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BTOES Insights Official
By
July 17, 2020

Enterprise Architecture Live- SPEAKER SPOTLIGHT : Enterprise Architecture in Mondelēz, one of the largest snack companies in the world.

Courtesy of SAP's Aura Bhattacharjee, below is a transcript of his speaking session on 'Enterprise Architecture in Mondelēz, one of the largest snack companies in the world' to Build a Thriving Enterprise that took place at BTOES Enterprise Architecture Live Virtual Conference.

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Session Information:

Enterprise Architecture in Mondelēz, one of the largest snack companies in the world

The way the EA team is structured in Mondelēz, and the reason behind it

  • Why the profile of Planning and Governance even exists in the Enterprise Architecture team, and why it is important

How EA practices have been refined in our organization

  • Process Integrations
  • Automations

KPIs and Metrics

  • why they are important
  • Project Heatmaps
  • Application Portfolio Management heatmaps

My experience in terms of personal development

  • People Management
  • Change Management
  • Breadth of Technology and Depth of Project Management
  • Immense flexibility and empowerment in terms of testing out and bringing in cutting edge technology implementation to smoothen and refresh the process

Session Transcript:

So, we have with us today ora, ... charter, G from Mumbai, India are awesome to have you here with us. Or is the Planning and governance lead with the Enterprise Architecture Team at Mondelez International She has a published author and has been honored with the Celebrity 30 under 30 award in 20 19 and FMCG. Supply Chain Rockstar by The Future Group in 20 20 excited to have you here are and and really looking forward to your presentation.

Thank you, thank you, Josie for the wonderful introduction, and Bear with me why I'm trying to bring up this Craned right now.

It looks good.

It looks good from here, yeah, yep, OK, perfect.

So.

Yeah, and I'm visible as well, right? Because it looks a bit different from my site. Yes, see your look for a figure on the top of the presentation on the bottom.

Thank you. Thank you so much. So very happy to be here and yeah, it's it's a very cozy, rainy day. Overhearing, Mumbai, India. Mumbai is known for its heavy monsoons by the way.

So, this season, it actually takes me back to a similar time of the year, some three years back in 20 17. When I had joined, Mondelez as a new employee.

So, I was having my induction days within the company and I was informed that there was an opening in the Enterprise Architecture team of the company, Boer, which I was being considered.

Now, till then, might only trist, I would say, with Enterprise architecture, had been very, very theoretical inner cores that we were taught in the classroom during MBA. Now, being the kind of person who always Gaza Homeward beat for vacations, or travels, or interviews.

I embarked on doing some ground work on a profile, actually looks beyond what we were taught in classroom. In $26 billion company which is a CPG giant .... Now I hadn't spoken to anybody from the 18 yet because there was no one from the team in India. So I'm the only person from eating Mondelez sits in India. The rest of our team is very, very global spread across the US. You can other regions.

So I was asking around colleagues and my Mumbai or Physics, who were in various other teams.

Surprisingly, the insights that I received from various colleagues of mine about enterprise architecture, Manged Fromm!

Oh! so you are going into a technology heavy role after management degree. Oh, interesting.

Do.

Oh, it's just like project management. So yeah, I are very much aligned with your management study.

Totally contradictory inputs. Right. Polar opposites.

Guess what? No matter how contradictory these inputs sounded back then. today when I look back, I honestly think through what insights could have never been given about enterprise architecture.

So it is indeed an amalgamation of technology and management of innovation and business, the enterprise architecture, as we all know. It's the glue between business outcome and technology landscape within an organization and much of it will be instantly. Clio. The moment I start describing how it is organized in Mondelez. So I'm not sure how many of you attended Mark's session yesterday. That was the first session in B2C. A live conference.

Screenshot - 2020-07-17T184528.271Absolutely amazing session. And he too had emphasized on the importance of positioning E in such a way that business sees the value addition in guardrails rather than governance. And I resonate with him so, so very strongly.

Now, in order to achieve something similar in Mondelez we have taken a design thinking approach towards shaping our team. We actually chocked out who our key consumers are. So ...

should be like an in-house consulting team for a company and businesses, our clients, to whom we should be able to give a robust solution.

The moment we started perceiving that, we were able to further empathize with business.

Define the what, I did, the hows and underscore the importance of having an architecture in place, and we didn't stop at that. So, if you look at the design thinking procedure, that's only till midway through the idea process we are talking about.

So, instead of stopping at that, we as a team, till date, we ensure to get regular surveys done by the key stakeholders.

Not just for ourselves to, for those fine tune our team, but also to communicate the value that eating brings on table to the leadership of moderns And this has led to an immense wholistic growth.

So, take a look at this. These are the pillars. This has nothing to do with a team so far. These are the pillars on which the modernist business values are based on growth because modulus is a very, very consumer centric company. So, we have consumers at our heart and then comes operation excellence and then it's all about growth culture in the company.

This slide is about our vision and mission. This is how our EA is structured.

Though it's aligned with the same pillars on which the business values of Mondelez standing though the vision of our 18 is to accelerate profitable growth.

Bye.

Leading the right solution decisions.

Bar, the right business capability bore the right priority.

And this vision is standing on the same pillars that are aligned with Mondelez business values of growth, operation excellence and culture.

There you see where I'm coming from, right? Our ...

structure in such a way that it not only does enhance business profitability, but also radiates that communication to the rest of organization.

And that is very, very important! So I'm here to talk about the importance of governance in E and how the journey has been for myself.

So, here, it will be very clear. And once I start describing the structure in which the EA's formed in Mondelez.

So, every function in our company, right, beat supply chain, finance, consumer, data, analytics, infrastructure, has its own enterprise architect. Now, let us categorize these functions into vertical and horizontal, vertical ones, our supply chain, finance, HR, consumer, data analytics, basically, the areas which witness maximum number of projects.

Btog CTAIn order to achieve their targeted business outcomes, it's very important that these functions stay ahead of the game in terms of capitalizing the relevant digital disruptions, freeing up of resources to accommodate the innovation trials, implementing relevant, cutting-edge technology in place of legacy applications and so on and so forth to name it.

Now, if every function brings it new technologies, without proper guardrail or monitoring, it is soon turned into what I would say up hairball architecture.

And if that becomes the scenario, then anytime that we decide to take some obsolete technology out, right, or try to do some new digitalization there, will, for sure be that risk that something somewhere is going to break, and we won't even be able to trace it.

Whenever there is a new solution or a new deployment coming through, the towers consult their respective vertical E E, suggest Hold on this solution that you are talking about.

I see you are bringing in a new vendor the Existing Vendor and Mondelez in another area, less similar modules. Why not extend that? Have you checked out that yet?

That could be more cost efficient, plus it's an established vendors that will be more integrated, and after all those discussions, if and when the ...

gives a go ahead, that's where comes the horizontal tower E, we call them horizontal, because these are functions like infrastructure security, integration, and network collaboration who actually cut across all the vertical function.

They look at it, OK, This is the scale of the project. So, this one's going to need security criticality assessment. That one's going to have data integration and so on.

Now, as I was telling even earlier, Mondelez is either a very, very consumer centric company. Bringing joy to our consumers is something that our principals revolve around. So we are always on the constantly evolving journey to explore opportunities, leverage disruptions.

The reason this is even more important today is because that's how the entire sector of seeking she's behaving, right? So, like, how we can implement AI, for example, to enhance consumer experience, or, to further integrate our supply chain, to make the entire manufacturing, do distribution more seamless, to ensure the reach of our product is important. Because, for us, our product, they bring joy to your life. And it's only an understatement to say how important happiness is today.

So because of this, what happens is there's a difference in the volume of projects that come through in all the vertical towers.

The number of projects coming through consumer and supply chain, for example, is substantially higher than those coming in finance or HR towers.

Monitoring. This is very important to steer clear of bottlenecks, in terms of projects moving forward.

But that can be monitored only by a very dauer agnostic person. And that's where I come in.

So, that's where I lie. I got across all the towers, reporting to the chief Enterprise architect of Monte Lives, and there I am, planning on governance.

So, what I do is I've developed KPIs to measure, OK.

For example, it's a scenario, right?

So, this financial year, the company has established its top IT priority projects mm, so let me see what percentage of finance tower is actually aligned with those, or the consumer tower or supply chain tower looks a little red zone in terms of high value of KPI. That measures how many concepts still concepts are nothing, but those are the initial stages of project. So, before, now the moment of business had some idea.

In order to turn it into a project, it has to go through that EA guardrail process. We call it design assurance process. So, it enters as a concept and once it has got all those alignments it finally and does the project stage.

So, if I say there are many concepts in a, you know, consumer or supply chain area, those still look like they're open. They're in design assurance status, design, assurances the staging.

So, we'll get methodology where it's still lying with the eat.

So, I tried to look at it. What are the stuck at Y? Is a number high, is it funding? Is there any possible architecture question that has been raised.

The second thing is, we have various classifications of this concept.

Anything that is scaling up of an existing solution would be called an enhancement.

These are usually pretty straightforward once. And anything that is classified as new capability has to go through a little more stringent E review approvals and forums, some of those, including even leadership reviews as well, because it's a big deal, right? You are bringing in a new software and a new vendor to the company that has never existed before.

From an organization perspective, this concept heat map, which has all those numbers, and all those highlights, where it's going, OK, why it's not going, OK.

This is shared with the business leads.

They know how many such new solutions have come in their area, and, if anything, needs to be done differently to optimize their business outcome and cost.

So, if my KPS, I see that for supply chain tower, the number of projects is very high.

But, a large percentage of those are only enhancements, and very few are new capability. Then, that's telling me a story, right? That's leading me towards driving further decisions and having those brainstorming with the architects to see if we can develop a system, where these approvals can be automated.

Copy of Email Graphic Virtual Conferences (3)So, that brings me to the other hat that I wear, that of a project manager. I'm on a constant lookout for all kind of possible scopes for continuous improvement.

In fact, in 20 19, I drove an end to end project in automating approval workflows by working with our vendor single-handedly.

As a result of that, I got to know every beautiful, intrinsic detail of the ... process thoroughly.

The more I know, the complexities of the process, the more aware I become to explore industry benchmark, then I get curious to look for the best possible solution, to address any possible redundancy, and transition towards a more and more agile way of working.

I would say that that's important, because as an E a T, you are been looked at as that in-house consulting team for the company, so you do have to showcase that ability to constantly evolve yourself. And that's what we have thrived at in London.

So, in order to explain, So, this is, I wouldn't go into the details of it, but it's a very nice picture as description of how it works.

So, as I was telling you, we have ideas coming in from the business areas. Now, what happens is they are termed as concept. Now, if it is an enhancement, as I was saying, or a deployment, which is straightforward, usually approved right away, or if it falls into the category of new capability or transformation, then it goes into the design assurance process that I was talking about. Where, of course, if it is having like a impacts across towers or geographies, or stay in terms of security or integration, then all the ears need to be aligned with that. And then it eventually goes ahead.

Now, and I'm sure a lot of you who just listen to ... a presentation right before I was listening to that.

So, he had raised this point, the importance of Handshake that EOD team must have with innovation in the company. Right. So, this was a process that I just described. Now, what we have done is we have gone a step ahead.

And we have stayed that. OK, in Mondelez we have this innovation Hub.

Though there is this innovation team cool that gabe's doing wonderful work in terms of running various proofs of concept. So, there are a lot of areas in digitalization but they keep trying testing and learning.

Anything that is test and learn need to be very quick. They do not have to go through all of these guardrails and process.

So we have established the second mode, non-linear approach where we have that handshake with innovation teams that they know, OK, this is an innovation and we have those regular collaboration with the innovation team. We work very closely with them. So anything that's innovation, anything that's test and learn, that should be moving forward quickly.

Now, eventually, it is a success story. And we decide we decide to run it across furthermore, geographies. Then it goes back to the concept process, the usual process because that's when it becomes a project.

That was about the flow. So yeah, it goes back to this process which is again the description of the concept flow. Now, besides these.

Besides the concept heat map that I was talking about, there is another heat map that I work on and that's from another area.

That's called Application Portfolio Management Heat Map.

Now this is another very critical area that is led by the EA demon Mondelez.

So I was talking about innovation right? Sometime back.

In order to innovate, an organization needs to have enough apatite enough scope the enterprise architecture empowers the function to see which legacy apps can be retired so that resources are freed up to try new softwares and new solutions.

So, we have, for example, applications, which have to be retired. We have those dates against them, They need to be retired, and so on, so on and so forth.

Now, we see we go and say there are some apps which are archived, which means that they are pretty much actually all set to be retired, but they are still lying on the system. So, that's actually blocking some of the resources. So, then we'll look at the dates that, OK, they need to be retired pretty soon, So let's get started on it. So we call them sunset apps.

They'll governance, this particular governance activity of Enterprise architecture and policy functions to see if they are on the right track or not, whether the actual number of apps that got this invested or retired sunset apps again.

Is it more or less than the planned number? So we have planned numbers recorded as well. So more is good, of course, So you retired more apps than you had planned.

Less means. Yeah. Somebody has to take a look into it.

Many new apps are adding compared to the retired apps.

If there are more new apps coming in compared to the number of apps retired, we might have a problem.

So this is what we do in terms of governance, and that is my, I would say, day job.

When we took a holistic look at what any team does enough CPG giant, right? There are these second responsibilities of the team.

And then there is this extended set of accountabilities.

So it's very important to identify responsibility and accountability. The Fall Mall is where you'll actually roll up your sleeves and get going with your cup of steaming coffee. Later is where you motivate others to do it.

And that's where stakeholder management and true leadership comes into play. Now, if I take myself as an example, though. Even even better, if I take an example from her Yahoo's session, again, there was a question somebody was asking around data ownership, right? So that's a very thing, that it's very interesting to heal discussions around those areas, because that's a very good example on how how stakeholder management comes into play, how ownership comes into play. And after that, if I take myself as an example, so my role that started with looking into the E work flow and status approvals in less than a couple of years, it quickly evolved into being that single point of contact for the entire year.

Screenshot (4)So, I started being perceived as that go to, for any kind of understanding for the team, and trust me, it's, it's, I'm not trying to make it sound very boastful, rather, quite the opposite.

So, in fact, this eventually started making me realize that E, Enterprise architecture is not the kind of field, where it's OK for you to get comfortable in your own data journey, where you constantly have to upgrade your knowledge, extend the horizontal field skillsets, and take ownership.

That day, I realized that it became an even more exciting journey for me.

The more I engage with stakeholders, the more I get to visualize scopes of further development or auto, removing redundancies in terms of forums and approval processes.

The more it becomes a growing jonny for everyone around me as well.

This eventually extended, and I go to person, for even the business stakeholders, which not only enabled me to gain stronger insights into the way of the way disruption is shaping our organization, but it also give that visibility to the business stakeholders about what our team is up.

And that's the bigger game.

For example, the leadership's in our company had released at the beginning of the year that I was talking about, right? So what are the, say?

The top 15 priority project, in terms of business, and in terms of IT, Needless to say, a team played a pivotal role in the governance, and guardrails, and design assurance of all those projects. So automatically I personally would be associated with the liaison would be tracking the progress and get those aligned with the business needs.

And finally with the leadership team was going on that enter Corvids.

And we saw a substantial reshuffling of all those projects. For example, if we take manufacturing area and I'll keep giving examples of manufacturing and supply chain because not only is my favorite area but also yeah. Because for a CPG company, it's a major area where things keep happening. So in manufacturing area, Mondelez has been very, very cautious and very, very sensitive about the safety of both employee and the consumers.

So, with the onset of ..., we had these priority projects on radar pushing the few other projects down the line a bit, so, one was like Assessment of tomographic, screening solution for plants and offices. And it was a big project, because for that, they needed collaboration with legal, plans, security, HR teams, A timeline had to be set. And proper testing had to be done to ensure that the capability would read, provide, alert, and provide record. So of course, the EA who was associated with that particular function was working on it.

Then there was this one more, I wouldn't say it was a project, because it was, again, proof of concept, which the innovation team was running.

So that goes on, low voelker accident, prevention.

So for example, because of the pandemic and because of everyone's safety, we do have less number of workers in the plant, so usually when people are around, if there's any mishap, if there is any accident, it's easier to report those. So in the presence of people, it's important to have those kind of devices, which can, you know, give alert. And they are more of wearable devices, which can monitor and prevent accidents. So that's more of a test and learn. And that's where innovation is, driving it. But that's also something that our enterprise architecture team is also closely working with. That's how I know about it.

So having monitored the progress of all of these very closely, I know I have a very good visualization of how the industry's bracing itself to phase this pandemic, and that's just one example of how I have a visibility of how the industry is behaving in terms of our disruption.

This reminds me of a story.

Before my MBA, I was working with the procurement consulting firms. Modulus is my fourth job, by the way, so I worked in three different companies across programming, consulting, and data analytics sectors before my management and after my engineering.

So, that consulting experience was wonderful for me, in terms of having hands-on experience in analyzing business and trading scenario.

Because, based on that, I had to provide advice to Fortune 500 clients. So, I have a consultant in specialty chemicals domain.

So, one major project that I did for a CPG liddell, was the CPG leader wanted to understand what would be a right place to develop a detergent manufacturing plant for a certain economy, now prima facie. It seemed a certain region would be the best choice.

But after my detailed research, primary research with the industry bigwigs, as well as secondary research from extent and data crunching, it could be concluded that the best location to develop the plant would indeed be some entirely different location that I had never thought of.

This whole trist taught me the importance of relying on data.

knowing end to end value chain. So if I'm supposed to give a solution for detergent raw material, I have to go all the way up and see oil prices behaving. Because one of the key ingredients of that raw material comes from crude oil.

How the trading scenarios are. So in terms of anti-dumping duty, the market scenario, because the detergent raw material, has a concentrated market with 10 to 11 key players.

While it's being gradient, has a very fragmented market with large number of small. So back then, I learned this key thing.

If I'm out there trying to learn, as well as trying to gain knowledge from the industry leaders and experts, keeping it one way is not the most efficient way in order to accentuate the outcome of a dialog.

In order to ensure the interaction is enriching. I, myself, do, should play my role well, in terms of doing my research well, so that the person risk taking our time from his or her should do well to talk to me, also goes back with some added value for this.

The reason I was telling this whole story is because this immensely shaped myself in my enterprise architecture role as well. Because an E, it is a lot about being that in-house consultant. So you are being looked upon as someone who should have information.

With whom the business stakeholders can have that dialog to gain some insights, and E is perceived as someone who would be in power to show the light to other colleagues on what the best decision in terms of technology. The reds though, ambers the Greens in terms of what should or should not be immediately acted upon. So all those kinds of insights should be given, so in a way.

all my past experience is what I'm implementing in different perspective in enterprise architecture as well.

Now, back to my point on accountability and responsibility.

Screenshot - 2020-07-17T184528.271So, after managing my usual responsibility, which I call my day job, or for any, this is true, myself, for the other ears, we have to empower the other stakeholders.

And that means solution owners' Global Solution Owners, Project Manager, solution architect, they have to be empowered on what they are responsible for accountable for.

So, if there is data, and we, I work on, like, extensive amount of data from various other teams, beat, finance beat anything.

So, I'm on a constant conversation with lot of other teams, on, OK, this is your responsibility, get this data, Don't worry, I'm accountable for how it looks like, and eventually come to me, if you're stuck anywhere, or, or if it is yes, responsibility to get it done, or get it derived from somewhere.

So, that's the entire collaboration that I'm having with all the other teams in terms of data, that becomes valuable for both the parties, for that, as well as the other teams. So that's when you come as.

Yes, I've come across as thought leaders in those areas and after managing all these kinds of responsibilities, what we are sitting, Mondelez, was that in order to leverage the knowledge that yes, a team has gained.

It's important to keep the momentum going.

It's important to keep everyone excited, to let everyone know what's happening, What's the best practices. So we have these practices of community of practice, and center of excellence, and thought leadership. So in community of practice, what we do is, anytime. We know there's something very exciting utilization going on in the company, for example. I have worked on automation. So if there is something really exciting in that field, why not have a session with the whole company, let let the whole business side olson level, how good we are doing, in terms of technology? So, it's good.

Because up, when business is dealing with technology, they usually won't have enough bandwidth. Do you not go beyond their own area of technology and know-how about OK? Like what's going on area? So if I'm in manufacturing, I will be solving because there's so many things going on in terms of manufacturing, supply chain, digitalization. Left to even go and explore, like what's going on Same marketing area. So these are the kinds of sessions where, which we take ownership goals, but people get to know a lot about what's happening across the company.

So, this is let me change the track a little. And there's another story.

Like, after that procurement consulting firm, I was with a startup who was providing solutions in terms of ABB, demand planning, etcetera, through data modeling, and visualization on their proprietary platform.

That's where I learned the skill of data, cleansing N dimensional modeling, and the art of deriving stories out of initially role unstructured data to drive business decisions from them. So that is in Norway, something very different than from something that I'm doing in the ear team right now, as well.

Now, so this is just to show you that every experience that I had in the past, the experiences that I've gained from there have some old boil it down and have shaped the way and working in a team right now. So another example would be, like, after my engineering, before these two jobs, the first job that I joined was in programming domain, so I had to program retail solutions for clients. So, for that, I would have to know the retail requirements and landing, and also the technology aspects of coding.

Although, not in a very direct manner, because we work in a low code, no code environment, but this past knowledge indeed has.

It comes into play when I'm exploring automation, also because I got exposed to retail requirements. So, it helps me, it empowers me to further understand how consumer behavior is shaping the technology needs of our company, or how digitalization comes through.

The due date I wear all these hats.

Copy of Email Graphic Virtual Conferences (3)

Needless to say, along with stakeholder management and people management, because I'm involved in sharing most of the ear forums, which tools all of these, no full justice to my experience, as well as my knowledge.

And I truly see, that's how an enterprise architecture team must be.

So, wear multiple hats, and constantly drive excellence from experience.

So as I approach towards the end of my speech, let me summarize some of the key messages.

So firstly, the theme of an organization has to empathize with the end users and align its mission and vision with the business outcome of the company.

Because that's, that's something we have learned, and that's what I'm sharing with the audience here, because it's only then, that a more holistic approaches developed, and, it's, like a win-win for everyone in the company.

Again, I can't emphasize enough on this one.

So, it is like an in-house consultant for each company, So people management, change management, and stakeholder management: these are the domains where EA's other leaders governance is important within the team. So in order to further accentuate the value that it brings to table. Say, in terms of aligning the technology landscape of the company with the business goals, it's very important to have those governance and metrics in place, which I was talking about, because only then we know where we're going and if something needs to be changed.

Digitalization is where the need of AI comes into play, but I have a slightly different perspective over here.

Newer perspective, I would say the digitalization is definitely reshaping the ways of working and in the function that grows all organizations across sectors.

Now, why a teamster dare to align the company's goals with technology, when those digitalization happen.

What I'm trying to emphasize on is you have to practice what you preach, right, so that your team is no different. So, every year team in all organizations.

Team also has to ensure that even their processes are constantly upgraded in terms of digitalization and in terms of all the new tools and technology available. That's why Mondelez we are on this constant journey to see, OK? Where we can make it even better, where we can automate, where we can implement some better repository tool and what can be done, What cannot be done. So all those kinds of things must go on within the team.

Lastly, communication is the key as it is true for any any area in business. The onus is on, yes, yes, To ensure. There is proper dialog and conversation with the company's stakeholders so that the eventual result is rich and valuable. And it's, when you start having those kind of conversations, it's then that the other people also see value in approaching them and having those conversations as well.

Though, this actually just reminds me of a very funny story. So, I know everyone has understood i-movie story, telling kind of person.

So, it just reminds me that in Modulus we have a very good Jim, by the way and we have two, very good trainers are wonderful instructors. So I'm sorely missing those right now because of the pandemic because genes are closed and we're going to office, So, one of the instructors.

What's telling the, story?

So in a gym, where he used to train before, right? So, he got a very enthusiastic lined. The person had come in and he approached the instructor and he said, you know, I want to develop my biceps and triceps so show me some good access aid and I want to develop among those.

So the instructor gave him this exercise, which is there on screen. So he showed him with the right hand.

And he said that, yeah.

So you have to do 15 repetitions and on both your hands.

And let us meet after one month and let us see how much you have gone. And I can decide whether I can improve. Like, raise your reputations or weight and so on.

So one month went by when the instructor met this client and asked him how it was, the client said it was wonderful. I love it. So for the entire month, I did it with the right hand, as you showed.

So, for the next month, I will do it with the left hand.

And the instructor had a very silent moment over there, because that's not what he had meant. He had only shown with the right hand, but he had meant it to be done with both the hat.

So, what we have over here, we have a typical communication gap.

So, if we take the client as the business, and the instructor as the Enterprise Architect, so, business consults Enterprise architect, and the Enterprise Architect gives us solution.

The solution was correct.

Yeah, but then, somehow, throughout the period, there was no monitoring, there was no governance. Now, imagine if the instructor had gone in and regularly checked with the client, then he would have No, no, no. It does. Because I showed you with right hand Doesn't mean that's only hand. You have to work on Cornell. The work on both the hands, so that could have easily been addressed, And instead of two month, the result could have been achieved in one month.

So, that's what I want to conclude with.

And after this, thank you very much for being so patient. And here are a few links that would define me. So that's my LinkedIn profile also, It's a very, it's a day of celebration for me because my forest paperback book doesn't pay bills washed ashore by life, went live on Amazon today globally. So that's how it looks.

And here are some of the links for Amazon Global and Amazon, UK Canada, Italy, and there's my YouTube channel and My Author page for you if you're interested. Thank you.

Outstanding, ARRA, thank you so much for the presentation. We have questions that have come in during the during your talk, and we'll, we'll bring up as many of those questions as we can during the six minutes or so that we have here for, for Q and A So the first one, let's get, let's get on with it. The first one is from Antonio ... Keys and he first says that I like, you're a team approach, like an internal consulting entity.

Screenshot (4)How long did it take? and what challenges did you face for the business to recognize the value that the team can bring to them?

Yeah, I would say very relevant question.

So, I joined the ...

in 20 18, and the journey towards having this evolution, it started towards the end of that year. The constantly, throughout that year, we had been, I'm sure, even before that, there had been a lot of brainstorming, The thing is, it was recognized very fast, and actions were being taken. So I would say goodbye.

20 19 beginning, I would say the journey began. And it has been a very, I would say, it's because we had to take lot of measures, and we had to ensure that we have those regular cadence, those regular conversations, on business site, So we started involving the leadership.

So, as of now, also, as I was talking about some forums where we have leadership's involved. So we do make sure that leadership's are involved so that they don't see that value.

So I would say one key thing that made it possible was governance and KPIs, because those heat maps live that I showed, those two slides, they were not in place before, So those were a part of that.

So the moment we started sharing those numbers, I'm showing business that this is where you are going, this type of thing that value automatically. So a communication, which was again, the last point in my presentation, and the sharing data and sharing progress in terms of anything, that scorecard, any any business stakeholders.

Very good, very good. The next questions comes from Mercedes ... and she says, First great approach and the question is, do you place digital innovation, business, and tech knowledge business innovation in your horizontal? A structure, where do you place digital innovation and your structure?

So, this is again, as I said, it's a continuously evolving journey.

So, there are two parts of answers to this, one.

Then sometime back, up, it was so structured, that digital innovation, anything that has to do with innovation, right?

That it would depend.

So if that innovation is happening in in something to do with the factory, it will come under one of those vertical supply chain tower. If it has anything to do with, say, a network infrastructure, then they'll come in one of those horizontal hours. Now what we have done is because defining those. So what happened was, often the innovation team would sit in Mumbai itself. So often, I would have my innovation clicks coming to me, because I'm the face of eating over here. So they would come to me, and I would ask, you know, Which Towers should this fall? And so, now, what we have done because of that mode to that I was talking about where we have decided that we should have that handshake with an audition to make all those, all these things move faster. Innovation itself is a towel for now. So innovation itself, it's like a vertical towers for now and anything. It's not a tower tower because anything coming through. It doesn't have to go through that whole year process. Like, yeah, it's therefore record. Anything coming through is automatically, like moved ahead and approve.

Very good, Very good. The next question that we have here, let's see, is this concept of actually, back to the concept of the, the heat map, The, the, the participants thought would. Work was an interesting concept, and the question is, How do you balance the mix between concepts and innovation, and the technical debt reduction for the towers 802730 percent? What does what does the balance between those, those, those areas?

OK, let me see if I'm understanding it correctly.

So, are you saying, if it is, like, main concept versus innovation, if that ratio is 820, or is now, I think I talked about this. Yeah, So, there's a little bit of a tricky question. So, there is, you talked about a couple of concepts. one was, there's, there's innovation, there's the concepts, any innovation, and there is, I think this use a term called technical debt Reduction on the towers. And, so, the question is, what is the mix between innovation and technical debt reduction for the towers is like an 80 to 20, 17, 30, 64, what do you, what does that what does that mix like?

Yes, so it wouldn't, it's more like a 70 30 mix of that guide. So, but again, it depends as I was saying. The reason I gave that example that because Mondelez is very, very consumer centric and because it's a CPG companies will be different for different companies and different sector. So those mixes will be kind of different from our two towers. So if we look at supply chain, it will be a different scenario.

Usually more of the innovations happen in data analytics tower, for example, for obvious reasons it has to be there, and that's how we know how robust we can be. So, that's the average mixed. But, yeah, it varies depending on the towel.

Of course, of course. Thank you. Well, we are at the top of our time for, for this session. So thankful and grateful for your sharing of this experiences and knowledge. I mean, tremendous work do you as a team of Mondelez are doing. and we can't wait to see the journey ahead and the other updates are going to have for us.

So thank you so much for taking the time today to share, to share all of this with us.

Thank you, Julia, Thank you to you, you, and your team as well for this wonderful forum and a wonderful opportunity. Great job here, as well. Thank you.

Thank you.

Ladies and gentlemen, we are concluding this segment, and we're gonna go from Mumbai, India to Germany, next. We're going to have a world expert on agile IO, and the strategic deployments sharing with us the role of Agile, in the enterprise architecture, and some great experiences that we all can benefit from. So, see you at the top of the hour, and the remember our discussion will continue on LinkedIn And Through your comments there any questions that you have, post event and, Or, and I will be answering some of those questions, And then the acknowledge your comments later on today. So, thank you see at the top of the hour.

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About the Author

more (74)Aura Bhattacharjee,
Enterprise Architecture - Planning and Governance Lead,
Mondelēz International.

Aura had joined Mondelēz International in 2017, after completing 2 years MBA in Information Management from SPJIMR, Mumbai, India during which she had also attended a month long classroom program at Tepper School of Business, Carnegie Mellon University in Pittsburgh. After rotating across Innovation and Supply Chain functions within Mondelēz , she finally joined the Enterprise Architecture team, and has been there for 2-and-a-half years now. As a Governance and Planning Lead, she monitors Digitalization, Innovation and Technology related projects across all Functions and Geography of the company.

During this tenure, she has also been honored as 30-Under-30 Super Star by Celerity Supply Chain Community in 2019, and as FMCG Rockstar by Future Group in 2020. Aura had done B.E.(Hons) Chemical Engineering from BITS Pilani and had worked across Procurement Consulting, Data Analytics and Programming, domains. Besides her corporate profile, Aura is a Writer, Indian Classical Singer and Dancer (trained in both for 9 years). Shas been a published author since 2018, with her debut book all set to be published next month.

Her debut book "Dozen Pebbles Washed Ashore by Life" is going to be launched soon. 

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