Enterprise Project Management Solutions - Install and train, job done? by "Da...
The Change
1. Proprietary and Confidential |
The Impact of Change Management
during IT Transformation
1
A perspective from Staffing Operations by Frank Benintende
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The Journey of IT Transformation
l What does an Change Management need to identify
during a IT transformation.
l How does it interact with the overall IT strategic plan.
Need goal for this training … Why this, Why Now
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Winning Through Talent in Uncertain Times
l NOW, more than ever, is the time to focus on your
people — the key to your future success.
l Strategic Talent Management should be an even higher
priority than ever.
l the time to motivate and engage your employees — to
reassure and cultivate your top talent, and make sure they
recognize the bright future they have in your organization.
l re-evaluate your goals, and make sure your entire team
understands the impact their contributions deliver — to
make sure everyone is working on the right things.
l ways to accelerate your strategies. So when this economy
turns upward again, you will be poised and ready to make
the most of it — with an energized workforce aligned
behind your strategic goals.
l Now is the time that strategic Talent Management matters
most.
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The way which Ryder will accomplish our vision..
l Through the orchestration of a Change Management
Plan that is interwoven throughout Ryder’s 5 year IT
Transformation initiative and how our Human Capital
adjusts to the constant pulse of its projected program
plan
e.g., Conducting is the art of directing a musical performance by way of visible
gestures. The primary duties of the conductor are to unify performers,
set the tempo, execute clear preparations and beats, and to listen critically
and shape the sound of the ensemble.
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Business Transformation - defined
l It is about making fundamental changes in how
business is conducted in order to help cope with a shift
in the market environment .
► When: The need for business transformation may be
caused by external changes in the market such as an
organization's products or services being out of date,
funding or income streams being changed, new
regulations coming into force or market competition
becoming more intense. This management approach is
widely used:
ü to increase revenue or market share
ü to improve customer satisfaction
ü to cut costs
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What is needed
l An evolutionary strategy, a smarter vision for
harvesting business advantage from large and varied
data stores with advanced analytics:
► Smart consolidation of information and the logical data
warehouse for centralization
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This can all be accomplished through embracing
- Radical Simplification?
Q: How do we understand that Productivity is the true competitive
advantage
In Radical Simplification:
l You have to do more with less and do it better than before.
l This can be accomplished through:
Empowering yourself:
► Your effectiveness depends heavily on your credibility among your team members. Humility has a place
here, and it helps if you’ll sell whenever you tell
► Determine a clear agenda: It stands to reason that your work group cannot be effective without a clear
sense of direction. As General Patton said, “…a good battle plan that you act on today can be better
than a perfect one tomorrow.”
► Focus on the hard results rather than the intangibles
► Analyze your people assets: Too often organizational simplification spawns further reorganizations
because teams were thrown together in a haphazard manner. Approach this exercise as if all team
members were new hires. Change rewrites job descriptions.
► Carve out roles and responsibilities: Let there be no question regarding where one job starts and the
next one stops. Leave no blur regarding the responsibilities each person is supposed to shoulder.
You’re kidding yourself if you think you can get good results during the chaos of simplification (change)
without role clarity.
► Lay new communications pipelines: Give your team members constant updates.
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We will build on our ability to drive Efficiency and Effectiveness
to deliver on two more key objectives: Growth and Greatness
How much it takes to
get things done.
Efficiency is measured
by the total cost of
doing something –
how much time it
takes, how much
money we have to
invest, how much
effort our employees
have to expend to do
it.
Doing the right
things, and doing
them well.
Effectiveness is
measured
by whether we are
producing the
outcomes we intend to
produce. Understand
what the high-value
work is that will get us
the results we want.
Moving from low-
value to high-value
spaces.
We need to enable
profitable revenue
growth. Growth will
come from new
clients, new
geographies, new
market segments, and
new offerings.
Operational and
behavioral alignment
with Ryder values and
strategic priorities.
We seek to be the
model of the premier
21st century globally
integrated classroom
with world class
capabilities. (Process,
policy, governance,
cultural and
organizational structure,
etc.)
GreatnessEfficiency Effectiveness Growth
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“If I have a thousand ideas and only
one turns out to be good, I'm
satisfied." ~ Alfred Nobel
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We need to focus on and strengthen five key
capabilities in order to meet our objectives
MAXIMIZING
FOR TOTAL
VALUE
CREATION
GETTING
TO A TRULY
DIFFERENTIATED
ADVANTAGE
FOR HOW WE
OPERATE
OPTIMIZING
THE WHOLE
SYSTEM
DESIGNING
FOR THE
HUMAN
EXPERIENCE
CREATING
SMARTER,
SIMPLER,
SUSTAINABLE
WAYS OF
DOING WORK
To super-optimize
for total value-
creation for clients,
employees,
communities, and
investors:
– Efficiency
– Effectiveness
– Growth
– Greatness
To value not just
the process or way
of working as its
engineered, but by
how it’s
experienced:
– Putting the human
being at the center
of the process
– Understanding how
tools, programs, and
processes are
experienced
– Designing useful
performance in,
and needless
complexity out
To take our
standardized
processes and
approaches and
advance them so
they:
– Ensuring they are
differentiating
for Ryder
– Representing a
uniquely Ryder way
of creating value
within the logistical
educational field
On a smarter
planet,
new ways of
working become
possible:
– Ensuring
infrastructures,
systems, processes
can become
instrumented,
interconnected,
and intelligent
– Eliminating waste
– Finding simpler ways
to get the work done
– Applying technology
in the services of
giving people time
to think
Become the
world’s
best systems
thinkers
at leading—not
just managing—
for:
– Integrating the company,
so it can transform
– Reducing end-to-end
global training costs
– Maximizing return on
end-to-end investment,
end-to-end results
– Reducing end-to-end
waste
– Ensuring end-to-end
sustainability—a
healthier learning
system
