The Cultural Challenge of Technology
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Confidential – Crowley Crowley The Cultural Challenge of Technology October 29, 2013
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The Importance of Cultural Alignment between the Operating Units and Information Technology. The Challenge of Maintaining Cultural Alignment through the Life-Cycle of Outsourcing. A presentation by Carl Fox, SVP of Corporate Services, of Crowley Maritime Corporation, October 2013 to the JAX Chamber IT Council.
Transcript of The Cultural Challenge of Technology
Confidential – CrowleyCrowley
The Cultural Challenge of Technology
October 29, 2013
Confidential –Crowley
Presentation Objective
The Importance of Cultural Alignment between the Operating Units and Information Technology
The Challenge of Maintaining Cultural Alignment through the Life-Cycle of Outsourcing
Confidential –Crowley
Company Profile
Crowley was founded in 1892, when Thomas Crowley — grandfather of current chairman, president and CEO Thomas B. Crowley, Jr. — purchased an 18-foot Whitehall boat to provide transportation of personnel and supplies to ships anchored in San Francisco Bay.
Crowley has since grown into a strong, diversified, service-oriented company with primary interests in marine solutions, transportation and logistics.
Today, the company has more than $2.1 billion in annual revenues; more than 5,300 employees and owns and/or operates a fleet of 260 vessels. Other assets include terminals, warehouses, tank farms, office buildings, trucks, trailers, containers, chassis, cranes and other specialized vehicles.
Our Business:
• Shipping and Logistics• Project Logistics & Global Freight Management• Alaska Fuel Sales and Distribution• Petroleum and Chemical Transportation• Harbor Ship Assist and Tanker Escort• Solutions (Project Management)• Ocean Towing and Barge Transportation• Vessel Design and Construction Management• Ship Management• Marine Salvage• Wreck Removal and Emergency Response
Confidential –Crowley
20172011 2012 2013 2014 2015 20162008 2009 2010
Crowley Services offered on-line
Crowley introduces the Growth Operating Model (GOM)
Mid-Range Servers Outsourced
Mainframe Outsourced
Crowley’s Information Technology Timeline
March 1, 2013, Crowley Outsources our Services Desk & Infrastruture Operations to Enterprise Intergration
Established Business Solutions Group (BA’s) by Business Unit
IT Principles• Cloud Based Solution• IT as a Service• Sourcing Strategy
People → Process → Technology
Confidential –Crowley
Cultural Challenge: Impact of Outsourcing
Confidential –Crowley
Cultural Challenge: Impact of Outsourcing
Partn
ersh
ip • Partnership Chemistry
• Technology: Commodity versus “Strategic Value Add”
• Trust but Verify / SLA’s matter
Valu
e Ad
d • Relationship to the Business (Internal / External)
• Brand Equity• Seamless
Transition
Valu
es D
riven • Functionality
(Needs vs. Wants)
• Values
Confidential –Crowley
IT Challenge: Put Aside Your “Technological Ego”
Innovation• Not Invented Here• Not Possible
IT Relationship• I know what they
need• Communication
Project Delivery• They gave bad
requirements• Why do they need
to be involved
Confidential –Crowley
Key Takeaways
• IT needs to be aligned to the Business “Seat at the Table”• Leverage your employees even the transitional’ s to the last
hour• Business & IT leadership focus on the same goals & objectives
– Reduces Cultural Tension Points– Real Partnership based on Value
• 1 + 1 = 3
