csctechtalk

you are unfortunately probably very on point. I work closely with the field and find they struggle with the big technology picture

The result is frustrated delivery people

Everyone's grasp can always be improved... it's the technologist's job to help educate

Yes, better integration between sales and Technology solutions will help push forward a better offering platform

This is being addressed through the Arc program under Jeff Bender's team.

one of the things we want to drive toward this phase is describing our capabilities - and our successes - in ways that are more easily consumable by our clients, partners, and sales/coverage community

Also, we have linked up with our sales transformation initiative (called sales excellence) to focus on our ability to develop "winning client solutions" - when our clients win, we win, and our partners win

I think some of our challenge is that we need to have business solutions provided via digital transformation...#doubledeep business/technical experts

@ArunRamakrishnan i would like to learn more about the Arc program!

@DanHushon You hit the missing point that seems to appear in most of our offerings

Need Digital leaders

Our Sales and Coverage folks should focus on understanding our customers and customer's customers and competition landscape. they have to be trusted advisors in my opinion and we need to provide them all the tech support they need to help our clients

@danhushon We are bring our Digital Transformation offering (aka Digital Strategy & Governance) to IRB in 3 weeks' time!

@stroker yes, we do!

I think we need to see it as a partnership between sales, coverage and technology. We all have a part to play. I often hear sales say does technology understand our customers and the buyer behavior?

@richrebajr Rich wrote:" .... we want to ... describe our capabilities..." Any advice where to post them?

@scronizer #doubledeep again... industry+technology = value

@stroker I think gone are the days when a sales person can rely on just knowing the client - they have to know the products that they sell, the benefit they bring and how the technology is linked together - we need cyborgs

@hayley_smitty they don't just understand the client. they understand the market. they need technology to map the market needs to our capabilities. partnership = results.

@pavelhruby one key source is literally called "TheSource" - this is the global repository for sales-focused collateral - there are other sources as well - each work stream will identify the appropriate source(s)

EVERYONE has responsibility to be outside in focused if you are not curating the web and making links from outside to inside then you are the problem. This isn't outside the day job it is KEY to the day job

@stroker Yes... lack of oxygen leads to suffocation

I think that increased transparency helps people be more agile: better info -> better decisions

Cloud BU is using Scrum and Jira on all there projects

agree fully, knowledge management and insight transparency are key "gifts" to the global tech comunity

Mr Flip and I have been talking about this all week and think a value prop as to why someone would want to work for CSC would really help drive the culture

Our use of social media right here helps us be more agile - fast, fluid. Also uses a "minimum viable capacity" approach - get something out there, refine, collaborate, refine some more.

@hayley_smitty Yes, "why I want to work here" def teases out the strengths and underlying culture.

perhaps we could consider evolving our joint-tech architecture with partners like IBM & HCL

Leaders need to encourage risks to be taken and expect and accept that sometimes initiatives will fail but be learning experiences

Failure should be safe so long as risks are pre-declared! #surprise is always a challenge

@Ed Kopicky yes and discuss the failure not sweep it under the carpet

@DanHushon Failure is safer when it happens quickly: Fail Fast

@hayley_smitty Lots of learning can be generated from well-studied failure. (5 Whys)

what's yours?

someone who can transform a business to the new information driven marketplace

From LEF's new Digital Leadership report, leader who deeply understands business and tech strategy as one and integrates them for max advantage for the business (my interpretation).

curious, collaborative, agile, Technically savvy, business savvy...

@LisaAnneBraun look like we have the double-deep perspective again

@sorenhelsted Yes exactly! One of the components per LEF.

LEF's new Digital Leadership report is here (download exec summary): http://www.lef.csc.c...

how do we ensure that our sales people and other business leaders are double-deep?

Digital leadership certainly includes being comfortable with change

@rickwilhelm I agree Rick, adapt or die

A person that can combine 0s and 1s to create new ways of working and living.

@rickwilhelm I think ability to change is more important than being a specialist that is not willing to change

Driving change, not just reacting to it

@drbobcsc @sorenhelsted Good point about change.

critical, inquisitive, open-minded.

our Strategic Businesses around #SMAC are unique in the big company space, for certain, and our ability to offer #SMAC in a transformational context via #AppsMod and next gen apps/cloud is a winner

Also lots of amazing vertical (industry) expertise

@danhushon All the big players are on #SMAC. And on transformation too. I would like to have a more defined differentiation message. Security is certainly one. Would like for the LEF and thought leadership to be the other.

IBM calls their SMAC business CAMS... we have our Cyber story to add to SMAC

The longer term differentiation will be our unique partnering model, and our ecosystem effect... the fact that each customer/partner that joins brings new innovation to our portfolio and also benefits from the portfolio... reeds law

Can we look at a Verticalized LEF approach as essentially we are trying to help customers get better in business and their industry

#wardleymapping is a key tool in understanding key transitions/transformations in enterprise portfolios... why not industry?

The ResearchNetwork can help with that as well. We have research analysts focused on understanding the business and strategy shifts in our clients industry.

do you see a concern trying to integrate each time and not being able to socialize our solutions well with clients with changing partner portfolio.

@scronizer +1

and the fear of some of these best of breed smaller partners getting gobbled up by our competitors or going out of business. Our Delivery engine is not as integrated into our sales motion. how will we support...

I agree that we need to get very specific with our differentiated value propositions. Even targeting key areas, industries (even specific market segments) that give us the best chance for growth.

Kaushik.... that is always going to happen, and our partnership approach includes some analytics on risk... at the same time there is now such thing as a valuable no-risk portfolio