From the CTO: Perspectives on Transforming Your Organization

Joe Morgan
Standard Register
General Manager, On Demand Solutions,
VP & Chief Technology Officer
biography

In 2007, Standard Register was accorded the honor of being among the top ten technology innovators on the Information Week 500 list.

This being SR’s eighth appearance on this prestigious list, our Chief Technology Officer Joe Morgan was understandably proud – we were ranked sixth among all 500 companies and first in the category of manufacturing. 

It’s How You Invest, Not How Much You Spend
However, one fact that Morgan is quick to point out is that this distinction is not based on how much you spend on IT, but for the innovative use of technology to transform an organization and to bring about measurable results. 

With healthcare organizations and companies in all lines of business trying to leverage technology to transform themselves for the 21st century, we decided our readers might appreciate learning how Morgan has approached SR’s transformation and what guidance he has for other IT people facing similar challenges.

Tooling for the Future
“Several years ago, I was asked to build a technology organization that addressed the future state of our company,” Morgan explained.  “It meant restructuring our entire approach to investment and organization.  We built a strong development group, created a balanced approach to outsourcing and in-sourcing, established a project management office, and created a governance model for our technology investments.  Today, technology is a key part of our strategy and customers are recognizing increasing value from it.”

One example of how SR is using technology to benefit its customers is the 2006 initiative that put SR in InfoWeek’s top 10.  SR created a unique client reporting process that allows SR to more effectively show performance metrics, clarify client business goals and enhance service delivery.  Through a collaboration of SR’s business and IT teams, the process has created a new standard in customer intimacy, deepening trust and providing a compelling client acquisition tool.

Of course, IT transformation is not always welcomed with open arms across the organization.  Morgan offers this guidance for IT management to help drive a successful technology implementation.

1-Create a Culture of Change
To create a culture of change, you have to acknowledge people’s concerns and share the reasons for change.  As flawed as a process may be, people are more comfortable with the status quo – it’s the devil they know.  They view change as risky… in your case to patient care.   And it can be risky if it’s not managed properly.  However, to be an effective agent of change, you need to show the various stakeholders how the risk of maintaining the status quo is far greater than the risk of transformation.   You need to create a compelling case for change.

2- Think Outside of the IT Box
Understand your healthcare organization from the outside in.  Often technologists approach investments and operational optimization from a technology perspective and lose the support of the people using the technology. As part of a healthcare organization, you need to involve the nurses, the physicians, the administrative staff using the process.  Applying technology within the context of your users’ needs is critical to success.

3- Engage Your Team
An engaged staff working on clearly defined expectations will deliver, great results.  Help them understand the importance of their mission, give them ongoing feedback, celebrate your milestones and make it fun!

4-Set the Pace
Do today what you had planned to do next week.  Today’s environment is more competitive than ever before and in the case of healthcare, any initiative that optimizes processes, frees time for patient care, supports decision making or enhances patient safety  will drive the quality of care and contribute to your financial viability.  To be the best, you have to act, think and move forward at a much faster pace than your competition.  Velocity is key!

5- Be Detail-Oriented
In addition to pace, the details are critical.  You have to move fast, but with precision.  Pay attention to the details in your work and in the way you personally represent yourself.  You are a reflection of quality.  Set the tone.

6- Stay Focused
Clearly articulate your vision, define a clear set of actionable priorities and measure.

Morgan follows his own advice.  Standard Register’s vision is to be the world’s most trusted document services company, and every initiative his IT team pursues is focused on achieving it. 

"This year, we know that in order to further our vision, we must:

• Simplify business processes and upgrade key technologies and systems. We buy rather than build where differentiation isn’t critical.

 
• Drive our technology strategic plan into business architectural road maps in partnership with our business stakeholders, guided by a common vision and framework for simplifying processes and technologies, and for adding capabilities.

 
• Deliver targeted applications and invest in capabilities with broad customer appeal.  We want to make it easy for our customers to do business with us.”

Morgan is undaunted by anyone who is vaguely skeptical or adverse to change.  He has a vision and a plan that has served him well.  It’s hard to argue with success.