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Welcome & Opening Remarks
Ralph LouraChief Information Officer
About The Clorox Company
• Fiscal year 2010 revenues of $5.2 billion
• About 8,300 employees worldwide
• Products made in more than two dozen countries and marketed in more than 100 countries
Portfolio of Leading Brands
FY’10 Sales By Business Unit
IT Operating Model Transformation
• Clorox developed and is applying a transformation model --based on communities of practice -- that is retooling IT talent to better leverage the changes coming in a cloud-oriented world.
• Adopting social / collaboration techniques to build IT capabilities, while driving “personal ownership” of individual career AND organizational development
IT Operating Model: Principles
• Tie IT organization to business-value creation
– strategic planning, business engagement, new capability delivery, user productivity, optimize IT cost to serve
• Key enabler of our Solution Lifecycle Management processes
– Stage-gate managed processes
• Leverage “social” tools & metaphors to build IT capabilities
– create communities of practice, build online collaboration spaces, etc
• Segmentation of IT capabilities
– Define where to invest, maintain, optimize
– Determine when to buy / rent vs build / grow
Our IT Processes: Solution Lifecycle Management
DiscoveryPlanning
Solutioning
Delivery
Value Capture
StageGate 0
StageGate 1
StageGate 2
StageGate 3
EOL &Ideation
ClientManagement
SolutionDesign
Project Management
OperationalExcellence
Architecture& Strategy
Governance
IT Operating Model: Capability Segmentation
Maintain capability at
most efficient cost:
Reduce
or eliminate:
Increase investment in for competitive
advantage:
•Master Data Maintenance
•IT Procurement
•Audit/Compliance process – goal to
streamline efforts across CLX & partners
•Technology Strategy & Architecture
•Process/Technology Solution Design
•IT Client Management
•Program/Project Management (IT Projects)
•Business Analysis
•Systems Development & Maintenance
•Data Center Operations
•Help Desk & Equipment Support
•Network & Telecommunications Services
•Disaster Recovery
•Process Consulting – potential integration
with other similar resource
•Information Management – Security, Operations
•Portfolio Planning & Management
•Technology Adoption/Training
IT Operating ModelClorox Business
InfrastructureOperations
ApplicationsMaintenance
Business Engagement
&Application
Delivery
(BusinessFunctions)
BusinessEngagement
&Application
Delivery
(BusinessUnits)
Architect,Strategy
&Governance
IT Organizational Structure
Enhanced with Communities of PracticeClorox Business
Infrastructure Applications
BEAD(BusinessFunctions)
BEAD(Business
Units)
Architecture,Strategy &
Governance
Client Management Community of Practice
Project Management Community of Practice
Architecture Community of Practice
Business Analysis Community of Practice
Solution Designer Community of Practice
ImproveRelationships& Reputation
ImproveDelivery &Solutions
Our Transformation Journey• 10 months into IT Op Model Transformation
– Talent acquisition challenging for the right skills (solution designer)
• Communities of Practice are keys to teams taking “personal ownership” to build our organization
– Tie to corporate strategy of “enthusiastic owners”
– Part of everyone’s “people development” PMP objectives
– Use your “social networking” and “knowledge management” capabilities to drive collaboration & team building
• Regularly refine segmentation of IT capabilities
– Reassess where to invest, maintain, optimize
• Plan to evolve your talent & partnership model based on changing business needs & technology trends
– Talent management architecture of where to buy / rent vs build & grow
Example: Client Management Competencies
Competency Community
of Practice
(Mentoring,
Brown Bags)
On the
Job
Training
CLX Classes Outside
Classes
Stakeholder Management x x Navigating Beyond Conflict
High Impact Feedback & Listening
Influence / Negotiation / Selling Skills x x Influential Leadership
Set Strategy x x
Drive Results x x Accelerating Business Decisions
People Management Skills x Manager Certification
Coaching for Development & Results
Project Management knowledge x x PMI
Problem Solving Skills x x
Communication Skills x x Communicating with Impact
Presenting Powerfully
Example: Capability Planning Journey Map
Capability
required
Build,
Buy or
Borrow?
Progress
made in FY10
FY11 FY12
Client Management
(Stakeholder
Management,
Communication,
Influence, Strategy
setting, Selling)
Buy & Build Defined new roles
and convert BSMs
to Client Managers
IDPs and PMPs to
drive new
responsibilities
Community of
Practice formed
Use COP to drive
adoption of best
practices
IDP to include COP
mentoring, formal and
informal training for
each CM