Building Great IT Organizations

1. Building Great IT Organizations Chris Filandro VP/CIO Meritage Homes

2. Is My Organization Great?

3. Understanding the Mission • Business • Business Objective…very specifically • Revenue Expansion / Profit Expansion • Merger / Acquisitions • Customer / Market Expansion • Raising Capital vs. Preserving Capital • Information Systems • Run the Business • Grow the Business • Transform the Business

4. Leadership…In a Combat Zone • “The roots of leadership…..are expertise and empathy. A leaders work is not only to apply these traits but also cultivate them – both on a personal and organizational level” • “True leaders create organizations that themselves cultivate leadership…..this can only be achieved through rigorous and systematic organizational development” William G. Pagonis “Leadership in a Combat Zone”

5. Sad Facts and Silver Linings Sad Fact Number 1: Not Enough Choices • Senior Managers get only one option. Silver Lining • The option usually reflects senior leaders’ previously expressed preferences • Leaders eventually get enough one-option choices to shape them into a coherent portfolio Thomas J. Peters “Leadership – Sad Facts and Silver Linings”

6. Sad Facts and Silver Linings Sad Fact Number 2: Not Enough Time • Time is fragmented; issues arrive late, fully staffed. Silver Lining • Each fragment can be used to signal leaders’ preferences and set direction. • Small, last-minute modifications of current options strongly signal what future options should look like Thomas J. Peters “Leadership – Sad Facts and Silver Linings”

7. Sad Facts and Silver Linings • Sad Fact Number 3: Too Many Filters • Bad news is normally hidden Silver Lining • Senior leaders can use their responses to good news to reinforce the organization’s values and priorities Thomas J. Peters “Leadership – Sad Facts and Silver Linings”

8. Sad Facts and Silver Linings • Sad Fact Number 4 : Too Much Inertia • Major choices take months or years to emerge Silver Lining • Over time, consistent choices accumulate into a consensus that requires minimal correction • With a large number of decisions in the hopper, decisions will come frequently enough to spell out leaders’ chosen direction Thomas J. Peters “Leadership – Sad Facts and Silver Linings”

9. Assessing the Environment • Business • The People • The Influencers • The Readiness • Information Systems • The People • The Investments • The Environment Time for a Tool…

10. Measure the Environment “You get what you inspect not what you expect” Steve Hilton CEO Meritage Homes • Measure the Business • Readiness for Change • Change Indicators • Impact Areas • Information Systems • Ongoing Operations • Realized Change Results • Direct Impacts ($ & %) Time for a Tool…

11. Leadership…an Option • “A tentative approach to a critical decision in an unfamiliar environment is not a sign of indecision but of common sense.” William H. Peace “The Hard Work of Being a Soft Manager”

12. Time to Assess & Address the Team • The Good…Human Capital • Thinkers • Communicators • Executors • Leaders • ….and the Bad... • the Wrong People…. • Is it a skill issue… • A Culture Issue • A maturity issue Time for a Tool…

13. Leadership…Other Zones • “Soft management does not mean weak management. It means candor, openness and vulnerability, but it also means hard choices and responsible follow-up” • “…it means taking the heat for difficult decisions and giving unhappy subordinates a chance to unburden themselves at your expense.” William H. Peace “The Hard Work of Being a Soft Manager”

14. What About the Culture • Business • Decision Making Environment • Authoritative vs. Committee • Sacred Cows • Industry Insiders • Industry Outsiders • Communicating Failures • Information Systems • Operators vs. Innovators • Collaboration and Ownership vs. Protectionism Time for a Tool…

15. Beware of the Mundane • Regular ordinary operations can become a problem • Complacency = lack of attention • Ask the Questions: • Are we in firefighting mode too often? • Do we have to assemble task forces often? • Do not allow basic “blocking and tackling” to erupt into a crisis….

16. Time for Change…Getting Great Change is a Process not an Event! • The Portfolio • Business & IS Investments • People • Process • Tools • The Roadmap • Long, Intermediate & Short Term • Change Management • Roadmap can and will change • Incorporate the change Time for a Tool…

17. Manage Crisis….Effectively • Being Unprepared is No Excuse • You Know the Threats – Get Ready for them • Know What You Want to Say Before They Ask • Admit That You are “Wing-It” Challenged • Divide and Conquer • Get Outside Help • Every Crisis is an Opportunity Time for a Tool… Brian Ellis EVP CRT/tanaka

18. When Greatness Has Arrived Now What…

19. Greatness Can Be Better • Always consult with others….what are they doing • Measure yourself…often and honestly • Solicit feedback from your harshest critics • Challenge organization to do better • Be very specific • Development Plans….one size does not fit all • Investment: • People / Business / Technology / Process Time for a Tool…

20. Let’s Review the Toolbox • The Team • Good and Bad • The Culture • Business & IS • Time for Change! • Lead the Basics and the Change • Greatness Can Get Better • The Mission • Business & IS • Assess the Environment • Business & IS • Measure the Environment • Leadership • Style vs. Substance

21. Greatness Can Be Better “The price of greatness is responsibility” Winston Churchill “Some are born great, some achieve greatness and some have greatness thrust upon them” William Shakespeare