Author Archives: Larry Janis

SAP S4 HANA Finance Technology Consulting Senior Manager

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 As an SAP Finance & Enterprise Performance Technology Consulting Senior Manager, you will have the opportunity to:

  • Advise upon, lead and work on high impact activities within the systems development life cycle
  • Provide advisory work for the IT function itself
  • Design, implement and deploy SAP solutions to achieve defined business goals
  • Maintain skills in SAP applications process design and configuration; SAP application design, development, integration, testing and deployment; and SAP application technical architecture

Responsibilities:

  • Provides solutions to complex business problems for area(s) of responsibility where analysis of situations requires an in-depth knowledge of organizational objectives
  • Involved in setting strategic direction to establish near term goals for area of responsibility
  • Interacts with senior management levels at a client and/or within our client which involves negotiating or influencing on significant matters
  • Has latitude in decision-making and determining objectives and approaches to critical assignments.
  • Decisions have a lasting impact on area of responsibility with the potential to impact outside area of responsibility
  • Manages large teams and/or work efforts at a client

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Vice President -Solutions

iStock_000004877664XSmall - CopySummary Description

Senior level leader to develop client specific solutions, financial models and proposals on large, complex opportunities in the revenue-cycle/accounts receivable management and student loan servicing space.  This leader integrates the client needs with sales, finance and operations to increase win-rates, deal profitability and solution deliver-ability.

 

 

Principal Responsibilities

  • Develop and lead our solutions and go-to-market strategy to create and deliver competitively differentiated client solutions and proposals working with teams and key partners
  • Define the client specific solutions, presentations, client proposals and support the CAMs and sales teams in client pursuits
  • Lead our complex solution costing/pricing, solution development and support with operations, technology, finance and compliance
  • Oversee the RFP team and response quality, accuracy and competitiveness to increase win-rates
  • Oversee the client implementation plans for successful, timely onboarding
  • Oversee and track the client audit process, content and support for high quality successful audits
  • Provide feedback to management to improve the success of sales, solutions, pricing and go to market strategies and be recognized as an industry expert
  • Perform other duties as assigned by management.

Qualifications

  • Bachelor’s Degree, preferably a Master’s degree in business, engineering, operations, or IT
  • 10+ years of operations, solutioning and client services experience
  • Subject matter expert in accounts receivable solutions, operations and technology
  • Experience selling 1st Party, 3rd Party B2C/B2B Collections, ARM/BPO to Fortune 1000
  • Large scale ARM operations and client delivery experience with specific transformation results
  • Excellent interpersonal, written and oral communication skills.
  • Positive, high energy, leader with strong ability to get things done
  • Ability to travel and adapt to a flexible schedule

 

Total Compensation

Attractive base compensation and incentive plan, and a comprehensive health and welfare, and retirement program.

If you are interested or know someone who might be, please let me know

Larry Janis, e:janis@issg.net, p: 516-767-3030

Changing workplaces call for a new type of leader

Lisa-Sterling_jpgBy Lisa Sterling

Developing effective and empowered leaders is one of the most important things an organization can do to ensure the successful accomplishment of its goals, whatever they may be.

That’s because leadership influences nearly all aspects of a business, such as the selection, engagement, and retention of talent, customer loyalty, and overall brand perception and influence. Yet despite its importance, many companies seem to struggle with leadership development.

Perhaps the biggest reason for that struggle is the new and varied set of behaviors and skills today’s leaders need to be effective. One of the worst mistakes any organization can make is to base its promotions or leadership decisions on tenure. Simply being a long-serving veteran of the organization or a star individual performer does not automatically make someone a candidate for leadership or demonstrate they have the necessary commitment to the role, the team or the company.

In today’s ever-evolving and increasingly complex environment, effective leaders must be able to guide staff through moments of uncertainty, be a trusted source for honest and open communication, and encourage and inspire their teams to take risks without fear of failure. As Deloitte notes in its 2017 Global Human Capital Trends report, leadership is increasingly about the challenges leaders face rather than the “art” of leadership. And those challenges are many. (more…)

Organisational Politics Can Be an Asset to Strategy Execution

michael_jarrettby Michael Jarrett

Identifying the types of political behaviour in your organisation is the first step to using it for positive change.

Dysfunctional politics can sink an organisation, but it can also be a force for good. This makes many executives frown, but the reality is that politics is normal – and too often a hidden barrier to effective strategy execution. In fact, without it, some strategic changes may not be possible.

Political behaviour allows differences to be shared and methods to be employed in strategy execution that go beyond the rules and norms of the organisation. Thus it’s important for leaders to understand the forms it can take and how they can harness it.

While we would be naive to ignore the potentially destructive nature of politics, when deployed effectively it can actually help the company meet its strategic goals and live up to its values, especially during change efforts.

Defining politics

Organisational politics refers to a variety of activities associated with the use of tactics to influence or improve personal or organisational interests.

Studies have shown that those with political skills do tend to outperform their politically naive counterparts. However, political behaviour is relative. It is implicit in many cases. For example, it may be the case that a manager or leader needs to exert a large amount of pressure on a team to get something done by using the power of their position over others. It is also occasionally necessary for employees to work behind the scenes to build coalitions of believers in a new vision. Politics is driven by the conditions of scarce resources, social and structural inequalities and individual personal motivations.

Thus, the first step to using politics requires executives to map their organisation’s political landscape and understand the sources of political capital they have.

 

The political terrain

Most organisational maps are characterised by four metaphoric domains; the weeds, the rocks, the high ground and the woods. Each has a different set of rules for skilful navigation.

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The Biggest Mistakes New Executives Make

 

sabina-nawazby Sabina Nawaz

Organizations invest a lot of time and money in hiring the right CEO or senior executive to set a vision and make the changes in their company. Yet within the first 18 months, there’s a 50% chance the executive will leave the organization. This failure comes with enormous costs, not only in disruption to the organization but financially, too. One estimate puts the cost at 10 times the executive’s salary – sometimes more.

The reasons these individuals leave are many. They often cite poor cultural fit, inadequate onboarding, or the lack of appropriate expectations. But in reality, many new executives inadvertently set themselves up for failure within the first few months of their tenure through their own actions.

As an executive hired from outside the firm, you’ll naturally want to add value and assure your employers and employees that you are the right hire. But based on my work helping executives transitioning into new organizations, I’ve discovered common traps new executives tend to fall in, even as they try to solve problems, make decisions, and improve the company. Fortunately, there are ways to sidestep these traps so you can assimilate successfully into your new organization. (more…)