Leading in a Virtual Environment

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Cognizant CIO Mark Greenlaw discusses strategies for leading a "virtual" IT workforce that is spread across 12 countries in 4 continents.He presented at the Boston Society for Information Management.

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Leading in a Virtual Environment

  1. 1. Leading IT in a Virtual Workforce<br />Mark Greenlaw, CIO<br />Cognizant<br />
  2. 2. Cognizant Profile<br />Global IT Services Company<br />Founded in 1994 as D&B Spin-off<br />$3.27 B Revenues for 2009<br />570+ Customers<br />Fastest Growing in Industry (Source: BusinessWeek)<br />2<br />© 2008, Cognizant Technology Solutions. Not for Reproduction<br /><ul><li>78,000+ Employees
  3. 3. Headquartered in New Jersey, with Global Operations
  4. 4. Member of S&P 500, Fortune 1000</li></li></ul><li>Client-Focused Global Delivery Network<br />3<br />© 2009, Cognizant Technology Solutions. Confidential<br />
  5. 5. IT @ Cognizant: Technology & Transformation Services<br />Provides business applications, technology infrastructure, and process improvement services to Cognizant business functions and associates.<br />Mission is to enable scalable global business processes and technology platforms within Cognizant. <br />950+ global team members organized into 3 groups:<br />Enterprise Application Services – provides global application development & maintenance services <br />Network & Systems Services – provides global data center, network, computing, messaging, and desktop services <br />Office of the CIO – provides overall IT management: strategy, architecture, relationship management, process improvement, organization change management, and Project and Portfolio Management. <br />4<br />© 2008, Cognizant Technology Solutions. Not for Reproduction<br />
  6. 6. Technology & Transformation Services TeamGlobal Footprint<br />5<br />© 2008, Cognizant Technology Solutions. Not for Reproduction<br />Toronto <br />London <br />Amsterdam<br />Frankfurt <br />Zurich <br />Shanghai <br />Singapore <br />Teaneck, NJ<br />Bridgewater, NJ Phoenix, AZ<br />Bentonville, AK<br />Chicago, IL<br />Schenectady, NY<br />Raleigh, NC<br />Reston, VA<br />Charlotte, NC<br />Maynard, MA<br />Holliston, MA<br />Wayland, MA<br />Chennai <br />Pune<br />Bangalore<br />Kolkata<br />Hyderabad<br />Coimbatore<br />Kochi<br />Mumbai<br />Gurgaon<br />Buenos Aires<br />
  7. 7. A Few of our Global Facilities …<br />6<br />© 2008, Cognizant Technology Solutions. Not for Reproduction<br />Chennai, India<br />Pune, India<br />Shanghai, China<br />Pune Data Center<br />
  8. 8. …and Office of the CIO<br />7<br />© 2008, Cognizant Technology Solutions. Not for Reproduction<br />Office of the CIO, Wayland, MA<br />
  9. 9. Topics<br />Cognizant’s view on the future of work<br />Leading virtual IT teams<br />Enabling other virtual leaders<br />8<br />© 2008, Cognizant Technology Solutions. Not for Reproduction <br />
  10. 10. 9<br />
  11. 11. Cognizant Thesis<br />10<br />The confluence of<br />Globalization,<br />Demographics, and <br />Technology<br />are changing the fundamental nature of organization and work itself<br />
  12. 12. Globalization: Population changes by 2050<br />11<br />5222<br />58%<br />729<br />632<br />3680<br />392<br />305<br />1803<br />768<br />796<br />520<br />
  13. 13. Globalization: The Invisible Hand<br />Not unlike the invisible hand of a “market” economy directing resources to the most optimal use<br />Production of goods and services no longer recognizing political boundaries<br />Corporate DNA is task-based, not geography-based<br />Increased mobility, the Internet, and low-cost telecommunications are fueling this trend<br />Well-codified processes are broken into sub-components, and then delivered wherever there is:<br />Highest quality<br />Greatest efficiency<br />Optimal talent<br />Ignoring or fighting today’s Invisible Hand is a losing game<br />12<br />© 2008, Cognizant Technology Solutions. Not for Reproduction<br />
  14. 14. Demographics: The Millennials<br />1/3 of the world’s population, 1/4 of the US population<br />The biggest generation in the history of the world, at a time of the greatest change in history<br />Born between 1977 and 1994<br />15 to 32 years old today<br />Becoming management in the next decade<br />13<br />
  15. 15. How are Millennials important and different?<br />John Della Volpe, Harvard University<br />“Millennials are…<br />digital natives,<br />fierce multi-taskers<br />who crave collaboration, <br />travel in packs, <br />and don’t mind status.” <br />
  16. 16. 15<br />Technology: The Coming Cloud<br />
  17. 17. Cloud is not just about computing<br />Processes, systems, and portions of businesses move “into the cloud” and become more virtual<br />“Anywhere IT” will enable the user to work from any location on any device, enabled by<br />Cloud computing<br />Application mobility<br />Social media<br />Source: Yankee Group , February 2009<br />All of these factors continue to change the nature of work and create a more virtual workforce<br />16<br />
  18. 18. Impacts<br />Different Organizational Designs<br />Different IT and Business Systems<br />Democratized Innovation<br />New Leadership Models<br />17<br />© 2008, Cognizant Technology Solutions. Not for Reproduction <br />
  19. 19. 18<br />© 2008, Cognizant Technology Solutions. Not for Reproduction<br />Leading Virtual IT Teams<br />Image by Avatrian, from Flickr, under a Creative Commons license. <br />
  20. 20. It’s hard to separate the issues<br />Virtual IT teams are:<br />Often global<br />Typically multicultural<br />Usually multigenerational<br />Often operate in different time zones<br />Sometimes cross organizational boundaries<br />Physical distance is just one factor affecting the performance of virtual teams – IT Leaders must deal with all of them at once.<br />19<br />© 2008, Cognizant Technology Solutions. Not for Reproduction<br />
  21. 21. Recommended Reading<br />Core Competencies<br />Create Context<br />Cultivate Community<br />Co-activate New Leaders<br />Leadership Tools<br />Techno-dexterity<br />Glocalization<br />Traverse Boundaries<br />Authenticity & Transparency<br />20<br />© 2008, Cognizant Technology Solutions. Not for Reproduction<br />
  22. 22. Embrace Workforce Virtualization<br />21<br />© 2008, Cognizant Technology Solutions. Not for Reproduction<br />
  23. 23. Be Sensitive to the Small Things<br />22<br />© 2008, Cognizant Technology Solutions. Not for Reproduction <br />In a virtual world, sports analogies, buzzwords, etc., may get lost in translation – be aware of culture and context<br />
  24. 24. Find Your Usha (Coach)<br />23<br />© 2008, Cognizant Technology Solutions. Not for Reproduction <br /><ul><li> Sensitive to cultural differences
  25. 25. Skilled in managing across global borders
  26. 26. Able to advise you on the mood and vibe of virtual teams</li></li></ul><li>Be Present and Mindful<br />24<br />© 2008, Cognizant Technology Solutions. Not for Reproduction<br />Video vs. audio conferencing requires that we be fully present – not multitasking<br />“The most precious gift we can offer others is our presence.”<br />“When you speak with 100% of your being, your speech becomes a mantra.” <br />- ThichNhatHanh, Zen Buddhist Monk<br />
  27. 27. 25<br />Enabling other Virtual Leaders<br />Image by DaneelAriantho, from Flickr, under a Creative Commons license. <br />
  28. 28. Understanding Virtual Teams<br />26<br />
  29. 29. Enable Techno-Dexterity<br />27<br />© 2008, Cognizant Technology Solutions. Not for Reproduction<br />Audio Conferencing<br />Phone<br />Email <br />Instant Messaging<br />Web <br />Conferencing<br />Telepresence & HD Video<br />Collaboration Spaces<br />Blogs, Wikis (CH1Blogs)<br />Streamed Media (Ctube)<br />Collaborative Work Environments (C2.0)<br />Social Networking Tools<br />
  30. 30. Techno-Dexterity Example<br />28<br />© 2008, Cognizant Technology Solutions. Not for Reproduction <br />
  31. 31. Techno-Dexterity Example<br />29<br />© 2008, Cognizant Technology Solutions. Not for Reproduction<br />
  32. 32.
  33. 33. Strong Ties, Weak Ties, and Innovation<br />31<br />None<br />Potential<br />Weak<br />Strong ties<br />Source: Andrew McAfee, MIT<br />
  34. 34. Strong Ties, Weak Ties, and Innovation<br />32<br />None<br />Potential<br />Who Wins - Compliance and Security or Innovation?<br />Weak<br />Strong ties<br />Source: Andrew McAfee, MIT<br />
  35. 35. Summary<br />Continued workforce virtualization is an unstoppable trend<br />Embrace the trend and sharpen your virtual leadership techniques<br />Enable your colleagues to become more effective virtual leaders<br />33<br />© 2008, Cognizant Technology Solutions. Not for Reproduction<br />
  36. 36. Recommended Reading<br />A Whole New Mind, by Daniel H. Pink<br />Cultures and Organizations, Software of the Mind: Intercultural Cooperation and its Importance for Survival, by GeertHofstede<br />Enterprise 2.0: New Collaborative Tools for Your Organization's Toughest Challenges, by Andy McAfee<br />Grown up Digital, by Don Tapscott<br />Leading the Virtual Workforce, by Karen SobelLojeski<br />Wherever You Go, There You Are, by Jon Kabat-Zinn<br />You Are Here, by ThichNhatHanh<br />34<br />© 2008, Cognizant Technology Solutions. Not for Reproduction<br />Contact Info: mark.greenlaw@cognizant.com<br />

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