6/24/2014
Harmonizing Strategic Planning
& Innovation
Barbara Stewart – IT Director, Enterprise Architecture
June 2014
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Agenda
► Who am I?
► Who is Celanese?
► Where does innovation fit in our
corporate strategy?
► How does IT support the business’s strategy
execution?
June 2014
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6/24/2014
Barbara Stewart
IT Director, Enterprise Architecture for Celanese Corporation
Successful career with
Celanese for 30 years
► Have extensive experience with
several different businesses
(Chemicals, Plastics, Corporate
Shared Services)
► Current passion is mentoring
► Favorite experiences have
involved addressing strategic
‒ in research, manufacturing and corporate
technical challenges and
functions
leading our people to
accomplish complex goals
‒ in local, regional, and global positions
‒ in both technical and management roles
‒ across infrastructure, operations, and
► Greatly enjoyed global roles
applications including SAP
that provided exposure to
different cultures and the
opportunity to interact with
► Accomplishments include:
people throughout the US and
‒ Established the Enterprise Architecture
in Asia, Europe, and Mexico
function
‒ Established the Global Infrastructure and
Operations function with the formation of ► New hobby = hiking (hiked
across England; Scotland is
Shared Services
next)
‒ Sponsored Celanese’s ITIL adoption
Barbara.Stewart@celanese.com 972 443-8284
June 2014
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Celanese is a global technology and
specialty materials company
Advanced
Engineered
Materials
Acetyl
Intermediates
2013 Revenue:
$6.5B
Employees:
7,430
Manufacturing Locations: 27
Consumer
Specialties
Industrial
Specialties
June 2014
Strategy & Innovation
► Specialty thermoplastics
used in automotive,
electrical, electronics, more
► Acetic acid, vinyl acetate
monomer, and additional
intermediate chemistries
► Cellulose derivatives like
acetate tow for filters
► Food ingredients including
sweeteners, preservatives
► Emulsion polymers for paint,
adhesives, nonwovens, carpets
► EVA polymers for flexible
packaging, medical solutions
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Celanese’s major end-use segments
Global presence and diverse applications in growth segments
Paints & Coatings
11%
Food & Beverage
2%
Textiles
5%
Automotive
15%
Consumer &
Industrial
Adhesives
10%
Consumer &
Medical
Applications
11%
Construction
2%
Industrial Performance
Applications
7%
Chemical
Additives
7%
Filter Media
19%
Paper & Packaging
5%
Other 5%
Note: End-use percentages based on Celanese 2012 net sales with strategic affiliates
proportional revenue and Celanese internal management estimates.
Strategy & Innovation
June 2014
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Celanese’s global footprint
Winona, MN
Edmonton, AB
Spondon, UK
Meredosia, IL
Geleen, Netherlands
Boucherville, QC
Perstorp, Sweden
Roussillon, France
Nantong, China
Lanaken, Belgium
KEP, Korea
Auburn Hills, MI
Clear Lake, TX
Oberhausen, Germany
Polyplastics Japan
Florence, KY
Sulzbach, Germany
Dallas, TX
Narrows, VA
Budapest, Hungary
Wilmington, NC
Bay City, TX
Al Jubail, SA
Kaiserslautern, Germany
Enoree, SC
Bishop, TX
Nanjing, China
Shanghai, China
Frankfurt, Germany
Shelby, NC
Tarragona, Spain
Cangrejera, Mexico
Kunming, China
Polyplastics Taiwan
Zhuhai,China
Polyplastics Malaysia
Singapore
Ocotlan, Mexico
Suzano, Brazil
Joint Ventures
Regional HQs
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Innovation & our corporate strategy
Drivers of growth 2012 to 2013
Drivers of growth 2013 to 2014
► Customer focused innovation
► Translating innovation to earnings
Aiming for singles not home runs by
leveraging 2 out of 3 of customer,
technology, product
-
► Focused gains in efficiencies
► Focused cost reductions
June 2014
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IT Strategic Planning Process
JAN
FEB
MAR
1 Business/
Function Strategy
Review Session
with key
business leaders
APR
MAY
JUN
2
JUL
AUG
3
Document
Business
Strategy
Develop IT
Strategy /
Initiatives
SEP
OCT
NOV
DEC
4 IT Strategy
Review and Sign
Off by Business
& IT leadership
3 year investment
portfolio driven by
business
Large projects APPROVAL process
Continuous investment
prioritization and
benefits realization
(modeling
Manufacturing capital
expenditures process)
The Investment Review Board (IRB) aligns and prioritizes IT investments
with strategy to drive business value
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6/24/2014
Investment Review Board purpose
► Manage projects to defined company strategy to maximize returns for IT
investments
► Control / limit project spending
► Require hard business cases with post project reviews of benefits
► Align project priorities
► Review from a cross functional view to assure full support and alignment
► Challenge spending strategies (asset life, software spending cycles, user
adoption, …) to assure we are making good spending choices
► Align on resource availability and talent required to drive projects
Act as a device to drive down to spending and assure that approved
projects delivered expected results
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Investment Review Board process
INPUTS
►
IT Strategy
►
Investment Projects
►
Benefits Realization
Plans + Results
Key Functions
►
OUTPUTS
IRB
(cross function leaders)
►
Recommended IT
Strategy / Policies
►
Approved
investments
►
Benefits
Realization Actions
IT Strategy endorsement for approval by Executives
Input and approval of corporate IT strategy and service proposals
Leveraging reusable processes, data and technology assets
►
IT investment prioritization
all majorAPPROVAL
IT investments acrossprocess
geographies, locations, functions and business
LargePrioritizes
projects
units
Adjusts investment priorities / funding during the year based on new demand
Establish policies on project funding working with IT
►
Review of major projects benefits and value
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Investment Review Board criteria
Criteria #1: Importance for Business / Function
1
Projects already have
business cases with
benefits statement
and full financial
costing.
Ranking
No strategic or not measurable
0
Not significant or aligned to Bus/Function strategy with some difficulty measuring impact
1
Important enabler to Business/Function strategy with measurable impact
3
Critical enabler to Business/Function strategy with measurable impact
9
Weight
30%
Criteria #2: Quantified Benefits – Hard Benefits
2
The process enables
business to filter out
projects that are not
currently feasible
Payback > 4 years or Soft Payback only or No Payback
0
3 years < Payback <= 4 years
2
2 years < Payback <= 3 years
4
1 years < Payback <= 2 years
6
0.5 years < Payback <= 1 years
8
Payback <= 0.5 years
9
40%
Criteria #3: Feasibility
Significant risk to project delivery due to business/technical complexity or availability of business or IT
resources
0
Major effort or project management of risk components
1
Medium Technical or Business process (CM) risk level that needs to be mitigated
3
No significant foreseeable risk and high adoption rate
9
Total
30%
5.4
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Approach to Enterprise Architecture
Premise
But
► EA is a strong, valuable tool ► Its value won’t be realized unless you can
persuade folks to use it
► The EA team is a bit behind
► EA team members partner with the IT business
solutions organization to work with the business
the scenes and doesn’t face
on strategy and projects
the business alone
► Our small size forces us to set priorities and
► Our EA team is very small
keeps us from working beyond our mission
This model creates the
need for an evolved set of
competencies within EA,
and in particular for
competencies needed to
serve AND lead
June 2014
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BACKUP Slides
June 2014
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Language – working definitions
Skills versus
competencies
► Skills
are often seen as an
ability through
knowledge, and quite
often practice, to do
something well
► Competency
is more of an umbrella
term that includes not
only skills but also
behaviors, knowledge,
and experience
Behaviors
Skills
Competency
Knowledge
Experience
June 2014
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Competencies for Enterprise Architecture
It is common to focus on and gauge skills, knowledge, and experience
► Skills ... Design, configuration, communications, analysis, strategizing, …
► Knowledge ... Business, applications, infrastructure, integration, …
► Experience ... Service delivery, major programs & projects, customer facing, …
Behaviors
Skills
Competency
But what about
behaviors
?
Knowledge
Experience
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Behaviors oriented to EA success
Style
Approach
► No personal agenda
‒ EA is not a path to glory
► Looks across boundaries
► Looks towards the future
► Leverages the power of many
► Influences based on
Credibility + Insight
► Uses shared language
listen
AskAsk&&Listen
► Operates within the culture
► Focuses on results
► Flexible
Negotiate
Negotiate
Consider
Learn
Path to
value is
humanistic
Trust drives
effectiveness
Consolidate
Integrate
June 2014
Consolidate
Consider
Strategy & Innovation
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6/24/2014
What is Servant Leadership?
Robert K. Greenleaf Center for Servant Leadership
Servant leadership is a philosophy and set of practices that enriches the lives of individuals,
builds better organizations and ultimately creates a more just and caring world.
While servant leadership is a timeless concept, the phrase “servant leadership” was coined by
Robert K. Greenleaf in The Servant as Leader, an essay that he first published in 1970. In that
essay, Greenleaf said:
“The servant-leader is servant first… It begins with the natural feeling that one wants to serve, to serve
first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is
leader first, perhaps because of the need to assuage an unusual power drive or to acquire material
possessions…The leader-first and the servant-first are two extreme types. Between them there are shadings
and blends that are part of the infinite variety of human nature.
“The difference manifests itself in the care taken by the servant-first to make sure that other people’s
highest priority needs are being served. The best test, and difficult to administer, is: Do those served grow
as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely
themselves to become servants? And, what is the effect on the least privileged in society? Will they benefit or
at least not be further deprived?“
A servant-leader focuses primarily on the growth and well-being of people and the communities to
which they belong. While traditional leadership generally involves the accumulation and exercise of power
by one at the “top of the pyramid,” servant leadership is different. The servant-leader shares power, puts the
needs of others first and helps people develop and perform as highly as possible.
June 2014
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Ten Principles of Servant Leadership
By Robert Greenleaf
►
►
►
►
►
►
►
►
►
►
Listening - Traditionally, leaders have been valued for their communication and decision making skills. Servant-leaders must
reinforce these important skills by making a deep commitment to listening intently to others. Servant-leaders seek to identify and
clarify the will of a group. They seek to listen receptively to what is being said (and not said). Listening also encompasses getting in
touch with one's inner voice, and seeking to understand what one's body, spirit, and mind are communicating.
Empathy - Servant-leaders strive to understand and empathize with others. People need to be accepted and recognized for their
special and unique spirit. One must assume the good intentions of coworkers and not reject them as people, even when forced to
reject their behavior or performance.
Healing - Learning to heal is a powerful force for transformation and integration. One of the great strengths of servant-leadership is
the potential for healing one's self and others. In "The Servant as Leader", Greenleaf writes, "There is something subtle
communicated to one who is being served and led if, implicit in the compact between the servant-leader and led is the
understanding that the search for wholeness is something that they have."
Awareness - General awareness, and especially self-awareness, strengthens the servant-leader. Making a commitment to foster
awareness can be scary--one never knows that one may discover! As Greenleaf observed, "Awareness is not a giver of solace - it's
just the opposite. It disturbed. They are not seekers of solace. They have their own inner security."
Persuasion - Servant-leaders rely on persuasion, rather than positional authority in making decisions. Servant-leaders seek to
convince others, rather than coerce compliance. This particular element offers one of the clearest distinctions between the traditional
authoritarian model and that of servant-leadership. The servant-leader is effective at building consensus within groups.
Conceptualization - Servant-leaders seek to nurture their abilities to "dream great dreams." The ability to look at a problem (or an
organization) from a conceptualizing perspective means that one must think beyond day-to-day realities. Servant-leaders must seek
a delicate balance between conceptualization and day-to-day focus.
Foresight - Foresight is a characteristic that enables servant-leaders to understand lessons from the past, the realities of the
present, and the likely consequence of a decision in the future. It is deeply rooted in the intuitive mind.
Stewardship - Robert Greenleaf's view of all institutions was one in which CEO's, staff, directors, and trustees all play significance
roles in holding their institutions in trust for the great good of society.
Commitment to the Growth of People - Servant-leaders believe that people have an intrinsic value beyond their tangible
contributions as workers. As such, servant-leaders are deeply committed to a personal, professional, and spiritual growth of each
and every individual within the organization.
Building Community - Servant-leaders are aware that the shift from local communities to large institutions as the primary shaper of
human lives has changed our perceptions and has caused a feeling of loss. Servant-leaders seek to identify a means for building
community among those who work within a given institution.
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