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A company’s hoshin kanri journey: radical business transformation from traditional application services to disruptive innovation Leonardo Mattiazzi, VP EMEA & ASPAC VP of Innovation

Lean IT Summit 2013

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Page 1: Lean IT Summit 2013

A company’s hoshin kanri journey:

radical business transformation

from traditional application services to

disruptive innovation

Leonardo Mattiazzi, VP EMEA & ASPACVP of Innovation

Page 2: Lean IT Summit 2013

Quick re-cap

applying hoshin kanri in a high growth IT service organization

Cesar Gon, CEO Ci&T, Lean IT Europe, Paris, November 2012

Page 3: Lean IT Summit 2013
Page 4: Lean IT Summit 2013

Current Conditions

Goals

Gap Analysis

Counter-measures

Page 5: Lean IT Summit 2013

monthly follow up

monthly follow up

Some examples

Creation of the Technical Training OfficeEnhancements to Career PlanKey Person Maturity Level mappingLeadership trainingVirtual training

Goal: 52% improvement

Goal: 20% improvement

Increase maturity level of leaders

Reduce fixed costs relative to rev

Creation of the Hoshin OfficeFixed Costs deep diveTravel vouchersTravel budgetsGlobal relocation process review

growth enablement

corporate performance

Page 6: Lean IT Summit 2013

Types of Countermeasures

Kaizen - continuous improvement

Both suppose a known problemwith a root cause identified

known processes

maybe new processes

Kaizen - continuous improvement

Kaikaku - radical change

Page 7: Lean IT Summit 2013

The follow-up plan

Annual planning cycles

Monthly check & adapt cycles

Standardization takes time!

Page 8: Lean IT Summit 2013

How about innovation?

1 Solving an unknown problem

Definition of innovation (OECD): “The introduction of a new product or service in the market or of a product or service with significantly improved features”

2 Can not wait a year

3 It is not about standardization

Page 9: Lean IT Summit 2013

What were our drivers?

1 True North 2015: non-linear growth

2 Increased competition: sweet spot threatened by less expensive players

Page 10: Lean IT Summit 2013

What were our drivers?

Disrupt some markets... Lead the industry...Change the world...

True North 20151

Page 11: Lean IT Summit 2013

How can “lean” help?

“The subject lean and innovation is relatively new…”

Oct 2012

Oct 2010 Dec 2012

Jan 2007

Page 12: Lean IT Summit 2013

So what have we done?

Disrupt!

Page 13: Lean IT Summit 2013

What tools have we used?

one single initiative pivot or die!

portfolio based not emulate startups

Page 14: Lean IT Summit 2013

What tools have we used?

Page 15: Lean IT Summit 2013

Results

starting point ?Client

POCs

Distribution Contract

Under Discussion

Several Use Cases Identified

Today

basis for new strategy in

ASPAC

real disruption potential

Go2Mkt

Page 16: Lean IT Summit 2013

The process from to ?

Page 17: Lean IT Summit 2013

Soft benefits

conversations with top biz executivesdoor openermarket knowledgeaccess to business

intensive collaboration and learning8 communities100 peoplen posts / week

fast decisionsspeed-nemawashi (no drama!)asymmetrical bets

strong bonds with one of the most innovative companies in the world

Page 18: Lean IT Summit 2013

Investments

pre-Disrupt! BRL 212k

Disrupt!

BRL 257kProd Dev

BRL 290kGo-to-market

Jan - Aug

A lot of executive time and attention (Timex)

Events:1 Europe

2 USA1 China

XXXXXXXXX

XXXXXXXXX

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Page 19: Lean IT Summit 2013

real-time marketing intelligenceCI&T Digital Brain

Deliver content that influences

behavior

Understand your customers’

journey

Page 20: Lean IT Summit 2013

Questions?

Page 21: Lean IT Summit 2013

Leonardo Mattiazzi, [email protected]

LMattiazzi @lmattiazzi