R.I.P.
  • 41. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 44 Intelligent Systems Services, LLC A.G.I.L.E. L.E.A.D.E.R.S.H.I.P. with a G.R.I.P. Being Flexible, Upfront, and In-Control The Twenty-First Century Strategic Leader (Hustler)
  • 42. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 45 Intelligent Systems Services, LLC Twenty-First Century Transformation Leadership
  • 43. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 46 Intelligent Systems Services, LLC Adaptable Behavior Goal-Oriented Behavior Intelligent Behavior Learner Behavior Effective Behavior A.G.I.L.E. = Being Flexible
  • 44. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 53 Intelligent Systems Services, LLC Look to Change/Challenge Status Quo Energize People with Ever-Greater Challenges Acknowledge the Burning Platform Deliver Results through Effective Delegation Exhibit Emotional Energy and Edge Respect Diversity Sustain Success By Achieving Excellence Have A Teachable Point of View Introduce Ideas Based On Uplifting Values Persistence with Perseverance L.E.A.D.E.R.S.H.I.P. = Being Upfront
  • 45. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 54 Intelligent Systems Services, LLC Goal Management Resource Management Interface Management Performance Management G.R.I.P. = Being In-control
  • 46. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 64 Intelligent Systems Services, LLC SUMMARY
  • 47. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 65 Intelligent Systems Services, LLC Deliver “INTELLIGENT” Solutions  Innovation A business transformation involves significant changes to areas including business processes, core systems, channels, products, and services. Technology is in the driver’s seat  Insight The disruptive nature of technology places a premium on those who understand its possibilities and limitations.  Initiative Participate in the business transformation (Get back into the decision-making loop – elevate your role).  Influence Use the transformation to increase your influence with the business.  Interpersonal skills Become a Strategic hustler (A.G.I.L.E. L.E.A.D.E.R.S.H.I.P. with a G.R.I.P.)  Integrity Have the courage to meet the demands of your reality
  • 48. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 66 Intelligent Systems Services, LLC Strategic Hustler’s Motto  Be Great, Dedicated, Determined, and Driven! [BG3D]
  • 49. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 67 Intelligent Systems Services, LLC Live Your Creed
  • 50. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 68 Intelligent Systems Services, LLC THANK YOU! ‘Jazakum Allah Khayran’( ‫ا‬ ً‫ْر‬‫ي‬َ‫خ‬ ُ ‫ه‬‫اَّلل‬ ُ‫م‬ُ‫ك‬‫ا‬ َ‫ز‬َ‫ج‬) ‘ "May Allah reward you [in] goodness."
  • 51. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 69 Intelligent Systems Services, LLC Let The Panel Discussion Begin!