一、如何定义Cardinal Health的业务转型?
Cardinal Health的业务转型就是要更快、更灵活地改善客户体验。对于数字化部门来说，为整个公司和我们的客户开发数字和商业解决方案是我们战略的关键。我们正在利用数据和分析、人工智能、自动化等技术来提升我们对内对外的产品和服务。但想要取得成功，我们需要与我们的业务部门领导合作，引导他们走上技术之路。因为我觉得在我的IT领导生涯中，我经常觉得我们是在为业务做事，而不是与他们合作。例如我们正在提升我们的数字化能力，使我们的医疗保健客户能更快速地下单、接收和跟踪订单。我们也经常会抛出“转型”这个词，这似乎是一件大事，但实际上，它只是关于业务变革。而我的目标是将“转型”简化为实现最终游戏的明确策略。
二、如何确保IT部门与业务部门建立强有力的合作关系?
由于之前的模式，我们每个部门的技术组织主要是分开运作的，大家只是在自己空间里埋头工作。而我的计划是让我们重新想象我们的团队如何合作，所以在新模式中，我们将有技术领导者负责与我们的制药部门、医疗部门和公司职能部门合作，以此来简化我们的结构，这样我们就可以作为一个组织运作，创造无缝的、有凝聚力的体验。
另外在这个过程中，我们寻找的是具有前瞻性思维并具有很强的协作能力的人，无论是与业务伙伴还是在整个技术组织中。我需要能够理解问题并为我们的技术团队指明正确方向的人。他们的工作不是自己解决问题，而是定义策略，找到合适的团队，并帮助我们专注于简化组织结构。但为了使IT业务伙伴角色成功，我们需要集中我们的企业的基本IT能力。例如，我们的SAP团队以前分散在整个组织中，通常单独工作，除非存在共同的问题。在我们的新模型中，我们创建了一个SAP卓越中心(CoE)，它服务于业务的所有部分，同时也为最佳实践共享、学习、职业道路以及更好的资源规划和部署创造了机会。这种方法将推动简化，消除浪费，并使我们作为一个组织获得成功。
而在组织CoE的这个过程中我们遇到的最大挑战是企业熟悉使用专用的SAP资源来满足他们的需求。这里面的关键是要让业务部门的伙伴明白，他们并没有失去专有资源，而是获得了更多更有用的资源。
三、数据和分析的运营模式是什么?
就像SAP和其他功能性技术领域一样，数据和分析的最佳模型是将所有这些资源整合在一起。我曾在不同的公司工作过，使用不同的模型，但我总是发现，数据和分析专家喜欢被放在一起。他们喜欢作为一个团队的专注和精力，能够一起解决问题。其实当你在一个组中有数据的时候，你不需要弄清楚谁在研究什么。团队很高兴被授权做出这些决定，我们的业务合作伙伴也很高兴能够清楚地知道他们应该与谁或哪个团队合作来解决问题。
四、目前IT组织的目标文化是什么?
我的目标文化非常简单:“我们都在一起，我们需要互相支持。”这听起来很简单，但技术是一项高压工作，和所有人一样，我们仍在适应一些人远程工作，而另一些人则不是。我们需要一种互相帮助的心态，并提醒我们的工作是为了更大的利益。
我试着在自己的互动中模仿这种行为，确保自己的存在感，并花时间与向我的领导团队汇报的人在一起。我也会把不同团队的人拉到不同的对话中。因为有些人在Cardinal Health工作了很长时间，所以有时候我会假设大家都互相认识。但事实并非如此，如果他们彼此不了解，就很难建立一种“我们都在一起”的文化。
所以很多领导会带着他们的团队去做社区服务活动，把不同团队的人混合起来一起做社区服务活动。我也希望找到新的方法，在整个组织中创造更多的参与和合作。
五、怎么渡过前100天？
Cardinal Health是一家价值1810亿美元、拥有46,500名员工的公司，而你在那里当首席信息官才三个月。你对新晋首席信息官们有什么建议，如何在这样一个推动巨大变革的大公司里度过他们的头100天?
首先是学会拥抱变化。在我上任的前五周，我们几乎每周都会宣布一些变动，例如有新的首席执行官、新的董事会成员、执行委员会的新成员，以及我的团队中的一些人退休，这种情况很多。面对这些情况，我会在早晨和一天结束的时候花几分钟安静的时间写下我脑子里的所有事情，这个可以帮助我梳理我的一天的事情。
第二不要轻易承诺。在最初的几个月里，要注意不要做出任何重大的承诺。一旦我明确了我们的优先事项，并且我的团队处于正确的结构中，我们就可以快速交付几个关键的重点领域。但如果你不花时间去倾听、理解和交流你的优先事项，你将在头三个月里救火。
最后模型、策略和优先级越简单越好。要明白模型、策略和优先级不是越复杂越好，因为不是每件事都是转型。有时候只是通过技术和业务之间更加集成的结构来推动变革。
原文：
Recently, I had the pleasure of speaking with Michelle Greene, who was promoted from SVP of EIT of Cardinal Health’s pharmaceutical segment to CIO last August. As technology chief, Greene is now charged with leading IT teams to help the Dublin, Ohio-based distributor and manufacturer of medical and laboratory products innovate new ways to evolve healthcare delivery.
Central to that effort is structuring her IT organization to better partner with the business. Just three months into her tenure, Greene is already having an impact reorganizing IT — from application support to data analytics — for business impact.
What follows is an edited version of our conversation.
Martha Heller: How do you define business transformation at Cardinal Health?
Michelle Greene: Business transformation at Cardinal Health is all about moving faster and being more agile to improve the experience of our customers. For example, we are advancing our digital capabilities to enable our customers across healthcare to seamlessly place, receive, and track orders more quickly.
We all throw out this word “transformation” which seems like such a huge deal, but really, it is just about creating change. My goal is to simplify “transformation” into a clear strategy for achieving an end game.
Right now, developing digital and commercial solutions for businesses across the company and our customers are key to our strategy. We are leveraging the power of data and analytics, artificial intelligence, automation, and more to enhance our products and services, internally and externally. But to be successful, we need to be in partnership with our business leaders and guide them along their technology journey. Too often in my IT leadership career, I felt like we were doing things to the business, instead of partnering with them.
How do you ensure IT has a strong partnership with the business?
In our new model, we will have technology leaders responsible for partnering with our pharma division, our medical division, and our corporate functions. Previously, the technology organizations in each division primarily operated separately, which led to siloed work with our heads down in our own space. My plan is for us to reimagine how our teams work together by simplifying our structure so we can operate as one organization and create seamless, cohesive experiences.
What are the attributes you look for when filling those business-partner roles?
I look for people who are forward-thinking and have a strong ability to collaborate, both with their business partners and across the entire technology organization. I need people who can understand a problem and then point our technology teams in the right direction. Their job is not to solve problems themselves, but to define the strategy, get the right team on board, and help us focus on simplification.
But, in order for the IT business partner roles to be successful, we need to centralize our foundational enterprise capabilities. For example, our SAP teams were previously spread out across the organization and typically worked separately unless there was a common issue. In our new model, we created an SAP center of excellence (CoE) that serves all parts of the business while also creating opportunities for best practice sharing, learning, career pathing, and better resource planning and deployment.
This approach will drive simplification, eliminate waste, and enable us to be successful as an organization.
What will be your greatest challenge in moving to a CoE structure?
The greatest challenge is the business is familiar with having dedicated SAP resources to address their requirements. But most people in application management functions appreciate the CoE model because they are exposed to the entire enterprise, not just their silo. The key is to make our business partners understand they are not losing resources; they are gaining them.
What is the operating model you propose for data and analytics?
Just as with SAP and other functional technology areas, the optimal model for data and analytics is to bring all of those resources together. I have worked in different companies with different models. But I always find that data and analytics experts appreciate being grouped together. They like the focus and energy of being one team and able to solve problems together.
When you have data in one group, you don’t have to figure out who is working on what. The team appreciates being empowered to make those decisions and our business partners appreciate having clarity regarding who or which team they should partner with to resolve an issue.
What is the target culture for your IT organization?
My target culture is very simple: ‘We are all in this together and we need to have each other’s back.’ It sounds elementary, but technology is a high-pressure job. And like everyone, we are still adjusting to some people working remotely, while others are not. We need a mindset of helping each other and being reminded our work is for the greater good.
I try to model this behavior in my own interactions. By making sure I am visible and spending time with people who report to my senior leadership team. I will pull people from different teams into various conversations. There are long-tenured people at Cardinal Health, so sometimes I can assume everyone knows each other. But that’s not true, and if they don’t know each other. It is harder to build a ‘we’re all in this together’ culture.
Many of my leaders take their teams to do community service activities. I would like to mix that up and have people from different teams do a community service activity together. My hope is to find new ways to create more engagement and collaboration across the entire organization.
Cardinal Health is $181 billion company with 46,500 employees, and you have been CIO there for only three months.
What advice do you have for new CIOs on handling their first 100 days in such a large organization that is driving so much change?
The first is to remember to breathe. During my first five weeks in the role, we had some type of change announced almost every week: a new CEO, new board members. And new members of the executive committee and some people on my team retiring. It can be a lot. I find that having a few quiet moments first thing in the morning and the end of the day to write down everything that is my head helps me to be clear about where I need to place my bets that day. For a while, it is one day at a time.
You also want to be careful not to make any big commitments in the first few months. Once I am clear on our priorities, and my team is in the right structure. We can deliver quickly on several key focus areas. But if you don’t take the time to listen, understand. And communicate your priorities, you’ll spend your first three months fighting fires.
Finally, understand that the simpler you can keep your model, strategy, and priorities, the better. Not everything is a transformation. Sometimes you are just driving change through a more integrated structure between technology and the business.
本文由数字化转型网翻译，翻译：数字化转型网郑亚茹，翻译审核：数字化转型网默然。
