Dr Inna Stelmukh, 11th March 2015

Preferences Thank you for your interest and attention.

Questions will be answered after the presentation.

Common Challenges Global roll out process for IT systems and in general for the

global projects can be:

lengthy process

pains of change

prone to mistakes

significant risks

considerable costs

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 *

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 *

Origin of Well Known Challenges*

Choices for international projects** Be there

Cluster activities in one location

Establish “neural” network of local presence under global direction Outline & Build

Connect and Conduct

Use

Benefit

Reapply best practices and spread further

** - this is applicable for any other complex multidimensional project (e.g. cross business/ cross functional)

Facing the Reality of International enterprise Remote and virtual resources for an international enterprise:

Always been there;

Not always been seen/recognised as a team;

Not always been managed as a team.

Was it an effective usage of the local presence?

Fear to rely on remote teams => No trust.

So, how trust can be brought in?

When do we trust? We trust ourselves and our senses

We see

We hear

Let’s leave other three senses for lunches and dinners

Then, we believe that we can control => manage => make it efficient

When do we trust? We trust ourselves

We see

We hear

Let’s leave other three senses for lunches and dinners

Then, we believe that we can control => manage => make it efficient

This is the “local” circle of trust i.e.

where a team

member is.

Do we still trust if we are not there? Ironically, YES!

Trust is a powerful enabler/tool left to managers of virtual and remote teams.

“The best way to find out if you can trust somebody is to trust them.” ― Ernest Hemingway

Do we still trust if we are not there? 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

This is a “leader’s choice"

when we engage a remote team.

Stakeholder (Resource) engagement –Mirror Funnel in IT projects

Stakeholder Management Radius is narrowing down:

Initialisation

Requirements

Scope

Stakeholder Management Radius is widening up:

Build and Delivery

Testing

Roll Out

Narrow Down – Get it Defined and Done

Stakeholder Management – key verbs:

Initialisation: listen

Requirements: collect

Scope: select

Outlining the future “neural” network

Trust your senses

Trust your knowledge

Trust others

Local 1 Local 2 Local N

Leader

Widen Up – Get it Tested 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

Leader

Local 1 Local 2 Local N

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

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

Origin of Well Known Challenges*

TRUST!

How does Trust drives for effectiveness of remote teams? Unclear objectives

Lack of business focus

Shifting requirements

Unaligned team

Reactive Planning

Some of unexplained causes

Establishing of a remote team represented by user community

ensures that those common drawbacks are addressed at the

start of the project

How does Trust drives for effectiveness of remote teams? Unclear objectives

Lack of business focus

Shifting requirements

Unaligned team

Reactive Planning

Some of unexplained causes

Establishing of a remote team represented by user community

ensures that those common drawbacks are addressed at the

start of the projecet

Alignment and adequate planning is ensured when

remote representatives are made working as a team

Main beneficiary Global initiatives such as IT projects

Ensures that delivery is on budget

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 of relevant currency

Risk mitigation:

Continuous validation/ reality check through local representation

Trust can be a key contributor to the overall success

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!

Referencies * “Delivering large-scale IT projects on time, on budget, and on

value” - Michael Bloch, Sven Blumberg, Jürgen Laartz/ McKinsey & Co, Business Technology Office, October 2012