“5 Suggestions To Speed up Digital Transformation”

He additionally serves because the Program Administration Workplace chief for Honeywell Intelligrated.

Previous to becoming a member of Honeywell, Jeff held R&D roles at Procter & Gamble Firm throughout a number of areas and enterprise segments. He’s the trade chief in enterprise-wide digitally enabled work course of transformation.

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Highlights from Episode 148:

“5 Suggestions To Speed up Digital Transformation” with Jeff Hopkins

Are you able to inform us about your self and your background?

I’m at present the worldwide program administration workplace chief for Honeywell, in addition to the Intelligrated PMO chief. I’ve been in that function at Honeywell for about three years and previous to that was at Procter & Gamble, driving quite a lot of work course of transformation within the R&D and manufacturing, regulatory house. I’m a chemical engineer by coaching however I’ve all the time been very within the digital facet of issues. So I’ve gravitated over to that space over time.

Are you able to clarify to us a bit bit concerning the two hats that you just put on at Honeywell?

The worldwide program administration workplace chief function is a brand new function. It’s actually to optimize about $11.5 billion value of initiatives options enterprise. So, we’ve centered on mission options to start out and span these companies. We wish to optimize the efficiency of those that drive the profitability of these companies by standardizing the work processes and digitally enabling these work processes with enterprise-wide capabilities. But in addition importantly investing and constructing the long run DNA and program administration and controls by growing the capabilities and skillset of our worker base.

It’s form of been fascinating as a result of I’ve bought that form of horizontal roll on the company degree. However then I’m deeply embedded in one of the vital necessary mission options companies to see the actual day-to-day challenges of working that enterprise, and the alternatives which might be there. Then I like to inform my friends within the different mission resolution companies that, “Hey, from a company standpoint, I’ve bought to eat my very own pet food so to talk.” So it forces you to essentially assume carefully round “Is what we’re going to be driving out right here a worth add? What are the actual sensible challenges with implementing it down right into a enterprise?” So I feel it’s helped maintain me form of grounded as nicely to carry extra in-depth expertise on this enterprise mannequin.

Might you simply give an outline of perhaps a few of the typical applications and initiatives that you just handle at Honeywell? Are all of them the identical or are there utterly totally different initiatives occurring on the similar time?

I’d say that it speaks a bit to the transformation that we’re driving and why we’re placing collectively, the GPMO: for those who take a look at the exterior surroundings that we’re working in, I feel most of leaders would inform you that it’s essentially the most difficult, if not, a minimum of one of the vital difficult environments to function in. So, beginning with the pandemic, and the affect of the pandemic, flowing proper from that disaster into world provide chain shortages, into inflation, the struggle in Ukraine with Russia, the place you’ve bought firms which might be needing to get out of their operations in Russia, they’re needing to guard and care for his or her workers in that space, after which definitely main into everybody’s concern about this winter in Europe and what’s that going to imply to have the ability to function a enterprise? What’s that going to imply for our folks? A really, very difficult surroundings.

So, within the GPMO, it’s actually about then recognizing that each time there’s a giant disruption like that, it additionally creates the chance for innovation. When the climate is absolutely tough and the water is uneven one of the best captain and one of the best crew are inclined to prevail in a race. And so, investing into that storm, to boost the bar on our efficiency as a mission options enterprise and actually optimize that not simply to climate the storm however then outpace our competitors is a very, actually nice alternative. So, quite a lot of the GPO efforts are centered there. So, “How can we standardize the best way that we’re doing the work, deploying an enterprise ecosystem to handle these initiatives?”

The varieties of initiatives we work on are exceptionally numerous throughout the enterprise. So, in Honeywell Intelligrated, it’s warehouse automation. These initiatives can vary from a few million {dollars} of these upgrades that you just’re doing over a weekend to over a $100 million initiatives that may final 18 months and even two years, relying on once you begin the clock. Then we’ve got our Honeywell Constructing Options will do quite a lot of built-in techniques for buildings, safety and fireplace, once more, smaller initiatives all the best way as much as fairly large initiatives there.

In our UPT (Utilities, Efficiency, Know-how) group, who play within the oil and gasoline trade there’s a really numerous vary of initiatives there. We now have our course of options companies, and so they’re dealing once more with a really broad vary of varieties of initiatives, the geographies they’re coping with. Then our Arrow group and our Sensible Power group, form of spherical it out. It’s fairly a various form of buyer base, a various enterprise mannequin, a various geography. So, very, very totally different, however all unified round this imaginative and prescient that we have to increase the bar on how we’re working these initiatives to optimize the efficiency of these companies.

What are the pitfalls that you’d usually encounter on the subject of implementing digital transformation in an organization?

I feel it’s an awesome query and it’s actually the main focus of my speak. When folks discuss digital transformation, they have a tendency to get very centered on the software and you understand “It’s this software or that software.” And it’s all about implementing the software. However I heard an awesome analogy that speaks to what I feel is the largest problem, which is across the folks facet of change. This analogy was that the digital transformation is just like the Cyclone in The Wizard of Oz. It rolls by, it tears all the pieces up, picks you up, and plops you down on this new world that’s so very international and really totally different to you from an end-user viewpoint, proper? And really from a frontrunner of these customers as nicely as a result of their life adjustments fairly a bit.

I feel it’s an awesome analogy as a result of if you concentrate on The Wizard of Ozwas the primary color film again in 1939 and that transition from Kansas in black-and-white to Ozin color, I feel, could be very indicative of form of what we see of going from a world the place you’re in electronic mail and spreadsheets to a world the place your information is extra democratized, and you’ll entry it and leverage it extra. However for those who actually form of dig into this, the Cyclone was vital to the film, however the film wasn’t concerning the Cyclone. The film was about Dorothy’s journey to Ozand studying to fall in love with Oz, proper?

Often, folks will cease right here and say “It is a horrible analogy, the entire film was about Dorothy’s, need to get again to Kansas.” Like, “While you’re presupposed to be speaking about transformation, and the entire level of that film was she was making an attempt to get again to Kansas.” I feel that’s a really actual factor that all of us take care of and when driving transformation is folks wish to return to their previous means of working, proper?

However what lots of people don’t know is that film was the primary in a collection of 12 books and the remainder of these books detailed Dorothy’s journey to get again to Ozbecause she realized as soon as she was again in Kansas, it’s not the place she needs to be. I feel commerce digital transformation could be very very like that. So, when you get folks over and so they’re actually arrange with an operation within the new world, no person needs to return to the previous world, proper? As soon as they’re proficient and so they’re succesful.

It raises the query of what do our folks must efficiently navigate that transformation. So persevering with with the analogy a bit bit, for those who’ll let me proceed with the analogy: If you concentrate on the film, Dorothy was helped by three folks, the Scarecrow, the Tin Man, and the Lion. If you happen to form of play the analogy a bit bit extra, the Scarecrow was in search of his mind and so this speaks to: we have to practice our folks, and we have to educate them. Coaching and schooling are two various things as a result of coaching is form of “Okay, push this button. Do that. Do this.” Training is extra the “Why we’re doing it and what we wish to get out of it.”

The Tin Man was in search of his coronary heart. So the guts represents the passionate perception that this transformation that you just’re driving is vital not only for the corporate to outlive, however for the corporate to thrive.

Then the one that actually resonates with folks was the Lion who was in search of braveness. That is the braveness to get began and the braveness to maintain going when the going will get powerful. As a result of the progress in these transformations is commonly uneven. So my first tip that I’ll share within the Mission Controls Symposium is to search out your lions, feed your lions and that’s versus feeding them to the lions which is what typically occurs, and be aligned your self.

And so, I’ll share a video when the Mission Controls. I’ll discover these people which might be actually embracing what we’re doing. I’ll put them on a pedestal and I’ll put them out in entrance to speak to their friends, straight or in some movies. So I take advantage of quite a lot of movies to try this. I’ll share a video that we only in the near past put collectively about our Cora transformation within the Mission Controls Symposium.

Why is it so necessary get them on board with this, whether or not it’s in implementing the software program to assist with the digital transformation or actually to coach, like how is that this necessary?

I feel you want a multi-faceted method. The second tip that I’ll in all probability spend a bit bit extra time on, and I’ve bought some form of visuals to assist it, is: We developed this, I name it the V-model for transformation and it’s very a lot centered round a go-live. You should use it all through since you clearly will in all probability have a number of go-lives in your journey. However for those who take a look at driving transformation, I consider that that you must drive transformation on three ranges and it’s important to have a administration working system round driving that transformation on all three ranges. That’s with a cadence of the way you join, who you join with, the KPIs that you just’re measuring. All of these issues have to come back collectively.

Clearly it’s important to interact senior management and senior management must commit the assets which might be going to be required to do it. They bought to outline that it’s a precedence and so they need to decide to a date that they’re going to get it carried out by as a result of in any other case these items simply form of shift to the best as a result of change is tough and all of us have very busy lives in our day-to-day. So, placing time apart to remodel could be very tough. So, that group has actually bought a maintain to these three issues. We’re committing the assets. It is a precedence after which we would like it carried out by this date, and so they bought to drive that down of their organizations.

Then on the opposite finish is, you’ve bought the top customers. It’s fascinating as a result of the motivation between the 2 could be very totally different. The senior leaders, they’re anxious about what’s proper for the corporate and the customers are anxious about what this implies for me and my day-to-day function. In that consumer group, I discover this bell curve of innovators, early adopters, early majority, late majority, and laggards are very actual. It’s one thing that you just see. And so for that group, I feel there’s it’s form of a double-edged sword.

So, one is, that you must present coaching and that you must present schooling. Relying on the operate, and relying on the tradition, chances are you’ll want to only spend the time on the what otherwise you may want this and the time on why to get them there. I feel that’s one thing it’s important to form of determine together with your viewers: are they form of compliant, do they go alongside as a result of they’ve been advised to or are they going to provide you lip service after which simply maintain doing what they’re doing with out actually embracing the transformation?

Then I feel on the opposite facet it’s important to measure utilization. And so we’ve been pulling some back-end information and what number of occasions are folks logging in, how a lot time are they spending within the totally different software,  the place are they’re going? So, we’re working to extract good analytics out of the info that we’ve got within the software to know how persons are utilizing it and perhaps the place they’re struggling, the place we have to do further coaching or pockets of resistance in numerous companies.

Then actually like I’ll undergo and take a look at logins and if I see a PM hasn’t logged in over per week, I’ll name them up personally and be like “Hey, why didn’t you login previously week?” And that hands-on contact I feel it’s typically stunning to them that they’ve a VP calling them asking them why they haven’t logged into the software. However I inform you it will get outcomes as a result of then they get on the journey. Then I feel an important group is that it’s important to have this third group which is the change community leaders.

As a result of for those who’re in a company function like I’m, you may’t lead a corporation by a change. Enterprise leaders in that group have to try this. So, these change community leaders are typically the leaders of the folks which might be going to be the consumer, typically they’re their friends, and we elevate considered one of them to be the subject material knowledgeable or change community chief, however they’re going to make the transformation consumable by their group.

So, that’s each on ensuring their necessities are nicely understood so we bake these in. They’re concerned within the testing in order that we make sure that we’re assembly these necessities. However then the opposite a part of that’s the different facet of that coin once more, is now it’s you’re accountable to drive this in your corporation. You have to be certain your corporation management is engaged. You have to be certain your customers are engaged, you chose the best initiatives to get began on. That method has labored for me in fast-moving client items B2B and it’s labored in software program industrial B2B. If you happen to do this proper, you may actually speed up your transformation.

Present Notes

Join with Jeff on LinkedIn here

*Bonuses*

Be taught the keys to efficient “digital transformation” by accessing a complimentary guidebook at corasystems.com/transformationguide

Be part of Jeff Hopkins at Mission Controls Expo’s case research zone in London, UK, on 16^th November. Be taught extra concerning the occasion at projectcontrolexpo.com/uk