Transition::IT -- Leadership and Cultural Change
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Transition::IT -- Leadership and Cultural Change

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Presentation Deck that I used to talk to Intel's IT Leadership team

Presentation Deck that I used to talk to Intel's IT Leadership team

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Transition::IT -- Leadership and Cultural Change Transition::IT -- Leadership and Cultural Change Presentation Transcript

  • Transition::IT Leadership and Cultural Change mike d. kail :: @mdkail VP of IT Operations Netflix
  • Results of Resistance and Reaction to Change 15% Anger 40% Distrust 30% Uncertain 15% Positive How can the Positive 15% get the others to at least consider the the concept of change?
  • By Increasing Resiliency “the ability to adjust to, or recover from, change” ❖ Direct and Clear Communication ❖ Encourage Questions ❖ Accept Input (criticism and praise) from Others ❖ Don’t be Quick to Judge ❖ Work on Planning and Organization ❖ Remain Open to the Idea of Change
  • Get Comfortable With Being Uncomfortable 100% commitment to changing the culture
  • Now What? Continue to evolve and look for opportunities to push the edges
  • Keep Calm Create Disruption, Innovation, and Revolution
  • Defining Culture ❖ Beliefs, Values, and Attitude ➢ Define these anchors first ■ e.g. Passion, Curiosity, Judgement, Impact … ❖ Executives start by leading by example ➢ Assess yourself and peers ■ Is everyone a High Performer? ➢ Hard Work != Performance ■ Number of hours worked per week poor indicator ➢ Remove “Brilliant Jerks” ■ Passive-Aggressiveness is another toxic trait
  • Improving Culture ❖ Look to continue to raise the talent bar ➢ high performers have a 10x impact on the business ➢ should improve collaboration, not internal competition ❖ Don’t settle when interviewing/hiring ➢ a B or C player starts to lower the talent bar ❖ Responsible employees thrive ➢ self-motivated ➢ driven to improve ➢ have leadership qualities, even as individual contributor
  • Traditional IT needs a 10x change
  • Change Starts With A Vision ❖ What is IT’s Mission Statement? ➢ e.g. “Improve Efficiency and Reduce Process” ❖ Continual Evolvement ➢ Enhance your skills ❖ Collaboration with LOB ➢ Engage and Enable ❖ Operational Efficiency ➢ Empower via service model
  • Continued Change Requires Continued Effort and Focus ❖ Continue to Reinforce Reasons for Change ❖ Set Clear Objectives (Short and Long Term) ❖ Be Accessible ❖ Be an Active Listener ❖ Focus on Actions and Results ❖ Celebrate Wins ❖ Work on your “EQ” (Acknowledge Emotions) ❖ Direct and Candid Feedback