Common Challenges Global roll out process for IT systems and in general can be:
lengthy process
pains of change
prone to mistakes
significant risks
considerable costs
Investment write off before delivery
no benefits delivered
negative impact on efficiency and/or growth
Industry Statistics*Large IT efforts often cost much more than planned; some can put the whole organization in jeopardy. The companies that defy these odds are the ones that master key dimensions that align IT and business value.
Mc Kinsey Study *
Facing the Reality Remote and virtual teams for an international enterprise;
Always been there;
Not always been recognised as a team;
Not always been managed as a team.
Was it effective?
Fear to rely on.
No trust
When do we trust?
We see
We hear
We leave three other senses for lunches and dinners
Then, we believe that we can control => manage => make it efficient
Do we still trust if it is not here? Ironically, YES!
Trust is the only enabler and tool left to managers of the virtual and remote teams.
“The best way to find out if you can trust somebody is to trust them.” ― Ernest Hemingway
Choices for an international enterprise Be there
Cluster activities in one location
Establish “neural” network of trust
Outline
Build
Use
Benefit
Reapply and spread further
Mirror Funnel Stakeholder Management Radius is narrowing down:
Initialisation
Requirements
Scope
Stakeholder Management Radius is widening up:
Build and Delivery
Testing
Roll Out
Build the Team Observe, Identify & Engage
local subject matter experts, leaders and IT talents
Build a strong remote and/or virtual delivery team
Involve them from the start of the project
Analyse roll out options and kick off preparations
Consult with them throughout project delivery
Let them test
Leave the roll out process to them
Narrow Down – Get it defined Stakeholder Management – key verbs:
Initialisation: listen
Requirements: collect
Scope: select
Outlining the future “neural” network
Trust your senses
Trust your knowledge
Trust others
Widen Up – Get it Done and Used Stakeholder Management – key “verbs”:
Build and Delivery – set expectations
Testing - convince
Roll Out – prove
Use the established “neural” network
Test robustness
Align
Spread: Give freedom to act
G-Localisation: 2D model
G (global/ centralised/ standard) dimension
Local representatives form the core global roll out team
Collective learning and identifying fundamental common rules
Stretch the gained knowledge into the new way of working
Creativity area for the process optimisation opportunities
Benefits sketch
L (local) dimension:
Specific country requirements
“translate” G-messages to L-environment
Change management agents
G-L-T Recipe for Success mixed on Trust G (global)
Project vision, strategy, approach, plan, leadership
L (local)
Representation, buy in, organisation, usage
T (trust)
Relationships, leadership foundation
Between team members
Between the team and the rest of the organisation
Main beneficiary Global initiatives such as IT projects
Shrunken time frame for the actual roll out
From few months/years down to weeks and even 24 hours
Allow time to prepare – but it is planned time
Cost avoidance such as travel related & accommodation
Thousands - millions
Risk mitigation:
Continuous validation
Thank You My team for giving me an opportunity to drive and deliver
complex enterprise solutions by trusting them .... And to learn what I told you today from it!
Deanna Kosaraju
Linked-In
Anita Borg Institute for Women and Technology
... And all of you!
HAPPY INTERNATIONAL WOMEN’S DAY!