SERVICE RANGE IT INTERIM MANAGEMENT

Transcription

1 SERVICE RANGE IT INTERIM MANAGEMENT Experience without theory is blind, But theory without experience is mere intellectual play. Immanuel Kant falk janotta unternehmensmanagement austernstraße wilhelmshaven fon fax mobile

2 YOUR NEEDS You are internationalising your company. You have to deal with a pressing (IT) crisis. You have to bridge a gap. You are planning restructuring measures or are already implementing them. You have to deal with the aftermath of restructuring measures. You are working on the issue of sourcing (insourcing, outsourcing / near shore, offshore). You are reviewing and improving your IT infrastructure. You intend to acquire or takeover a company. Your IT organisation and your IT processes have room for improvement. Your IT expenditure is too high. You are looking for the right IT strategy. You have to quickly fill a gap in know-how to deal with a temporary challenge. YOUR BENEFITS You are immediately relieved from tackling pressing issues. You can focus on other activities. I reliably take care of issues for you. I am loyal to the implementation of your targets. I take full responsibility for implementation. As I only need a brief induction you save time. You have a manager at your disposal who quickly understands your processes and organisation. You can rely on me providing you with professional information on a regular basis. As at 1 st September 2010 Page 2 from 11

3 MY SERVICES Reorganisation IT Integration IT Analysis Project Management Process Optimisation IT Management IT Strategy IT Management Filling vacancies in IT management Establishing and restructuring IT organisations Leading national and international teams Selecting, hiring and breaking in new IT managers Managing external service providers IT Strategy Adapting IT strategy to changed conditions in the company Developing a new IT strategy Checking in how far the project portfolio complies with the strategy Process Optimisation Analysing and realigning all internal IT processes Insourcing / outsourcing Automation / standardisation As at 1 st September 2010 Page 3 from 11

4 Reorganisation Adjusting IT organisation to optimise supply levels, quality and costs Introducing a project matrix organisation Hiring and letting IT staff go, insourcing, outsourcing Creating a centralised / decentralised IT organisation Integration Post merger integration of IT infrastructure and application portfolios Change management Supporting staff in the introduction of new values, brands, etc. Staff motivation IT Analysis Analysing the IT organisation of companies Integration / migration recommendations and concept Programme and Project Management Project management of individual projects or entire project portfolios Consolidating running projects Introducing project management and project organisation Managing internal and external advisors and partners As at 1 st September 2010 Page 4 from 11

5 MY SUCCESS STORIES (EXCERPT) Program Manager As the Program Manager for a South African mobile communications company, I was responsible for planning and implementation of a new IT platform for the business support systems (BSS). My area of responsibility covered following tasks: Setup and steering of the whole request for proposal (RfP) process to select the right supplier Setup the project organistion with nine sub projects Infrastructure and Disaster Recovery Implementation of Customer Management (CRM) Implementation of Billing Testing Integration Training Migration and Cutover Fallback planning Managed Services Implementation of all Project processes (Governance) including Steering Committee, Change Control Board, Architecture Board, Quality Management and Program Office Management of all teams (up to 300 team members) Permanent reconciliation with company and IT strategy Based on a joint management approach with the Chinese supplier I was able to manage the project successfully despite the tight time frame. I handed over the project to the management team of the customer seamlessly as planned. As at 1 st September 2010 Page 5 from 11

6 Business Manager For an international power industry company with focus on photovoltaic I had to implement the founder s idea from the very first. The objective was to setup an internet portal in order to afford sales of solar power systems and accessory to both customers and retail or wholesale. Topics of this ecommerce project were software development, systems operations, page flow etc. Beyond IT, I also had to define and implement all other business processes: Logistics (stock management, transportation logistics / forwarding company) Finance (payment solution, funding, insurance) Installation (procurement, qualification, certification) Marketing (market research, target group analysis, trademark right) Legislation (German distance selling law, German telemedia act, German General Terms and Conditions act, data security) Certification (portal, ordering process, payment process, delivery process) Customer Service Finally, I have achieved all objectives and could handover the daily business to my successor smoothly. Interim Manager Corporate IT Director in the UK As Corporate IT Director for an international German IT security service provider I was responsible for the daily business of corporate IT. My second main task was to compile the IT strategy for the corporate under the framework requirements of strong growth and expansion. Main elements of the strategy were the redesign of all IT processes based on the IT service framework ITIL, the implementation of a Balanced Scorecard for IT and the definition and management of a project portfolio consisting of 29 strategic projects. Basic principles of the strategy approved by the board were Standardisation of hardware, software, procurement process, IT processes, IT policies Centralisation (IT procurement, license management, backup, data centre, support) Consolidation Well balanced outsourcing Service and customer focus ITIL based IT processes IT controlling IT marketing As at 1 st September 2010 Page 6 from 11

7 Interim Manager IT Integration in the UK I acted as the interim manager for one of the world s leading logistics providers and was in charge of the post merger integration of the entire IT of two British postal service providers as well as for establishing global requirement management in a highly heterogeneous outsourcing environment with the outsourced functions software development, testing and IT operation. This was driven by the parent company entering the British market on the back of acquisitions. IT infrastructure, the application portfolio, service management as well as IT and project organisation had to be integrated. Software developed in the Netherlands and successfully deployed in the Dutch subsidiary was to support the business. As a result it became necessary to establish requirement management, which would accommodate the addition of further subsidiaries at a later stage so the software could be rolled-out worldwide to support the new business activity. Interim Manager ICT realignment and project management A European service company was aiming to drive growth by launching new products and services as well as by deploying modern standard IT systems. The objective was to define, structure, roll out and head a project in close collaboration with headquarters which would create the necessary technical preconditions and prepare for most applications being outsourced to an own newly founded subsidiary. After conducting a status quo analysis and a feasibility study I negotiated a contract to network more than 60 locations in Germany and coordinated this subproject with the overall European project. The project also involved business process analysis and design, introducing ERP, CRM, Business Intelligence and special applications at European level. Expert system and process analysis system As a result of considerable problems in applying an industry specific solution a company from the water sector contracted me to analyse its IT systems and processes and to make recommendations. Based on extensive interviews at IT and user level as well as studying process guidelines, problem-related processes and by conducting careful research I was able to identify key shortcomings in the infrastructure concept in procuring hardware and software, in software change procedures, in breakdown and problem management, supplier management and in data backups. IT and project organisation were not perfectly aligned to the needs of the company. I completed this contract successfully by creating a report with my findings and providing practical recommendations to solve the problems identified. As at 1 st September 2010 Page 7 from 11

8 Interim IT management / IT budget and IT controlling I was asked by a global player from the chemicals sector to consolidate the IT budget and analyse IT controlling. On the back of a swift SAP roll out as well as outsourcing global IT infrastructure after a spin-off the CIO, management and investors had to deal with the fact that they hardly had an insight into the financial situation of their IT and their projects. I analysed all historic project expenses worldwide and created a projection until the end of the year. In addition to that I developed processes for effective IT controlling. Interim IT management / global outsourcing of IT infrastructure In my work for a global player from the chemicals sector I successfully completed three objectives as the acting Global IT Infrastructure Manager. To start with I negotiated the outsourcing contract for the global outsourcing of the entire IT infrastructure with service providers. The outsourcing involved WAN, SAP operations, operations, file and print servers, desktops as well as central services incl. helpdesks. This master contract included twelve subcontracts. I headed the migration project in which all 15 locations from around the world were moved from an old into a new network environment. In the US, Europe and Asia I lead teams with internal and external staff from a range of countries and cultures. Ultimately I was involved in hiring my salaried successor who I then broke into the position. I was able to hand over a position in which all affairs were in order and which my successor could take over without any problems. Interim IT management / consolidating project portfolios As the interim manager I headed the IT unit of a mail order media company based on a consulting contract. The company was rolling out SAP and had therefore contracted a number of small consulting companies and software houses which resulted in a confusing situation in the company. By implementing a far-reaching realignment of the SAP project landscape and corresponding structural measures I was able to introduce a predictable and structured project organisation with the result that the many failures of the past could be overcome. The cornerstone of the solution was to establish a prioritisation board in addition to convincing all managers of the significance of professional project management. The board had the authority to install, put on ice or cancel projects. As at 1 st September 2010 Page 8 from 11

9 Setting up an international IT organisation In the wake of a merger between four European companies in the telecommunications sector several functions in the IT unit had to be reorganised in the course of a centralisation drive. I took over this task and safeguarded cooperation and coordination with other units in the group. By analysing the tasks and streamlining the respective process chain within the international group I created an effective IT organisation. I recruited a highly-effective and motivated team in six locations in four countries. IT integration of several companies / IT reorganisation In a period of heavy acquisition in the mobile phone sector I was contracted as the CIO of a telecommunications company to design and plan the integration of the IT of three companies into that of the headquarters as far as technology, organisation and staff were concerned. The objective was to create as smooth a transition as possible to new headquarters managed IT, while tapping as many synergies as possible. By creating suitable structures, motivating and focussing IT heads in the subsidiaries on the one common goal I was able to successfully develop a concept and plan to integrate all IT units in headquarters. Implementing project organisation and project management A company in the telecommunications sector had an IT function which lacked a project-driven organisation as well as the required methods, approaches and tools. Projects were conducted haphazardly, without any budget/target comparisons or any other supervision or reporting tools. As the new CIO I identified these shortcomings and introduced a project organisation. By introducing project management as well as the required methods and tools I was able to create order and structure in project handling. This increased efficiency, effectiveness and quality in software development. SAP Retail project I was contracted as the project head at one of the largest food retailers in Europe to design the roll out of SAP Retail. In a number of workshops with key delegates from affected units I was able to develop an outline concept which was accepted by all parties despite conflicting interests and to present it to the board of directors. Cost-cutting and process improvement In a bid to achieve a turnaround in a group from the telecommunications sector budget cuts and cost saving targets were defined. The objective was to reach these targets as quickly as possible. As a result of carefully analysing processes and the cost structure I was able to cut costs by 10%, while at the same time accelerating development processes. As at 1 st September 2010 Page 9 from 11

10 IT evaluation (due diligence) The management of a company from the telecommunications sector was planning to buy a mobile phone company and contracted me to conduct an IT due diligence to assess the plans from an IT point of view. The objective was to make a statement answering the question if the integration of IT (technology, organisation and staff) was possible and feasible. After carefully analysing the IT of the company in a due diligence effort I was able to identify and evaluate the situation and the hidden interrelations in IT with my team. Based on this I came to the conclusion to support the takeover. Y2K Four months to the year 2000 starting a company in the telecommunications sector still was lacking a consistent concept to solve the Y2K issue. My task as the CIO was to safeguard the smooth transition into the year 2000 under difficult circumstances. Despite the tight timeframe I was able to implement all necessary measures successfully in all business and customer relevant systems while the customer data migration of an acquired mobile phone company was taking place. Setting up a practise In one of the big five consultancies there was no up and running practise for the field "retail/consumer goods industry" for the German market. As the manager in charge it was my job to design consulting products, set up a suitable team of consultants and run internal and external marketing. As a result of careful market research and structuring my findings I was able to define and implement the future consulting product portfolio for the German market. I also developed the respective marketing and sales material. I defined the profile of consultants and project heads and hired the required staff. In the wake of a number of activities in Europe as well as in speeches and talks I was able to create awareness for the practise "retail/consumer goods industry" in the company as well as on the market. This meant that I successfully launched a completely new practise on the German market within only a few months. Sales information system The field sales force of a large German retail company was to be fitted with a sales information system for three sales channels. My task was to draft the required concept and to make a recommendation for a particular solution. Thanks to my knowledge of the business and diplomacy I was able to draft a concept which users would accept. Extensive market research showed me that the solution of the task could be attained at rather short notice and at an acceptable price by buying standard software. As at 1 st September 2010 Page 10 from 11

11 New computer cash desks 650 stores of a large retail company were to be fitted with new computerised cash desks. As a result of careful needs analysis and market research I was able to select the right supplier who was able to equip all stores with the new system in a given period without any problem. Linking up the systems to the central stock management systems also worked flawlessly. Job transition management By recruiting an international team for a new unit I had created in a company in the telecommunications sector the need arose to manage the transition of every member of staff from their current tasks to the new tasks. I had to ensure that running projects were either completed in the quality agreed or were handed over to staff in a manner which would allow them to carry on quickly. The team also had to start the new tasks as quickly and efficiently as possible. Thanks to carefully coordinating old and new tasks and by creating conscientiously planned transition and induction phases I was able to ensure that running task were completed smoothly while new tasks could be started quickly. Change management A telecommunications company was merged with three other European mobile phone companies to create an independent entity. This involved a new Europe-wide brand and a farreaching change process. A project was initiated in which change managers were to communicate the new brand, the new culture, values and approaches to all members of staff. I ensured that my team understood the new brand and the involved changes by acting as a role model and consistently providing information. Reducing the proportion of external staff As the head of application development in a telecommunications company I reduced the extremely high proportion of external members of staff by about 30%. Thanks to suitable process improvements and restructuring measures I was able to compensate the loss of external members of staff. As at 1 st September 2010 Page 11 from 11