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Lean IT Summit 2013
A company underwent a radical business transformation from traditional application services to disruptive innovation using a hoshin kanri approach. Goals were set to increase leader maturity and reduce fixed costs. Countermeasures included leadership training, a technical training office, and a fixed cost deep dive. Both continuous improvement (kaizen) and radical change (kaikaku) approaches were used. Innovation was defined as solving unknown problems and could not wait a year. Drivers included non-linear growth goals and increased competition threatening their sweet spot. Tools from lean were used in a portfolio approach to innovation, including rapid testing of prototypes rather than emulating startups. Results included disruptive strategies in new markets and regions. Benefits included intensive learning, conversations
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Lean IT Summit 2013
- 1. A company’s hoshinkanri journey: radical business transformation from traditional application services to disruptive innovation Leonardo Mattiazzi, VP EMEA & ASPAC VP of Innovation
- 2. Quick re-cap applying hoshinkanri in a high growth IT service organization Cesar Gon, CEO Ci&T, Lean IT Europe, Paris, November 2012
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- 5. Some examples growth enablement Increasematurity level of leaders Goal: 52% improvement Creation of the Technical Training Office Enhancements to Career Plan up Key Person Maturity Level mapping ow ll y fo Leadership training hl ont m Virtual training corporate performance Reduce fixed costs relative to rev Goal: 20% improvement Creation of the Hoshin Office Fixed Costs deep dive p wu o Travel vouchers foll ly nth Travel budgets mo Global relocation process review
- 6. Types of Countermeasures Kaizen- continuous improvement Kaizen - continuous improvement known processes Kaikaku - radical change maybe new processes Both suppose a known problem with a root cause identified
- 7. The follow-up plan Annualplanning cycles Monthly check & adapt cycles Standardization takes time!
- 8. How about innovation? Definitionof innovation (OECD): “The introduction of a new product or service in the market or of a product or service with significantly improved features” 1 Solving an unknown problem 2 Can not wait a year 3 It is not about standardization
- 9. What were ourdrivers? 1 True North 2015: non-linear growth 2 Increased competition: sweet spot threatened by less expensive players
- 10. What were ourdrivers? 1 True North 2015 Disrupt some markets... Lead the industry... Change the world...
- 11. How can “lean”help? “The subject lean and innovation is relatively new…” Dec 2012 Oct 2010 Jan 2007 Oct 2012
- 12. So what havewe done? Disrupt!
- 13. What tools havewe used? one single initiative pivot or die! portfolio based not emulate startups
- 14. What tools havewe used?
- 15. Results ? starting point Distribution Contract Under Discussion Client basis fornew strategy in ASPAC Today POCs Go2Mkt real disruption potential Several Use Cases Identified
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- 17. Soft benefits intensive collaborationand learning 8 communities 100 people n posts / week conversations with top biz executives door opener market knowledge access to business fast decisions speed-nemawashi (no drama!) asymmetrical bets strong bonds with one of the most innovative companies in the world
- 18. Investments pre-Disrupt! XXXXXXXXX BRL 212k Disrupt! Jan -Aug Prod Dev XXXXXXXXX BRL 257k Go-to-market XXXXXXXXX BRL 290k A lot of executive time and attention Events: 1 Europe 2 USA 1 China (Timex)
- 19. CI&T Digital Brain Understandyour customers’ journey real-time marketing intelligence Deliver content that influences behavior
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