transformational leadership_tie
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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 - [email protected] 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
0
20
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180
1/12
/97
1/26
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2/9/
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2/23
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3/9/
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3/23
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4/6/
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4/20
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5/4/
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5/18
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6/1/
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6/15
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6/29
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7/13
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7/27
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8/10
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8/24
/97
9/7/
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9/21
/97
10/5
/97
10/1
9/97
11/2
/97
11/1
6/97
11/3
0/97
12/1
4/97
12/2
8/97
1/11
/98
1/25
/98
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
0
20
40
60
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100
120
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160
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2/1/
98
2/8/
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2/15
/98
2/22
/98
3/1/
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3/8/
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3/15
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3/22
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3/29
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4/5/
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4/12
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4/19
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4/26
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5/3/
98
5/10
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5/17
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5/24
/98
5/31
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6/7/
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6/14
/98
6/21
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6/28
/98
7/5/
98
7/12
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7/19
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7/26
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8/2/
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8/9/
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8/16
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8/23
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8/30
/98
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
(HPT)
Executive Management
Corporate & Line Organizations
Strategic Direction
Portfolio Management
Review Board
Horizon Project
Portfolio
Approved IT Projects/Priorities
Investment Review Board (IRB)
BusinessStrategy
EnterpriseArchitecture
ArchitecturalDirection
ApprovalAgenda
Doing the Right Things
Horizon Program Management
HorizonPMO
Horizon Project
Portfolio
EnterpriseArchitecture
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