Leonardo Vivas, MBA

ERP is not an IT project. It’s a balance sheet and cash flow lever. Yet most organizations treat value realization as something that “just happens” after go-live. It doesn’t. In my next article, I unpack why: • Activity is not progress • Innovation can destroy value when foundations are weak • And why leadership—not project teams—owns ROI If you’ve ever wondered why benefits feel incremental despite massive investment, this one will resonate. 📖 Publishing soon on nicholasljackson.com. #CIO #DigitalTransformation #ValueRealization #ExecutiveLeadership #CFO #SAP

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As Global CIO at Sylvamo, I’ve seen firsthand that digital transformation doesn’t always have to start with “big bang” programs. Some of the most powerful results come from quick wins that integrate digital capabilities directly into our value chain—driving measurable impact from day one. Antonio Moreno’s recent Harvard Business Review article, “How Digital Integration Is Reconfiguring Value Chains”, captures this shift well. With APIs and digital platforms lowering the cost of collaboration, companies can now: Embed hyperspecialized services quickly into existing workflows, without long lead times. Unlock efficiencies in core operations—from supply chain visibility to automated order fulfillment. Monetize idle capacity and create revenue streams that offset IT spend. At Sylvamo, we call this a cost-neutral IT mindset: making sure each technology investment either reduces operational costs or contributes to new sources of revenue. This approach not only funds transformation sustainably, but also builds confidence across the business by showing value early and often. For example, integrating specialized logistics partners or automating routine financial processes can deliver immediate savings—while freeing up our teams to focus on higher-value work. These kinds of wins add up, creating momentum for the broader 3-year roadmap. 👉 For fellow CIOs and transformation leaders: how are you identifying and scaling quick wins that pay for the journey? #DigitalIntegration #CostNeutralIT #CIOLeadership #ManufacturingInnovation #ValueChain https://lnkd.in/e7qp2yVH

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One of the most powerful aspects of ArchiMate is its ability to connect strategy with capabilities. The strategy-to-capability view provides a clear picture of how stakeholder drivers and goals translate into the maturing of business capabilities that enable real outcomes. In this example I create for SDLC governance, you can see how drivers like reducing risk and increasing stakeholder satisfaction flow down into goals such as reducing technical debt and improving time to market. These then align to expected outcomes, which are delivered through specific courses of action. Finally, those actions map directly to the capabilities that the business needs to mature, such as enterprise risk management, technology risk management, and enterprise architecture. This linkage is the essence of business architecture while using strategy and capabilities as the backbone. It creates traceability from executive priorities all the way down to the capability enhancements required to deliver them. It also provides a structured way to show where investment in governance, architecture, or tooling pays off in tangible business terms. Curious to hear from other architects. Are you using this type of view in the architecture vision or business architecture phase of the TOGAF ADM? If so, how has it helped align stakeholders and drive capability maturity discussions in your organizations?

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Great leaders are experts in their industry and have excellent people skills. This goes for every industry. Specifically, leadership in the #manufacturing industry is undergoing a significant transformation, driven by technological advancements, evolving workforce demographics, and increasing global competition. Modern manufacturing leaders must be adept at navigating these complexities while fostering a culture of innovation and efficiency. In addition, they need to embrace digital transformation, including automation and data analytics, to optimize processes. How do you utilize your skills to define your #leadership strategies? #TransformationalLeadership #Manufacturing #EffectiveLeadership

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I’ve learned this the hard way: most teams don’t fail because they lack skill or effort. They stall because no one’s clear on what actually matters. In complex programs — ERP rollouts, digital scaling — I’ve seen how people thrive when they know the why, the what, and the now. Clarity doesn’t mean having all the answers. It means cutting through noise so your team can move with purpose. It’s quiet work. But it’s the kind that gets momentum back on track.

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In a Shared Services Center, efficiency gets attention—but control and compliance earn trust. After years of working with SSCs across finance, payments, procurement, and operations, one truth stands out: 👉 Scale without control is risk. 👉 Speed without compliance is exposure. An SSC processes high volumes, critical transactions, and sensitive data. Without a strong control framework, even the best teams and systems can fail. Why Controls & Compliance Matter in SSCs ✔️ They protect the organisation from financial loss, fraud, and regulatory penalties ✔️ They enable faster decision-making by ensuring data integrity ✔️ They build confidence with auditors, regulators, and business stakeholders ✔️ They create accountability—ownership is clear, deviations are visible ✔️ They future-proof operations as SSCs scale and automate Strong SSCs Don’t Rely on People Alone They embed controls into: Process design (maker-checker, segregation of duties) Systems (workflow approvals, access controls, audit trails) Governance (SOPs, KRIs, periodic reviews) Culture (compliance is everyone’s responsibility) The Mindset Shift That Matters Control and compliance are not obstacles to efficiency. They are enablers of sustainable, resilient growth. The best SSCs don’t ask: ❌ “How fast can we process?” They ask: ✅ “How well can we process—every single time?” Because in the long run, trust scales faster than transactions. #SharedServices #SSC #Governance #InternalControls #Compliance #RiskManagement #OperationalExcellence #FinanceLeadership #ProcessTransformation

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At P&G, technology isn't just a supporting function—it's a strategic enabler for growth, innovation, and consumer satisfaction. We're maniacally focused on understanding the wants and needs of the consumer, and technology is how we deliver on that promise. Earlier this summer, I had a fantastic conversation with Peter High on his Technovation podcast. We dove deep into how P&G is leveraging technology like AI, automation and data analytics to improve��our operations, elevate consumer experiences, and create greater efficiencies. A few of the key highlights from our conversation: +Data-Driven Innovation: Our AI Factory integrates data across the value chain, enabling faster problem-solving and smarter decision-making. In Brazil, AI improved P&G’s out-of-stock rates by 15 percentage points – a game-changer in our industry! +End-to-End Supply Chain Visibility: With tools like our Pampers Club app, we’re able to ensure that consumers have the essentials they need. +Upskilling for Digital Fluency: We’re investing in workforce training through partnerships with Harvard Business School and Boston Consulting Group (BCG) to ensure everyone can leverage new digital tools like AI effectively. +AI as a Workforce Enabler: We are using AI as a facilitator of productivity to help employees focus on higher value tasks and initiatives. Leveraging AI across the business enhances efficiency and scales operations without burnout. +A Bright Future Ahead: I’m excited about the potential of reasoning models and agentic AI, which have the potential to eliminate dashboards by allowing us to “talk to the data.” Quantum computing offers the potential to optimize supply chains and operations at unprecedented levels.   #PGInnovation is truly transforming how we operate and deliver value, always with the consumer at the center. I'm excited about the continued impact we'll drive in our industry. Ready to hear more about how we're leveraging technology to innovate? Listen to my full conversation with Peter here: https://lnkd.in/gPnKhP3D

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