1. Dr Inna Stelmukh, 11th March 2015

2. Common Challenges
 Global roll out process for IT systems and in general can be:
 lengthy process
 pains of change
 prone to mistakes
 significant risks
 considerable costs
 Investment write off before delivery
 no benefits delivered
 negative impact on efficiency and/or growth

3. Industry Statistics*
Large IT efforts often cost much more than planned;
some can put the whole organization in jeopardy. The
companies that defy these odds are the ones that
master key dimensions that align IT and business
value.
Mc Kinsey Study *

4. Origin of Well Known Challenges*
TRUST?

5. Facing the Reality
 Remote and virtual teams for an international enterprise;
 Always been there;
 Not always been recognised as a team;
 Not always been managed as a team.
 Was it effective?
 Fear to rely on.
 No trust

6. When do we trust?
 We see
 We hear
 We leave three other senses for lunches and dinners 
 Then, we believe that we can control => manage => make it
efficient

7. Do we still trust if it is not here?
 Ironically, YES!
 Trust is the only enabler and tool left to managers of the
virtual and remote teams.
“The best way to find out if you can trust
somebody is to trust them.”
― Ernest Hemingway

8. Choices for an international enterprise
 Be there
 Cluster activities in one location
 Establish “neural” network of trust
 Outline
 Build
 Use
 Benefit
 Reapply and spread further

9. Mirror Funnel
 Stakeholder Management Radius is narrowing down:
 Initialisation
 Requirements
 Scope
 Stakeholder Management Radius is widening up:
 Build and Delivery
 Testing
 Roll Out

10. Build the Team
 Observe, Identify & Engage
 local subject matter experts, leaders and IT talents
 Build a strong remote and/or virtual delivery team
 Involve them from the start of the project
 Analyse roll out options and kick off preparations
 Consult with them throughout project delivery
 Let them test
 Leave the roll out process to them

11. Narrow Down – Get it defined
 Stakeholder Management – key verbs:
 Initialisation: listen
 Requirements: collect
 Scope: select
 Outlining the future “neural” network
 Trust your senses
 Trust your knowledge
 Trust others

12. Widen Up – Get it Done and Used
 Stakeholder Management – key “verbs”:
 Build and Delivery – set expectations
 Testing - convince
 Roll Out – prove
 Use the established “neural” network
 Test robustness
 Align
 Spread: Give freedom to act

13. G-Localisation: 2D model
 G (global/ centralised/ standard) dimension
 Local representatives form the core global roll out team
 Collective learning and identifying fundamental common rules
 Stretch the gained knowledge into the new way of working
 Creativity area for the process optimisation opportunities
 Benefits sketch
 L (local) dimension:
 Specific country requirements
 “translate” G-messages to L-environment
 Change management agents

14. G-L-T Recipe for Success
mixed on Trust
 G (global)
 Project vision, strategy, approach, plan, leadership
 L (local)
 Representation, buy in, organisation, usage
 T (trust)
 Relationships, leadership foundation
 Between team members
 Between the team and the rest of the organisation

15. Main beneficiary
 Global initiatives such as IT projects
 Shrunken time frame for the actual roll out
 From few months/years down to weeks and even 24 hours
 Allow time to prepare – but it is planned time
 Cost avoidance such as travel related & accommodation
 Thousands - millions
 Risk mitigation:
 Continuous validation

16. Thank You
 My team for giving me an opportunity to drive and deliver
complex enterprise solutions by trusting them .... And to learn
what I told you today from it!
 Deanna Kosaraju
 Linked-In
 Anita Borg Institute for Women and Technology
 ... And all of you!
HAPPY INTERNATIONAL WOMEN’S DAY!

17. Referencies
 * “Delivering large-scale IT projects on time, on budget, and on
value” - Michael Bloch, Sven Blumberg, Jürgen Laartz/
McKinsey & Co, Business Technology Office, October 2012