Leading & Building

High Performance Teams

Nov 2018

Tim Schwan

• Finance Director III (Shared

Services)

- 17 Divisions, $1.2B Expense, 8,500 FTE

- 18 Years; 7 promotions

- 15 Finance Business Professionals

• Bowling Green State University BA

- Finance & International Business

• Wharton Executive Leadership

- Change Management

Care for the Sick (Healthcare)

Investigate their Problems (Research)

Educate those who Serve (Education)

Mission

U.S. News & World Report Ranking

1 Mayo Clinic

2 Cleveland Clinic

3 Johns Hopkins

Facts & Figures

7.6m visits, 230k admissions,

52k employees, 4k physicians,

$8.4b revenue, $16b assets

Highest Case Mix Index in U.S.

Locations: NEO, Florida, Toronto,

Las Vegas, Abu Dhabi, London

#2: The Law of Influence

Leadership

Snowball Effect

Skill Types(Logic)

Left Brain

• Rational

• Sequential

• Data

• Literal

• Objective

• Analytical

• Accuracy

• Details

(Abstract)

Right Brain

• Creative

• Holistic

• Visualization

• Perception

• Subjective

• Synthesizing

• Ambiguity

• Whole

Career Skills Transition

0%

25%

50%

75%

100%

Analyst Manager Director Executive

Logic Abstract

Learning Theory

Experience

70%

Others

20%

Self

10%

Strengths Finder

StrengthsAchiever

Strategic

Maximizer

Communicator

WOO

Organizational Synergy

Mission

StructureStrategy

Culture

Vision

Organizational Discord

Mission

StructureStrategy

Culture

Vision

Organizational Synergy

Mission

StructureStrategy

Culture

Vision

Organizational Separation

MissionStructure

Strategy

Culture

Vision

Organizational Synergy

Mission

StructureStrategy

Culture

Vision

Mission

“Run IT like a Business”

Organizational Synergy

Mission

StructureStrategy

Culture

Vision

Vision

“Start with the

End in Mind”

Vision

Enable IT to

rationalize and create value

(cost & performance)

for all services delivered

InformedDecisions

CommonLanguage

Quantified Value

Adopt IT Best Practice

Technology Business Management (TBM)

Informed

Decisions

Common

Language

Quantified

Value

Position IT for Value

Cost

(Value Focus)

External

(Cu

sto

me

r Typ

e)

Internal

Quality

Organizational Synergy

Mission

StructureStrategy

Culture

Vision

What determines Cultural Values

REWARD

PUNISH

Culture Matrix

Practices

Principles

Values

Definition Examples

•Strategic Direction

•Competitive Difference

•Adaptable

•Sense of purpose

•How we behave

•Unchanging

•Manifestation of a culture

•Customary practices

•Traditional practices

•Continuous Improvement

•Cross Functional Teams

•Focus on Strengths

•Make a difference

•Push to the Edge

•Fill the Gaps

•Trust

•Teamwork

•Innovation

Cultural Integration

fTalent

Acquisition

Performance

ManagementSuccession

Planning

Measure Cultural

Intensity

Consistency

Low High

Low

Hig

h

Strong

Culture

No

Culture

Conflict

Culture

Superficial

Culture

Organizational Synergy

Mission

StructureStrategy

Culture

Vision

Steering Committee

IT, Finance

Executive Sponsors

CIO, CFO

TBM Office

TBM Director

TBM Manager

TBM Program Analyst

IT Administrator

IT Data Manager

IT Stakeholders

Data Owners, Service Owners, Analysts

IT Project Manager

TBM Office

Upend the Pyramid

Frontline

Engagement

Internal

Controls

Frontline

Engagement

Internal

Controls

CURRENT

STATEFUTURE

STATE

Personal & Work

TranslationReview

monthly bank

statements

Rationalize

spend

Investment

Planning

Pay Bills

Review monthly

Financials

Drive

Efficiencies

Create

Business Plans

Follow

Procurement

Processes

Achieve

Financial

Goals

Organizational Synergy

Mission

StructureStrategy

Culture

Vision

TBM 3 Year Roadmap2018 2019 2020

Governance

Roadmap

Information

Engagement

System

Savings

TBM Objective & Key Results“Run IT Like a Business” (Objective)

GOVERNANCE ENGAGEMENT

ROADMAP SYSTEM

INFORMATION SAVINGS

0.0 1.00.8

0.7

0.7

0.8

0.8

0.8

no score

Closing Statements

• Leadership is essential

• Use frameworks

• Focus on Why

• Culture Matters

• Outcomes Business

Appendix

Stages of Grief*

Re

sp

on

se

Time

Denial

Anger

Bargaining

Acceptance

Depression

Action

*Kubler Ross

The Power of 3See the forest through the Three’s

• Establish logic and simplicity

• Provide balance and order

• Keep them connected

Define Roles &

Responsibility

Standardize

Processes

& Tools

Frontline

Engagement

Incentives

Path to Success

People Respond to Incentives

Psychological Opportunities

Financial Responsibilities