L'esperienza Datalogic nella mappatura e gestione degli stakeholder in fase di inizializzazione

Transcription

1 STAKEHOLDER MANAGEMENT TO STEER TOWARD SUCCESS L esercizio efficace della leadership nel team 20 lug Alstom Transport, Bologna L'esperienza Datalogic nella mappatura e gestione degli stakeholder in fase di inizializzazione Loretta Chinaglia Program Manager Datalogic

2 Agenda Datalogic: about us My Datalogic New Product Development and Responsibilities 7 Keys to success: Stakeholder Involvement Stakeholders mapping and strategy Unhealthy Status Stakeholders: unsuccessful stories Stakeholder: Lessons Learned 23/06/2016 2

3 Datalogic at a Glance Global leader of bar code readers, mobile computers, sensors, vision systems and laser marking systems with innovative solutions in verticals market: Retail, Transportation & Logistics, Factory Automation, Healthcare Industries Founded in 1972 by Romano Volta in Bologna, Italy and listed on the STAR Segment of the Italian Stock Exchange since 2001 A large portfolio of about 1,200 patents About 2,600 employees, of which 450 in R&D: 1,245 (48%) in Europe 636 (25%) in US 686 (27%) in APAC Direct presence in 30 countries worldwide selling to 120 countries, with more than 1,000 partners worldwide 23/06/2016 3

4 Over 40 years of Technological Innovation 1972 FOUNDATION Established in Bologna EXPANSION LISTING Escort Memory Systems Inc. IDWare Mobile Computing & Comm. Listed on the STAR segment of Italian Stock Exchange EXPANSION Minec AB Laservall SpA Informatics Inc. PSC Inc. Datasensor SpA Evolution Robotics Retail Inc. Accu-Sort Systems Inc. PPT Vision Inc INNOVATION Set up Business Development Division Acquisition of Multi-wave Photonics SA Partnership with CAEN RFID Srl 23/06/2016 4

5 A Wide Geographical Footprint EUROPE 41.6% ITALY 8.5% APAC 13.4% NORTH AMERICA 30.1% ROW 6.4% Direct presence in 30 countries 8 Manufacturing Sites 12 R&D Centers 2 DL LABS Note: Breakdown by area based on 2015 revenues 23/06/2016 5

6 Retail: 47 % of Revenue* POS Store mngt Warehouse Most innovative solutions Multi-tier model New products Tailored services New Products Bundle solutions * Figures as of 31 December /06/2016 6

7 Manufacturing: 30% of Revenue* Warehouse Shop floor Automation New Products Bundle solutions Leverage EMEA MKT share as a reference Geographical expansion leverage barcode, marking and inspection * Figures as of 31 December /06/2016 7

8 T&L: 15% of Revenue* Shipping & Receiving Sorting Delivery Geographical coverage leverage barcode, marking and inspection Strengthen the relation with key customers New products tailored services * Figures as of 31 December /06/2016 8

9 Healthcare: 6% of Revenue* Manufacturing Inventory mngt Bed side care Expand geography Mark and Verify solutions Tailored services Promote the use of professional device Most innovative solutions New Products * Figures as of 31 December /06/2016 9

10 New products announced in new products announced in ,6% of total group revenues generated by new products 23/06/

11 Organization Romano Volta Chairman and CEO COO CTO CHRO General Counsel CFO CIO Corporate Quality BUSINESS DEVELOPMENT AUTOMATIC DATA CAPTURE (ADC) INDUSTRIAL AUTOMATION (IA) INFORMATICS New Needs and Application Scouting HHS - PS Identification WASP Datalogic LABS Mergers & Acquisitions FRS - LaneHawk Postal/Systems System ID Warehouse Mergers & Acquisitions MC - Shopevolution Sensors & Safety Laser Marking Machine Vision 23/06/

12 BU Organization DL LABS Advanced Manufacturing Engineering IP Purchasing Quality & Reliability BU 1 R&D Program Mngt Marketing Technical Support BU 2 R&D Program Mngt Marketing Technical Support BU N R&D Program Mngt Marketing Technical Support Sales 23/06/

13 R&D Organization R&D is a large organization involving 450 people R&D is organized by BU with larger focus on the specific products DLLAB develops the Group Technology Roadmap delivering trusted components R&D develops BU Product Roadmap that address market underserved needs 23/06/

14 My Datalogic Program Manager since New Product Development HHS. Previous: Sw designer / Project Leader PMP since February 2009 New role after huge company reorganization. First Program Manager in Datalogic Scanning in Bologna (2007) Organizational changes Conflicts During the reorganization phase the main goal in the stakeholder management was to foster a project management culture through the benefits demonstation. At today the role of the program manager is becoming more important and key to a proper flow of the activities 23/06/

15 NPD New Product Development Unique process with homogeneous level of visibility of the activities and a more efficient control through all the sites and design centers. The NPD procedure defines two different kind of paths with specific phases and deliverables: Sellable, non-sellable Fuzzy Front End Development Sellable items Development Back End BU - Industry Road Map Market Requirements Product Definition Feasibility Alpha Design Product Validation Pilot Build Ramp up CP1 CP2 CP3 CP4 CP5 CP6 CP7-8 Fuzzy Front End Group Technology or BU - Industry Road Map Market Requirements Development Requirements Definition Non Sellable items Development Feasibility Design and Validation Back End Review on adopting products CP1 CP2 CP3 CP4 CPs 23/06/

16 Organizational Responsibilities and Core Team 23/06/

17 Supervisory Board (SB) Check Points and updates Supervisory Board: Chairman: CEO Board: BU Manager BPE CTO Sales Manager General Quality Manager IP COO Core Team 23/06/

18 7 Keys To Success Datalogic follows the «7 Keys to Success» approach to monitor Project Health Status. 23/06/

19 7 Keys To Success Stakeholder involvement Stakeholder monitoring is part of the 7 Key/Project Health Status evaluation 7 Keys to Success are part of the Risk Assessment and Response Plan (RAP) RAP is updated at each CP/Project Update 23/06/

20 Stakeholders: Power/Interest Grid 23/06/

21 Stakeholders: Strategy and Planning 1/4 Who Legal, Regulatory Intellectual Property BPE CTO COO Functional Managers How: Contracts monitoring since beginning IP plan Business Case periodical review Design reviews Core Team / CT minutes, project plan and resouce allocation Checkpoint review 23/06/

22 Stakeholders: Strategy and Planning 2/4 Who Suppliers Testers Laboratories Consultants How: Early involvement, KPI supplier tool, gantt request and control. Schedule sharing Consultants, Testers constant monitoring/plan sharing, tracking tool KPI supplier tool. Rating on following keys: Response Quickness, Feedbacks Quality, Innovation, Scheduling Respect, Samples Quality, Product Development Support 23/06/

23 Stakeholders: Strategy and Planning 3/4 Who Project Team End user Sales How: Core team meeting, minutes and actions Technical meetings, daily connection Voice of Customer, Beta site test Activities for product launch, webinars, website 23/06/

24 Stakeholders: Strategy and Planning 4/4 Who CEO BU Manager Product Manager Customer How: Checkpoint review QBR / Staff Meetings Project reports Core Team Meeting and Minutes VOC Periodical updates (Custom project) Early customer Beta Test 23/06/

25 Unhealthy Status Stakeholders 1/2 Unsuccessful stories Stakeholders delayed decisions Early sharing of topic issues. Reminders, «pressing». Stakeholder did not commit enough time to the project Provide realistic schedule. Keep stakeholder updated. Have higher priority for shared resources. Highlight risk. CEO did not approve Product Requirements Earlier involvement. Strategy sharing. VOC. Operation delayed product release to Production Wrong stakeholder was identified. Operation requirements clear since beginning. Design for Manufacuring review. Compromise. 23/06/

26 Unhealthy Status Stakeholders 2/2 Unsuccessful stories Resource redirected to other projects Project plan and resource allocation with functional manager/program managers. Escalation. Supplier for custom parts was late / poor quality KPI supplier tool to act in advance. Link with Procurement Engineers on site. Improved communication (language side). Rarely Unsuccessful Customer Beta Test (custom project) Right stakeholder for requirements definition. Early validation. Team not motivated, low performance Team building, motivation, short time goals. 23/06/

27 Stakeholders Lessons Learned Define right stakeholders since beginning. Verify stakeholder representatives. Keep stakeholders involved in the entire project Lifecycle Promote a proactive cultivation of relationships that can serve as capital during challenging times. Make project information transparent. Use right communication tools/methods. Manage information on sensitive and controversial issues. Be strategic and prioritize. Report back. 23/06/

28 Grazie e a presto! PMI -NIC: Introduzione al volontariato nel PMI e nel PMI -NIC 23/06/