·Developed a Transformational Balanced Scorecard Process, integrating over a dozen tools and 100 metrics to quantify customer expectations.The methodology was developed using research from several disciplines including multi-attribute utility theory, behavior modification therapy, and diffusion theory.This new methodology was awarded CSC’s Technical Excellence Award—the company’s highest honor for innovation.
·Added these innovations to standard Balanced Score Card methodology, enabling the company to measure previously unmeasured behaviors such as the level of trust between the account delivery team and the client (trust index), the level of innovation employed from the account to the client (innovation index), and the quality of partnership with the client (partnership index).
·Recommended innovative solutions to long-standing, deep-rooted dysfunctions discovered during delivery assurance reviews (management risk assessment analyzing accounts and majors programs for failure), for example, estimating methodology, cycle time reduction, and productivity index.Oversaw implementation of recommendations resulting in tangible business benefits such as increased on-time, on-budget delivery and responsiveness to customer requests.Conducted approximately 250 reviews over 10+ years.
·Developed a Delivery Assurance Risk Index, which assessed revenue and operating income risk across 50 applications outsourcing accounts in North America.Implemented an innovative reporting tool that allowed tracking of changes to the risk level based on management decisions.Management was able to use the index to change policy based on the impact to the risk level.
·Rescued six major accounts from being cancelled using delivery assurance processes.In each case, the customer’s decision to terminate or recompete the contract was reversed after recommendations were implemented, resulting in revenue savings in excess of five billion dollars over a ten year period.
·Pioneered the use of capability maturity model standards division-wide.
·Envisioned, created and managed a special projects team on a contract delivering a nationwide data network.Customer needs were not previously being addressed by the ordinary account delivery mechanisms.As these unique needs were met, customer satisfaction dramatically increased.
Data-Driven Decision Making
·Introduced several analytic tools grounded in industry data, which have been broadly adopted and are now used worldwide within CSC, including Quantitative Software Management, Software Lifecycle Estimating Tools, and Accelerated Implementation Management.
·Analyzed long-standing organizational dysfunctions using an empirical tool to identify and quantify root causes associated with organization design weaknesses.Recommendations were used to focus management attention on systemic problems.
·Revised the method for estimating the program cost for a new worldwide joint service tactical communications system for HQ USAF.The new approach was grounded in empirical operational reality and driven by field needs.This information doubled the program budget.