A company’s hoshin kanri journey: radical business transformation from traditional application services to disruptive innovation Leonardo Mattiazzi, VP EMEA & ASPAC VP of Innovation
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A company’s hoshin kanri journey:
radical business transformation
from traditional application services to
disruptive innovation
Leonardo Mattiazzi, VP EMEA & ASPACVP of Innovation
Quick re-cap
applying hoshin kanri in a high growth IT service organization
Cesar Gon, CEO Ci&T, Lean IT Europe, Paris, November 2012
Current Conditions
Goals
Gap Analysis
Counter-measures
monthly follow up
monthly follow up
Some examples
Creation of the Technical Training OfficeEnhancements to Career PlanKey Person Maturity Level mappingLeadership trainingVirtual training
Goal: 52% improvement
Goal: 20% improvement
Increase maturity level of leaders
Reduce fixed costs relative to rev
Creation of the Hoshin OfficeFixed Costs deep diveTravel vouchersTravel budgetsGlobal relocation process review
growth enablement
corporate performance
Types of Countermeasures
Kaizen - continuous improvement
Both suppose a known problemwith a root cause identified
known processes
maybe new processes
Kaizen - continuous improvement
Kaikaku - radical change
The follow-up plan
Annual planning cycles
Monthly check & adapt cycles
Standardization takes time!
How about innovation?
1 Solving an unknown problem
Definition of innovation (OECD): “The introduction of a new product or service in the market or of a product or service with significantly improved features”
2 Can not wait a year
3 It is not about standardization
What were our drivers?
1 True North 2015: non-linear growth
2 Increased competition: sweet spot threatened by less expensive players
What were our drivers?
Disrupt some markets... Lead the industry...Change the world...
True North 20151
How can “lean” help?
“The subject lean and innovation is relatively new…”
Oct 2012
Oct 2010 Dec 2012
Jan 2007
So what have we done?
Disrupt!
What tools have we used?
one single initiative pivot or die!
portfolio based not emulate startups
What tools have we used?
Results
starting point ?Client
POCs
Distribution Contract
Under Discussion
Several Use Cases Identified
Today
basis for new strategy in
ASPAC
real disruption potential
Go2Mkt
The process from to ?
Soft benefits
conversations with top biz executivesdoor openermarket knowledgeaccess to business
intensive collaboration and learning8 communities100 peoplen posts / week
fast decisionsspeed-nemawashi (no drama!)asymmetrical bets
strong bonds with one of the most innovative companies in the world
Investments
pre-Disrupt! BRL 212k
Disrupt!
BRL 257kProd Dev
BRL 290kGo-to-market
Jan - Aug
A lot of executive time and attention (Timex)
Events:1 Europe
2 USA1 China
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real-time marketing intelligenceCI&T Digital Brain
Deliver content that influences
behavior
Understand your customers’
journey
Questions?
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