Building and Maintaining a High Performing IT Organization

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This document provides guidance on building and maintaining high performing IT organizations. It emphasizes that people are the most important factor for success, followed by processes and tools. It recommends establishing a strong leadership culture based on mentoring, empowerment, and recognition. It also stresses the importance of teamwork, relationships, and knowing the business in order to translate IT concepts and align strategies. Specific recommendations include appointing business relationship managers, establishing project management offices, and using a plan-build-run model to structure the organization.

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Building and Maintaining a High Performing IT Organization

1. HEINEKEN NederlandRemko van Gerdingen IT Business Engagement – Building and Maintaining High Performing IT Organizations Joe Pensiero

2. Business Success 2 Success often relies on having the right People, Processes, and Tools. Which of these is most important?

3. People 3 “IT Organizations, like businesses, are run by people, not machines.” “People are the most complex machines, needing constant feeding and maintenance to perform at optimum levels.”

4. Leadership 4 “Be the boss that you have always wanted!” Mentoring Engaging Empowering Has Your Back Provides Vision Personable Strategic CompassionateCaring Doesn’t Micromanage Allows Mistakes Understanding Passionate Open Door Policy Collaborative Listens Gives Recognition Decisive Gives You Benefit of Doubt Coaches

5. Relationships 5 “80% of what we do in IT depends upon building and maintaining relationships across the company” “Relationships are built on Trust. Do what you say you are going to do.”

6. No Lone Wolves 6 “Squash lone wolf mentality early, before it does harm to the team as a whole. Encourage high performance and personal goal setting, but hunting as a pack always has to come first.” Encourage individual performance that enables the team as a whole to win

7. Teamwork 7 “The Team that plays together, stays together” Make sure you make time for Team Building Events and Social Gatherings outside of work to build comraderary “If you don’t have the best team that you have ever had, go get it!”

8. Recognition 8 “Be sure to recognize individuals and teams for excellent performance. Do this as often as possible. Celebrate project successes, major milestone achievements, etc. Or a simple ‘Thank You’ email will suffice in many cases.”

9. Build a Team Identity 9 “The power of belonging to something greater than you is large. Build a unique identity for the team with their buy-in. Make it fun, but relevant. At Heineken USA, our IT team is called the Knights of the Green Table. Everyone on the team has a knightly name. At ATC, they were the A-Team.”

10. Know Your Business 10 “Learn the lingo of the business. Translate IT concepts into digestible business language. Don’t lose your audience with technical jargon and IT specific acronyms.” “Get to know the needs of your business and it’s key stakeholders through active engagement and conversations.”

11. Optimum Org: Plan, Build, Run Model 11  PLAN ■ Business and technology strategies ■ Business relationship management ■ Industry research ■ Business analysis methodologies  BUILD ■ Strategic Projects ■ Minor change requests ■ Maintenance ■ Break fix/troubleshooting ■ How-to questions/research ■ Respond to Global and Regional efforts ● Audit ● Rationalization ● Process improvements ■ Technology research  RUN ■ Service Delivery Management ■ Escalations ■ Security matters

12. Plan: Business Relationship Managers 12 • First point of contact for the business • Understands the business needs and pain points • Attends department leadership team meetings • Translates business needs into actionable initiatives • Helps build business case and get prioritized • Helps build multi-year solution roadmap for that part of the business • Expert at BA Methodology and Requirements gathering

13. Build: Establish PMO/Governance 13 Project Request Management ⋆ Business & GIS BRM’s partner to review project requests ⋆ With MT’s approval, draft Project Charter (ASPIRE) is created ⋆ GIS PMO reviews the charter. Next Steps are determined Project Portfolio Management ⋆ Monthly Project updates to MT ⋆ GIS Project Manager owns the Project Plan ⋆ PMO Methodology invoked ⋆ Project Delivery & Reporting Change Governance Board ⋆ New Projects go through MT Review, Prioritization & Approval ⋆ For Scope Creep, impact analysis is done ⋆ MT to review & decide on next steps CM Sales Finance / BI Supply Chain / Ops GIS BRM GIS PMO & Apps Director HR Legal Corporate Relations Global (GIS) MKT

14. Create an IT Strategy Aligned with Business Strategy 14 HUSA GIS Strategy (PINT) 150MM Cases (2020) 4 Brands 3 Customers 2 Channels 1 On- Premise • Improved cross-department business planning aligned with NA and Distributors • Robust reporting tools driving intelligent decision making (e.g. iDig/BI) • Streamlined format and navigation of our selling materials to provide role specific “look of success” expectations to improve EOE • Leverage historical trends to help forecast future performance (predictive analytics) • Increased volume & profit trends through enabling technology and processes ⋆Support functions are the PINT glass, you cannot have a PINT without them!

15. Questions 15 • What do you consider the #1 most important thing needed to have a high performing IT organization? • Do you consider your IT organization to be high performing? If yes, why? If not, why not? • What key learning have you had in your career with regards to developing high performing organizations? • Do you have a BRM function in your organization, and if so, how is it working? • What is the perception of IT with your business and what are you doing to maintain or improve it?

Building and Maintaining a High Performing IT Organization

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