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The Cultural Challenge of Technology
October 29, 2013

Crowley

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
Crowley’s Information Technology Timeline

Crowley
Services
offered on-line

Mainframe
Outsourced

2008

Crowley
introduces the
Growth
Operating
Model (GOM)

2009

2010

2012

2013

Established
Business
Solutions
Group (BA’s)
by Business
Unit

Mid-Range
Servers
Outsourced

People

2011

IT Principles
• Cloud Based Solution
• IT as a Service
• Sourcing Strategy

→

Process

2014

2015

2016

2017

March 1, 2013,
Crowley
Outsources
our Services
Desk &
Infrastruture
Operations to
Enterprise
Intergration

→

Technology
Confidential –Crowley
Cultural Challenge: Impact of Outsourcing

Confidential –Crowley
• Relationship
to the
Business
(Internal /
External)
• Brand Equity
• Seamless
Transition

Values Driven

• Partnership
Chemistry
• Technology:
Commodity
versus
―Strategic
Value Add‖
• Trust but
Verify / SLA’s
matter

Value Add

Partnership

Cultural Challenge: Impact of Outsourcing

• Functionality
(Needs vs.
Wants)
• Values

Confidential –Crowley
IT Challenge: Put Aside Your “Technological Ego”

Innovation

IT Relationship

Project Delivery

• Not Invented Here
• Not Possible

• I know what they
need
• Communication

• 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

Confidential –Crowley

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The Cultural Challenge of Technology

  • 1. The Cultural Challenge of Technology October 29, 2013 Crowley Confidential – Crowley
  • 2. 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
  • 3. 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
  • 4. Crowley’s Information Technology Timeline Crowley Services offered on-line Mainframe Outsourced 2008 Crowley introduces the Growth Operating Model (GOM) 2009 2010 2012 2013 Established Business Solutions Group (BA’s) by Business Unit Mid-Range Servers Outsourced People 2011 IT Principles • Cloud Based Solution • IT as a Service • Sourcing Strategy → Process 2014 2015 2016 2017 March 1, 2013, Crowley Outsources our Services Desk & Infrastruture Operations to Enterprise Intergration → Technology Confidential –Crowley
  • 5. Cultural Challenge: Impact of Outsourcing Confidential –Crowley
  • 6. • Relationship to the Business (Internal / External) • Brand Equity • Seamless Transition Values Driven • Partnership Chemistry • Technology: Commodity versus ―Strategic Value Add‖ • Trust but Verify / SLA’s matter Value Add Partnership Cultural Challenge: Impact of Outsourcing • Functionality (Needs vs. Wants) • Values Confidential –Crowley
  • 7. IT Challenge: Put Aside Your “Technological Ego” Innovation IT Relationship Project Delivery • Not Invented Here • Not Possible • I know what they need • Communication • They gave bad requirements • Why do they need to be involved Confidential –Crowley
  • 8. 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 Confidential –Crowley

Notas del editor

  1. Complexity of the business supported by 1 IT organization