This presentation covers bridging the gap between IT and business and how to, through cooperation, achieve the best results. Also, how understanding tribal behavior is important and how to achieve a great working enviroment.

1. MERCURY PROCESSING
SERVICES INTERNATIONAL
CULTURAL TRANSFORMATION
IN I&O:
FROM IT CROWD TO BUSINESS
ENABLERS
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Danijel Božić
London, November
27th 2018

2. DANIJEL BOŽIĆ
1
Head of Service Management
Tel.: +385(0)1 64 56474
Mob.: +385(0)98 253 489
e-mail: danijel.bozic@mercury-processing.com
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3. Located in Croatia and Slovenia, we serve clients from the
financial and banking sectors across Central and Eastern
Europe and North Africa. Our portfolio is tailored to meet
regional, local market or individual client requirements and
business strategy.
We are part of Concardis Payment Group, a leading provider
of digital payment solutions with 1,000 employees serving
customers in Germany, Austria, Switzerland and South-
Eastern Europe.
Technological expertise is the main driver of enhancing and
enriching our existing business relations, as well as the main
source for innovations we provide in the payment industry.
ABOUT US
2
Mercury Processing Services International is a provider of payment solutions, dedicated to developing and managing its
payment business on an international level. Company was established in 2009.
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4. PART 01
The tale of IT alignement to Business
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5. Source: https://www.xkcd.com/664/NORMAL – LIMITED EXTERNAL AUDIENCE
IT’S ALL ABOUT PERCEPTION
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6. 5
IT – BUSINESS ALIGNEMENT MANTRA
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IT Leaders must be more process focused; they must align more closely
with the needs of the business.
Source: Adrian Hall: https://www.slideshare.net/nairdallah?utm_campaign=profiletracking&utm_medium=sssite&utm_source=ssslideview

7. CLOSING THE GAP
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8. PART 02
Teams, tribes and the culture
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9. 8
TEAMS, TRIBES AND THE CULTURE
NORMAL – LIMITED EXTERNAL AUDIENCE Source: https://www.zapposinsights.com/blog/item/toni-what-culture-means-to-me
Businesses often forget about the culture, and ultimately, they suffer
for it because you can't deliver good service from unhappy employees.
*Zappos – Online retail company acquired by Amazon
Tony Hsieh, CEO of Zappos*
Customer centricity vs. Employee centricity: Happy employees lead to happy customers

10. 9
TEAMS, TRIBES AND THE CULTURE
Great reading: Tribal Leadership:https://www.triballeadership.net/media/TL-L.Excellence.pdf
Stage Mood Theme Relationship
5 Innocent Wonderment “Life is great” Team < 2%
4 Tribal Pride “We’re great (and they’re not)” Stable partnership 20%
3 Lone Warrior “I’m great (and you’re not)” Personal domination 50 – 55 %
2 Apathetic Victim “My life sucks” Separate 25%
1 Despairing Hostility “Life sucks” Alienated < 2%
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5 stages of culture, according to „Tribal Leadership”, book by Logan, King and Fisher-Wright
http://www.triballeadership.net/business-culture/five-stages-of-culture

11. 10
TRANSFORMATION STARTS WITH A
BRAVE INDIVIDUAL
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12. PART 03
IT tribes specifics
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13. Variety of interactions makes story of the culture extremely interesting
Vendors
Server admins
PC Support
Users
Service Desk
DBAs
Network admins
Security
Audits
Digital / innovative developers
Application Management
Business
IT TRIBES
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External developers

14. 13
OPPOSITE FORCES: MAIN REASON
WHY CULTURE IS NOT IMPROVING
IT
Security Usability
Mergers Spin - offs
Economy of scale Startup economy
Stability Agility
Cost reduction need Customer centricity
Rules & regulations Creativity
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15. PART 04
Closing the gap – Mercury examples
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16. 15
MERGERS AND SPIN-OFFS
Big Bank’s (PBZ) card department + Amex payment provider
PBZ Card
PBZ Card + small bank’s card department from Slovenia (BK)
Intesa Sanpaolo Card (ISPC)
ISPC - Mercury Processing Services International (MPSI)
CPG + Nets = „Leading European payments player”
MPSI + Concardis + 3 other German companies
Concardis Payment Group (CPG)
2006
2009
2016
2018
2019
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17. 16
Roles „natural behaviour”:
DEALING WITH IT SPECIFICS
? ! ? Should it be like that ? ! ?
„Engineers don’t
like being in
meetings”
„It’s not
network – it’s
application”
„It was not in
specs”
„Security has to
be tough”
„Service
desk is just
forwarding”
„Change
managers are
bureaucrats”
„Work as
designed”
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HOW TO ACHIEVE CRITICAL MASS
OF BRAVE INDIVIDUALS

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ROLE OF SERVICE MANAGEMENT
IN BUSINESS ENABLEMENT
Communication hub and a good
place to sparkle transformation
Voice of IT
Voice of the customer
Service stability
Issue resolution
Service quality measurement
Metrics establishment
Service definition
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20. PART 05
Conclusion
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Classic, well established concepts:
• IT becomes business
• DevOps, Agile
• Customer centricity
• Bi-Modal
KEY TAKEAWAYS
Bonus video: The Expert, or how specialists in Stage 2 percieve Business
Don’t forget to (re)think of these ideas:
• Tribal transformation starts with clever and empathic people
• Employee centricity
• Cultural transformation strategy upon mergers and spin-offs
• Service management role in cultural transformation and IT
value to business catalyst
1
2

22. CONTACT US
21
+385 1 6456 041
www.mercury-processing.com
Radnička cesta 50, 10000 Zagreb
info@mercury-processing.com
LinkedIn
Facebook
Google +
InPayments
YouTube
Vimeo
Soundcloud
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23. THANK YOU!
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