![]() ![]() His strategy included three primary objectives for IT: Once he had completed his large and small group conversations, Rogers developed an IT strategy, along with a detailed integration roadmap with clear milestones for integrating teams, processes, systems, and infrastructure. “I visited sites all over the country, met with thousands of people, walked the shop floors, and saw how people interacted with customers.” In addition to the one on ones, Rogers accompanied SAIC’s CEO on an executive roadshow. ![]() “I started pulling ideas out of those conversations and shaping the strategy from one meeting to the next,” he says. “I asked them ‘What’s working? Where do we need to improve? How do you want to interact?’”ĭuring the meetings, Rogers also began to plant the seeds for a transformational IT roadmap. “I met with every single key leader – line of business presidents, CFO, controller, CHRO, everyone, for at least 30 minutes,” he says. To Rogers, his most important work was a series of executive interviews. “This is the kind of work that new leaders should be doing before day one, but that they often overlook,” continued Rogers. So, while they were integrating people, process, and technology, Rogers and his team were replacing legacy HR and CRM systems with newer cloud products.Īs a part of this administrative work, Rogers also made sure his vendors and partners were aware of his new role. “SAIC leadership saw the Engility acquisition as a chance to change the way we do business and differentiate ourselves in the market,” says Rogers. Not only that, Rogers and the rest of the executive committee saw the integration as an opportunity for transformation, particularly in the areas of human capital management and CRM. “You cannot move on from an ‘us and them’ culture when you are running two different email systems.” “We had to get people on the same systems quickly,” Rogers says. While SAIC’s retiring CIO, Bob Fecteau, had built a high performing team, Rogers still faced the huge challenge of integrating two large companies in a short timeframe. ![]() When SAIC, the large government technology services provider, acquired Engility, a smaller engineering services firm, Engility CIO Nathan Rogers became CIO of SAIC. ![]()
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