Nothing in this material is intended to override the corporate ...
Nothing in this material is intended to override the corporate separateness of local entities. Working relationships discussed in this material do not necessarily represent a reporting connection, but may reflect a functional guidance, stewardship, or service relationship. Where shareholder consideration of a local entity matter is contemplated by this material, responsibility for action remains with
Who is ExxonMobil?
77k
120 +
Employees
Countries
20k Scientists and engineers
6
Continents
Upstream
Downstream
60M
23
Net acres of exploration acreage
32
Countries of operation
Refineries World's leading synthetic motor oil
Chemical 20
1300
Countries
Products
3
Energy. Technology. People.
Mobil1
Capital intensive environment
Who is ExxonMobil IT? 7k People 80 Countries Our deep connection with our customers allows us to support business processes with the objective of maximizing the value of our assets
Infrastructure Services
Applications Support & Development
Workplace Device Computing
Business Relationship
TBM Conception New CIO in 2011 challenged IT to change course Senior leaders from across the globe gathered Developed roadmap to enhance business value Identified a need to run IT as a business Recognized lack of cost transparency and ability to translate value into business terms
Cost transparency
6
Energy. Technology. People.
TBM Journey Evolve from license to operate to partner of choice to increase shareholder value
New
h i n ki n g New T
o Value f
r$
Value s s e n i Bus
ed Extend
Value
Critical Success Factors
As with any journey, there will be obstacles remove them and move forward
Scope
Develop roadmap Split into manageable segments Ensure deliverables are clear
10
Energy. Technology. People.
Data Align workforce metrics Define IT towers Clean up data sources – 80/20 approach 2k applications 25k servers 8k cost centers
Change Management Obtain senior management support early Connect with others Create a structured process for transformation Change management Communications Training
Leverage multiple communication avenues
Project Delivery / Sustainment Develop council for decision-making Create TBM Office with clear organizational R&Rs Ensure results are owned by IT management
Incorporate into daily activities across the organization Each stakeholder may use differently to receive value
To be continued….. …. as we progress along the TBM journe
Who is ExxonMobil?
77k
120 +
Employees
Countries
20k Scientists and engineers
6
Continents
Upstream
Downstream
60M
23
Net acres of exploration acreage
32
Countries of operation
Refineries World's leading synthetic motor oil
Chemical 20
1300
Countries
Products
3
Energy. Technology. People.
Mobil1
Capital intensive environment
Who is ExxonMobil IT? 7k People 80 Countries Our deep connection with our customers allows us to support business processes with the objective of maximizing the value of our assets
Infrastructure Services
Applications Support & Development
Workplace Device Computing
Business Relationship
TBM Conception New CIO in 2011 challenged IT to change course Senior leaders from across the globe gathered Developed roadmap to enhance business value Identified a need to run IT as a business Recognized lack of cost transparency and ability to translate value into business terms
Cost transparency
6
Energy. Technology. People.
TBM Journey Evolve from license to operate to partner of choice to increase shareholder value
New
h i n ki n g New T
o Value f
r$
Value s s e n i Bus
ed Extend
Value
Critical Success Factors
As with any journey, there will be obstacles remove them and move forward
Scope
Develop roadmap Split into manageable segments Ensure deliverables are clear
10
Energy. Technology. People.
Data Align workforce metrics Define IT towers Clean up data sources – 80/20 approach 2k applications 25k servers 8k cost centers
Change Management Obtain senior management support early Connect with others Create a structured process for transformation Change management Communications Training
Leverage multiple communication avenues
Project Delivery / Sustainment Develop council for decision-making Create TBM Office with clear organizational R&Rs Ensure results are owned by IT management
Incorporate into daily activities across the organization Each stakeholder may use differently to receive value
To be continued….. …. as we progress along the TBM journe
