STAKEHOLDER MANAGEMENT … TO STEER TOWARD SUCCESS L’esercizio efficace della leadership nel team

20 lug 2016 @ Alstom Transport, Bologna

L'esperienza Datalogic nella mappatura e

gestione degli stakeholder in fase di

inizializzazione

Loretta Chinaglia Program Manager

Datalogic

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Datalogic: about us

My Datalogic

New Product Development and Responsibilities

7 Keys to success: Stakeholder Involvement

Stakeholders mapping and strategy

Unhealthy Status Stakeholders: unsuccessful stories

Stakeholder: Lessons Learned

Agenda

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Datalogic at a Glance

Global leader of bar code readers, mobile computers,

sensors, vision systems and laser marking systems with

innovative solutions in verticals market:

Retail, Transportation & Logistics, Factory

Automation, Healthcare Industries

Founded in 1972 by Romano Volta in Bologna, Italy

and listed on the STAR Segment of the Italian Stock

Exchange since 2001

A large portfolio of about 1,200 patents

About 2,600 employees, of which 450 in R&D:

1,245 (48%) in Europe

636 (25%) in US

686 (27%) in APAC

Direct presence in 30 countries worldwide selling to

120 countries, with more than 1,000 partners

worldwide

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2012

2015

2001

1988

1997

1972

2002

2011

FOUNDATION Established in Bologna

EXPANSION

Escort Memory Systems Inc.

IDWare Mobile Computing &

Comm.

LISTING Listed on the STAR segment

of Italian Stock Exchange

INNOVATION

Set up Business Development

Division

Acquisition of Multi-wave

Photonics SA

Partnership with CAEN RFID

Srl

Minec AB

Laservall SpA

Informatics Inc.

PSC Inc.

Datasensor SpA

Evolution Robotics Retail Inc.

Accu-Sort Systems Inc.

PPT Vision Inc.

EXPANSION

Over 40 years of Technological Innovation

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EUROPE 41.6%

ITALY 8.5%

NORTH AMERICA

30.1%

ROW 6.4%

APAC 13.4%

Note: Breakdown by area based on 2015 revenues

Direct presence in 30 countries

8 Manufacturing Sites 12 R&D Centers

2 DL LABS

A Wide Geographical Footprint

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Retail: 47 % of Revenue*

Most innovative solutions

Multi-tier model

POS

New Products

Bundle solutions

Warehouse

New products

Tailored services

Store mngt

* Figures as of 31 December 2014

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Shop floor Automation Warehouse

New Products

Bundle solutions

Leverage EMEA MKT share

as a reference

Geographical expansion

leverage barcode,

marking and inspection

Manufacturing: 30% of Revenue*

* Figures as of 31 December 2014

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Delivery Sorting Shipping &

Receiving

Geographical coverage

leverage barcode,

marking and inspection

Strengthen the relation

with key customers

New products

tailored services

T&L: 15% of Revenue*

* Figures as of 31 December 2014

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Manufacturing Inventory mngt Bed side care

Expand geography

Mark and Verify solutions

Most innovative solutions

New Products

Tailored services

Promote the use of

professional device

Healthcare: 6% of Revenue*

* Figures as of 31 December 2014

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21 new products

announced in 2015

27,6% of total group

revenues generated by

new products

New products announced in 2015

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CIO

Romano Volta Chairman and CEO

AUTOMATIC DATA

CAPTURE (ADC)

HHS - PS

FRS - LaneHawk

MC - Shopevolution

Identification

Postal/Systems

Sensors & Safety

Laser Marking

WASP

System ID Warehouse

CFO

Machine Vision

INFORMATICS INDUSTRIAL AUTOMATION

(IA)

New Needs and Application Scouting

Mergers & Acquisitions

CHRO General Counsel

CTO COO

Datalogic LABS

BUSINESS DEVELOPMENT

Mergers & Acquisitions

Corporate Quality

Organization

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BU 1

R&D

Program Mngt

Marketing

Technical Support

BU 2

R&D

Program Mngt

Marketing

Technical Support

BU N

R&D

Program Mngt

Marketing

Technical Support

Advanced Manufacturing Engineering

Quality & Reliability Purchasing

Sales

IP

BU Organization

DL LABS

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R&D is a large organization involving 450 people

R&D is organized by BU with larger focus on the specific products

DLLAB develops the Group Technology Roadmap delivering

trusted components

R&D develops BU Product Roadmap that address market

underserved needs

R&D Organization

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• Program Manager since 2007.

• New Product Development HHS.

• Previous: Sw designer / Project Leader

• PMP® since February 2009

• New role after huge company reorganization.

• First Program Manager in Datalogic Scanning in Bologna (2007)

• Organizational changes Conflicts

• During the reorganization phase the main goal in the stakeholder

management was to foster a project management culture through the

benefits demonstation.

• At today the role of the program manager is becoming more important and

key to a proper flow of the activities

My Datalogic

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• Unique process with homogeneous level of visibility of the activities and

a more efficient control through all the sites and design centers.

• The NPD procedure defines two different kind of paths with specific phases

and deliverables: Sellable, non-Sellable

Back End Development Fuzzy Front End

Market

Requirements

Product

Definition Feasibility Alpha Design

Product

Validation

Pilot

Build Ramp up

CP1 CP2 CP3 CP4 CP5 CP6 CP7-8

BU -

Industry

Road Map

Sellable items Development

Back End Development Fuzzy Front End

Market

Requirements

Requirements

Definition Feasibility

Review on

adopting

products

CP1 CP2 CP3 CPs

Group

Technology

or BU -

Industry

Road Map

Non Sellable items Development

Design and

Validation

CP4

NPD – New Product Development

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Organizational Responsibilities and Core Team

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Supervisory Board (SB)

Check Points and updates

Supervisory Board:

Chairman: CEO

Board: BU Manager

BPE

CTO

Sales Manager

General Quality Manager

IP

COO

Core Team

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7 Keys To Success

• Datalogic follows the «7 Keys to Success» approach to monitor Project Health

Status.

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• Stakeholder monitoring is part of the 7

Key/Project Health Status evaluation

• 7 Keys to Success are part of the Risk

Assessment and Response Plan (RAP)

• RAP is updated at each CP/Project Update

7 Keys To Success – Stakeholder involvement

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Stakeholders: Power/Interest Grid

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Who

• Legal, Regulatory

• Intellectual Property

• BPE

• CTO

• COO

• Functional

Managers

How:

• Contracts monitoring since beginning

• IP plan

• Business Case periodical review

• Design reviews

• Core Team / CT minutes, project plan and

resouce allocation

• Checkpoint review

Stakeholders: Strategy and Planning 1/4

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Stakeholders: Strategy and Planning 2/4

How:

• Early involvement, KPI supplier tool, gantt

request and control. Schedule sharing

• Consultants, Testers… constant

monitoring/plan sharing, tracking tool

Who

• Suppliers

• Testers

• Laboratories

• Consultants

KPI supplier tool. Rating on following keys: Response Quickness, Feedbacks Quality,

Innovation, Scheduling Respect, Samples Quality, Product Development Support

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Stakeholders: Strategy and Planning 3/4

Who

• Project Team

• End user

• Sales

How:

• Core team meeting, minutes and actions

• Technical meetings, daily connection

• Voice of Customer, Beta site test

• Activities for product launch, webinars,

website…

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Stakeholders: Strategy and Planning 4/4

Who

• CEO

• BU Manager

• Product Manager

• Customer

How:

• Checkpoint review

• QBR / Staff Meetings

• Project reports

• Core Team Meeting and Minutes

• VOC

• Periodical updates (Custom project)

• Early customer Beta Test

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Unsuccessful stories

• Stakeholders delayed decisions

Early sharing of topic issues.

Reminders, «pressing».

• Stakeholder did not commit enough time to the project

Provide realistic schedule. Keep stakeholder updated.

Have higher priority for shared resources. Highlight risk.

• CEO did not approve Product Requirements

Earlier involvement. Strategy sharing. VOC.

• Operation delayed product release to Production

Wrong stakeholder was identified.

Operation requirements clear since beginning.

Design for Manufacuring review. Compromise.

Unhealthy Status – Stakeholders 1/2

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Unsuccessful stories

• Resource redirected to other projects

Project plan and resource allocation with functional

manager/program managers. Escalation.

• Supplier for custom parts was late / poor quality

KPI supplier tool to act in advance.

Link with Procurement Engineers on site.

Improved communication (language side).

Rarely

• Unsuccessful Customer Beta Test (custom project)

Right stakeholder for requirements definition.

Early validation.

• Team not motivated, low performance

Team building, motivation, short time goals.

Unhealthy Status – Stakeholders 2/2

23/06/2016 | 27

Stakeholders – Lessons Learned

• Define right stakeholders since beginning.

• Verify stakeholder representatives.

• Keep stakeholders involved in the entire project Lifecycle

Promote a proactive cultivation of relationships that can serve as

“capital” during challenging times.

• Make project information transparent. Use right communication

tools/methods.

• Manage information on sensitive and controversial issues.

• Be strategic and prioritize.

• Report back.

23/06/2016 | 28 PMI®-NIC: Introduzione al volontariato nel PMI® e nel PMI®-NIC

Grazie e … a presto!