1. A company’s hoshin kanri journey:
radical business transformation
from traditional application services to
disruptive innovation
Leonardo Mattiazzi, VP EMEA & ASPAC
VP of Innovation

2. Quick re-cap
applying hoshin kanri in a
high growth IT service organization
Cesar Gon, CEO Ci&T, Lean IT Europe, Paris, November 2012

4. Current Conditions
Goals
Gap Analysis
Countermeasures

5. Some examples
growth enablement
Increase maturity level of leaders
Goal: 52% improvement
Creation of the Technical Training Office
Enhancements to Career Plan
up
Key Person Maturity Level mapping
ow
ll
y fo
Leadership training
hl
ont
m
Virtual training
corporate performance
Reduce fixed costs relative to rev
Goal: 20% improvement
Creation of the Hoshin Office
Fixed Costs deep dive
p
wu
o
Travel vouchers
foll
ly
nth
Travel budgets
mo
Global relocation process review

6. Types of Countermeasures
Kaizen - continuous improvement
Kaizen - continuous improvement
known processes
Kaikaku - radical change
maybe new processes
Both suppose a known problem
with a root cause identified

7. The follow-up plan
Annual planning cycles
Monthly check & adapt cycles
Standardization takes time!

8. How about innovation?
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”
1
Solving an unknown problem
2
Can not wait a year
3
It is not about standardization

9. What were our drivers?
1
True North 2015: non-linear growth
2
Increased competition: sweet spot
threatened by less expensive players

10. What were our drivers?
1
True North 2015
Disrupt some markets...
Lead the industry...
Change the world...

11. How can “lean” help?
“The subject lean and innovation is
relatively new…”
Dec 2012
Oct 2010
Jan 2007
Oct 2012

12. So what have we done?
Disrupt!

13. What tools have we used?
one single initiative
pivot or die!
portfolio based
not emulate startups

14. What tools have we used?

15. Results
?
starting point
Distribution
Contract
Under
Discussion
Client
basis for new
strategy in
ASPAC
Today
POCs
Go2Mkt
real disruption
potential
Several
Use Cases
Identified

16. The process from
?
to

17. Soft benefits
intensive collaboration and learning
8 communities
100 people
n posts / week
conversations with top biz executives
door opener
market knowledge
access to business
fast decisions
speed-nemawashi (no drama!)
asymmetrical bets
strong bonds with one of the most
innovative companies in the world

18. Investments
pre-Disrupt!
XXXXXXXXX
BRL 212k
Disrupt!
Jan - Aug
Prod Dev
XXXXXXXXX
BRL 257k
Go-to-market
XXXXXXXXX
BRL 290k
A lot of executive time
and attention
Events:
1 Europe
2 USA
1 China
(Timex)

19. CI&T Digital Brain
Understand your
customers’
journey
real-time marketing intelligence
Deliver content
that influences
behavior

20. Questions?

21. Leonardo Mattiazzi, leonardo@ciandt.com
LMattiazzi
@lmattiazzi