Reka Mishra is the managing director of the transformation office for the SVB Financial Group. She lays out the basics of mergers and acquisitions before diving in on operational excellence. For M&A, it is imperative to have a target operating model in place. That model must consist of four key elements: people, process, technology, and data. Change management, communication, and HR must also be involved from the onset in order to best address the concerns of the employees. When M&A happens for the sake of digital transformation, it is especially critical that the enterprise is sensitive to the human element. Reka explains how to strike the right balance in order to make the transition as smooth as possible. Mergers and acquisitions aren’t a one-and-done, and they must lead from the top. As Reka says, “It's absolutely critical to get all the executives aligned and in agreement because then you can have a very clear path forward, and then you know you're meeting everybody's expectation. And also it's helpful in them communicating to their employees what's happening at an organization-wide level. It's a consistent message. It's a consistent buy-in.”
31 Mar 2020
Ep. 155: Adrian Terry, GM Financial
Adrian Terry, VP of GM Financial’s OpEx function, discusses their unique approach to IT and RPA. Initially, IT had some processes they wanted to automate. From there, a pilot was developed. It soon became clear that the broader organization could benefit from similar processes, so GM onboarded their own RPA business automation talent. Now, IT and RPA have been conjoined. While each department still has their direct leadership, the “two headed monster” reports to a governance function. Next, Adrian details the execution and benefits of the pod model they’ve developed. After Adrian explains the structure, deployment, and communication aspects of the design, he talks scale. Finally, after briefly touching on some growing pains of the transformation, Adrian sums up the meticulous, thought-out execution of the pods and the future of the business. Adrian doesn’t do anything unless he does it well.
24 Mar 2020
Ep. 154: Kristen Workman, Schneider Electric
Joining us today is Kristen Workman, director of lean office transformation at Schneider Electric. While she has been with the company for over 20 years, she only recently entered her current role. In this conversation, she discusses the transition into a new department. Coming in as an outsider, Kristen has the advantage of looking at team projects through an objective lens while still maintaining the integrity of the company she knows so well. Kristen further discusses the advantages of “diversity of thought.” Next, Kristen stresses the importance of engagement across the enterprise, from the C-suite down. Without a general understanding of company processes, alignment is difficult. Kristen carried her “what works, what doesn’t” strategy into her new role, but that’s not to say she is bored with the same ol’. The continuous improvement journey never ends, as new technologies, and opportunities are ever present. Kristen shares more of her problem-solving strategies and opinions on the future of work, technology, and enterprise throughout the rest of this episode.
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