Novanta是一家市值8亿美元的激光光子学、精密运动控制和视觉技术全球供应商，总部位于波士顿，在全球拥有2700多名员工。Sarah Betadam于2019年加入公司，担任业务应用副总裁。她在2021年1月成为全球首席信息官，负责公司数字化转型的战略方向、领导和实施。她和她团队的其他成员目前正在考虑一个与Novanta公司的愿景保持一致，基于业务能力、协作和数据驱动决策的三年计划，以此业务实现增长。
Sarah Betadam说:“我有一个很棒的团队，我们还与商业用户建立了合作关系。我们是一家节奏非常快的公司，为了确保我的团队能够跟上步伐，我们实施了一些措施。”
Sarah Betadam说:“我们的领导层也真的希望我们做出改变。这种支持真的很有帮助。然而，在转型投资组合中，我们仍然必须优先考虑实质性项目，因此它们不会以相同的速度发生。我们可以根据业务变化进行适应性调整，并在此基础上实施。”
一、我们认为自己是一个专注于数字化的业务合作伙伴
我们认为自己是一个专注于数字化的业务合作伙伴，拥有所有不同的功能和业务部门，因此我们转向云解决方案，以实现Novanta未来的最佳规模。云战略无疑是我们构建生态系统的核心。但这并不容易，通过过去两年与合作伙伴的大量合作和对业务能力的考察，我们正专注于痛点并围绕它们构建解决方案。这是我们持续成功的关键部分，也是未来规划的关键。当我们经历不同的商业案例时，我们与财务团队合作，以计算公司的投资回报率，以及有多少技术可以推动这一目标。
二、敏捷不是关于速度，而是关于你如何思考问题
这是关于拥有不同的心态。所以这是一种成长心态，可以跳出框框思考。敏捷不是关于速度，而是关于你如何思考问题，并确保你有一个最小可行的产品，以便看看它是否能解决问题。然后你在此基础上继续发展。此外，就心理安全而言，失败也没关系。所以它建立了一个成长心态的环境，适应不同的环境，并确保你在解决一个商业问题。
三、选择合适的试点团队来转向敏捷
你必须做好功课。我们最终要做的是花至少一两个月的时间来采访不同的团队和业务利益相关者，然后选择一个试点团队来转向敏捷，以及这意味着什么。因此，对于我们的商业智能，我们大约从2019年开始从中层做起，努力让他们成为我们的倡导者和拥护者。然后你把中层管理人员带到高层管理人员，这就是以身作则。我发现这真的有助于改变他们的想法，让他们了解敏捷应该如何工作。我在以前的公司做的另一种方法是，你从外部聘请教练来面试你的高管。专家敏捷教练面试、获得反馈并制定计划也会有所帮助。
四、服务型领导的关键部分是与团队建立基础
服务型领导的关键部分是与团队建立基础，确保领导层内部有信任的基础，然后看看如何将其传播到组织中。我告诉团队成员的是，我们需要相互信任和授权。所以对我来说，这是为团队成员赋权，让他们成功，无论他们现在还是多年后和我在一起。这给了我最大的满足。我相信我没有经历“大辞职”的原因是因为在团队中建立了信任，进行了公开的沟通和透明，并确保我们一起努力完成我们想要做的事情。这是一种心理上的安全感，也是一种确保人们理解你必须言出必行的方式。
原文：
Headquartered in Boston with more than 2,700 employees worldwide, Novanta is an $800 million global supplier of laser photonics, precision motion control, and vision technologies. As CIO, Sarah Betadam, who joined in 2019 as VP of business applications, and then became global CIO in January 2021, is charged with the strategic direction, leadership, and implementation of the company’s digital transformation, juggling several initiatives simultaneously. At the moment, four different digital transformation initiatives are underway in cyber, business intelligence, CRM and ERP systems.
With all this in mind, she and the rest of her team are currently thinking about a three-year plan based on business capabilities, collaboration and data-driven decisions that align with the Novanta company vision to enable growth.
“I have a great team, and we also have a partnership with the business users,” she says. “We are a very fast-paced company, and my team is able to keep pace to make sure we implement things.”
Backing from the tech-based company’s leadership adds further muscle to ensure that transformation initiatives are carried out successfully.
“We also have the leadership across the board really wanting us to make changes,” she says. “That support really helps. Within transformational portfolios, though, we still have to prioritize substantive programs, so they don’t all happen at the same speed. We’re adaptable based on business changes, and from there we can implement.”
CIO Leadership Live host Maryfran Johnson recently interviewed Betadam on the CIO-CEO relationship, nurturing business and IT partnerships that help strengthen the organization, servant leadership, agile methodologies, and more.
Here are some edited excerpts of that conversation. Watch the full video below for more insights.
On business partnerships: We think of ourselves as digitally focused and an integral business partner with all of the different functions and business units as we move to cloud solutions to best scale Novanta for the future. Cloud strategy is definitely something we’ve been building our ecosystem around. It isn’t easy, but with a lot of collaboration over the last two years with partnerships and going through business capabilities, we’re focusing on pain points and building solutions around them. That’s a key part of our ongoing success, and for future planning. And as we go through different business cases, we’ve partnered with our finance team in order to calculate ROI for the company and how much technology will drive that.
On agile: It’s about owning the different mindsets. So it’s a growth mindset to think outside the box. Agile isn’t about speed, it’s about how you think about the problem and making sure you have a minimal viable product in order to see if it solves the issue. Then you build on it and pivot. Also, in terms of psychological safety, it’s okay to fail. So it builds that environment about a growth mindset, adapting to different environments and making sure you’re solving a business problem.
Here are some edited excerpts of that conversation. Watch the full video below for more insights.
On educating the business: You have to do your homework. What we end up doing is spending at least a month or two interviewing different groups and business stakeholders, and then pick the pilot group to move to agile and what that means. So for our BI, we started that about 2019 from mid-level and worked for them to become our advocates and champions. Then you bring the middle management to the higher management, so it was leading by example. I found it really instrumental in changing their minds to see how agile is supposed to work. Another way I did it in previous organizations is you bring in coaches from outside to interview your C-suite. Expert agile coaches interviewing, getting feedback and formulating a plan also helps.
On servant leadership: The pivotal part of a servant leader is building the foundation with the team, making sure there’s a trust foundation within leadership, and then see how that disseminates to the organization. What I tell team members is we need to trust and empower each other. So for me, it’s building empowerment for team members, and for them to be successful, whether they’re with me now or many years later. That gives me the greatest satisfaction. I believe the reason I didn’t experience the Great Resignation was because of building that trust within the team, having open communication and transparency, and making sure we work together in order to accomplish what we want to do. It’s a psychological safety and a way to make sure people understand that you have to walk the talk.
本文由数字化转型网翻译而来，文章翻译：数字化转型网郑亚茹；翻译审核：数字化转型网默然。
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