Being Authentic. I Am Who I Am

A well meaning head hunter called me “Hey, did you leave IBM? Why didn’t you tell me so I can place you?” “No, I have not left. I will definitely tell you if I am looking out. Do you know something I don’t?” I laughingly replied. He replied, “Your LinkedIn job title changed to “Mindful Ledaership” so I thought you quit.”  That was just one reaction, among many connections that reacted to my profile change in surprise, happiness, curiosity, cautiousness and even disapproval.

What garnered these responses was just a change in my profile to “Mindful Leadership”. I had decided to integrate my career self and my spiritual self into one.  I had previously kept two separate identities – one professional identity as “Anne Phey – Innovator” as a kick-ass Marketing Director at IBM and another identity “Anne Phey – Mindful Meditator” that I shared about my journey of self discovery in holistic practices.

Here are the Top 5 reactions and my response:

1.  “Won’t your boss think you are spending time to blog about non-work stuff and affect your career?”

I am grateful that IBM practices work life integration and I have understanding bosses.  We recognize that team members need a healthy balance of work and private time.  While many employees may spend their week nights or weekends with their parents or children, I choose to spend my time on holistic practices and sharing them on social media.  The employee is evaluated on the results, and not how they spend their time.  So, sharing about mindfulness does not make me any less effective as an employee.

2. “You are a social advocate, why a title on mindfulness and not IBM?”

As LinkedIn’s top Social Seller, I am an advocate of social media as a medium for corporates to reach out to partners and customers.  Being an advocate does not mean talking only about one’s company all the time. Often social media becomes a bombardment of corporate jargon. People trust people.  We earn that trust by being genuine and having an opinion. I am an IBM ambassador, not one that blindly drum-beats corporate messages, but a human that one can relate to and have a conversation with.  I can share both about mindfulness and corporate content.

3. “Don’t you think it is unprofessional to share about mindfulness on corporate platforms?”

Mindfulness is an attitude, an approach and a holistic practice.  It is not contrary to corporate work. In fact, it adds to a better person, environment and work outcomes.  In the tech industry, disruptions are changing the way industries and customers are behaving.  If one practices mindfulness, one can navigate these disruptions with ease.

Personally, I have gained from mindfulness with calmness in my approach, better clarity by being able to observe alternative perspectives on situations, confidence in handling obstacles, positive encouragement to team members, motivation to do good and tenacity to outlast the issues.

Our Human Resource Director Craig Stewart too writes about mindfulness in his blogs. (See more at https://www.linkedin.com/pulse/mindfulness-isnt-just-fancy-way-saying-yoga-stuff-craig-stewart)

4. “Recruiters can’t categorize you if you put mindfulness into your job title.”

Human Resource as a function no longer relies on job titles and abilities on CVs but about how a person’s intrinsic qualities such as mindfulness and leadership can take the role and job scope to success.

Here is an example of incorporating mindfulness into your profile. Techfucius is a CIO (Chief Information Officer) who is a seeker of salvation from IT woes.  Instead of seeking salvation atop a mountain somewhere, he has to practice mindfulness with deep reflection within to manage a tech world riddled with disruption and uncertainty. His blogs talk about the power of strengthening what lies within (See more at https://www.linkedin.com/pulse/power-strengthening-what-lies-within-techfucius-say)

5. “Have you quit your job to go full time into holistic work?”

Changing my job title to “Mindful Leader” gave many the impression that I am no longer working in the corporate world.  Most people believe that you have to either be a corporate warrior or a peaceful holistic practitioner.  I choose to be both.  I love my job at IBM and I love what I do to help individuals transform their lives. And I love showing by example to transform my life to a better person, boss and team mate at my workplace. 

Corporate and Mindfulness Merge As One

We sometimes draw such well defined lines around areas of our lives – our work, our home, our children, our recreation club and our spiritual practices.  As I discover more about myself, I become more of who I truly am at home and at work. There is just one me, I am who I am.

In fact, several social advocates have contacted me to ask how I managed to integrate mindfulness, corporate and social media.  Many have asked for further discussions and tips as they see social media and social selling cross the chasm of regurgitating corporate jargon to sharing from the heart of what matters to the person be it personal, professional or corporate development. 

So here I am, on this path of integration. I will be blogging about mindfulness on how it has helped become better persons in the corporate world, and also about the tech industry with mindfulness.   

Join me, be bold and shine as who you are. Be authentic.

Marketing Creates And Captures Markets

We recently won a Global Innovation Award for our Asia Pacific efforts to grow and capture the market.  It was a recognition of marketing in our true profession of strategy, management, multi-channel and integrated marketing across content, social, digital.

Code named CAMP (Create A Market For Power), marketing lead the initiative with understanding the market dynamics, being creative to develop a programmatic approach, daring to do things differently and making an impact to the business.

It helped us achieve several consecutive quarters of year on year growth. Here is the story of how marketing led the way to this transformation.

IBM Power Systems in Asia Pacific is the market leader in the Systems of Records for IT infrastructure requirements.  With the shift in infrastructure consumption to solutions for big data, , we needed to take a hard look at our business to assess what we needed to do differently to win. We started by understanding more about the market place.

Understand The Market. Use Analytics.
The market had developed besides Systems of Records to Systems of Engagement, Insights, etc.  This new area was a fair fight with many market players who were trying to make the shift.  We assessed our position of power, who we needed to work with to extend into the new solution areas and what was needed for the shift.  This was done by using analytics, social and other listening.

Appoint Champions. Lead The Business Plan
Within the business, we needed champions who could prioritize and focus on the growth areas. The champions were needed to pitch the propositions, drive capabilities and align resources. We then mapped out the business and marketing priorities and what the game plan was. Resources included budgets, facilities and people across sales, technical, marketing from both internal and external. 

Develop The New Approach. Make It Simple.
We clearly defined the business problem as “How do we generate revenue for Brand with Who for What Solutions in Where".  The plan included considerations for conditioning the market, recruiting key players, training to develop skills, developing joint go to market, creating the market demand and generated business opportunities.  The approach had to be systematic and scalable, easy to understand and execute, convincing for investors and worthwhile for the time and effort spent.

Choose The Battle Field. Define Success
We chose to test the approach in a region where the opportunity was the largest but adoption was the lowest and in another region where adoption could match up to the pace of the opportunity growth. The approach yielded great results against the targets. In the first market, we grew our revenue by over 400% year on year.  In the second market, we achieved grew almost 200% of our target.

Determine Success Factors. Learn As You Go.
Through this initiative, we learnt that there are critical success factors that made a significant difference.

1. Quality over quantity: creating an impact helps to then ramp up the volume
2. Standardize and simplify: making things easy to speed up go to market.
3. Leveraging others' ability: Each party is better positioned as advocates and have greater influence to their segments, and it would greatly accelerate the results where we can overcome resource or capability limitations and creates self-sufficiency
4. Ownership & team work: Strong collaboration across each activity phase across the various stakeholders is crucial.  Often, one of the team members will just step up to lead beyond their role to ensure success.
5. Integrated marketing: A 360-degree engagement is required - internal and external communications, digital and off-line, business and technical, social and content, etc.

Marketing truly creates and captures the market.  While this winning initiative is being replicated across the business. The principles of how marketing can lead in business transformation can be applied to what we can create to make a difference.

This is the awesomeness of marketing!

Ginni Rometty On Leading An Organization | Fortune Most Powerful Women

IBM CEO Ginni Rometty was interviewed by Fortune Magazine and also on stage at Fortune's Most Powerful Women Summit on 7th October 2014.

How do you make a 430,000-person organization move fast? Big Blue’s CEO shares her tips.

Here are a few key points that Ginni does as the leader of IBM.

1. Reinforces IBM's move to higher value, 

2. Requests IBM leaders that they make decisions that only they can make as leaders that others cannot make, which should be strategic decisions, 

3. Aligns a large corporation with 1-3-9 values

The three IBMers value are:
1. Dedication to every client's success
2. Innovation that matters, for our company and for the world
3. Trust and personal responsibility in all relationships

Ginni also shares her 3 key management tips on running an organization:

1. Never protect the past, 

2. Never define yourself as a product or from competitions, 

3. Relentless reinvention

Check out this video recording of her sharing at the summit.

IBM Races Ahead With Infiniti Red Bull Racing

IBM Asean GM Kellar Neville urges all to race forward, just like how Infiniti RedBull Racing partners with IBM STG platform computing as Innovation Partner to win in Formula One races!

Check out my blog on Infiniti Red Bull: http://annephey.blogspot.sg/2014/10/technology-secret-to-winning-f1.html

Check out slideshare: http://www.slideshare.net/annephey/blog-2014-1016-infiniti-red-bulls-secrets-to-winning-f1-races

Check out the video from IBM XCITE Business Leaders Day below

#smartercomputing #redbullracing #infrastructurematters #technology #storage #bigdata #analytics

HP Splits Up. Is Two Better Than One?

The IT industry is just getting more exciting.

Hot off the heels of IBM’s sale of its x86 server business to Lenovo, providing the momentum for Lenovo to repeat its success in 2005 when it acquired IBM’s PC division to become the number one vendor, HP makes a major announcement to spin off its PC and printer division into a separate company.

1.WHAT IS THE SPLIT
 

Former chief executive Leo Apotheker had proposed the move in 2011, 6 years after IBM sold its PC business.  It happened at the same time that HP’s disastrous acquisition of the British software company Autonomy.  Eventually, HP held on to its PC business amid shareholder pressure, resulting in Apotheker’s departure and Whitman’s appointment.  Meg Whitman who joined 3 years ago to turn HP’s fortunes around had dismissed her predecessor’s plan to carve up the firm but has now changed her mind in the fourth year of her five-year turnaround plan.

HP expects to complete the  split of HP into two public companies by end of 2015 fiscal year.  Shareholders will automatically own shares in both companies.

• Hewlett-Packard Enterprise to cover corporate hardware and services, which Whitman will head up, and
• HP Inc to comprise the PC and printer units, to be headed by Dion Weisler (the current executive vice-president of HP's printing and personal computing division). Whitman will be the chairman of the HP Inc board, thereby retaining influence in both businesses.

2.WHY SPLIT

"The decision to separate into two market-leading companies underscores our commitment to the turnaround plan," said Whitman. "It will provide each new company with the independence, focus, financial resources, and flexibility they need to adapt quickly to market and customer dynamics, while generating long-tern value for shareholders."

3. IMPACT OF SPLIT 

HP’s role in the IT market has been becoming increasingly unclear – with parts of its business moving toward growth areas, while others are being optimized to compete on the last era’s competitive battlefield.  This left the company in a tough spot, where new innovation efforts were often overshadowed by large legacy challenges.  HP has been addressing this through aggressive restructuring, ultimately shedding as many as 55,000 jobs by the end of FY2015. 

Whether HP’s efforts to reduce complexity and be more nimble with two large companies remains to be seen.  There are still many of the HP businesses that are not synergistic with different levers for success or where potential partners are unable to fit strategically with the company.

4. WHAT'S NEXT

Just when HP struck out at IBM by blatantly advertising that IBM customers and business partners should be worried about the x86 business sale to Lenovo, HP has now plunged into deeper uncertainty with their own company split.

It would be important for HP to quickly establish how different they will be after the split and what is the desired perception of HP to the world.

How To Swing A Losing Deal To A Winning Deal

Coming off a winning streak in the board room pitch competition for our company’s sales training academy cross each ASEAN countries, I hopped onto my last stop in Thailand to facilitate two teams to develop a winning board room pitch.

One of the teams did not make it to the finals and the other team that did make it to the final four slipped shy of clinching the win. 

Here are my reflections of where the misses were and how the teams could have turned it from a losing deal to a winning deal.

1. Increase Revenue vs Reduce Cost: A proposition that helps increase revenue would almost always make the board members sit up over one that focuses only on reducing cost.  While cutting cost result in savings that can be re-deployed, it is important to consider how that re-deployment can increase revenue.

2. Manage Risk Appetite: With shorter management tenure, having a long return on investment period would jeopardize an ability to demonstrate results in critical early years. Break projects into smaller size phases to allow benefits to be realized faster.

3. Interpret The  Vision: With emerging technology and trends, a visionary proposal must be accompanied by clear road maps on what the solution entails.  Often sellers get caught up in corporate terminology and smart solution names that the customer does not recognize what is being proposed.  In painting the big picture with solutions, it does not mean that one should avoid naming the product.  We should balance both in the light of what the customers understand.

4. Assess The Expert’s Attitude: While subject matter experts are important, but if they do not walk the mile with you while constructing your proposal, do consider ditching them.  Experts who jump in and out of a deal can do more harm as they send the team off on a tangent when they do not invest time to understand the client.  Worse, they waste your time when their ego ask to be pandered to. Getting the right experts with the relevant skills and attitude will help you get to your goal faster.

To cross the finishing line to win, let’s learn from successes and also mistakes. Refine and become better each time. Do not give up.