Moving forward: building a culture of continuous improvement

London, March 6th 2.013

Foto Estrategia
Independent, International & Intelligent
Information & Communications Technologies and
Management Consultants

Building the future
Moving Forward
Building a culture of continuous
improvement using UC2
Moving Forward. Agustín Argelich © 2013 All rights reserved. aac@argelich.com Tel. +34 93 415 12 35 - 1 -

Which is the
challenge we
are facing?
Which strategies
(best leadership
practices) can
we apply?


“Communications
Columbus was looking for
integrated to optimize a different route to India.
business processes”
He was successful
because he was open-
minded.

He was trying to
optimize an established
procedure.

He thought globally.


Mobility is the “fall of the wall” in
enterprise communications

No more borders, no
more geographical
limits in your network

Voice, data, video and
control signals.

Wireless high capacity
data networks
High capacity network ports are available
everywhere

Work on a network
Rigid organizations have
no future in a
changing world.

Learning organization

Multinational and multidisciplinary teams

Be efficient, my friend
A person, machine, or
organization that is
efficient does a job well
and successfully, without
wasting time or energy.
Collins Cobuild Essential English Dictionary

How can efficient processes
be implemented?
Which strategies can we apply?

The party is over

The ancient regime is disappearing

Economic Crisis is only one
factor
Which are the other factors
that drive the current
situation?
Technological evolution – The
IP world
Social and demographic
changes

Demographic considerations

Probably, it is the
first time in human
history that new
generations, our
teenagers, are
more innovative
and dynamic than
enterprises.
They have always
been living with what Many directors ask
we (adults) call “new their kids about IT.
technologies.”

History lessons learned
The Polish Pomorska Cavalry, ignoring the nature of our
tanks, had charged them with swords and lances and had
suffered tremendous losses.
General Heinz Guderian,
commander of the 19th Corps.

 Use the right technology.
 Don’t ignore the nature of things.

The innovation dilemma
Innovation is a
new way of doing
something.

Taking risks is
inevitable.
Evolution versus Revolution

Barriers to
overcome
Why it is so complex to
innovate in any
consolidated
organization?

Why is so difficult to
implement any change?


Why is so difficult to
implement any change?

It’s more comfortable to
do nothing

“Humans only change
when we really admit
the consequences of not
doing it”


Our mind is tremendously
powerful

Dr. Alonso announced:
“Neurons regenerate”

Positive thoughts create a
physical state much better
than negative ones.

Discouragement can
lead to a collapse.

Communications
GAP
IT Departments and End
Users use different
frequencies.
Tune in. Adapt your
Human communications are
language
not easy


You can learn how to
determine why your
interlocutor is an
impossible person.

1. DNA
2. By strategy
3. Special
circumstances
or situation

Indentify all the players.
Any person involved is important
for the success of the project.

1. Builders 1. Winners
2. Destroyers 2. Loosers
3. Vegetables 3. Followers

1. Make things happen
2. Wonder what has happened
3. Watch things happen

Aptitudes
and
Attitudes
You not only can,
you must, choose
your attitude
Leadership helps
others to choose
the right attitude

Best practices in
Innovation
Leadership

How lead the
transformation process to
a networked organization ?

Authoritas versus Potestas
Use soft power.
Leadership is
an art.

Hard power
must be the last
option.


Do you have
enough
authority?
The winner
has won
before the
battle begins

Meetings

•Prepare the agenda.
•Write the minutes.
•Large meetings are dangerous.
•Prepare the key meetings in advance
with one-to-one contacts.

Empathize

Try to understand their
position(s)


Disciplined
Collaboration

Undisciplined Disciplined
High Collaboration Collaboration

Performance
from
collaboration
Autonomy
Low Centralized
(silos)

Low High

Performance from decentralized work


How do
you feel?
Aligned or
alienated
Leadership is to help
others understand
why it is clever to be
aligned with project
objectives

Encourage your team to be
proactive.
Saber elegir los socios adecuados

Contratos de sumisión o acuerdos Ganar / Ganar
First habit of efficient people.

Desire to excel

Promote the right attitudes

IT department relations
with end users are
difficult worldwide.
IT department must
change
No end user will change
Improve your internal
marketing

Don’t forget who
Don’t think is your client/ end
they are user
stupid.


Improve your
communications skills.
•Technicians have to
improve their
communication skills.
•Be careful with e-mail.
•Building human
relations takes time.
•Networking.
•Interdependence.


Spend your time with
the workforce.


Use the right Communication
Media

Source: Phil Edholm (Avaya Inc.) Concepts for the future of real time collaboration. STC Conference Orlando October 2.011


Video age
“The world runs through
visual communication.”
John Chambers, CISCO CEO, Barcelona Mobile Global Congress,
February 2008

Persuasion channels
12%
Kinesthetic
Audio
53% 35% Visual

You CANNOT renounce your most
important communication channel.
High-capacity IP networks
Human allow video transmission.
communications
are not easy.

Listen
Try to
understand
before being
understood


Ask
Ask about their needs
and expectations.

How can I help you ?

How can you and the
new technologies help
them?
Right design.
Simple user interface.

Be always
available to:

Answer any question
Provide support
Explain good and bad
news


Who is your sponsor?
BOD might be compromised in any business
transformation process.

Invite directors to attend project meetings
and training sessions.

Who is your sponsor?

Promote the right attitudes

Sell the project to your
organization and they will
change themselves

Internal Marketing
Selling the project

• All the organization (staff) must be involved in an
innovation process beginning with directors.
• Directors also need education and training.
• All persons are influential. Peer marketing
• Make sure the other decision-makers are on board
• Client/end-user marketing
• “Win” the clients
• Technical marketing.
• Address concerns. Where is the pain?

Training is key

Project Manager must lead the training process

Training needs
budget and time.
How many times
is there not
enough budget How many vendors
for training? do you know who say
our products are
user-friendly and
training isn’t
necessary?


DO NOT finish with training
Begin with training, education an
internal selling
Training is an on-going process,
running in parallel with project
implementation
It’s not only about teaching how to use a new
gadget, it’s about convincing the customer
of the advantages and reasons why they
have to use it.

Personalize the training
Small groups.

Specific training for
each type of users.

Train trainers who
train end users.

 Regular re-training


Is e-learning an option?

Important Hard $ savings
• Travel expenses.
• Time traveling
• Balance between professional and personal live


Test, Test, Test.
Lab test
Field test

All project team including
end users must be
involved in all the quality
assurance process

Inauguration
Directors
must
launch the
new era


There is
no finish
line

Always be
running

The
circle of
life


The cycle of
life
 Question
 Think
 Look for
 Design
 Compare
 Made a Decision

Act
 Analyze results
 Adjust
 Begin again.

Excellent
organizations
don’t believe in
excellence – only
in constant
improvement and
constant change"
Tom Peters


A 19-year successful project
Mercabarna IP Campus Network
One of the most important international
distribution centers for fresh
products
Supplies over 10 million people directly.
Without a doubt, the success of Mercabarna is
also due to its continuous investment in
telecommunications, making it a state-of-the-art
industrial estate with regard to technology.

Home of the fruit and vegetable, fish and flower wholesale markets as well as 800 businesses in 90 hectares
the abattoir.

Main figures Mercabarna Telecom Network
is a reference worldwide.
• 1 GB Internet connection MB telecom network is not
only a state-of-the-art, IP
• 120 Wi-Fi antennas converged network (voice,
• 450 business data connections at data, video, and control) in a
100 and 1,000 MB large private campus with
• 350 VLANS multi-business users, it is also
significant for its financial and
• 2,200 fixed telephony extensions ongoing management models.
• Pool of 1,100 cellular phones
integrated into the fixed telephone 19 years of permanent
network improvement and evolution,
• 160 IP video cameras
always open to cooperate with
all the players.


Top Ten Best practices in
innovation processes leadership
 Involve all members of the organization in the any innovation process at
early stages. Influencers must be the first on board
 Sell the project.
 Listen. Ask about problems. Spend time with them. Do their work. Learn
about their pain.
 Do a simple and good design. Design phase is very important.
 Solve problems, build agreements always before these issues arrive to a
meeting. Be careful with large meetings.
 Prioritize one to one contacts. Be careful with e-mail. Call them. Better video
call them. Improve your communications skills. Wine helps.
 Test, Test, Test. Lab test. Field test. Pilot test. Quality assurance
 Begin with training and education. Training is an on-going process.
 Fine tuning. Take care of the details.
 Hot line. They always need to find support.
 After the completion of a new project, celebrate you get the goal, take a
short rest and begin again.

The future of IT
Leadership
Strategy Technology
Business Engineering

The IT manager has to lead the transformation
process to an intelligent organization

Cutting-Edge The
Strategies to lead
successfully UC2
= Human
& Mobility’s
projects
Factor


Building
a team
Become
a Leader

Let’s know your opinion,
comment or suggestion


The Key of
Success

People are
the key

The power of imagination

As Gaudi imagined
Barcelona’s new
cathedral, …

… imagine your own
future.


Shaping the future …
… by improving your
networks and
communications, you
will …
Improve your life.
Improve your business.
Improve your society.
Let us create
wealth together.

Agustín Argelich
 Telecom Engineer (12/1986) www.salle.url.edu
 European Engineer (no. 12,868 ES) www.feani.org
 Vice President of the Society of Telecommunications
Consultants and Chairman of the International Affairs
Committee www.stcconsultants.org
 Founder. Director. Principal Consultant. ARGELICH
INGENIEROS. Independent Telecom Consultancy and
Engineering Company
 Member of COITT www.coitt.es
 Member of IEEE www.ieee.org
 Member of Cercle del Coneixament www.cperc.net
 Founded the Company in 1992
 20 years in telecom project management
 Previous professional experience:
 Barcelona '92 Olympic Organizing Committee (04/1990 to 10/1992). Technology Director
IX Paralympic Games Barcelona '92. Telecom Controller during Olympic Games.
 Ascó Nuclear Power Plant (03/1988 to 03/1990). Telecom Manager
 Spanish Air Force. USA and Spanish Common Air Base in Saragossa (03/1987 to
02/1988). Lieutenant

Argelich Networks
Argelich is an independent engineering company and
consultancy in telecommunications and high-
technology systems.
It specializes in the design and
technical as well as financial
management of large corporate
voice, data and video networks.
More than 25 years of experience
in developing innovative
projects.
International experience Life is networking

Member of the Society of Telecommunications Consultants


Independent Consultancy
Services
• Feasibility studies.
• Negotiate agreements between end user and the Facility Manager.
• Look for international funds.
• Design and re-design financial models.
• Prepare technical specifications. Network design. Write request for proposal
• Select systems integrators. Public tender process. Propose and negotiate
contracts.
• Project management of implementation phase. Acceptance test.
• Select network manager. Public tender process. Propose and negotiate
contracts.
• Select carriers. Fixed and wireless (mobile).
• Ongoing network management supervision.
• Propose new investments and projects. Discuss with carriers and network
manager.


Contact Data
Rambla de Catalunya, 112
08008 Barcelona, Spain
Tel. + 34 93 415 12 35
Fax + 34 93 217 42 98
E-mail: argelich@argelich.com
www.argelich.com


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