Dell Global Operations. Culture of Innovation

Transcription

1 Dell Global Operations Culture of Innovation

2 What fuels our innovation focus Delivering the newest technologies for Dell customers Inspiring our team members to unleash their creative potential Our Vision We want to be a world-class supply chain organization by capitalizing on the best talent, innovative thinking, strategic analytics and superior execution. Driving product innovation Source supply base innovation through consistent engagement & infrastructure Use sourcing strategies to influence product roadmap Enable procurement & supply chain infrastructure for Dell s innovation priorities Creating an innovative culture Unlock team member innovation capabilities with Design Thinking concept Innovate and continuously improve Global Operations processes & tools to create value for Dell 2

3 Creating the right innovation culture

4 Start with charting a strategic trajectory FY14 FY15 FY16 Training Global Operations leadership (Design Thinking) All Global Operations (Design Thinking) Additional advanced tools & training Engagement & recognition Innovation Olympics (recognize/reward work globally) Innovation Olympics Crowdsourcing (generate ideas) Innovation Olympics Crowdsourcing Resourcing One global resource Additional regional resources for project support Functional resources aligned by VP org 4

5 Resourcing Develop the best support structure Innovation PMO Govern process Executive Sponsor Support organization engagement Supply Chain VP Review/assess top ideas Supply Chain VP Review/assess top ideas Supply Chain VP Review/assess top ideas Co-lead Drive activity across org Co-lead Drive activity across org Co-lead Drive activity across org Innovation seeds Lead brainstorms/excite & engage Innovation seeds Lead brainstorms/excite & engage Innovation seeds Lead brainstorms/excite & engage 5

6 Training Build Design Thinking skills into the supply chain What it is Structured problem solving approach that encourages more focused brainstorming Where it s from IDEO, world s premier design consultancy and inventor of disruptive innovations (e.g., Apple mouse, LEAP chair) Why it s useful Places great emphasis on understanding needs of who you re innovating for before brainstorming solutions How Dell benefits Complements supply chain skillsets by developing quick expertise and broadly applicable problem solving techniques Design Thinking offers a defined and efficient framework for individuals and teams to use valuable time and resources in pursuit of real-world solutions. 6 Image used with permission from IDEO and ExperiencePoint

7 Training Apply methodology to current challenges Innovation shouldn t be the creation of incremental work. It must identify existing issues and needs, as well assess critical priorities, to solve for in a given period of time. Strong problem statements Specific Relevant to daily work Business priority aligned 7

8 Training Apply methodology to current challenges SAMPLE Problem Statements Pre-meeting Brainstorm Submit ideas VP review How might we reduce time to prepare the VRAM backlog/forecast? How might we reduce steps and time in generating Demand Supply data for CPU COS planning in APJ? How might we effectively integrate and sustain innovation in our day-today activities? How can we optimize the time-consuming and manual Excel COS analysis process? How might we manage different cancellation terms for VRAM suppliers? How might we reduce touches in the hub for orders not requiring merge items? How might we develop a high-performing team and improve program manager skillsets? How might we manage the IDP process effectively? Yes Yes Yes No Yes Yes Yes Yes Yes Yes Yes No Yes Yes Yes No 6/7 6/20 7/4 No Yes Yes Yes Yes Yes Yes Yes No No (TBD) No (TBD) No (TBD) No 8

9 Training Monitor progress for continuous improvement Balancing process + Effective project planning + Defined priorities + Fully developed problem statements + Solid execution with creating value. Quality of ideas Collaboration behaviors Transformed culture and mindset Quantity of savings 9

10 Training Monitor progress for continuous improvement SAMPLE Dell Global Operations staff Global Materials Logistics Production (Asia) Production (U.S.) Supply Chain Ops General Prcmnt TOTAL Problem statements Process measures Design Thinking sessions No. of ideas in Innovation Portal Ideas in implementation (Total) Success measures Ideas in implementation: Operational Ideas in implementation: Cultural Financial savings: Forecasted (in millions) Financial savings: Actual (in millions) TBD TBD 235K

11 Pause to celebrate the path to success In just one year with Design Thinking, we developed Cost savings Improved processes Enterprise COGS: 4,000+ ideas, $80 million identified savings Ruggedized Short-to-Backlog: 50 percent reduction Notebook Design to Cost: 300+ ideas, $180 million identified savings Penang factory process time: Workload hours reduced by thousands annually Recovery media GTM redesign: $20 million identified savings Supplier invoice discrepancies: 20 percent reduction 11

12 Engagement Inspire competition with Innovation Olympics Annual event to drive employee enthusiasm and encourage continued collaboration Showcases the best work from each fiscal year Identifies projects of lasting value in five distinct categories (Supplier, Supply Chain, Inventory/COS, Manufacturing/Process & Culture) Promotes innovation as a competitive advantage 12 The winner or winners in each category receive an (internal) Gold award.

13 Recognition 2014 Innovation Olympics winners Five winning projects from more than 150 submissions Best Supplier Innovation Software Activation Pay-as-you-go model for key software codec Best Supply Chain Innovation ESG Demand Shaping Sales tool for supply constraint visibility at time-of-quote Best Cultural Innovation Category Management Framework Program to develop more strategic supplier engagements Best Manufacturing/Process Innovation Front-end Technical Procurement Predictive costs for Dell Product Group during product transition planning Best Inventory/Continuity of Supply Innovation Social Intelligence Share of Voice Better insights/decision making using social media analytics & supply chain planning 13

14 Engagement & recognition Tap into Crowdsourcing We use crowdsourcing in the supply chain to tackle some of our toughest challenges and continue creating value through the power of innovation. Crowdsourcing is about identifying and solving the biggest challenges faced by our customers, our business and our company. Why it s important Builds on our innovation momentum How it works Diverse set of 3 problem statements provided to the organization Aligns with company-wide efforts Statements address Procurement, Logistics and Operations issues Focuses on real challenges Team members propose ideas in HR s crowdsourcing tool Leadership-sponsored to resource for solutions Best/favorite ideas voted by org and approved by leadership 14

15 Engagement Develop sustainable Crowdsourcing framework Idea vetting & Planning Event kickoff development Sustaining Key activities Align with HR tool Develop 3 problem statements Announce Crowdsourcing open date SMEs regularly comment on ideas Build out top ideas with idea owners and SMEs Communicate top ideas Track overall impact Output Communicate problem statements to organization Team members begin submitting ideas Vote on top ideas via social media Present top idea proposal drafts to leadership for approval Identify lessons learned for future events 15

16 Sourcing innovation in our supply base

17 Keys to successful innovation activities with suppliers Executive commitment Senior-level participation Dedicated PMO Defined workplan & evaluation process 17

18 Joint idea creation follows three-step process + Brainstorm Dell-supplier innovation engagements + Internal liaising + Market POV + Executive support + Training + Joint data collection/ analysis + Joint project execution & tracking + Value creation reporting + Investing & revenue sharing 18

19 Fully developed workplan enables more complete idea generation SAMPLE Aug Sept Oct Activities & milestones Workshop prep Key stakeholder communication Participant interviews Develop workplan, participant list, kickoff materials, interview guide Share kick-off material Gain executive alignment Conduct kick-off meeting & distribute interview guide Identify self & extreme users Gather data for mirror walk Material prep Compile interview results Circulate and finalize presentation deck Logistics prep Workshop Post analysis Source location, supplies, posters, teardowns, etc Conduct workshop Scan through ideas, frame key initiatives & feedback to suppliers 19

20 Measuring impact

21 Metrics tracked quarterly to assess qualitative and quantitative success Personal ability to be innovative 17% 77% Create value with innovation 15% 79% Team ability to create value with innovation 6% 6% Headlines It s nice that we can count nonfinancial value created [in the innovation steering committees and scorecard]. 14% 41% 45% This will take time this is a step in the right direction. Not grown Grown Grown significantly The coordinated training has helped get people thinking about innovation. 21 Data from Dell s Global Operations Innovation Barometer quarterly employee survey

22 Design Thinking in the Insurance Industry Glenn Wintrich Dell EMEA Innovation

23 Define, Observe & Insights Define the challenge Lack of customer intimacy, low stickiness of brand, and limited cross selling of products/services Observe/empathize a wide range of customers Young to aged Tech savvy to pre-digital Hands-on to hands-off Regional differences can be significant in similar profiles Form Insights Actual & perceived complexity of tasks Value in the moment versus asynchronous activity Different starting points for activities 23

24 Frame the opportunity Current website, processes and channels miss the mark Digital natives live on-line real-time with expectations for intuitive environment Pervasive simplification is expected Significant customer variation required access to match many approaches within a service Personalization is tables takes Significant data on individuals is available but outside the system 24

25 25 The search & test Brainstorm solutions Go social Engage via preferred communications Create linkage by walking the customer journeys Mobile app and website enhancements Don t pave the cow paths (new not faster processes) Apply predictive & prescriptive analytics Prototype Create a social listening solution the Target story Add direct touch capabilities to work with or without direct agent engagement

26 Thank you.