10:40 am – 11:40 am | Presentation | Room: Banda Sea 1 & 2
Introducing the Chief Enterprise Engineer
Presented by: Phil Short
Enterprises are forced to change at an ever increasing rate to the point where there is no longer a steady state. The ability of an organization to maintain successful operation whilst continuously evolving requires a deep understanding of how it functions at all levels. This requires someone in the organization’s management structure to be responsible for leveraging business functions and the tools and techniques available to effectively manage business change. This is in effect an engineering role with scope greater than any of the regular C-suite team. The CIO is likely best qualified to play this role as they usually have an engineering background and already have cross functional scope. As much of IT is commoditized and outsourced, it is time for the CIO to move into the more critical role of Chief Enterprise Engineer - responsible for ensuring that all aspects of the organization are aligned and capable of carrying it forward by delivering required results on a path to its strategic objectives. This paper looks to describe the reasons why this role is required, its responsibilities, required skillset and tools necessary for success based upon 20 years of practical operational experience as head of IT for the Canadian division of a major multinational CPG company.
- What has changed and why we need to think differently about managing change?
- Why the current organization is not suited to continuous change?
- Why someone needs to connect EA, BA, BPM, Rules, IT, PMO, etc. all the time?
- What the responsibilities of the proposed Chief Enterprise Engineer’s role are?
- Why this new role make financial sense?
Chief Enterprise Engineer / IT Director
Mars Canada Inc
Phil has worked for Mars Incorporated for 23 years and has led the IT organization for the Canadian business for the past 10 years. He has a passion for Business Process Management and its ability to enable effective business operation and more importantly business transformation. In the past decade he has led the Canadian organization through multiple transformations ranging from SAP ERP, Supply Chain Planning, Sales and Operations Planning and multiple other business change initiatives. The adoption of a BPM approach has enabled the Canadian businesses to transform more quickly, for less cost and with superior results compared to many other business units. He has also presented several papers at conferences on BPM and was a co-author of the book 'Questioning BPM?'. He offers a practical perspective and looks to share learnings with others.