Jacques McGregor has over 25 years of experience in the Oil & Gas, Chemical, Manufacturing, and Mining industries. In that time, he has led commercial teams focused on Natural Gas, Natural Gas Liquids(NGLs), and Power supply & trading; refined products pricing & strategy; played active roles in multiple largescale Refining and Marketing acquisitions; implemented global business technology solutions; and assisted organizations in streamlining their business operations. He has been with Marathon since 2004 and during his tenure has held various leadership positions within the Commercial, Marketing, and IT organizations. Jacques is responsible for leading Digital Transformation for the company, focusing on modernizing the way the company runs through a digital lens, with a focus on improving performance vs. peers. Prior to joining Marathon, he worked as a technology consultant for Atos, implementing SAP at fortune 100 companies in North America, the Middle East, Asia, and Europe. Before joining Atos, Jacques worked as a consultant for Accenture, in South Africa, focusing on business consulting and SAP implementations. Jacques received his Master of Business Administration degree from the University of Texas at Dallas and Bachelor of Commerce degree from the University of the Witwatersrand in South Africa.
This panel brings together the most thoughtful transformation leaders to explore what it truly takes to architect and execute a holistic model that supports building out an enterprise-wide transformation strategy/capability as well as executing enterprise-wide transformation. Key questions the panel will explore include:
Part 1: Enterprise-wide transformation strategy/capability
· How do you mature from a modernization and optimization-focused IT organization to a modernization, optimization, and transformation-focused digital organization? What operating model elements should you consider? What challenges should you anticipate?
· How should you build out a capability view and align it with the value chain?
· When driving process standardization, do you utilise CoEs (Centers of Excellence), COPs (Communities of Practice), a federated/franchised model, or another approach? What works for your company culture? Is there executive desire and support to drive standardization?
· How does a continuous improvement mindset intersect with a transformation mindset? Organizationally, where does this mindset originate?
· Modernization and optimization initiatives will have a significantly smaller payoff or return on investment vs. transformation. Do you carve out portions of the budget for each? How do you protect the business as usual and keep the lights on while still driving progress on transformation?
Part 2: Execution
· What is your approach to ensuring you consider operating model elements when executing on a transformation initiative? What model do you use?
· Can you share examples of where you intentionally considered changes to the operating model changes and can you explain why?
· Can you share examples of when transformation didn’t work from an operating model point of view? Which elements were missed and what was the impact on the business?
Check out the incredible speaker line-up to see who will be joining Jacques.
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