","upvoters":[],"replies":[]},{"createdate":"2019-02-01T08:37:57.043Z","profileid":"5c48312fd36e1d3a4218f2cb","anonymous_author":null,"anonymous":false,"text":"Having had the opportunity to manage project and project team members (from junior resources to executive counterparts) located across the globe on the Global Delivery Organization delivery model, I'd say (1) Open and seamless COMMUNICATION is topmost success factor for projects with this global set up. I admonished my global teams to be utterly RESPONSIVE on all comms and queries of the team especially of course from the client. Indeed, like Lee Vorthman mentioned above, there are a handful of communication tools enabling us for seamless comms i.e. IM, Video call, conf.call, email, ticketing systems, etc, (2) Carry out DUE DILIGENCE on our tasks relative to our respective role and responsibility on our work (i.e Owning responsibility and accountability on the respective tasks. - get everyone to be professionally responsible..(3) toolwise - make us of a good Project Management Collaboration tool (which are a handful out there), that keeps everyone visible of every task and everyone's progress (and challenges) on delivering the project/outcomes.","upvoters":[],"replies":[]},{"createdate":"2019-02-01T09:50:48.432Z","profileid":"5c532adad36e1d43979d497e","anonymous_author":null,"anonymous":false,"text":"Someone mentioned culture in this chain of discussion. I could not agree more. \n\nCommunication starts flowing freely and teams come together much faster when we respect various cultures. When we use the “American Way” (or any other cultural way) of communication with everyone in the globe, then communication breaks down. \n\nManaging a team in Asia was one thing for me. But when I lived in Asia for a few years I leant so much more on how to connect before communicate. Similarly in Europe and Americas. \n\nThe critical thing to global teams is connect before communicate. Connect comes from Culture. ","upvoters":[],"replies":[]},{"createdate":"2019-02-01T14:50:31.08Z","profileid":"5c4b9242d36e1d569c56504f","anonymous_author":null,"anonymous":false,"text":"Having managed two remote teams including a 100% distributed global team across 3 continents, I can give several pieces of advice.\n1.) Implement a culture of accountability that is open, honest, fair, and doesn’t punish for mistakes but instead encourages learning to eliminate repeating those mistakes.\n2.) Daily stand-ups or status updates from members in the same region and ideally having a lead, scrum master, program or product manager in the region that can track daily progress with the team. In some cases depending on the team it may not need to be daily but every other day.\n3.) Global weekly meetings with the entire team with a pre-set agenda that walks through the activity and status of each project. Because the time zones can be so disparate, I would encourage either a time that isn’t super hard on everyone of if no time exists, create a monthly schedule that means that it is difficult on a group only maybe once per month.\n4.) Try to get the entire team together quarterly or bi-annually. If this simply isn’t possible, at least ensure the regional teams gather quarterly and do an annual gathering. If none of this is possible due to budgets, then you will need to go and visit your teams as often as possible. This would mean at a minimum going annually depending on team sizes and work being done. If you can, you would go quarterly or even more frequently. \n5.) Select the tools that the team likes best and don’t impose inferior tools on them (tools that are flakey/don’t work well, or are unreliable such as Skype). Make sure you have a good project/agile tool such as Jira. Make sure you have good communications tools such as Slack, Zoom, confluence, aha, etc.\n6.) With engineering and product teams, ensure that you have an agreed upon set of processes for code. This includes coding style guidelines, use of code repos (like GitHub), Pull Requests, continuous integration and continuous delivery if possible. If you don’t have engineering and product teams, you still must ensure that all locations follow the same processes or things will fall apart.\n7.) If possible you should be involved in as many hires as possible, even if it means using zoom to do remote face to face interviews with candidates. All teams should have similar or the same general process for interviewing candidates.\n\nThis would be a great start, there are even more things that can be done. This just isn’t the medium for me to write a book on doing this. ;-)","upvoters":[{"profile_id":"5a5ed50cd36e1d61d859208e","create_date":"2019-02-03T05:55:23.909Z"},{"profile_id":"5b66ed94d36e1d2c12ff142c","create_date":"2019-02-04T06:19:45.901Z"}],"replies":[]},{"createdate":"2019-02-01T18:36:23.136Z","profileid":"5c4b5deaf86d4ea68ba43983","anonymous_author":null,"anonymous":false,"text":"Yes I have lots since I was the Global marketing sales coordinator for Hewlett Packard. I would need a little more information the question is very vague. But I have done this for many VC’s. Please provide a little more information ( call centers) (sales teams) (work life balance) or just remote workers. The amount of variables and size would be helpful. ","upvoters":[],"replies":[]},{"createdate":"2019-02-02T00:11:44.231Z","profileid":"5a52204bfb5e7e3fb2a8db46","anonymous_author":null,"anonymous":false,"text":"There is and is not a simple answer to this question – I recommend a single shared platform for chat, scheduling, meetings, document look-up, and collaboration.
There is Microsoft 365 and their Teams application.
There is Slack.
And there is G-Suite and their host of applications.
I lean more towards Microsoft Teams but have not had enough experience to recommend it unequivocally.","upvoters":[{"profile_id":"5a5ed50cd36e1d61d859208e","create_date":"2019-02-13T11:10:33.182Z"}],"replies":[]},{"createdate":"2019-02-02T00:51:03.295Z","profileid":"5ac9a4d6d36e1d406f06718c","anonymous_author":null,"anonymous":false,"text":"Organizations struggle to capture benefits from collaboration tools as they focus on technology usage rather than team work processes. To promote effective collaboration practices and global team productivity ;
1) Periodically assess the key behaviors that drive virtual team effectiveness to continually improve team performance.
2) Analyze the root causes of team performance gaps and strengths to select the most powerful and efficient solution.
3) Organize team Collaboration platform around the key drivers of team productivity to reinforce effective collaboration behaviors.
4) Assist teams with establishing effective ways of communicating and collaborating to reach business objectives
","upvoters":[],"replies":[]},{"createdate":"2019-02-05T13:24:49.808Z","profileid":"5b928a0cd36e1d18f07cead2","anonymous_author":null,"anonymous":false,"text":"In my experiences with managing teams around Europe, the US and Asia the most important piece of advice I would give is to at least try and get regular face-to-face meetings set up with the team leads in each area. The effort and costs of doing this are vastly outweighed by the improvements in communication and collaboration that invariably come from breaking down the distance and cultural barriers.","upvoters":[],"replies":[]},{"createdate":"2019-02-06T07:23:08.474Z","profileid":"5c51085ad36e1d3e661eea00","anonymous_author":null,"anonymous":false,"text":"Lots of valid points already made. Wanted to share few of my thoughts in no particular order....\n\n>Geographically diverse teams tend to create more noice and higher burn rate when over communicated. Instead focus on creating a lean and clear communications plan with a built in and agreed upon accountability matrix.\n>Invest time and effort in creating a unified vision and charter by taking due inputs from the team members. Successful high performance global team are created when team members have faith in the company vision, it’s leadership and a firm belief that they are working on something that will make a difference in the lives of all the stake holders involved.\n>Promote, acknowledge and reward team collaboration generously. This when done right breeds creativity and unlocks hidden team efficiencies.\n> Mentor/Coach/develop and trust regional leadership. This creates ownership mentality and in turn leads to a successfull and a cohesive global ecosystem of leaders and individual contributors working as a unit.\n\n","upvoters":[{"profile_id":"5a5ed50cd36e1d61d859208e","create_date":"2019-02-06T11:23:16.223Z"}],"replies":[]},{"createdate":"2019-02-13T18:25:53.073Z","profileid":"5aa7d53cd36e1d3a96bc5f2b","anonymous_author":null,"anonymous":false,"text":"It's achievable to maintain cohesiveness throughout your global teams as long as you consistently have meetings with them, understand their needs, and have face-to-face interactions with them as often as you can. Don't let them feel like they are isolated on a deserted island. Make them part of the team. It's all about relationships. ","upvoters":[{"profile_id":"5e45b421d36e1d37116c04f4","create_date":"2020-03-03T19:38:28.424Z"},{"profile_id":"5b984eb9d36e1d1e7c493935","create_date":"2019-10-03T22:54:01.63Z"}],"replies":[]},{"createdate":"2019-02-14T01:51:30.848Z","profileid":"5d71ace4d36e1d51647e4169","anonymous_author":null,"anonymous":false,"text":"-Great communicate
-Regular video conference meetings (ALL attendees must have video enabled),
-The video conference meetings must have an agenda with actionable items, not a list of \"happy thoughts\".
-Slack, Microsoft Teams to quick questions and answer items.
-Using tools such Microsoft planner, Trello, JIRA to schedule out blocks of work, clear end dates, accountability for everyone no matter where they are. ","upvoters":[],"replies":[]},{"createdate":"2021-01-05T17:28:59.054Z","profileid":"5ff49d4938800c00012b12b7","anonymous_author":null,"anonymous":false,"text":"Having managed teams in the US (Silicon Valley, Boulder, Raleigh, Portland), Canada, India (Bangalore, Hyderabad, Noida) and Denmark and worked with teams in even more places around the globe, I have a few lessons that I have learned, some easy, some the hard way:\n\n1. Setting mission and expected outcomes for the project, whether it is for one week , one quarter or one year, it is essential to align all team members on the objectives. Ideally, the goals should have easily measurable outcomes such as product delivery, bookings, active users, customer counts etc. \n\n2. Sharing progress, and enabling all leaders to share their progress through OKRs. This objective tracking system is a powerful tool to enable all team leaders to share their progress over the course of the business cycle. It also allows for course correction when required. Since it is objective, there are fewer communications and emotional issues\n\n3. Keep information flows free and open, as much as possible. Let team leader and members track their progress themselves so that they will feel they own the progress. Use SaaS tools such as JIRA to track project progress, Slack for sticky communications, SalesForce for pipeline, customer case tracking, quality. For cloud services, ensure that all relevant OKR factors are available in systems and then tracked via a Tableau or other dynamic data aggregator such as Paladin.\n\n4. Always remember that you are working with people. Try to visit the sites, gather the teams in one location if possible, to build the human connections that really matter the most at the end. A drink is worth a thousand calls!\n\n5. Turn on video! Use Zoom or similar tools to show your face. You communicate so much via your smile, smirk or other expressions!\n\n6. Run monthly or quarterly town halls to keep everyone updated. Use this as an opportunity to recognize great work by individuals and teams.\n\n7. Set your company culture to transcend any one culture and celebrate all of the cultures to constantly recognize the beauty of diversity!","upvoters":[],"replies":[]},{"createdate":"2021-01-11T23:42:53.71Z","profileid":"5ce2dea4d36e1d384bc8e340","anonymous_author":null,"anonymous":false,"text":"Initially spending some time on coordinating a RACI chart and keeping a tight schedule for communication would be a good starting point.","upvoters":[],"replies":[]},{"createdate":"2021-01-26T18:10:12.919Z","profileid":"6010597ed8da610001629a96","anonymous_author":null,"anonymous":false,"text":"I really like a morning ten min standup where we all answer a couple of questions.\nMy goal today is to:\nYesterday I:\nMy commitment to the team today is:","upvoters":[],"replies":[]},{"createdate":"2021-02-20T09:13:05.76Z","profileid":"6030d188760f9e000157d61d","anonymous_author":null,"anonymous":false,"text":"Yes, actually my team is all over the world right now even with different hours, I think the rule for success here is the part or organization and follow up with your team, also trying to use platforms that can be really friendly and “co-working” in a digital way.","upvoters":[],"replies":[]}],"reward":{"threshold":0,"threshold_amount":0,"threshold_met":false,"amount_min":0,"amount_max":0,"amount_multiplier":0,"amount_display":""},"last_updated":"2021-02-20T09:13:08.113Z","intro":"","target_audience":{"company_sizes":null,"industries":null,"titles":null,"geography":null},"anonymous":true,"anonymous_author":{"_id":"","firstname":"","lastname":"","displayname":"Scrambled user","email":"","other_emails":[],"phone":"","last_updated":"0001-01-01T00:00:00Z","first_seen":"0001-01-01T00:00:00Z","last_seen":"0001-01-01T00:00:00Z","last_contacted":"0001-01-01T00:00:00Z","unread_data":{"badges":null,"push_date":"0001-01-01T00:00:00Z","queried_date":"0001-01-01T00:00:00Z","marked_as_read":null},"slug":"","pic":"","pic_font":"","locale":"","timezone":0,"claimed_profile_id":"","skills":null,"badge_status":0,"industries":null,"department":0,"departments":{"ids":null,"last_updated":"0001-01-01T00:00:00Z"},"company_size":0,"company_name":"","title":0,"level":0,"titledisplay":"","title_override":"","pulsepoints":0,"numresponses":0,"numcomments":0,"accounts":[],"notification_prefs":{"sponsored_content":{"surveys":false,"posts":false,"polls":false,"freq":0},"digest":{"freq":0},"snooze":{"enabled":false,"until":"0001-01-01T00:00:00Z"}},"onboarding_status":null,"fre_status":null,"onboarding":false,"long":"","lat":"","country":"","city":"","state":"","groups_membership":null,"sources":null,"premiumness":0,"verification_state":0,"views":0,"gifts":null,"device_push_tokens":null,"reports_unlocked":false,"customer":false,"loggedin_pcc":false,"today_customer":{"last_seen":"0001-01-01T00:00:00Z","feed":{"content":null,"whitepapers":null}},"today":{"fre_shown":false,"last_seen":"0001-01-01T00:00:00Z","feed":{"content":null,"whitepapers":null}},"metadata":[]},"views":19300,"source":"","channel_slug":"","test":false,"parent_type":0,"parent_id":"","parent_slug":"","parent":null,"product_question_type":0,"num_comments":18,"last_activity":["6021787d17afe43c272fbe3f","6022c16417afe43c2778a548","6030d2a46b05ed8784a18cc6"],"featured_profiles":["5c532adad36e1d43979d497e","5b928a0cd36e1d18f07cead2","5a52204bfb5e7e3fb2a8db46"],"tags":[{"_id":"5c3c5acbc84ce06f2dd7b141","name":"Organizational Design","type":0,"slug":"organizational-design","image_url":"https://img.hyperise.io/i/dxxNKZfVF.png?custom_text_1=Organizational%20Design","aliases":[],"parent_id":"5c3c5921c84ce06f2dd7b0fd","following":false},{"_id":"5c3c5acbc84ce06f2dd7b142","name":"Organization Structure","type":0,"slug":"organization-structure","image_url":"https://img.hyperise.io/i/dxxNKZfVF.png?custom_text_1=Organization%20Structure","aliases":["org structure","hierarchy"],"parent_id":"5c3c5921c84ce06f2dd7b0fd","following":false},{"_id":"5c3c5acbc84ce06f2dd7b143","name":"Talent management","type":0,"slug":"talent-management","image_url":"https://img.hyperise.io/i/dxxNKZfVF.png?custom_text_1=Talent%20management","aliases":["talent"],"parent_id":"5c3c5921c84ce06f2dd7b0fd","following":false}],"typeslug":"post","topComment":"Go back to the basics. Be very clear what their job descriptions are, how they contribute to the team larger team, and how they affect your larger strategy. That helps set up cohesive and well-oiled teams across the globe."},{"_id":"602ee0bbeb3a1300013e8cfe","authorid":"","type":7,"state":1,"tag_ids":["5c3c5921c84ce06f2dd7b0fd","5f4d4f6af7ea41713d543a64","5c3c5acbc84ce06f2dd7b142","5c3c5acbc84ce06f2dd7b143","5c3c5acbc84ce06f2dd7b144","5f4d4f7af7ea41713d543c67","5c3c5acbc84ce06f2dd7b141"],"departments":[11],"levels":[3],"text":"Have you created new roles or teams as a CIO?","short_text":"","slug":"have-created-new-roles-teams-cio","upvoters":[{"profile_id":"5f527999d36e1d4d0b401447","create_date":"2021-02-18T21:50:23.246Z"},{"profile_id":"5fe4ec7a7f79f900012e2209","create_date":"2021-02-19T02:37:28.334Z"}],"comments":[{"createdate":"2021-02-18T21:49:09.934Z","profileid":"60327202760f9e0001589abd","anonymous_author":null,"anonymous":false,"text":"I think it depends on the places I've been, different solutions to different companies. But I remember in the 2010-2014 time, I started talking about how we're not in Kansas anymore in terms of the SaaS proliferation and the change this is bringing to IT teams. At that time, I brought in a cloud broker. That was way before the SaaS sprawl we have today, which now I call it managing SaaS at scale. So I remember that this was very new and we were figuring the role out. We kind of figured out what it should start with and evolve. We initially focused on value generation. So that was one thing that was pretty innovative for that time. Fast forward to today, I don't have a business relationship manager role but a responsibility of my staff to play this role. I do want my business partners to have one person to go to that they can count on for prioritization and everything that needs to get done. The IT sausage-making behind the scenes, they don't need or should need to understand and navigate that. It's one key person that they know to go to, and that they build a strong relationship with. I think that works out really well.","upvoters":[{"profile_id":"5fe4ec7a7f79f900012e2209","create_date":"2021-02-20T20:23:30.314Z"},{"profile_id":"603080a836fcbf00019227d7","create_date":"2021-02-21T20:45:04.588Z"},{"profile_id":"5c636311d36e1d4659892133","create_date":"2021-02-25T20:51:02.785Z"}],"replies":[]},{"createdate":"2021-02-18T21:49:26.648Z","profileid":"5d0ab80a8b1e4e9bb551a6c3","anonymous_author":null,"anonymous":false,"text":"I don't think I was particularly innovative in terms of the types of roles. Very similar relationship models. I could never build out a full sort of business liaison team or anything like that, but definitely made it as straightforward as possible for the organization to engage. At least they knew who to go to, even if that person wasn't ultimately going to solve the problem. I'd say where I probably got a little more creative was on the more business operations side, where it was like, "Hey, look, we need to really focus on people that have that M and A experience." So we kind of created some roles that were very much like, "Hey, this is the role you play" and then built out capacity underneath them as ... If it was working, right, and the business was like, "Yeah, this is working. This is helpful," then we would get the opportunity to do more. So I think that's probably where we got a little more creative. Again, I'm not saying it was rocket science, but it was certainly new to the company.","upvoters":[],"replies":[{"createdate":"2021-02-18T21:49:57.169Z","profileid":"60327202760f9e0001589abd","anonymous_author":null,"anonymous":false,"text":"I created a team that is managing the business of IT. Managing the business of IT is about transforming how IT operates and the platforms to support it and creating shared services that are needed company-wide and not tailored to one business unit. This has worked out really well in advancing strategic efforts for IT versus part-time jobs from everybody on the team. This is where we lead our managing saas at scale initiative as well as enterprise service management and IT governance.","upvoters":[{"profile_id":"603080a836fcbf00019227d7","create_date":"2021-02-21T20:45:23.973Z"}],"replies":[]}]},{"createdate":"2021-02-18T21:50:16.9Z","profileid":"5fdcdba358184f00013cfda2","anonymous_author":null,"anonymous":false,"text":"I just knew that data seemed to always be the point of tension eventually. So if I could attack that early, before doing so, I basically said, "I'm going to do a data management team and bring that in place." I just discovered that the person with the plan seems to be listened to in some way, shape, or form, even if that plan is not a fully baked one. So what I basically thought about us doing, I said, "Look, I just know this is going to be a problem. I just think we should basically put good data management at a fundamental level with some systems. I'd like to start that."\n\n\nSo I remember getting budget for that and getting assigned, essentially, a set of data analysts who were going to basically start to focus on data cleansing and then start to come up with rules and all of that sort of stuff. I think the result of that was just education. Let's just get the basics absolutely right, and guess what? I'm willing to take that on." People were like, "Okay, well, that team wants to basically do it. I've never seen that before, but okay. That's a bit of a plan. We should basically move towards that."","upvoters":[],"replies":[]},{"createdate":"2021-02-20T02:29:55.165Z","profileid":"5abcb90356e1442096c6e7ce","anonymous_author":null,"anonymous":false,"text":"Agree that it depends on the place and the existing org. Sometimes it was an enterprise architecture group. Other times I would realign based on function or process. It is always about understanding current state, pain points, future state needs, and then making the changes needed for the unique nature of each org. There is no one size fits all solution or silver bullet.","upvoters":[{"profile_id":"60327202760f9e0001589abd","create_date":"2021-02-21T14:57:10.964Z"},{"profile_id":"5f527999d36e1d4d0b401447","create_date":"2021-02-22T17:52:50.625Z"}],"replies":[]}],"reward":{"threshold":0,"threshold_amount":0,"threshold_met":false,"amount_min":0,"amount_max":0,"amount_multiplier":0,"amount_display":""},"last_updated":"2021-02-20T02:29:57.102Z","intro":"","target_audience":{"company_sizes":[],"industries":[],"titles":[],"geography":[]},"anonymous":true,"anonymous_author":{"_id":"","firstname":"","lastname":"","displayname":"Scrambled user","email":"","other_emails":[],"phone":"","last_updated":"0001-01-01T00:00:00Z","first_seen":"0001-01-01T00:00:00Z","last_seen":"0001-01-01T00:00:00Z","last_contacted":"0001-01-01T00:00:00Z","unread_data":{"badges":null,"push_date":"0001-01-01T00:00:00Z","queried_date":"0001-01-01T00:00:00Z","marked_as_read":null},"slug":"","pic":"","pic_font":"","locale":"","timezone":0,"claimed_profile_id":"","skills":null,"badge_status":0,"industries":null,"department":0,"departments":{"ids":null,"last_updated":"0001-01-01T00:00:00Z"},"company_size":0,"company_name":"","title":0,"level":0,"titledisplay":"","title_override":"","pulsepoints":0,"numresponses":0,"numcomments":0,"accounts":[],"notification_prefs":{"sponsored_content":{"surveys":false,"posts":false,"polls":false,"freq":0},"digest":{"freq":0},"snooze":{"enabled":false,"until":"0001-01-01T00:00:00Z"}},"onboarding_status":null,"fre_status":null,"onboarding":false,"long":"","lat":"","country":"","city":"","state":"","groups_membership":null,"sources":null,"premiumness":0,"verification_state":0,"views":0,"gifts":null,"device_push_tokens":null,"reports_unlocked":false,"customer":false,"loggedin_pcc":false,"today_customer":{"last_seen":"0001-01-01T00:00:00Z","feed":{"content":null,"whitepapers":null}},"today":{"fre_shown":false,"last_seen":"0001-01-01T00:00:00Z","feed":{"content":null,"whitepapers":null}},"metadata":[]},"views":20,"source":"","channel_slug":"","test":false,"parent_type":0,"parent_id":"","parent_slug":"","parent":null,"product_question_type":0,"num_comments":4,"last_activity":["602edfee17afe43c2722099b","602f246817afe43c27448bb4","603074256b05ed87848b4c89"],"featured_profiles":["5abcb90356e1442096c6e7ce","5d0ab80a8b1e4e9bb551a6c3","5fdcdba358184f00013cfda2"],"tags":[{"_id":"5c3c5921c84ce06f2dd7b0fd","name":"Leadership","type":0,"slug":"leadership","image_url":"https://pulse-server.s3.amazonaws.com/skills/skill-leadership.png","aliases":["management","organization","hierarchy"],"parent_id":"","following":false},{"_id":"5f4d4f6af7ea41713d543a64","name":"Manage & Coach","type":1,"slug":"manage-coach","image_url":"","aliases":[],"parent_id":"5c3c5921c84ce06f2dd7b0fd","following":false},{"_id":"5c3c5acbc84ce06f2dd7b142","name":"Organization Structure","type":0,"slug":"organization-structure","image_url":"https://img.hyperise.io/i/dxxNKZfVF.png?custom_text_1=Organization%20Structure","aliases":["org structure","hierarchy"],"parent_id":"5c3c5921c84ce06f2dd7b0fd","following":false},{"_id":"5c3c5acbc84ce06f2dd7b143","name":"Talent management","type":0,"slug":"talent-management","image_url":"https://img.hyperise.io/i/dxxNKZfVF.png?custom_text_1=Talent%20management","aliases":["talent"],"parent_id":"5c3c5921c84ce06f2dd7b0fd","following":false},{"_id":"5c3c5acbc84ce06f2dd7b144","name":"Culture","type":1,"slug":"culture","image_url":"https://img.hyperise.io/i/dxxNKZfVF.png?custom_text_1=Culture","aliases":[],"parent_id":"5c3c5921c84ce06f2dd7b0fd","following":false},{"_id":"5f4d4f7af7ea41713d543c67","name":"Manage Business Relationships","type":0,"slug":"manage-business-relationships","image_url":"https://img.hyperise.io/i/dxxNKZfVF.png?custom_text_1=Manage%20Business%20Relationships","aliases":[],"parent_id":"5c3c5921c84ce06f2dd7b0fd","following":false},{"_id":"5c3c5acbc84ce06f2dd7b141","name":"Organizational Design","type":0,"slug":"organizational-design","image_url":"https://img.hyperise.io/i/dxxNKZfVF.png?custom_text_1=Organizational%20Design","aliases":[],"parent_id":"5c3c5921c84ce06f2dd7b0fd","following":false}],"typeslug":"post","topComment":"I think it depends on the places I've been, different solutions to different companies. But I remember in the 2010-2014 time, I started talking about how we're not in Kansas anymore in terms of the SaaS proliferation and the change this is bringing to IT teams. At that time, I brought in a cloud broker. That was way before the SaaS sprawl we have today, which now I call it managing SaaS at scale. So I remember that this was very new and we were figuring the role out. We kind of figured out what it should start with and evolve. We initially focused on value generation. So that was one thing that was pretty innovative for that time. Fast forward to today, I don't have a business relationship manager role but a responsibility of my staff to play this role. I do want my business partners to have one person to go to that they can count on for prioritization and everything that needs to get done. The IT sausage-making behind the scenes, they don't need or should need to understand and navigate that. It's one key person that they know to go to, and that they build a strong relationship with. 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