2. About SAIC
“Science Applications International
Corporation (SAIC) is the largest employee-
owned research and engineering company in the
United States, providing information technology,
systems integration and eSolutions to
commercial and government customers. SAIC
engineers and scientists work to solve complex
technical problems in national and homeland
security, energy, the environment, space,
telecommunications, health care and logistics.
With annual revenues of $7.2 billion, SAIC and
its subsidiaries, have more than 42,000
employees at offices in more than 150 cities
worldwide. More information about SAIC can be
found at www.saic.com.”
3. What are the leadership traits and
organizational practices that will
take your organization to the next
level of performance?
4. How do you define Leadership?
John C Maxwell : In the “21
Irrefutable Laws of Leadership” -
"leadership is influence - nothing more,
nothing less."
James M. Kouzes, Barry Z. Posner:
In the “Leadership Challenge”, “the art
of mobilizing others to want to struggle
for shared aspirations”
5. Dimensions of Transformation
People
Values and Culture
Customer Satisfaction
Process & Technology
Operational Performance
Architecture and Governance
6. The Leadership Challenge
Challenging the Process
Search out challenging opportunities to change, grow,
innovate and improve.
Experiment, take risks, and learn from the
accompanying mistakes
Inspiring a Shared Vision
Envision an uplifting and ennobling future.
Enlist others in a common vision by appealing to their
values, interests, hopes, and dreams.
Enabling Others to Act
Foster collaboration by promoting cooperative goals
and building trust.
Strengthen people by giving power away, providing
choice, developing competence, assigning critical
tasks, and offering visible support.
7. The Leadership Challenge
Modeling the Way
Set the example by behaving in ways that are
consistent with shared values.
Achieve small wins that promote consistent
progress and build commitment.
Encouraging the Heart
Recognize individual contributions to the
success of every project.
Celebrate team accomplishments regularly.
9. Bringing Cultural Change Requires
Articulate a cultural vision which
expresses the behavior we want to be
known for
Gain agreement on the articulation
Train around those behaviors
Put structures/mechanisms in place that
motivate those behaviors
Remind each other when we
demonstrate behavior counter to our
agreed upon vision
10. Values and Culture; Employee
Satisfaction
Collaboratively Develop Organizational
Values
Listen
Inject Fun into the environment
Equip the team with communication and
leadership skills
Don’t forget the families!
Holidays are a great opportunity
11. ITS Values
We are a caring team, united in our
message and behavior – as one in our
passion for excellence. We play to
win!
Everybody makes a difference;
everyone deserves respect.
We recognize and solicit strength and
expertise of those around us and trust
them; We take pride in our team.
We recognize that alone we have a
few good ideas; as a team, we have
many great ideas.
We strive for continuous ways to
provide open communication and
feedback within ITS and with our
Customers.
We keep our commitments to our
customers and company through
dedication and collaboration; delivering
innovative and effective solutions.
We think and act “we”, not “I”; we
think and act “our”, not “mine”.
We are open and honest to everyone at
all times. Before we question
someone’s motives or react to hearsay,
we go to the source.
Laugh when we can and try to make
others laugh, but never at the expense
of others.
We challenge the process and challenge
others to challenge the process with an
open mind.
15. Values and Culture; Employee
Satisfaction
Succession Planning and Career
Development
Thinking the best of your team
Building a culture of trust & continuous
improvement
Brown Bag mentoring
Logos and Shirts
Community Involvement
22. Customer Satisfaction
Listening
Listening Face to Face – at their place
Flexibility within the context of a
governance model and enterprise
architecture
Striving to delight – to exceed valid
expectations
Going the extra mile
23. Customer Satisfaction
Multi-modal Communications
Email - askthecio@saic.com
Web – insideIT
Formal meetings – strategic, tactical, open
to all
Remote site visits
Cafeteria Outreach
Brown Bags
Tips ‘n Tricks
27. Operational Performance
Metrics
Process Definition and Improvement
External Systems for structure, such as
TQM/Quality Improvement
Capability Maturity Model (CMM, CMMi)
IT Infrastructure Library (ITIL)
6 Sigma
28. 6 Sigma
Workforce empowerment
Process control to reduce variation
rigorous and disciplined methodology
uses data and statistical analysis to
measure and improve a company's
operational performance
identifying and eliminating problems,
impediments, non value-added activities,
overhead, and costs in processes.
29. Performance Measures: Desktop 1997
0
20
40
60
80
100
120
140
160
180
1/12/97
1/26/97
2/9/97
2/23/97
3/9/97
3/23/97
4/6/97
4/20/97
5/4/97
5/18/97
6/1/97
6/15/97
6/29/97
7/13/97
7/27/97
8/10/97
8/24/97
9/7/97
9/21/97
10/5/97
10/19/97
11/2/97
11/16/97
11/30/97
12/14/97
12/28/97
1/11/98
1/25/98
Opened Incidents Closed Incidents Remaining Incidents Trend in opened Trend in remaining incidents
Remaining
Incidents
Opened
Incients
New
Manager
(QI Trained)
Started Daily
Posting of
Remaining
Incidents
Started
QI Training
for Team
Opened Incidents
Remaining Incidents
31. The Receivables Process & IT Team
Cross-functional team composed of
finance, accounting, line, and IT
Used our Quality Improvement
methodology – 7 step problem solving
approach
Improved liquidity by $25M
32. Performance Measures; PRO Rearchitecture
PRO Systems
Configuration
Before After
Production Servers 6 3
Admin. Servers 2 2
Development Servers 3 2
Operations Test Servers 0 2
Resumix Server 0 1
Disaster Recovery 0 1
Prod. Capacity 38000 TPM’s 47000
TPM’s
New Modules: Benefits, Mfg./Dist
Database Growth X 2 X
Disk Storage 460 GB 1.03 TB
System Availability 75% 96%
Planned Downtime 56 Hrs/wk 6 Hrs/wk
PRO Systems
Configuration
Before After
Production Servers 6 3
Admin. Servers 2 2
Development Servers 3 2
Operations Test Servers 0 2
Resumix Server 0 1
Disaster Recovery 0 1
Prod. Capacity 38000 TPM’s 47000
TPM’s
New Modules: Benefits, Mfg./Dist
Database Growth X 2 X
Disk Storage 460 GB 1.03 TB
System Availability 75% 96%
Planned Downtime 56 Hrs/wk 6 Hrs/wk
PRO Systems Performance Metrics
Before After
Year End processing 6 days 2 hrs
(Time savings were accomplished due to software changes and re-architecture)
CBR Processing 33 hrs 25 hrs
Payroll 6 hrs 2hrs
Brio Query > 5min < 1min
Database Imports 48 hrs 6 hrs
Labor processing 4.5 hrs 1.31 hrs
PRO production systems annual expenses
Total Savings due to Re-architecture project
134K+156K=290K
Intangible Savings:
Increased system performance
More time for analysis with faster reports
Increased system availability
More systems available for testing and other
projects
Increased customer satisfaction
Newer technology
Pro-Active Solutions
PRO;
(Enterprise Resource
Planning implementation)
34. Architecture and Governance
Blueprint and Body
Process Definition and Improvement
Governance in the context of an
Enterprise Architecture
Predicting the future of technology
35. Doing theDoing the
Right ThingsRight Things
SAICSAIC
GrowthGrowth
MeansMeans
the Right Waythe Right Way
SAIC FY06SAIC FY06
Goals &Goals &
ObjectivesObjectives
SAICSAIC
ObjectiveObjective
StateState
FlawlessFlawless
ExecutionExecution
Enterprise
Architecture
37. Leverage Existing Investments
COTS Implementation Without Customization
Reduce Latency – Right Time/Real Time Enterprise
Capture Information Once – Eliminate Multiple Data
Entry
Ensure Security of Applications, Systems and Data
Manageable and Serviceable – Lower Total Cost of
Ownership in Production
Thin client – ubiquitous access
Interoperability – within SAIC and with external
customers
Collaboration and Cooperation
Transparency – single sign-on, location and data
independence
Extensible and Open Application, Systems and Data
standards
Reusability and Replaceability – Architect for Change
Enterprise Architecture –
Guiding Principles
38. Governance and Portfolio
Management
High Performance
Transformation
(HPT)
Executive
Management
Corporate & Line
Organizations
Strategic
Direction
Portfolio
Management
Review Board
Horizon
Project
Portfolio
Approved IT
Projects/Priorities
Investment
Review Board (IRB)
Business
Strategy
Enterprise
Architecture
Architectural
Direction
Approval
Agenda
Doing the Right Things
43. Contact info
Cora Carmody
Senior Vice President and Chief
Information Officer
SAIC
10260 Campus Point Drive
SAN DIEGO, CA 92121
(858) 826-3709 CA office
(703) 676-5666 VA office
Cora.L.Carmody@saic.com
Editor's Notes
Model the WayLeaders establish principles concerning the way people (constituents, peers, colleagues, and customers alike) should be treated and the way goals should be pursued. They create standards of excellence and then set an example for others to follow. Because the prospect of complex change can overwhelm people and stifle action, they set interim goals so that people can achieve small wins as they work toward larger objectives. They unravel bureaucracy when it impedes action; they put up signposts when people are unsure of where to go or how to get there; and they create opportunities for victory.
Inspire a Shared VisionLeaders passionately believe that they can make a difference. They envision the future, creating an ideal and unique image of what the organization can become. Through their magnetism and quiet persuasion, leaders enlist others in their dreams. They breathe life into their visions and get people to see exciting possibilities for the future. Challenge the ProcessLeaders search for opportunities to change the status quo. They look for innovative ways to improve the organization. In doing so, they experiment and take risks. And because leaders know that risk taking involves mistakes and failures, they accept the inevitable disappointments as learning opportunities. Enable Others to ActLeaders foster collaboration and build spirited teams. They actively involve others. Leaders understand that mutual respect is what sustains extraordinary efforts; they strive to create an atmosphere of trust and human dignity. They strengthen others, making each person feel capable and powerful. Encourage the HeartAccomplishing extraordinary things in organizations is hard work. To keep hope and determination alive, leaders recognize contributions that individuals make. In every winning team, the members need to share in the rewards of their efforts, so leaders celebrate accomplishments. They make people feel like heroes.
Model the WayLeaders establish principles concerning the way people (constituents, peers, colleagues, and customers alike) should be treated and the way goals should be pursued. They create standards of excellence and then set an example for others to follow. Because the prospect of complex change can overwhelm people and stifle action, they set interim goals so that people can achieve small wins as they work toward larger objectives. They unravel bureaucracy when it impedes action; they put up signposts when people are unsure of where to go or how to get there; and they create opportunities for victory.
Inspire a Shared VisionLeaders passionately believe that they can make a difference. They envision the future, creating an ideal and unique image of what the organization can become. Through their magnetism and quiet persuasion, leaders enlist others in their dreams. They breathe life into their visions and get people to see exciting possibilities for the future. Challenge the ProcessLeaders search for opportunities to change the status quo. They look for innovative ways to improve the organization. In doing so, they experiment and take risks. And because leaders know that risk taking involves mistakes and failures, they accept the inevitable disappointments as learning opportunities. Enable Others to ActLeaders foster collaboration and build spirited teams. They actively involve others. Leaders understand that mutual respect is what sustains extraordinary efforts; they strive to create an atmosphere of trust and human dignity. They strengthen others, making each person feel capable and powerful. Encourage the HeartAccomplishing extraordinary things in organizations is hard work. To keep hope and determination alive, leaders recognize contributions that individuals make. In every winning team, the members need to share in the rewards of their efforts, so leaders celebrate accomplishments. They make people feel like heroes.
