HIMS Business Transformation Instructor Notes

1

Partnering for Success

www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary.

Business Transformation Training Program 2014

Business Transformation: Global Trends,

Approaches, and Leadership

Presentation to: Hamdard Institute of Management Sciences

Karachi, Pakistan March 25, 2014

By Prof. Dr. Frank L. Harper, Jr., Ph.D., PMP®, PIF, ITIL, CSSGB

Consultant/Trainer

http://www.intelligentsystemsservices.com/

www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 2

Intelligent Systems Services, LLC

Assalamu Aleikom



Intelligent Systems Services, LLCAGENDA

• Introduction

• Global Trends

• Business Transformation Approaches

• Strategy

• What is Transformational Leadership

• Why Transformations Succeed or Fail

• The Twenty-First Century Strategic Leader (Hustler)

– A.G.I.L.E. Behavior

– L.E.A.D.E.R.S.H.I.P. Behavior

– G.R.I.P. Management

• Questions and Answers




Introduction



Intelligent Systems Services, LLCAbout Dr. Frank L. Harper, Jr., Ph.D., PMP®, PIF, ITIL, CSSGB

• Principal & Chief Innovation Officer, Author, Speaker, Associate Professor

• Experience: 35+ Years

• Roles: CEO, Chief Information Officer, Deputy Chief Information Officer, Business

Process Strategist, Process Excellence Director, Chief Program Management Officer,

Global Practice Director, Sr. Project Manager, and PMI OPM3 Team Leader

• Competencies: Executive Coaching, Transformation Leadership, Strategic Planning,

Enterprise Architecture, Business Management, Technology Management,

Organizational Project Management, Process Redesign, Business Process

Management, Governance [IT, Program, Project, Data], and Organizational Behavior

• Author: IT and personal development courses, articles, and books on Organizational

Leadership and Transformation

• Researcher: Project Management Institute, Cambridge Corporate University

• Education: PhD in Administration & Management [Organizational Leadership &

Transformation], MBA in Marketing, MS in Industrial Engineering, BS in Computer

Technology (Cum Laude)

• MPAs: 1st generation high school/college graduate, football scholarship walk-on

(twice), At-risk youth coach, Executive/PM Coaching, and Spiritual Growth



Intelligent Systems Services, LLCTransformational Leadership Experience

• Amazon.com

• ANICO

• AXA Insurance

• BBVA Compass Bank

• Citibank

• City of Atlanta

• COMERICA Bank

• Countrywide Funding

• Federal Reserve Bank of Atlanta

• Fifth-Third Bank

• First Data

• JP Morgan Chase Bank

• MBNA

• McDonald’s

• Ministry of Health (Canada)

• Mutual of Omaha

• Proctor and Gamble

• Project Management Institute

• Quail Energy

• Rematix

• South African Reserve Bank

• State of Georgia

• Sterling Software

• SwissRe

• The Coca Cola Company

• 3M

• USAA

• Wachovia

• Cambridge Corporate University (Switzerland)



Intelligent Systems Services, LLCPMI Volunteer & Global Leader

PMI Organizational Project Management Maturity Model (OPM3)

A leader in Organizational Project Management, involved with PMI's OPM3 efforts since its inception in

2001.

1.) Navigational Team Co-Lead OPM3 1st Edition – A contributing thought leader in defining the

process to navigate OPM3 in assessing the project management maturity in organizations.

2.) Quality Assurance Team Lead OPM3 2nd & 3rd Edition – The thought leader proactively leading

and managing a global Virtual Team (Hong Kong, South Africa, Pakistan, India, United States,

Canada, and UK) charged with applying the "House of Quality" approach for quality assurance to

OPM3 Constructs.

PMI Research

1.) Lead researcher from United States on the seminal project, "Project Managers as Senior

Executives", sponsored by PMI® and Ecole Supérieure de Commerce de Lille (ESC Lille School of

Management), the largest PMI®-accredited business school in France. Led by Prof. Dr. Jean-Pierre

Debourse and Russell D. Archibald, Ph.D.(Hon), PMI Fellow. I interviewed ten (10) executives from

various industries and sized companies providing data to help answer the fundamental question: Are

project managers becoming and can project managers become senior executives? If not, what can be

done to allow them to climb the ladder?




Begin With The End In Mind-- The Seven Habits of Highly Effective People

Prof. Dr. Stephen Covey



Intelligent Systems Services, LLCEnterprise (Universal) Commerce

Source: Effective Leadership for Enterprise Commerce Management




Global Benchmarking Trends and Success Factors in Business Process Excellence (BPE)




Purpose: How companies are measuring the success of their BPE initiatives How businesses are using the VOC (Voice of the Customer) to identify improvement

opportunities What types of new approaches are working particularly well

Key Findings: 48 percent said that the VOC (Voice of the Customer) or the VOM (Voice of the Market) were

the primary sources of information for driving BPE initiatives 41 percent reported that their BPE initiatives were explicit outgrowths of the competitive

business strategies 76 percent reported that their BPE deployments were successful or highly successful 14 percent of respondents said that the most important basis for defining success of the

companies BPE projects was the extent to which they could improve value delivery to customers

49 percent of companies reward BPE performance with bonuses or other rewards 20 percent are using outside sources for any type of BPE accreditation

Source: 835 individuals in a variety of BPE roles in companies of all sizes and industries from across the globe

The Process Excellence Network / Market Value Solutions





Key Findings



Intelligent Systems Services, LLCKey Findings

The use of customer and market feedback to identify and prioritize process improvement initiatives differs substantially fromone industry to another




Approaches



Intelligent Systems Services, LLCOverview of Business Process Change Methodologies


More Comprehensive

Methodologies

More Specialized

Methodologies

Stra

tegic

Enterprise Level

Strategy, Process Architecture,

BPM Governance and Planning

Enterprise Process Management • Enterprise Adoption of Six Sigma

• BPTA Enterprise Methodology

• Rummler-Brache PDL Methodology

• xBML Methodology (Business Genetics)

• Lean Six Sigma (DMAIC)

• BPTA Process Redesign Methodology

• BPM Methdology

• Balanced Scorecard

Performance Evaluation and

Strategy

• CMMI-BPMN Process

Management & Change

• SCOR (Ibolstorff, Rosenbaum)

Tactic

al

Business Process Level

Process Documentation

Redesign and Improvement

Business Process Improvement

Projects

• Business Rules Methodology

(Ross)

Opera

tional

Implementation Level

Projects Undertaken to Develop

Resources to Support New

Processes

Human

Resource

Infrastructure

IT

Infrastructure

• IDEF0 Methodology

• ARIS (IDS Scheer)

• Unified Software Development

Process (Rational UML

Methodology)

• AGILE (SCRUM) Methodology

Physical Plant and Hardware Used



Intelligent Systems Services, LLCArchitectural Design Principles

Model-Driven

Services and Event Enabled

Information-centric

Standards-based

Grid Computing (Pay-as-you-go)




Intelligent Systems Services, LLCPrinciples of Productivity Management

Define the job in detail

Get the right people involved

Estimate time and costs

Break the job down (80 hour rule)

Establish a change procedure

Agree upon an acceptance criteria

Source: A.G.I.L.E. L.E.A.D.E.R.S.H.I.P. with a G.R.I.P.



Intelligent Systems Services, LLCValue Delivery Framework Activities

Step 1 – Strategy: Focus on the Business of the Future (BoF) Develop a picture of the future (vision) Organize transformation frame Document stakeholder requirements and KPIs and Valuation innovation activities

Step 2 – Road map: Define an action plan to implement the new business model Build upon strategy Define new business model to deliver the visions, strategy, and value proposition Sets out action plan (initiatives) to implement the new operating model

Step 3 – Design: Create an architecture vision and migration plan Capture key requirements Define both the detailed business and IT architectures Develop program and implementation plans the together support the controlled implementation

changes delivered with the new business model

Step 4 – Implement: Execute the process, system and other changes – in phases Firm executes the transformation – business processes, core systems, products, services, and PEOPLE Monitor KPIs and behavioral change management Consider implementing a Transformation PMO for oversight and coordination

Step 5 – Monitor: Revisit the value proposition (Measure value and plan improvements) Stabilize new systems and processes Capture and analysis of value metrics Design and implement continuous improvement program




The Business Transformation Leader



Intelligent Systems Services, LLCCIO Transformation – From ‘information’ to ‘innovation’

IT Organization Yesterday Today

Focus Cost Growth

Key metrics Efficiency Speed and customer satisfaction

Delivery goals On-time, on-budget On-value

Architecture Systems of record Systems of engagement

Architecture focus Core Edge

Technology focus Network, storage, computing Cloud, social, mobile

Development goals User interface User engagement

CIO Chief information officer Chief innovation officer

Key partner CFO CMO

IT Focus Technology systems Processes, function capabilities

Source: CIO Magazine



Intelligent Systems Services, LLCValue Delivery Framework and Business Transformation Leader

Step 1 – Strategy: Focus on the Business of the Future (BoF) Help define the business strategy and supporting IT strategies Drive planning processes for scenarios, visioning, etc. Bring in system capabilities very early; Verify the viability of the strategy

Step 2 – Road map: Define an action plan to implement the new business model Own the road map itself; Help define the business road map Define and guiding the process required to create the road map Identify high-risk problem areas in IT components of business plans Define the underlying IT components of the road map

Step 3 – Design: Create an architecture vision and migration plan Drive designs toward enterprise goals Establish mechanisms to control demand Ensure that technology components are robust and realistic

Step 4 – Implement: Execute the process, system and other changes – in phases Monitor progress against milestones and adjusting as needed Show how others have gone through the transformation and predicting problems Focus on the technical details, especially data and testing

Step 5 – Monitor: Revisit the value proposition (Measure value and plan improvements) Running IT as business as usual Measure the value of the transformation Start continuous improvement programs



Intelligent Systems Services, LLCBusiness Hero – IT-Smart Leader who thinks/acts Business-Smart

Change approach to financing and delivering new apps and systems Reduce risk of big-dollar, upfront investments in new systems

(a.k.a. capital expense or “capex”) Pay-as-you-go (operating expense or “opex”) model to pay for new

systems and apps Roll out new, high-priority apps and system upgrades on a continuous

30-, 60- 90-day delivery cycle that aligns with quarterly objectives Enable line-of-business (LOB) to change their system development

priorities every 30 days as business needs change and unexpected things happen

Strategy for business success:1. Try many things2. Follow success3. Abandon failure




Strategy



Intelligent Systems Services, LLCThe Ecology & “Strategic Rudder” of Business Transformation



Intelligent Systems Services, LLCThe Strategy Story

Only 10% of organizations execute their

strategy

Barriers to Strategy Execution

Vision Barrier

Only 5% of the workforce

understands the strategy

People Barrier

Only 25% of the managers have

incentives linked to strategy

Management Barrier

85% of executive teams spend less than one

hour per month discussing strategy

Vision Barrier

Only 5% of the workforce

understands the strategy

Source: Adapted from material developed by Robert S. Kaplan and David P. Norton



Intelligent Systems Services, LLCStrategic Management Planning

2002 The Balanced Scorecard Institute



Intelligent Systems Services, LLCThe Strategic Framework Architecture



Intelligent Systems Services, LLCStrategy Map – Financial Services Company



Intelligent Systems Services, LLCStrategic Initiatives – Innovation Rewards

Industry Description Key IT

Consultancy Behavior mapper that matches consultants with clients,

avoiding personality mismatches, to promote agreement on

project scope and requirements

Analytics

Financial Services Human-computer interaction through a secret gesture that,

when paired with a picture or PIN, authenticates transactions

Mobile devices, POS computers,

digital scanners, cameras

Banking “Life calendar” to help guide financial decisions based on

events such as marriage, job loss and having children

Social media, databases,

analytics

Credit Reporting Automated detection of theft of a child’s identity Database, analytics

Automotive System to let police slow down and stop a vehicle during a

chase

Telematics, short-range wireless

networks

eTailer System to predict availability of airline seats, without querying

airline or travel companies’ systems

Databases, analytics

Research System for commuters to check if a ride-sharing partner

deviates suspiciously from the route

Mobile devices, geo-location,

analytics

Insurance Data-logging device that tracks vehicle and driver actions to

offer customer insurance policies

Sensors, portable storage,

analytics

Retailer System to let consumers fill out credit card applications at a

gas pump, through card swipes and number inputs

POS, card readers, databases,

analytics

Pharmaceutical Method to infer whether a woman is pregnant based on

prescriptions filled, and block the sales of another prescription

that’ potentially harmful

POS, databases, analytics

Source: CIO Magazine Reseach



Intelligent Systems Services, LLCBuilding and Implementing a Balanced Scorecard



Intelligent Systems Services, LLCThe Zachman Framework for Enterprise Architecture




What is Transformational Leadership?



Intelligent Systems Services, LLCTransformational Leadership

A deliberate influence process on the part of an individual or group to bring about a discontinuous change in the current state and functioning of an organization as a whole. The change is driven by the vision based on a set of beliefs and

values that require the members of the organization to urgently perceive and think differently and to perform new actions and organizational roles.

Personal Commitment to the Transformation by the LeadershipNot compliance / Walk the talk

Firm, Relentless, Indisputable Communication of Impossibility of Maintaining the Status QuoFirm statements backed by credible evidence / Clear indications that failure of the status quo is final and irreversible

Clear and Enthusiastic Communication of an Inspiring Vision of the TO-BE OrganizationA clear and vivid value-based vision created by an appropriate mix of rational analysis, intuition, and emotional involvement / Repeated inspiring exciting communication creates sense of urgency

Timely Establishment of Critical Mass of Support for the TransformationKnow and acknowledge the key players / Discuss failure of status quo, present vision, talk values, WIIFM

Acknowledging, Honoring, and Dealing With Resistance to the TransformationA willingness to listing / Some tolerance and patience / Clear articulation and communication of the need to change and the benefits

Defining and Setting Up an Organization That Can Implement the VisionImplement strategies, structures, and systems / Replacing key staff, or staff in key positions, not suited for change / Introduce education, training, and retraining new behaviors / Implement a reward system to reinforce actions

Communicate Progress – Regularly, Recognition, RewardRegular publication of achievements/ Face-to-face feedback sessions / Emphasizing, recognizing, and consistently rewarding gains




Leading Change:

Why Transformations

Succeed or Fail



Intelligent Systems Services, LLCWhy Transformation Projects Fail (at the rate of 70%):

Poor / Improper Executive EngagementSub-Optimal Project StructureAccountability & Authority ProblemsSponge-Like GoalsInattentiveness to Organizational Change

Principles & Methodology

There are more:Tightly integrated, standardized processesFaith in Big NumbersView change as rational processNeglect the “edge” and confront the coreFailing to Learn From “Lessons Learned”



Intelligent Systems Services, LLCKey Failure Point

Inattentiveness to Organizational Change Principles & Methodology: THIS IS #1 ON THE HIT PARADE AS TO WHY

ENTERPRISE PROJECTS FAIL. WHY?

Enterprise projects change the way organizations “do stuff.” Changes in an organization’s culture must be deliberate and

thoughtful much in the same way as the process / toolchanges are introduced and managed via a formal projectplan.

The organizational climate must be initially assessed and thencultivated in order to accept and sustain introduced changes.



Intelligent Systems Services, LLCKey Failure Point

I BEG TO DIFFER!

Is it REALLY because the lack of a Methodology?

Or

Is it REALLY because the lack of Leadership?



Intelligent Systems Services, LLCThe REAL Key Failure Point

Leadership is NOT flexible, is NOT upfront, and is NOT in-control:

The usual reason for failure of an initiative is that it was launched halfheartedly, or was beyond the ability of theorganization to master. Here’s what tends to happen: the leaders announce a bold new program and then walkaway from it, leaving the job to others. With no clear impetus from the top, the program will wander and drift. Aninitiative, after all, is add-on work, and people already have full plates. Few of them can take it seriously if the bossdoesn’t. Eventually the effort bogs down and dies.…..Real results do not come from making bold announcements about how the organization will change. They comefrom thoughtful, committed leaders who understand the details of an initiative, anticipate its consequences for theorganization, make sure their people can achieve it, put their personal weight behind it, and communicate itsurgency to everyone.

--Ram Charan and Larry Bossidy, Confronting Reality: Doing What Matters to Get Things Done



Intelligent Systems Services, LLCSuccessful Transformations Needs

Leadership Proactively Managing:

1. Individual and Organizational Perspective2. Understand How to Manage the Individual3. A Consistent, Predictable Approach

Thereby Significantly Increasing the Level of Project /Program SUCCESS



Intelligent Systems Services, LLCThree Facets of Effective Transformation

Individual

OrganizationTeam



Intelligent Systems Services, LLCWhat’s Changing?

“Things” We Ask Change Targets to Change:

Processes – How they do their work

Overall Approach / Philosophy to “Work”

What they Care About and Actively Attend to…

Values

Measurements

Stakeholder Relationships

Organizational Design

Key Assumptions

Sacred Cows

Time Management

Compensation

Individual Performance Goals



Intelligent Systems Services, LLCChange vs. Transition

Change – shift happens

Transition – Internal process to respond to that shift

Transitions Phases

1.) Ending Phase

2.) Neutral Zone

3.) “New Beginning” Period



Intelligent Systems Services, LLCOrganization: The Trident, A Meta-Model of Transformation

**Assess and develop a “people

change” plan using the following 8

transformational tools / levers:

1. Measurement

2. Organizational Design

3. Communication

4. Accountability Processes

5. Rewards & Recognition

6. Involvement

7. Education & Training

8. Resourcing2000 Executive Leadership Group, Denver, CO.

People want everything to be

better, but nothing to be different!

Compelling Threat / Burning Platform

The Push: Current Reality

Hard Change

Leadership*

Soft Change **

The Pull: Preferred Future

Compelling Vision

*A.G.I.L.E. L.E.A.D.E.R.S.H.I.P. with a G.R.I.P.




A.G.I.L.E. L.E.A.D.E.R.S.H.I.P.

with a G.R.I.P.

Being Flexible, Upfront, and In-Control

The Twenty-First Century Strategic Leader (Hustler)



Intelligent Systems Services, LLCThe Twenty-First Century Strategic Leader (Hustler)




Adaptable Behavior

Goal-Oriented Behavior

Intelligent Behavior

Learner Behavior

Effective Behavior

A.G.I.L.E. = Being Flexible



Intelligent Systems Services, LLCA.G.I.L.E. = Adaptable Behavior




Ten Goals to Success

A.G.I.L.E. = Goal-Oriented Behavior

1. Know the terrain 6. Give mind-boggling service

2. Seize the opportunity 7. Build the team

3. Find a mentor 8. Get more from less

4. Radiate zeal 9. Notch it upward and onward

5. Work with tenacity 10. Give something back



Intelligent Systems Services, LLCA.G.I.L.E. = Intelligent Behavior

Six of Intelligent Behavior

Innovation

Insight

Initiative

Influence

Interpersonal

Integrity




L = Listen effectively

E = Exhibit enthusiasm about contributing to something bigger

A = Aspire toward excellence

R = Recognize the importance of being lifelong learner

N = Nurture personal development in yourself and others

E = Enjoy self-directed learning

R = Review your life as a series of emotional learning experiences

A.G.I.L.E. = Learning Behavior



Intelligent Systems Services, LLCA.G.I.L.E. = Effective Behavior




Look to Change/Challenge Status Quo

Energize People with Ever-Greater Challenges

Acknowledge the Burning Platform

Deliver Results through Effective Delegation

Exhibit Emotional Energy and Edge

Respect Diversity

Sustain Success By Achieving Excellence

Have A Teachable Point of View

Introduce Ideas Based On Uplifting Values

Persistence with Perseverance

L.E.A.D.E.R.S.H.I.P. = Being Upfront




Goal Management

Resource Management

Interface Management

Performance Management

G.R.I.P. = Being In-control



Intelligent Systems Services, LLCG.R.I.P. = Goal Management

Organization Goals Organization Design Organization

Management

Process Goals Process Design Process

Management

Job/Performer

Goals

Job/Performer

Design

Job/Performer

Management

Motivation Metric Baseline Goal Units of

Measure

Target

(%)

Reduce process time Transaction time 4 2 Hours 50%

Improve quality Exceptions produced 10 2 Exceptions 80%

Reduce manual

processing

Processing time 40 20 Hours 50%

Reduce case

investigation time

Investigation elapsed

time

40 1 Hours 99.75%

Reduce complexity People involved in

process

5 1 People 80%

Reduce processing

time

Cost per request $840 $420 Dollars 50%

Improve customer

service

Response time to

client

12 4 Hours 67%

Reduce costs Cost per document $50 $10 Dollars 80%

Improve compliance Fines $10,000 $1,000 Dollars 90%

Reduce training time Training modules 7 3 Modules 57%



Intelligent Systems Services, LLCG.R.I.P. = Goal Management

G = Get to the defined finish lineO = Obtain short-term term and long-term satisfactionA = Aspire to be part of something great, and never give up!L = Lead –be the example of “making it happen”S = Seek a wholistic solution through systems thinkingdriving goals for organizations, process, and job/performer



Intelligent Systems Services, LLCG.R.I.P. = Resource Management

Organization Goals Organization Design Organization

Management

Process Goals Process Design Process

Management

Job/Performer

Goals

Job/Performer

Design

Job/Performer

Management



Intelligent Systems Services, LLCG.R.I.P. = Resource Management

R = Realize goal attainment

E = Estimate time, cost, and people

S = Simplify work effort by having appropriate resources

O = Obtain quality work effort and results

U = Understand the hidden details

R = Rework the second time the first time

C = Check for optimum resource utilization to avoid unnecessary

costs

E = Evaluate each resource’s contribution to the project



Intelligent Systems Services, LLCG.R.I.P. = Interface Management

Function 1

Function 5Function 4 Function 6

Function 2 Function 3

Interface

Identified

Criticality Gap Action Resources Due

Date

Responsibility Comments

Interface Management Plan



Intelligent Systems Services, LLCG.R.I.P. = Interface Management

I = Identify and evaluate “white space (interface) between

functions

N = Notice the customer-supplier relationships

T = Tailor a risk-based approach

E = Examine risks and rank them by criticality

R = Remove any barriers to effectiveness and efficiency

F = Find reasonable criteria to identify interfaces to manager

A = Attend to establishing and monitoring measures that

indicate quality

C = Create an action plan to improve interfaces

E = Execute interface management action plan



Intelligent Systems Services, LLCG.R.I.P. = Performance Management



Intelligent Systems Services, LLCProject Level Business Transformation Activities

Focus on benefits

Think of projects in terms of business-led transformation activities

Resourcing

Realize the benefits will depend on A.G.I.L.E. L.E.A.D.E.R.S.H.I.P. with a G.R.I.P.

Notching it upward and outward

Do the projects continually present opportunities to C.H.A.N.G.E. (Why)

Sustainability

Sustain Success by Achieving Excellence – C.H.A.N.G.E. (How)

Skills development

Underpinning all these factors is the need for skills and knowledge development



Intelligent Systems Services, LLCProject Management and Business Transformation

PROJECT

MANAGEMENT

PROCESS

MANAGEMENT

CHANGE

MANAGEMENT

InitiatingPlanning &

AnalysisExecuting & Monitoring Closing

Create Project Proposal

Assign the Project Team

Create Project Charter

Create the Work

Breakdown Structure

and Schedule

Create the Project Plan

and Budget

Monitor Project Activities

Track Milestones

Manage Project Issues & Risks*

Manage Change Requests*

Communicate Status*; Facilitate Project Meetings*

Present Solution

Capture Lessons

Learned

Close Project

Gather Requirements

Perform “As Is” Analysis

Perform “To Be” Design

Identify Gaps

Assess Technology

Impact

Develop Process and Procedures Documentation

Perform User Training

Implement Project Solution

Transition Solution to

Functional

Management

Create Sense of

Urgency for Change

Analyze Stakeholders

Evaluate Systems &

Structures

Create Communications

Strategy

Execute Systems & Structures Action Plan

Communicate with Stakeholders

Obtain Personal Commitment

Monitor Progress

Approved Project

Charter

DIT Team Engaged

Work Breakdown

Structure*

Project Plan and

Budget*

Project Documentation

User & Training Materials

Implemented Project Solution

Lessons Learned*

Approved Project

Closure Report*

Project Status Reports*




SUMMARY



Intelligent Systems Services, LLCStrategic hustler role in Business Transformation

Customer First

Going beyond expectations to make every contact easy and rewarding.

Innovation

A unique idea or creative problem solving.

Lead by Example

Embodying the positive attitude that brings out the best in others and

encourages collaboration.

Deliver Excellence

People taking on challenges and seizing opportunities.

Bottom Line Impact

Actions that drive greater efficiency, increase revenue, or decrease costs.



Intelligent Systems Services, LLCStrategic Hustler’s Motto

Be Great, Dedicated, Determined, and Driven! [BG3D]




THE END




THANK YOU!

‘Jazakum Allah Khayran’( ُ َخْيًرا ) َجَزاكُُم اَّلله ‘

"May Allah reward you [in] goodness."




Questions and Answers


HIMS Business Transformation Instructor Notes

Leadership & Management

Transcript of HIMS Business Transformation Instructor Notes