7 Questions with Don Lovett
Name: Don Lovett
Current title: Principal Consultant
Current organisation: ProjectBits Consulting
A senior technology leader driving improved agility and returns on IT investments. The leader of initiatives that position companies for strategic innovation, dynamic change and profitable expansion of business value.
A strategic and tactical visionary with the ability to identify and capture results from customer and operational opportunities. Record of collaboration with executive teams to prioritize project schedules and effectively implement best practices, and process solutions that unlock value. Able to execute multiple complex global projects that leverage and communicate change and quality management metrics aligning outcomes with goals.
Former “Big Four” Consulting Partner with the track record of project delivery, analytical, and problem-solving skills. Expert Project Manager with proven track record in process improvement, enterprise implementation, development and outsourcing projects. Delivery manager with the talent for visualizing, organizing, scheduling, and implementing the integration of software and technical components that drive business results.
1. What have you found most challenging as a CEO or executive of a large enterprise?
Communicating Vision and Aligning people behind the future of possibilities that I see
2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?
Prior Roles in Business and Finance. Earlier Transition to IT and two decades of consulting experience at the intersection of Finance and IT. Problem solver who works to help people from prior roles.
3. How do you structure your work days from waking up to going to sleep?
Look at the calendar and email
Meetings and Communications
Work on any pet projects if possible
Check with team
Diner with wife and family
Read Business and/or recreational
4. What's the most recent significant leadership lesson you've learned?
People need to see a clear path and understand what is expected to change effectively Vision is relatively easy but the execution is hard.
5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?
6. How do you build leadership capacity in a large enterprise?
Work with direct reports extensively Include more of organization in skip 1 meetings Document messages for consistency and precision using collaboration tools and websites. Be open to feedback and course corrections.
7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?
The lack of a common foundation or understanding of the impact of new technology surprises me at times. There are situations when you must sell or convince a broad group of people of benefits that may appear obvious to some.