transformational leadership_TIE

transcript

Transformational LeadershipCora L. Carmody

Chief Information OfficerSAIC

About SAIC “Science Applications International

Corporation (SAIC) is the largest employee-owned research and engineering company in the United States, providing information technology, systems integration and eSolutions to commercial and government customers. SAIC engineers and scientists work to solve complex technical problems in national and homeland security, energy, the environment, space, telecommunications, health care and logistics. With annual revenues of $7.2 billion, SAIC and its subsidiaries, have more than 42,000 employees at offices in more than 150 cities worldwide. More information about SAIC can be found at www.saic.com.”

What are the leadership traits and organizational practices that will

take your organization to the next level of performance?

How do you define Leadership?

John C Maxwell : In the “21 Irrefutable Laws of Leadership” - "leadership is influence - nothing more, nothing less."

James M. Kouzes, Barry Z. Posner: In the “Leadership Challenge”, “the art of mobilizing others to want to struggle for shared aspirations”

Dimensions of Transformation People

Values and Culture Customer Satisfaction

Process & Technology Operational Performance Architecture and Governance

The Leadership Challenge Challenging the Process

Search out challenging opportunities to change, grow, innovate and improve.

Experiment, take risks, and learn from the accompanying mistakes

Inspiring a Shared VisionEnvision an uplifting and ennobling future.Enlist others in a common vision by appealing to their

values, interests, hopes, and dreams. Enabling Others to Act

Foster collaboration by promoting cooperative goals and building trust.

Strengthen people by giving power away, providing choice, developing competence, assigning critical tasks, and offering visible support.

The Leadership Challenge Modeling the Way

Set the example by behaving in ways that are consistent with shared values.

Achieve small wins that promote consistent progress and build commitment.

Encouraging the HeartRecognize individual contributions to the

success of every project.Celebrate team accomplishments regularly.

Values and Culture

Bringing Cultural Change Requires

Articulate a cultural vision which expresses the behavior we want to be known for

Gain agreement on the articulation Train around those behaviors Put structures/mechanisms in place that

motivate those behaviors Remind each other when we

demonstrate behavior counter to our agreed upon vision

Values and Culture; Employee Satisfaction

Collaboratively Develop Organizational Values

Listen Inject Fun into the environment Equip the team with communication and

leadership skills Don’t forget the families! Holidays are a great opportunity

ITS Values

We are a caring team, united in our message and behavior – as one in our passion for excellence. We play to win!

Everybody makes a difference; everyone deserves respect.

We recognize and solicit strength and expertise of those around us and trust them; We take pride in our team.

We recognize that alone we have a few good ideas; as a team, we have many great ideas.

We strive for continuous ways to provide open communication and feedback within ITS and with our Customers.

We keep our commitments to our customers and company through dedication and collaboration; delivering innovative and effective solutions.

We think and act “we”, not “I”; we think and act “our”, not “mine”.

We are open and honest to everyone at all times. Before we question someone’s motives or react to hearsay, we go to the source.

Laugh when we can and try to make others laugh, but never at the expense of others.

We challenge the process and challenge others to challenge the process with an open mind.

LIFT Lunch Includes Families Today (LIFT)

Bring Your Daughter/Son to Work

Values and Culture; Employee Satisfaction

Succession Planning and Career Development

Thinking the best of your team Building a culture of trust & continuous

improvement Brown Bag mentoring Logos and Shirts Community Involvement

Customer Satisfaction

Customer Satisfaction Listening Listening Face to Face – at their place Flexibility within the context of a

governance model and enterprise architecture

Striving to delight – to exceed valid expectations

Going the extra mile

Customer Satisfaction Multi-modal Communications

Email - askthecio@saic.com Web – insideIT Formal meetings – strategic, tactical, open

to all Remote site visits Cafeteria Outreach Brown Bags Tips ‘n Tricks

Customer Events; Ask IIS

Operational Performance

Operational Performance Metrics Process Definition and Improvement External Systems for structure, such as

TQM/Quality Improvement Capability Maturity Model (CMM, CMMi) IT Infrastructure Library (ITIL) 6 Sigma

6 Sigma Workforce empowerment Process control to reduce variation rigorous and disciplined methodology

uses data and statistical analysis to measure and improve a company's operational performance

identifying and eliminating problems, impediments, non value-added activities, overhead, and costs in processes.

Performance Measures: Desktop 1997

Opened Incidents Closed Incidents Remaining Incidents Trend in opened Trend in remaining incidents

Remaining Incidents

OpenedIncients

New Manager(QI Trained)

Started Daily Posting of RemainingIncidents

StartedQI Training for Team

Opened Incidents

Remaining Incidents

Opened Incidents Closed Incidents Remaining Incidents Trend in remaining incidents Trend in opened incidents

Performance Measures: Desktop 1998

Opened Incidents

Remaining Incidents

The Receivables Process & IT Team

Cross-functional team composed of finance, accounting, line, and IT

Used our Quality Improvement methodology – 7 step problem solving approach

Improved liquidity by $25M

Performance Measures; PRO Rearchitecture

PRO Systems Configuration

Before AfterProduction Servers 6 3Admin. Servers 2 2Development Servers 3 2Operations Test Servers 0 2Resumix Server 0 1Disaster Recovery 0 1

Prod. Capacity 38000 TPM’s 47000 TPM’sNew Modules: Benefits, Mfg./DistDatabase Growth X 2 XDisk Storage 460 GB 1.03 TBSystem Availability 75% 96%Planned Downtime 56 Hrs/wk 6 Hrs/wk

PRO Systems Performance MetricsBefore After

Year End processing 6 days 2 hrs(Time savings were accomplished due to software changes and re-architecture)CBR Processing 33 hrs 25 hrsPayroll 6 hrs 2hrsBrio Query > 5min < 1minDatabase Imports 48 hrs 6 hrsLabor processing 4.5 hrs 1.31 hrsPRO production systems annual expenses

Total Savings due to Re-architecture project 134K+156K=290K

Intangible Savings:Increased system performanceMore time for analysis with faster reportsIncreased system availabilityMore systems available for testing and other projectsIncreased customer satisfactionNewer technologyPro-Active Solutions

PRO; (Enterprise Resource

Planning implementation)

Architecture & Governance

Architecture and Governance Blueprint and Body Process Definition and Improvement Governance in the context of an

Enterprise Architecture Predicting the future of technology

Doing the Doing the Right ThingsRight Things

SAICSAICGrowthGrowthMeansMeans

the Right Waythe Right Way

SAIC FY06SAIC FY06Goals & Goals &

ObjectivesObjectives

SAIC SAIC ObjectiveObjective

StateState

Flawless Flawless ExecutionExecution

EnterpriseArchitecture

SAIC SAIC ObjectivesObjectives

ExternalExternalThreatThreat& Rqts& Rqts

StateStateofof

SAIC ITSAIC IT

Requirementsdrivers

Governance & Portfolio Mgt

Enterprise ArchitectureGuiding Principles

Leverage Existing Investments COTS Implementation Without Customization Reduce Latency – Right Time/Real Time Enterprise Capture Information Once – Eliminate Multiple Data Entry Ensure Security of Applications, Systems and Data Manageable and Serviceable – Lower Total Cost of Ownership

in Production Thin client – ubiquitous access Interoperability – within SAIC and with external customers Collaboration and Cooperation Transparency – single sign-on, location and data

independence Extensible and Open Application, Systems and Data

standards Reusability and Replaceability – Architect for Change

Enterprise Architecture – Guiding Principles

Governance and Portfolio Management

High Performance Transformation

Executive Management

Corporate & Line Organizations

Strategic Direction

Portfolio Management

Review Board

Horizon Project

Portfolio

Approved IT Projects/Priorities

Investment Review Board (IRB)

BusinessStrategy

ArchitecturalDirection

ApprovalAgenda

Doing the Right Things

Horizon Program Management

HorizonPMO

Horizon Project

Portfolio

ArchitecturalOversight

Doing Things Right

Project Mgrs

Baseline Project;Cost, Schedule, Rqts

In-ProcessStatus

(Quad charts)

DashboardStatus

Results

PRC Internal Information Systems (IIS) SAIC Information Technology Services (ITS)

Results Improved morale and teamwork Improved communication skills Significantly enhanced sense of

responsibility Greatly improved operational

performance Enhanced customer satisfaction A successful style of team-management

Summary

Contact infoCora Carmody

Senior Vice President and Chief Information Officer

SAIC 10260 Campus Point Drive

SAN DIEGO, CA 92121 (858) 826-3709 CA office (703) 676-5666 VA office

Cora.L.Carmody@saic.com

transformational leadership_TIE

Documents