Bill Haser, Vice President & CIO at Tenneco - Managing the IT transformation
•
1 j'aime•1,910 vues
Bill Haser, Vice President & CIO at Tenneco spoke at the CIO North America Event June 2013
Recommandé
Recommandé
Contenu connexe
Tendances
Tendances (19)
Similaire à Bill Haser, Vice President & CIO at Tenneco - Managing the IT transformation
Similaire à Bill Haser, Vice President & CIO at Tenneco - Managing the IT transformation (20)
Plus de Global Business Events
Plus de Global Business Events (20)
Dernier
Dernier (20)
Bill Haser, Vice President & CIO at Tenneco - Managing the IT transformation
- 1. Managing the IT Transformation H. William Haser Vice President and Chief Information Officer June 20, 2013 Marina Del Ray, California
- 2. Agenda • About Tenneco • The IT Inflection • Long Term Portfolio Planning • Changing Role of IT / New Capabilities • Creating the Organizational Roadmap
- 3. Headquarters Emission Control Manufacturing Ride Control Manufacturing Emission Control Engineering Ride Control Engineering 3 Nearly 25,000 employees serving customers globally from 89 manufacturing facilities and 14 engineering and technical centers Tenneco Global Operations
- 4. 4 Clean Air by segment Global Supplier of Emission and Ride Control Systems Tenneco Overview 2012 Revenue – $7.4 billion Ride Performance by segment $4.9 billion $2.5 billion
- 5. The Markets We Serve 5 Light Vehicle Large Platform Commercial Vehicle
- 6. Leading Aftermarket Brands • Tenneco’s brand management, marketing and distribution expertise have resulted in leading aftermarket Clean Air and Ride Performance market shares • Leveraging knowledge and capability as car parc grows in new regions 6 #1 Clean Air #1 Ride Performance #1 Clean Air #1 Ride Performance #1 Ride Performance
- 7. IT INFLECTION Tomorrow is Going to be a Very Different Day 7
- 8. SMAC Drives a New Way of Doing IT • Social Collaboration – Drive productivity via networking and employee synergy instead of automation • Mobile Computing – Changes user interface, and where and how work gets done • Analytics & Big Data – Need to link diverse data sources, and provide ability to quickly find all the needles in the data haystacks • Cloud Computing – Changes the provisioning model, and speed of delivery 8
- 9. Business Demands Pressurize IT* Business Demands 1. Business expects IT cost transparency by service 2. Business demands greater IT flexibility 3. Everything is expected to work together Pressure Points 1. Business relationship management 2. Application development 3. Integration 4. Share infrastructure services 5. PMO 6. Enterprise architecture 9 *Restructuring IT for Responsiveness: CIO Executive Board, 2011 And don’t ignore new security threats
- 10. Tenneco Specific Inflection Point • Wind down focus on SAP ERP deployment – Standard global process designs – Optimized project deployment approach – Solid across the board management support • IT enablement of standard global processes beyond ERP suite – Creating new process designs – Rationalizing diversified processes – Managing “second level” alignment on standardization • Greater number of smaller projects • Enabling organic growth with limited salaried headcount increases – Enabling rapid productivity increases – Effective management of the supply chain 10
- 11. LONG TERM PORTFOLIO PLANNING Placing your Bets 11
- 12. 12 Technology Councils • Driving IT Enterprise Architecture at the SBU or Functional Group level – Membership includes IT Enterprise Architecture team members along with IT-savvy representatives from the business units or functional groups. • Incorporating the voice of the business into IT Enterprise Architecture – Business representatives will collaborate with IT Enterprise Architecture team members to ensure that SBU or functional priorities are incorporated into IT roadmaps. • Ensuring that IT standards and roadmaps are used to support and enable business strategies – IT Enterprise Architecture team members will communicate existing IT roadmaps to business representatives so that existing and upcoming technology can inform business requests and decisions.
- 13. 13 Technology Council Schedule • Kickoff meeting: Month 1 – Review of the TechnoVision* framework – Technology cluster details – Initial review of business drivers • Second meeting: Month 2 – Update business drivers based on SBU / functional input – Prioritize business drivers based on SBU / functional input – Complete TechnoVision matrix • Final meeting: Month 3 – Review IT roadmaps based on completed TechnoVision matrix – Get feedback on IT roadmaps • There after: – Quarterly meetings – Review of outcomes across SBU’s and functional groups TechnoVision is a frame work for focusing IT-Business strategic alignment
- 14. 14 Example TechnoVision Matrix Business Drivers YouExperience FromTransaction toInteraction ProcessOn-The- Fly ThrivingonData Sector-As-A- Service Invisible Infrastructure Improve and expand communication to enable storing, sharing and discussion of information Increase production efficiency by enabling access to real-time data Improve quality management through better monitoring and internal benchmarking Improve maintenance management by increasing visibility to critical or expensive spare parts Improve production capacity management for future programs Standardize business applications (MES) Technology Clusters GlobalManufacturing M HM H M H M M M M M H M H M M
- 15. Why Long Term Plan is Still Important • Allows focus on areas that are key to business – Eliminates investment on areas that are not key to business success • Identifies missing capabilities – Develop internally – Manage externally • Used to link to business planning cycles – Ensure foundational elements in place timely – Links business projects to business success drivers • Improves Business – IT alignment – Fewer shadow IT projects – Capabilities in place when business expects them 15
- 16. CHANGING ROLE OF IT A whole new way of doing business 16
- 17. What Needs to Change – Agile IT • From Provider to Broker – Need to be able to effectively source new solutions • Development Agility – Quickly deliver many more smaller projects across diverse user interfaces • Integration Agility – Ability to quickly, robustly, and securely link multiple solutions • Infrastructure Agility and Transparency – Ability to quickly, robustly, and securely enable and support multiple solutions – Ability to provide reasonable visibility to service and solution costs • Project Management Agility – Manage resources, vendors and deliverable effectively across multiple projects • Architecture Scope and Scale – Effectively plan for required application, infrastructure, solutions, data and security – Provide flexibility at service level with a rational enterprise solution set 17
- 18. Tenneco IT Transformational Focus • IT Management – Managers and supervisors as leaders first, technicians second – Ability to adopt to rapidly changing organizational models – Ability to facilitate employee evolution • Vendor management office – Proper SLA’s for strategic and critical vendors – Management processes to drive performance – Evolve service in response to new initiatives and opportunities • Agile development – Addresses lack of specific requirements – More suited to smaller quicker projects – Linked to changing business expectation, and participation models 18
- 19. Tenneco IT Transformational Focus • Portfolio management – world class project management – Improve ability to manage more, but smaller projects • Bifurcated processes by project type – Reflect increasing role of solution providers – Better link to resource management • Expand architectural role – Add data and security architects – Embed architects into projects with new technologies • Provide analytics capability – Emphasize role of data governance – From ETL to SOA – From standard tools to a tool portfolio 19
- 20. Tenneco IT Transformational Focus • Security – From prevent to complicate, detect, respond and educate – Tools to minimize administration and focus on monitoring and responding – Clear guidelines for solution providers • Integration – SOA capabilities – Proactive interface management • Mobility – From standard PC and BB to employee owned devices – Tiered support strategy – Understanding of security options 20
- 21. CREATING THE ORGANIZATIONAL ROADMAP Making it Work – People are Always the Key to Success 21
- 22. Tenneco Talent Review Process Identify Talent Align on Talent Develop Talent 22
- 23. Organization Roadmap Principles • Most people can learn new capabilities – but it takes time • Maintaining Tenneco knowledge within IT can drive success • Need a vision of how organization will change • Clearly communicate what is changing to employees 23
- 24. Organizational Roadmap Prerequisites • Annual meetings to assess individual talent and development • Review of strategy and technology roadmaps to identify organizationally impacting events – New delivery models – New managerial and technical capabilities – Capabilities being obsoleted – Geographic focus • Agree on where to source new capabilities • Agree on top level changes to organization 24
- 25. Organization Roadmap Process HR Architecture Team SITManagerEmployee Create IT Future Vision Translate Vision into Roadmap Translate Vision and Roadmap into Top Level Organizational Design by Year Translate Top Level Organizational design into Detailed Design by Year Slot existing employees into future slots Develop IDP to realize Future Position Grade out new positions Develop plan to fill gap positions and address “left behinds Develop plan to fill gap positions and address “left behinds Organizational Roadmap Process
- 26. Organizational Roadmap Output Resource Group: Time Frame Environment Responsibilities Resources Internal / Out Sourced / Out Tasked Skills / Competencies Comments Describe key systems supported Describe key activities of this resource # of resources by job title Key skills you expect your team to Key assumptions Describe regions supported, and the group # of contractors by area have Challenges that need to be addressed business areas you work with FTE's or work done by third parties Identify gaps to current organization directly managed via SLA (not T&M) Describe key processes managed Describe expected changes from Describe expected changes from # of resources by job title Describe expected changes from Same as above above above # of contractors by area above FTE's or work done by third parties managed via SLA (not T&M) Describe expected changes from Describe expected changes from # of resources by job title Describe expected changes from Same as above above above # of contractors by area above FTE's or work done by third parties managed via SLA (not T&M) Describe expected changes from Describe expected changes from # of resources by job title Describe expected changes from Same as above above above # of contractors by area above FTE's or work done by third parties managed via SLA (not T&M) Current Short Term (Year n+1) Intermediate Term (Years n+2 & 3) Long Term (Years n+4&5) Organizational Roadmap
- 27. • IDP – Realistic career path – Candid feedback – Create development plan • Assessments – Competency Assessment Profile – Leadership Competencies – Skip level reviews • Development Activities – Training – Mentoring – Stretch assignments Develop Talent 27
- 28. 28