The Importance of Cultural Alignment between the Operating Units and Information Technology. The Challenge of Maintaining Cultural Alignment through the Life-Cycle of Outsourcing. A presentation by Carl Fox, SVP of Corporate Services, of Crowley Maritime Corporation, October 2013 to the JAX Chamber IT Council.

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
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provide transportation of personnel and supplies to ships
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anchored in San Francisco Bay.
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Crowley has since grown into a strong, diversified, service•
oriented company with primary interests in marine solutions,
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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.
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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