torben høeg bonde, vestas - it i praksis® konferencen 2015
TRANSCRIPT
Run IT as a business, generating customer value
Dansk IT – IT I praksis
Run Vestas as a “software” company
Torben H. Bonde 30th of September 2015
Classification: Public
Introduction
Master’s degree in Business & Social Science (M)
Sales & Marketing background
20+ years of experience within Senior IT Leadership
CIO of the Year 2011, Denmark and IT Decision Maker 2010, Management Events
Member of a number of advisory boards in the IT industry and academia
CIO at Vestas since 1999
Torben Høeg Bonde, SVP and CIO at Vestas
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: Torben Høeg Bonde
Mail: [email protected]
Short introduction to VestasGlobal market leader in the Wind Turbine Industry
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We employ around
18,800 people worldwide
and have more than 30
years of experience with
wind energy
18,800+We monitor around
27,000 turbines, or more
than 49 GW, day and
night and the data is
used for efficient service
planning and pre-
emptive maintenance
27,000+We have more than
54,900 turbines or more
than 69 GW cumulative
installed capacity in 74
countries worldwide
spanning six continents
54,900+Vestas revenue for
the full year 2014 was
EUR 6.9 billion
€ 6.9b
The building blocks of the Vestas strategy
Vestas corporate presentation5
A strengthened global leadership position for the long term
What Vestas offers
Vestas corporate presentation6
Our business spans across both turbines and services
WIND
SOLUTIONS
SITE
SOLUTIONS
Expertise built from
30 years of wind
industry experience
Smart data behind every decision at Vestas
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From product development, to siting, to service: data insight is in the centre
+27,000 turbines
Data every 10th minute
24/7 surveillance
Up to 500 data points
Key takes
10x10m
Vestas has the ability to
predict meteorological
conditions world-wide down to
areas of :
Big data
Vestas corporate presentation
IT Vision – need for transformation (I:IV)
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Vestas is facing a nexus of drivers that demand change in the way we work with Information Technology
Increasing and complex customer demand for IT based services and offerings – Used cases across the value chain
IT Vision – need for transformation (II:IV)
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Vestas is facing a nexus of drivers that demand change in the way we work with Information Technology
Processes and offerings critically dependent on integrated and flexible IT solutions
IT Vision – need for transformation (III:IV)
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Vestas is facing a nexus of drivers that demand change in the way we work with Information Technology
A number of new technologies emerge and getting fast matured
IT Vision – need for transformation (IV:IV)
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Vestas is facing a nexus of drivers that demand change in the way we work with Information Technology
IT is becoming “consumerised”, requiring integrated, “on demand” solutions
Cloud
IT Vision – need for transformation
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Vestas needs to change the way we work with IT and become a “software company”, starting by transforming the central IT organisation
Vestas is to become a ”software” company, not only a ”hardware” company
The way IT is developed, supported, and used needs transformation across Vestas
The starting point is a transformation of the IT department’s:
Operating model
Key competencies
Sourcing landscape
Governance
Organisation
Business Model
Rationale of where and how to create value
Designing the business of Global ITIT has been through a comprehensive journey to design the future organisation
Operating Model
What, where and how critical work is done
Organisational Design
Structuring and enablingdecisions and work
OrganisationRolesPeople & talent
Technology
Pro
cess
es
Strategy
Playing field and how to win
Business purpose
Peter Drucker, “The Practice of Management”
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Confidential material. Not for public use or exposure. May not be shared with third parties
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Vistion-based Strategy
”Business Model”
Operating Model Landscape Operating Model
Organisational Building Blocks Functional Roles
Functional Organisation Organisation Diagram
Functional Role Descriptions
Capability Descriptions
Key Processes
Job Role Descriptions
P&C Characteristica
1
2
3 4
5 6
7 8 9
10
A
B
C
A number of steps were neededSix months of stepwise detailing of all needed elements in a transparent process
14
Design criteria
Business orientation and proximity
End-to-end responsibility and mandate
Outsourcing of non core activities
Playing each other good - team orientation
Which thoughts were prioritised behind the design
15
IT VisionSo what is happening?
Existing operating model
Future operating model - detailed
Future operating model
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Ou
tso
urc
ing
Confidential material. Not for public use or exposure. May not be shared with third parties
Global IT Operating ModelReference model
Global IT operating modelMulti-layered robust reference Operating Model for Global IT
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18
“Contractual”
ControlGovernIntegrate
Handle
IT Supplier & Partner Marketplace
Integrated Services Integrated Offerings
Assist.
Hr WP
aaSEf Ops
Vendor B
Contractual
Hr WP
aaSEf Ops
Vendor A
Contractual ITM
Hr WP
Ef Ops aaS
Lic
(Hr) Hours, (WP) Work Packages, (Ef) Effort, (Ops) Operations,
(aaS) as a Service, (Lic) Licenses, (ITM) IT Management
Orchestrate
Internal Vendor
Vestas Business Landscape
End-Customers Partners & Suppliers
Stakeholders Users Stakeholders Users Stakeholders Users
Vestas Business FunctionsGovernance Bodies
FIN HR
M&
CO
M
SA
L
QA
SC
-PLA
N
G-S
RC
MA
N
TU
RB
CO
N
SE
RV
D-S
RV
IT-P
LA
TF
Investment Value Council (IVC)
ExM
GMCP&C SERV
FIN
SAL
TSS
M&GS
QoS1 QoS2 QoS3 QoS2GSA GSA GSA
Advis.
Strategy &
Governance
Office
Processes –
Ways of Working
Enterprise
Architecture
Project &
Program
Management
Change
Management
Architecture
Management
IT Offerings
Management
Prioritisations
and
Road mapping
Portfolio
Management,
Coordination &
Execution
VMO
IT Sourcing,
Vendor &
Contract
Management
Business IT Offerings Standard IT Offerings
Platform Towers Foundation Towers
IT Business Partnering
“Do the right things”
IT Business Partnering
“Do the right things”
SAL MAN D-SRV
Sites (Adm., Manuf., WPP Service)
CaaSIaaSPaaS User ITPrt, Voice, Vid.
FIN SaaS
Con-sult
Train, Empower
& Inform
Users
Operational
Issue
Coordination
CISO
• IT Security
• Compliance
• Risk Mgmt
• BCMSite setup
User
Support
Delivery
Support
Financial and
Performance
ManagementClient HWIAM
Print, Voice, Video etc.
Middleware NetworkClient SW
InternalIT Tools
DC ServicesSAP
Microsoft InterimPlatform
Other Platform
Price & Funding
Business Agreements
“Do things right”
= cost out
SourcedApplications
Development & Maintenance
“Do things right”
= value up
ExternallySourced
Support &Operations
InternallySourced
Support &Operations
Vendor Service Parts
Global IT Operating Model Usage: OrganisingBusiness oriented IT organisation with deep vertical accountability
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19
“Contractual”
ControlGovernIntegrate
Handle
IT Supplier & Partner Marketplace
Integrated Services Integrated Offerings
Assist.
Hr WP
aaSEf Ops
Vendor B
Contractual
Hr WP
aaSEf Ops
Vendor A
Contractual ITM
Hr WP
Ef Ops aaS
Lic
(Hr) Hours, (WP) Work Packages, (Ef) Effort, (Ops) Operations,
(aaS) as a Service, (Lic) Licenses, (ITM) IT Management
Orchestrate
Internal Vendor
Vestas Business Landscape
End-Customers Partners & Suppliers
Stakeholders Users Stakeholders Users Stakeholders Users
Vestas Business FunctionsGovernance Bodies
FIN HR
M&
CO
M
SA
L
QA
SC
-PLA
N
G-S
RC
MA
N
TU
RB
CO
N
SE
RV
D-S
RV
IT-P
LA
TF
Investment Value Council (IVC)
ExM
GMCP&C SERV
FIN
SAL
TSS
M&GS
QoS1 QoS2 QoS3 QoS2GSA GSA GSA
Advis.
Strategy &
Governance
Office
Processes –
Ways of Working
Enterprise
Architecture
Project &
Program
Management
Change
Management
Architecture
Management
IT Offerings
Management
Prioritisations
and
Road mapping
Portfolio
Management,
Coordination &
Execution
VMO
IT Sourcing,
Vendor &
Contract
Management
Business IT Offerings Standard IT Offerings
Platform Towers Foundation Towers
IT Business Partnering
“Do the right things”
IT Business Partnering
“Do the right things”
SAL MAN D-SRV
Sites (Adm., Manuf., WPP Service)
CaaSIaaSPaaS User ITPrt, Voice, Vid.
FIN SaaS
Con-sult
Train, Empower
& Inform
Users
Operational
Issue
Coordination
CISO
• IT Security
• Compliance
• Risk Mgmt
• BCMSite setup
User
Support
Delivery
Support
Financial and
Performance
ManagementClient HWIAM
Print, Voice, Video etc.
Middleware NetworkClient SW
InternalIT Tools
DC ServicesSAP
Microsoft InterimPlatform
Other Platform
Price & Funding
Business Agreements
“Do things right”
= cost out
SourcedApplications
Development & Maintenance
“Do things right”
= value up
ExternallySourced
Support &Operations
InternallySourced
Support &Operations
Vendor Service Parts
IT Offerings Owners
Global IT CIO
Head ofGovernance
Officeof the CIO
Head ofIT Security
Head of VMO
Business ITConsultants
PlatformTowers Owners
DomainArchitects
SolutionArchitects
Platform / Infra. Architects
Operational Coor-dinaton OwnerContract, Ven-
dor, Cat. Mgr’s
LegalConsultants
ITProcurers
Strategy &Gov. Officer
Head of EA
Head of Polici-es & Processes
BusinessIT-Partners
IT ContactOfficers
IT SecurityOfficers
IT Audit & Com-pliance Officers
Risk Officers
Business Con-tinuity Officers
Head of PortfolioManagement
Head of ProjectManagement
Secretariat
IT Offerings Owners
FoundationTowers Owners
Global IT Operating Model Usage: OrganisingOrganisational structure shown as a classic organisation chart
Design principles:1. Business oriented
2. End-to-end ownership
3. Play each other good
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Engagement with Vestas
Joint planningwith business partners to ensure that business plans are fully supported by IT Services & Solutions
Enterprise &
Solution,Architecture and
Technology Roadmaps
Master DataManagement
Business ProcessManagement &
BusinessAnalytics
Integration of sourced services
Proactive and professional
management of theservices delivered to Vestas and customers
New skills neededGlobal IT core activities in the future
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Four months detailed transformation plan
Execution plan is key
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Co
ntin
uo
us o
pera
tion
al a
nd
pro
ject d
eliv
ery
Reflections and good advice
Leadership in driver’s seat
100% planning – 100% execution – take your time!
Business is running – keep it running
Communication, communication, communication is not a cliché
Implementation ongoing
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Thank you