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HIMS Business Transformation Instructor Notes

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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 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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HIMS Business Transformation Instructor Notes

  1. 1. 1 Partnering for Success www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. Business Transformation Training Program 2014 Business Transformation: Global Trends, Approaches, and Leadership Presentation to: Hamdard Institute of Management Sciences Karachi, Pakistan March 25, 2014 By Prof. Dr. Frank L. Harper, Jr., Ph.D., PMP®, PIF, ITIL, CSSGB Consultant/Trainer
  2. 2. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 2 Intelligent Systems Services, LLC Assalamu Aleikom
  3. 3. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 3 Intelligent Systems Services, LLCAGENDA • Introduction • Global Trends • Business Transformation Approaches • Strategy • What is Transformational Leadership • Why Transformations Succeed or Fail • The Twenty-First Century Strategic Leader (Hustler) – A.G.I.L.E. Behavior – L.E.A.D.E.R.S.H.I.P. Behavior – G.R.I.P. Management • Questions and Answers
  4. 4. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 4 Intelligent Systems Services, LLC Introduction
  5. 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 & Chief Innovation Officer, Author, Speaker, Associate Professor • Experience: 35+ Years • Roles: CEO, Chief Information Officer, Deputy Chief Information Officer, Business Process Strategist, Process Excellence Director, Chief Program Management Officer, Global Practice Director, Sr. Project Manager, and PMI OPM3 Team Leader • 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 Organizational Leadership and Transformation • 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: 1st generation high school/college graduate, football scholarship walk-on (twice), At-risk youth coach, Executive/PM Coaching, and Spiritual Growth
  6. 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 • 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. 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. 8. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 8 Intelligent Systems Services, LLC Begin With The End In Mind -- The Seven Habits of Highly Effective People Prof. Dr. Stephen Covey
  9. 9. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 9 Intelligent Systems Services, LLC Enterprise (Universal) Commerce Source: Effective Leadership for Enterprise Commerce Management
  10. 10. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 10 Intelligent Systems Services, LLC Global Benchmarking Trends and Success Factors in Business Process Excellence (BPE)
  11. 11. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 11 Intelligent Systems Services, LLC  Purpose:  How companies are measuring the success of their BPE initiatives  How businesses are using the VOC (Voice of the Customer) to identify improvement opportunities  What types of new approaches are working particularly well  Key Findings:  48 percent said that the VOC (Voice of the Customer) or the VOM (Voice of the Market) were the primary sources of information for driving BPE initiatives  41 percent reported that their BPE initiatives were explicit outgrowths of the competitive business strategies  76 percent reported that their BPE deployments were successful or highly successful  14 percent of respondents said that the most important basis for defining success of the companies BPE projects was the extent to which they could improve value delivery to customers  49 percent of companies reward BPE performance with bonuses or other rewards  20 percent are using outside sources for any type of BPE accreditation Source: 835 individuals in a variety of BPE roles in companies of all sizes and industries from across the globe The Process Excellence Network / Market Value Solutions
  12. 12. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 12 Intelligent Systems Services, LLC Source: 835 individuals in a variety of BPE roles in companies of all sizes and industries from across the globe Key Findings
  13. 13. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 13 Intelligent Systems Services, LLC Source: 835 individuals in a variety of BPE roles in companies of all sizes and industries from across the globe Key Findings
  14. 14. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 14 Intelligent Systems Services, LLC Key Findings The use of customer and market feedback to identify and prioritize process improvement initiatives differs substantially from one industry to another
  15. 15. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 15 Intelligent Systems Services, LLC Key Findings
  16. 16. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 16 Intelligent Systems Services, LLC Key Findings
  17. 17. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 17 Intelligent Systems Services, LLC Key Findings
  18. 18. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 18 Intelligent Systems Services, LLC Key Findings
  19. 19. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 19 Intelligent Systems Services, LLC Key Findings
  20. 20. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 20 Intelligent Systems Services, LLC Key Findings
  21. 21. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 21 Intelligent Systems Services, LLC Approaches
  22. 22. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 22 Intelligent Systems Services, LLCOverview of Business Process Change Methodologies Source: Effective Leadership for Enterprise Commerce Management More Comprehensive Methodologies More Specialized Methodologies Strategic Enterprise Level Strategy, Process Architecture, BPM Governance and Planning Enterprise Process Management • Enterprise Adoption of Six Sigma • BPTA Enterprise Methodology • Rummler-Brache PDL Methodology • xBML Methodology (Business Genetics) • Lean Six Sigma (DMAIC) • BPTA Process Redesign Methodology • BPM Methdology • Balanced Scorecard Performance Evaluation and Strategy • CMMI-BPMN Process Management & Change • SCOR (Ibolstorff, Rosenbaum) Tactical Business Process Level Process Documentation Redesign and Improvement Business Process Improvement Projects • Business Rules Methodology (Ross) Operational Implementation Level Projects Undertaken to Develop Resources to Support New Processes Human Resource Infrastructure IT Infrastructure • IDEF0 Methodology • ARIS (IDS Scheer) • Unified Software Development Process (Rational UML Methodology) • AGILE (SCRUM) Methodology Physical Plant and Hardware Used
  23. 23. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 23 Intelligent Systems Services, LLC Architectural Design Principles Model-Driven Services and Event Enabled Information-centric Standards-based Grid Computing (Pay-as-you-go) Source: Effective Leadership for Enterprise Commerce Management
  24. 24. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 24 Intelligent Systems Services, LLC Principles of Productivity Management Define the job in detail Get the right people involved Estimate time and costs Break the job down (80 hour rule) Establish a change procedure Agree upon an acceptance criteria Source: A.G.I.L.E. L.E.A.D.E.R.S.H.I.P. with a G.R.I.P.
  25. 25. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 25 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
  26. 26. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 26 Intelligent Systems Services, LLC The Business Transformation Leader
  27. 27. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 27 Intelligent Systems Services, LLCCIO Transformation – From ‘information’ to ‘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
  28. 28. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 28 Intelligent Systems Services, LLC Value Delivery Framework and Business Transformation Leader 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
  29. 29. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 29 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
  30. 30. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 30 Intelligent Systems Services, LLC Strategy
  31. 31. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 31 Intelligent Systems Services, LLC The Ecology & “Strategic Rudder” of Business Transformation
  32. 32. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 32 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 Vision Barrier Only 5% of the workforce understands the strategy Source: Adapted from material developed by Robert S. Kaplan and David P. Norton
  33. 33. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 33 Intelligent Systems Services, LLCStrategic Management Planning 2002 The Balanced Scorecard Institute
  34. 34. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 34 Intelligent Systems Services, LLCThe Strategic Framework Architecture
  35. 35. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 35 Intelligent Systems Services, LLCStrategy Map – Financial Services Company
  36. 36. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 36 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
  37. 37. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 37 Intelligent Systems Services, LLCBuilding and Implementing a Balanced Scorecard
  38. 38. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 38 Intelligent Systems Services, LLC The Zachman Framework for Enterprise Architecture
  39. 39. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 39 Intelligent Systems Services, LLC What is Transformational Leadership?
  40. 40. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 40 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
  41. 41. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 41 Intelligent Systems Services, LLC Leading Change: Why Transformations Succeed or Fail
  42. 42. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 42 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”
  43. 43. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 43 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.
  44. 44. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 44 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?
  45. 45. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 45 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
  46. 46. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 46 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
  47. 47. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 47 Intelligent Systems Services, LLCThree Facets of Effective Transformation Individual Organization Team
  48. 48. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 48 Intelligent Systems Services, LLCWhat’s Changing? “Things” We Ask Change Targets to Change:  Processes – How they do their work  Overall Approach / Philosophy to “Work”  What they Care About and Actively Attend to…  Values  Measurements  Stakeholder Relationships  Organizational Design  Key Assumptions  Sacred Cows  Time Management  Compensation  Individual Performance Goals
  49. 49. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 49 Intelligent Systems Services, LLCChange vs. Transition Change – shift happens Transition – Internal process to respond to that shift Transitions Phases 1.) Ending Phase 2.) Neutral Zone 3.) “New Beginning” Period
  50. 50. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 50 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.
  51. 51. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 51 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)
  52. 52. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 52 Intelligent Systems Services, LLC The Twenty-First Century Strategic Leader (Hustler)
  53. 53. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 53 Intelligent Systems Services, LLC Adaptable Behavior Goal-Oriented Behavior Intelligent Behavior Learner Behavior Effective Behavior A.G.I.L.E. = Being Flexible
  54. 54. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 54 Intelligent Systems Services, LLC A.G.I.L.E. = Adaptable Behavior
  55. 55. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 55 Intelligent Systems Services, LLC Ten Goals to Success A.G.I.L.E. = Goal-Oriented Behavior 1. Know the terrain 6. Give mind-boggling service 2. Seize the opportunity 7. Build the team 3. Find a mentor 8. Get more from less 4. Radiate zeal 9. Notch it upward and onward 5. Work with tenacity 10. Give something back
  56. 56. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 56 Intelligent Systems Services, LLC A.G.I.L.E. = Intelligent Behavior Six of Intelligent Behavior Innovation Insight Initiative Influence Interpersonal Integrity
  57. 57. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 57 Intelligent Systems Services, LLC L = Listen effectively E = Exhibit enthusiasm about contributing to something bigger A = Aspire toward excellence R = Recognize the importance of being lifelong learner N = Nurture personal development in yourself and others E = Enjoy self-directed learning R = Review your life as a series of emotional learning experiences A.G.I.L.E. = Learning Behavior
  58. 58. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 58 Intelligent Systems Services, LLC A.G.I.L.E. = Effective Behavior
  59. 59. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 59 Intelligent Systems Services, LLC A.G.I.L.E. = Effective Behavior
  60. 60. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 60 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
  61. 61. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 61 Intelligent Systems Services, LLC Goal Management Resource Management Interface Management Performance Management G.R.I.P. = Being In-control
  62. 62. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 62 Intelligent Systems Services, LLC G.R.I.P. = Goal Management Organization Goals Organization Design Organization Management Process Goals Process Design Process Management Job/Performer Goals Job/Performer Design Job/Performer Management Motivation Metric Baseline Goal Units of Measure Target (%) Reduce process time Transaction time 4 2 Hours 50% Improve quality Exceptions produced 10 2 Exceptions 80% Reduce manual processing Processing time 40 20 Hours 50% Reduce case investigation time Investigation elapsed time 40 1 Hours 99.75% Reduce complexity People involved in process 5 1 People 80% Reduce processing time Cost per request $840 $420 Dollars 50% Improve customer service Response time to client 12 4 Hours 67% Reduce costs Cost per document $50 $10 Dollars 80% Improve compliance Fines $10,000 $1,000 Dollars 90% Reduce training time Training modules 7 3 Modules 57%
  63. 63. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 63 Intelligent Systems Services, LLC G.R.I.P. = Goal Management G = Get to the defined finish line O = Obtain short-term term and long-term satisfaction A = Aspire to be part of something great, and never give up! L = Lead –be the example of “making it happen” S = Seek a wholistic solution through systems thinking driving goals for organizations, process, and job/performer
  64. 64. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 64 Intelligent Systems Services, LLC G.R.I.P. = Resource Management Organization Goals Organization Design Organization Management Process Goals Process Design Process Management Job/Performer Goals Job/Performer Design Job/Performer Management
  65. 65. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 65 Intelligent Systems Services, LLC G.R.I.P. = Resource Management R = Realize goal attainment E = Estimate time, cost, and people S = Simplify work effort by having appropriate resources O = Obtain quality work effort and results U = Understand the hidden details R = Rework the second time the first time C = Check for optimum resource utilization to avoid unnecessary costs E = Evaluate each resource’s contribution to the project
  66. 66. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 66 Intelligent Systems Services, LLC G.R.I.P. = Interface Management Function 1 Function 5Function 4 Function 6 Function 2 Function 3 Interface Identified Criticality Gap Action Resources Due Date Responsibility Comments Interface Management Plan
  67. 67. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 67 Intelligent Systems Services, LLC G.R.I.P. = Interface Management I = Identify and evaluate “white space (interface) between functions N = Notice the customer-supplier relationships T = Tailor a risk-based approach E = Examine risks and rank them by criticality R = Remove any barriers to effectiveness and efficiency F = Find reasonable criteria to identify interfaces to manager A = Attend to establishing and monitoring measures that indicate quality C = Create an action plan to improve interfaces E = Execute interface management action plan
  68. 68. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 68 Intelligent Systems Services, LLC G.R.I.P. = Performance Management
  69. 69. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 69 Intelligent Systems Services, LLC G.R.I.P. = Performance Management
  70. 70. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 70 Intelligent Systems Services, LLC Project Level Business Transformation Activities  Focus on benefits Think of projects in terms of business-led transformation activities  Resourcing Realize the benefits will depend on A.G.I.L.E. L.E.A.D.E.R.S.H.I.P. with a G.R.I.P.  Notching it upward and outward Do the projects continually present opportunities to C.H.A.N.G.E. (Why)  Sustainability Sustain Success by Achieving Excellence – C.H.A.N.G.E. (How)  Skills development Underpinning all these factors is the need for skills and knowledge development
  71. 71. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 71 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*
  72. 72. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 72 Intelligent Systems Services, LLC SUMMARY
  73. 73. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 73 Intelligent Systems Services, LLC Strategic hustler role in Business Transformation  Customer First Going beyond expectations to make every contact easy and rewarding.  Innovation A unique idea or creative problem solving.  Lead by Example Embodying the positive attitude that brings out the best in others and encourages collaboration.  Deliver Excellence People taking on challenges and seizing opportunities.  Bottom Line Impact Actions that drive greater efficiency, increase revenue, or decrease costs.
  74. 74. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 74 Intelligent Systems Services, LLC Strategic Hustler’s Motto  Be Great, Dedicated, Determined, and Driven! [BG3D]
  75. 75. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 75 Intelligent Systems Services, LLC THE END
  76. 76. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 76 Intelligent Systems Services, LLC THANK YOU! ‘Jazakum Allah Khayran’( ‫ا‬ ً‫ْر‬‫ي‬َ‫خ‬ ُ ‫ه‬‫اَّلل‬ ُ‫م‬ُ‫ك‬‫ا‬ َ‫ز‬َ‫ج‬( ‘ "May Allah reward you [in] goodness."
  77. 77. www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 77 Intelligent Systems Services, LLC Questions and Answers

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