Driving IT Transformation at Lactalis Australia

In order to achieve the best outcome, we must measure it simultaneously. Our stakeholders must decide what is important, not what IT thinks is important.

In my opinion, we are effective if we work on Lactalis Australia-beneficial projects, strategies, and services and meet deadlines and budgets. As a result, I would dig deeper and lose customers, our tolerances will be out and outages will occur. My background makes this easy, but I will focus on the two things that sum it up. You need to do the right projects and you need to do them well.

The Dark Art of saying no

In my time in IT, I have learned that good work depends on both what you do and what you don't do. Initiatives that fail or don't deliver benefits even after completion waste so much time. In lessons learned workshops or retrospectives, we can see clearly where we went wrong and how we can improve next time. Yet the same mistakes keep happening. What’s going on? Of course, there are many factors involved, but I would like to focus on my personal favourite, doing the right projects in the first place. Let’s break it down into 3 areas. Saying no to bad projects, saying no to good projects, and saying “not yet”.

Saying no to bad projects:

• Bad ideas

•Siloed thinking

•Terrible technology alignment

Saying no to good projects:

•Poor strategic alignment

•Poor likelihood of success Saying “not yet”

•Good project, poor timing

Projects often struggle halfway through due to unclear scope, benefits, and owners. Stop bringing in pet projects from everywhere. Stop poorly scoped projects. Deliver business benefits to demotivate team members. Then your team can focus on what really matters, so you deliver well. Lactalis Australia's project intake process examines how technology can support each of its long-term goals.

Intake needs to be improved for existing projects as well as new ones. If you fix the intake process, you'll soon have no "no" projects and can start saying "Yes" more often.

Critical Elements of Technology Strategy and Future IT Management

The definition of bad IT is that it impedes users rather than empowers them. Old laptops that constantly need rebooting, poor internet connections at specific sites, or clunky workflows or other business tasks that take longer than they should are among the reasons. Let those people work if those impediments are removed. Can we align our desire for good IT with improving user experience in S4/HANA? In order to make IT strategy responsive and able to deliver business goals, we must understand the "why" and explain how a major transformation will result in user benefits.

AI and Machine Learning have changed how we organize IT. We tend to group people based on their skills and systems. But what if teams of people managed teams of robots? In the future, if AI does the grunt work, entry-level employees will have to find new career paths. Despite the fact that you can probably already take courses on managing in an AI world, there is no standard operating procedure for leading a technology department.

A curious CIO keeps looking at new technology, trying to understand the different departments in the organization and talking to everyone to find out why certain things work. In addition to learning new things, a curious CIO can explain why certain things matter.