John Belden
Contributor
Want to Join?
Opinions expressed by ICN authors are their own.
As UpperEdge’s Project Execution Advisory Services Practice Leader, John Belden is responsible for the development and delivery of advisory services designed to maximize the value extracted from systems integrators and mitigate risks associated with IT-enabled transformations.
John’s current portfolio of client programs totals $1 billion in expected program costs. The heart of the practice is centered on risk mitigation with a focus on the assurance of operational continuity and harvesting the expected returns of IT-enabled transformations.
Prior to joining UpperEdge, John was a Vice President, responsible for the Timken Company’s Project ONE. This $220M program is recognized as one of the most successful deployments of SAP at a global manufacturing company delivering benefits that doubled the original business case. Prior to leading Project ONE, John was VP Information Technology leading the organization through a globalization initiative, integrating major acquisitions and putting in place Timken’s own offshore development center in the late 1990s.
John earned his B.A in Mathematics from Hiram College and M.S. in Computer Science from Kent State.
4 lessons from the Hertz vs. Accenture IT disaster
A tremendous amount of information and specific insight can be gleaned by analyzing projects gone wrong. Here are four lessons IT leaders can apply to any outsourcing agreement.
High performing multi-vendor transformation teams – How to make it work
There can be a significant pay-off for clients who enable a multi-vendor model to support their transformational programs. However, companies need to be prepared to put forward the effort required to enable the capturing of program...
Feeling handcuffed by your current IT vendor? Here’s how to increase your renegotiation leverage
With the average size of renegotiated contracts ranging from $20-40 million and renegotiation frequency increasing, customer negotiating teams can no longer hand the perceived switching cost advantage over to the vendors.
System integrator risk mitigation processes often have the opposite effect
Relying on your SI to tell you how to mitigate risks is a flawed strategy that often does not have a happy ending.
Fear of premature escalation (FPE): Diagnose and treat this silent ERP program killer
Recognizing the early warning signs and taking appropriate action can reduce the overall impact of this affliction, which can be deadly for an ERP project.
Don’t become a digital transformation horror story: Implement solid risk management
The only way to eliminate risk entirely is to do nothing at all, which of course brings its own risks to the business.
How to amplify the value of your system integrator
A few ways to increase the value of your SI. If only these engagements came with a user manual…
5 dirty little secrets of your system integrator
Ever wonder why companies still go over budget? Here are a few of the ways consultants pass that risk onto their customers.
Exploring the ‘unknown unknowns’ in IT-enabled digital transformation estimates
Recognizing and acknowledging your own blind-spots can be tough to swallow, but wouldn’t you rather understand your blind-spots before you start your journey rather than when you reach the precipice of a failure?
When is it time to say goodbye to Accenture, Deloitte, IBM or KPMG?
You have probably invested a great deal of time and effort selecting your SI and more than likely written them a few sizable checks. So how do you end the relationship once it's clearly become one-sided?
Don’t let your IT-enabled transformation program go ‘Into Thin Air’
While reading “Into Thin Air”, I started drawing some parallels between climbing Mount Everest and deploying a major ERP system. The software you buy is the path that you choose to climb the mountain, and the System Integrator (SI) is...
-
White Paper
-
eBook
Sponsored -
Video/Webcast
Sponsored -
Case Study
Sponsored -
Case Study
Sponsored
