E x e c u tin g s u c c e s s fu l tra n s fo rm a tio n in s id e th e o rg a n iz a tio n

•          How to get Board approval and enthusiastic Board support

•          How to create a “want to have” spirit from management and staff

•          What makes a difference between a great and a bad implementation

•          From Local to Global Optimization without losing the local touch

•          Driving Productivity AND Customer Value in synergy

•          Product, Process, People – avoiding conflict and creating a synergetic approach

•          Enabling change by winning the hearts and minds of people

The three steps to successful executions

Inspiring Vision

Intelligent Plan (Strategy)

Relentless Excecution

Stepping up to play in the Champions League

Global thinking Global behaviour Global systems Global processes Global organisation Global optimization Whilst maintaining entrepreneurship, local know-how

and customer closeness!!

Successful companies have business projects that are supported or enabled by IT!

The road to become successful

What separates winners from losers is an understanding of technology in the context of your business and specifically the business of your customers.

The road to become successful

Customer

Requirements

Operational

Processes

Your success recipe will have to

include ALL key ingredients

Technical

opportunities

Why would you succeed where others have failed?

IT investments are fantastic enablers to business benefits, but still only a cost.

• When the IT solution is in place, the critical part remains

• Benefits arise when staff or customers act in new ways

After chosing the best system you deserve to maximize it´s usage and value

Performance

SYSTEM B

10 - 9 - 8 - 7 - 6 - 5 - 4 - 3 - 2 - 1 - 0 -

SYSTEM B

SYSTEM A

Give yourself the gift of taking your system and processes to the next level. Achieve world class levels in:

-Productivity-Cost effiency-Revenue growth-Quality-Visibility

Here are the intelligent decisions/massive actions you need to make (in order of importance)

1. Pick the right horse2. Pick the right jockey3. Don´t forget the heart4. Interdependencies calls for integration excellence5. Only WE can win6. Infrastruture – Unless the foundation is strong your

building will fall

How to get Board approval and enthusiastic Board support

• Hschhh, I’m going to reveal a secret.....• .......• Board members are....• ....• also humans (at least most of them...)

Guiding principle: Business is never Business to Business. It is always Human to Human.

• You can’t assist a company. Nor can you can you sell products or services to companies. What you can do is to address the key individuals constituting the companies and to offer your products and services to them. Companies do no business, only humans do

The golden hierarchy of productivity

• First eliminate• Then simplify• And lastly automate

13

Eliminate

Simplify Automate

Savings potential

The Holy grail of productivity

1. Define desired process

2. Choose system based on desired process

3. Adjust desired process to the ideal way of working according to the system - not the other way round!!!

14

15

The most important word in the dictionary

for successful IT projects is ..... NO!

1.Speed is of essence – in fact it’s the second most important factor in the race to the finish line - the most important factor is of course to run in the right direction

2.Training is simple compared to re-training3.Having been trained by an expert doesn’t make you

an expert in training4.You can do everything right but if you pick the

wrong product/vendor you will still fail5.Processes comes before system but once you have

choosen system – its the other way around!!!6.Put the right people on the project

Lessons learned

We will do lots of mistakes.

• Put the right people on the project

• Choose the right vendor/system

17

That’s ok as long as we don’t do the wrong mistakes

Get to know the right people

18

• Skills• Team focus• Vision• Dedicated (Time and Attitude)

People with

Put your best people on your biggest opportunities, not your biggest problems.

Managing your problems can only make you good, whereas building your opportunities is the only way to become great.

19

Opportunities vs Problems

20

May 2001

S M T W T F S

1 2 3 4 5

6 7 8 9 10 11 12

13 14 15 16 17 18 19

20 21 22 23 24 25 26

27 28 29 30 31

ALWAYS BEATS

IN ORDER TO GET IMPORTANT THINGS DONE YOU HAVE TO MAKE THEM URGENT

Identify hurdles upfront

• Management commitment at all level in the organisation is key

• Ever changing scope / requirements are a major threat to global projects

• Recognize in a change management project we as humans may be reluctant to change

• Implementation of standard processes might be perceived as a loss of autonomy by local organisations

• The choice of a New Operating System will largely drive future processes

• Gains will also depend on your ability to set up a new organisation efficiently supporting our new processes

21

Push projects have a much higher failure rate than pull projects

But we need to push change through our organisation

So the key to succesful change is make push projects appear as pull projects

The road to become successful

23

Who needs to do what?

C

L

C

L

C

L

L = LocalC = Central

Product

Process

People

Management myth: People resist change

People don’t resist change if the change provides immediate positive

consequences for them

24

When does change occur?

25

Positive

Immediate

Certain

Negative

Future

Uncertain

Gain and pain management

There will be huge gains and some additional pain in the organisation. Pains and gains will not be evenly distributed amongst countries and what actually matters is the overall gain for the company

26

So, will knowing all of this ensure success?

It’s not enough to know what to doWe need to do what we know

NO!

CHANGE IS NEVER A MATTER OF ABILITY IT IS ALWAYS A MATTER OF

MOTIVATION

Odds for success improves tenfold if you are driven by both:

Your own benefitand

a higher purpose

Zinnovate at your service

Find more information at www.zinnovate.se or contact us at sales@zinnovate.se

Zinnovate was founded in October 2013 with an ambition to help global logistics firms unleash the full value of their IT investments. This is achieved through a unique service offering based on business process-and IT portfolio-analysis coupled with customized IT service. Zinnovate is based in Stockholm, Sweden and has established a global reach through international partners.