Process Management

Process Management
How do you build a security-focused culture within IT?

Top Answer : It's a culture shift you have to create by educating people on what it is that you're actually doing. I've found that when we set up something new, a lot of people ask us questions about what we're doing. The first thing they want to know is basically if the company is watching what they post on social media or what they buy on Amazon. They don’t understand that's the least of my worries. My worries are, “Did you accidentally send out something with a bunch of PII to someone you shouldn't have sent it to?” Those are the real concerns, things that create liability for the company, because our entire job is to enable the company to securely be productive. So I think that's the first thing is to get everyone on board and explain what we're looking to do and what we're trying to protect against. This isn't about a big brother situation. I always tell people, "What you do on your computer is a productivity situation between you and your manager. What we do to secure the endpoint, is to protect the company." I like to impress that upon people.

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How can consolidating security across independent subsidiaries improve security processes in an organization?

Top Answer : As we transformed 21st Century Fox into “New Fox”, Fox Corporation, after the Disney acquisition we consolidated both the IT teams and the security team to be uniform across the board. Everyone's been over the moon with this whole transition. It has skyrocketed our ability to secure things and exponentially increased visibility across systems through consolidation and replatforming. Not only that, but I think the businesses are pleased with all of the modern applications that they've transitioned to. Our CEO, Lachlan, has also made it very clear he wants everyone operating in a "One Fox" mindset across the company. I think that has gone a long way at the senior executive level and with the technology systems to make it understood that we're going to have consistent ways of working across the board and a focus on the overall FOX mission. Our businesses have moved from independently managed on-prem systems into consolidated SaaS platforms. This has allowed us to dramatically improve our efficiency from a cyber standpoint and it provided the unique opportunity to re-think security for every system and workflow, as well as design systems with a “secure defaults” configuration. The company transition provided a once in a lifetime opportunity to replatform the company and cyber took full advantage of this.

What are the traits of effective sales ops leaders?

Top Answer : The best advice I can give to anyone leading a sales ops team, is that when you're doing your resource planning for your sales ops team, try to help finance and sales leadership understand that your team should be tied to the complexity of your internal company and your go-to market motion, rather than just functioning as a pure headcount ratio of sales to sales ops heads. If I look back over my career, that's where I've run into the most challenges: when the sales ops team becomes so undersized, and so strained, that we can no longer provide best of class service to the sales organization.

Can AI improve sales operations?

Top Answer : I'm sure the answer is yes, and it's probably yes more than I can even articulate because it's mind boggling what AI will probably be doing in not just 10 years, but 2 years from now. There's some obvious use cases. We probably spend the bulk of our time doing some type of reporting and it's such a time suck. AI is going to, I hope at least, give us so much time back because, A, just the consolidation of data, but then B, telling us what it means instead of having to stare at it for hours at a time.  It’ll automate a lot of our worlds, in terms of some of the fire drills and the tactical stuff that we do day in and day out. This will enable us to spend more time thinking longer term and more strategically. I'm blown away at what it can do today, and that’s  just the tip of the iceberg. I'm sure AI is going to come into everything: compensation, forecasting and analytics, trends, and capacity and territory management, etc. I'm excited, but I don't have a lot of real world, hands-on experience with it at this point.

Tips for IT/engineering leaders on how to meet business expectations, speed, and deliver as quickly as possible?

Top Answer : Keeping pace is particularly challenging when you have a small team. What I’ve done that I’ve found success with is applying gamification.  Before, my team suffered from a lot of delays, which affected the business.  Now I have a leaderboard for every task in the sprint planning, where performing a task accrues you points.  There are some other rules and details, but essentially, what this does is motivate and incentivize individuals on my team to not only come to work to get paid but also to feel a healthy amount of competitiveness amongst themselves and want to strive to do more in less time.  I’ve witnessed amazing results.  This has significantly increased my team’s productivity and our performance.   We’ve been able to deploy rapidly and complete a lot more tasks than ever before, even more than the tasks we had originally planned!  This kind of motivation ignites people. Before, when I ask my team who wants to own a task, no one would fight for it.  Now, they show so much interest.  “Robert, I want to do it!” “Robert, I could do it better!”  “Roberto, I can do it faster!”

How do you manage significant projects and transformations with a small team?

Top Answer : That's very top of mind for me right now. We've got a very small team, and now we've taken on this investment to do a significant amount of transformation and really make Salesforce one of our mission critical systems. With that have come some challenges in terms of making sure we've got the right skillset to be able to support these new technologies and feature functionality that we're investing in. Salesforce is a very prolific tool. You can do a lot of things there. Doing this successfully requires that you really understand your roadmap 12 to 18 months ahead of time, not just from a technology standpoint but from an enablement standpoint.  At the beginning of the year, we started talking about the need to bring in CPQ for new business. I didn't just look at that in terms of, "Okay, let's do some rationalization around the timeline of when we would be able to execute this project taking into account our year end and other projects that were already lined up.”  Bur rather, “Let me think about the team that we have today. It's not about whether they can actually deliver the project, but once we've delivered it, can we support it? Can we ensure that we're delivering best in class support to our internal users so that they in turn are optimizing and adopting the tool itself?" Looking at the number of support tickets that we received during, what I call, hypercare, the first two weeks post deployment, about 50% of them that came into the team were “how to” questions. “How do I do this now? I used to be able to do it this way and that field's no longer there. So now how do I do this?” Despite delivering a fairly comprehensive sales enablement and training program ahead of deployment, you're always going to have a number of folks who either were not participating or there could have been a myth in that material. So you really need to think about the full enablement, and whether you are making sure the team can be able to talk our users through how to do this from a business perspective as well.  That planning piece is critical.