CIO Advisorapac
Close
  • home
  • Conference
  • Newsletter
  • Subscribe
  • Whitepapers
  • News
  • about us
  • Agile
  • Artificial Intelligence
  • Augmented and Virtual Reality
  • Backup and Storage
  • Banking
  • Big Data
  • Blockchain
  • BPM
  • Cloud
  • Contact Center
  • Cyber Security
  • Data Analytics
  • Data Center
  • Digital Marketing
  • Disaster Recovery Services
  • EdTech
  • Emerging Technology
  • Enterprise Mobility
  • Enterprise Security
  • Financial
  • Healthcare
  • Human Capital Management
  • Human Resource
  • IBM
  • IoT
  • ISP
  • IT Service Management
  • IT Services
  • LMS
  • Logistics
  • Marketing Technology
  • Mobile Application
  • Oracle
  • Payment And Card
  • Payroll
  • Procurement
  • Risk Management
  • Robotics
  • RPA
  • Supply Chain
  • Telecom
Menu
  • Specials

  • Backup and Storage
  • Data Analytics
  • Digital Marketing
  • Disaster Recovery
  • Human Resource
  • ISP
  • Procurement
  • Mobile Application
Specials
×
news

Subscribe to our Newsletter

news

Subscribe to our mailing list for the latest articles, news, and exclusive insights.

Thank You for subscribing with us. We sent you an email regarding this.

news
SUBSCRIBE

loading
  • Home
  • BPM
Editor's Pick (1 - 4 of 8)
left
First Step to Globalizing Your Business

Neil Hampshire, CIO, ModusLink

4 Fundamental Lessons for Building a Culture of Innovation and Success

Walter Carvalho, VP & Corporate CIO, Carnival Corporation

Delivering Efficiency through Workflow Automation

Wayne Marchant, CIO, Heritage Bank

Syncing Data with Business Processes

Tony Summerlin, Senior Strategic Adviser, FCC/CIO, Office of the Managing Director

Business Continuity in the Age of Ever Evolving Ransomware

Andrew Martin, Director APAC & Japan, Zerto

Today's Outsiders are Tomorrow's Competition

Philip Kingston, Managing Director, Trimantium Growth

Delivering Client Strategy through Innovative Business Analysis

Tim Coventry, CEO, Business Analysts

Is the Divide Between IT and the Business Getting Wider?

Paul Ayers, Director, Cloud Enterprise Architecture, Oracle

right

Transform and Run Information Technology like the Business

By Kevin Parlette, VP-IT & CIO, Dana Holding Corporation

Tweet
Migrating from Analog to Digital

Kevin Parlette, VP-IT & CIO, Dana Holding Corporation

Now that the automotive industry is picking up steam after the recession, it is critical to begin leveraging technology to innovate and enable business. In 2012, I was tasked to transform Information Technology for Dana Holding Corporation. The challenge was to upgrade our technology and systems, reduce risk, and strategically align to our business needs. No longer was it acceptable to run IT in a silo without regard to business challenges.

We had a significant number of applications and a large number of ERPs, on top of outdated infrastructure that was not adequate for a Fortune 500 company, and these things needed to be addressed. After struggling for many years, we needed to address low morale of IT employees. We also needed to improve IT alignment with our business units, and operating model to develop IT governance processes to provide more cost transparency. My background was critical in this transformation as I leveraged my previous experiences in finance and in the business units to transform and run Dana’s Information Technology department so that it was similar to a business unit.

I consider transformation to be an incremental process. We wanted to build the foundational capabilities to deliver, and then strategically align Information Technology with business operational needs to enable development of innovative solutions, providing a competitive advantage for the organization.

Step-1: Build Foundational Capabilities

At Dana, we assessed our IT needs and determined there was room for improvement. We developed a plan that empowered the existing talent by leveraging their capabilities, providing them with necessary training, and placing them in the right positions. An open-door policy for all employees was instituted across all levels of management. This helped increase employee morale and performance.

We also aligned the IT organization to the current corporate organization and operating model by embedding Information Technology teams within our four business units—effectively creating a matrix model of support across the organization’s businesses, regions, and functions.

With limited resources and budget, we needed to find a way to improve our project intake, supply/demand, and delivery processes. By including the businesses upfront in the process, and managing expectations in line with our resources, we were able to align deliverables and priorities. Our ability to deliver to expectations has been greatly improved.

Information Technology had also lacked the cost visibility typically expected from our plants and business units. I empowered each of the business IT leaders to be accountable for their budgets. We also developed a budget tool that provides allocation and cost transparency globally to all stakeholders with complete spend details.

Step-2: Strategic Alignment between Business and Information Technology

Our unique approach of conducting a comprehensive risk analysis that was tied to business needs’ but not solely on IT infrastructure, helped business stakeholders understand the risks in terms they understand.

Example: Risk was evaluated and assessed to understand

• Risk to manufacturing product

• Risk to shipping product

• Risk to selling product

• Risk to closing the books

We developed a 12-step strategy process leveraging industry reference models, leading practices, and emerging technologies. We were thus able to tailor a strategic plan and process that fits Dana’s needs. A three-year roadmap was developed for all businesses and functions to ensure all investments are tied to business strategies, risks, and priorities. These roadmaps were used to assess supply and demand of resources as well as input during our budgeting process. It was important to ensure that our IT strategies and roadmaps were continuously updated based on changing business strategies and goals.

“Business and Information Technology personnel now work in harmony to deliver successful projects with the business units leading the programs by providing process expertise”

Step-3: Information Technology as Business Enabler

Information Technology personnel integrated within each business was able to gain industry expertise and provide cost-effective and innovative technical solutions that solved business needs. No longer was IT providing solutions to the business without a concrete need. Business and Information Technology personnel now work in harmony to deliver successful projects with the business units leading the programs by providing process expertise, and Information Technology providing technical expertise. This synergy and accountability is helping us deliver projects successfully.

In conclusion, we were able to transform Information Technology from “Utility” to “Business Enabler” successfully with strong business collaboration, improved governance, and motivated employees. Our approach was based on the culture of our company with the understanding that there is no “right way”, rather it is a matter of choosing the “best way” given the needs and culture of the organization and IT’s capabilities.

Read Also

First Step to Globalizing Your Business

First Step to Globalizing Your Business

4 Fundamental Lessons for Building a Culture of Innovation and Success

4 Fundamental Lessons for Building a Culture of Innovation and Success

Delivering Efficiency through Workflow Automation

Delivering Efficiency through Workflow Automation

Syncing Data with Business Processes

Syncing Data with Business Processes

Featured Vendors

  • Cloudera: Turning Complex Data into Clear Insights
    Cloudera: Turning Complex Data into Clear Insights
  • Feezmodo Consulting: Devising Long-Term IT Strategies
    Feezmodo Consulting: Devising Long-Term IT Strategies
  • OneAsia: Intelligent Cloud Infrastructure Adoption
    OneAsia: Intelligent Cloud Infrastructure Adoption
  • Consultel Cloud: Simplifying Cloud Migrations
    Consultel Cloud: Simplifying Cloud Migrations

BPM Special

Copyright © 2019 CIO Advisorapac. All rights reserved. Registration on or use of this site constitutes acceptance of our Terms of Use and Privacy Policy |  Sitemap

follow on linkedinfollow on twitter
This content is copyright protected

However, if you would like to share the information in this article, you may use the link below:

https://business-process-management.cioadvisorapac.com/cioviewpoint/transform-and-run-information-technology-like-the-business-nwid-347.html