About Tony Saldanha
For over three decades, Tony has been a globally recognized business and technology leader on the forefront of the Global Business Services (GBS) and Information Technology industry.
Tony’s experience in digital transformation runs deep. During a 27-year career at Procter & Gamble he ran both operations and digital transformation for P&G’s famed GBS and IT organization in every region of the world, ending up as Global Shared Services and Information Technology Vice-President. As a well-known industry thought leader he has led GBS design and operations, held CIO positions, managed acquisitions and divestitures, ran large-scale outsourcing, created industry-wide disruptive innovation structures, and designed new business models. He was named on Computerworld’s Premier 100 IT Professionals list in 2013.
The recent opportunity to re-do digital capabilities for the multi-billion dollar best-in-class Global Business Services organization at P&G, by using exponential digital capabilities from the fourth industrial revolution, has brought together all of Tony’s digital transformation experiences against the big challenge of industry-level disruption. In tackling this by creating an industry ecosystem, it became apparent that this would be successful only if he could beat the 70% failure odds of digital transformation projects. Driven by this insight, Tony’s focus over the recent years has not been on technology, but on the anthropological and engineering rigor that is necessary to deliver successful digital transformations.
Tony is currently an advisor to boards and c-suite executives on digital transformation. He continues to be a sought-after speaker in his spare time. Tony also advises several start-ups and venture capitalists. He has founded a blockchain based company to help the IT industry commercialize disruptive software. Tony’s prior board experience includes IT advisory board memberships at the University of Cincinnati, the Indiana University business intelligence program and at the University of Texas. He has been on the customer advisory boards of Cloudera, Box, and High Radius. Among non-profits, Tony was the founding member and Chairman of the Board for the INTERalliance of Greater Cincinnati, and is currently on the boards of Community Shares of Greater Cincinnati, and Remineralize the Earth.
What Stops Your Organization From Becoming a Disruptive Industry Leader?
•Is it the ability to run a day-to-day business and disrupt it at the same time?
•Is it the astronomical cost of disruptive innovation?
•Is it the ability to drive an agile culture of change in your organization?
•Is it the ability to take big ideas and rapidly scale them up?
What if there were proven, disciplined toolkit solutions to each of these?
What if you could have the best thinking in the world on these available via an extremely affordable expert ecosystem?
Transformant believes that the hardest digital change management problems can be solved by a) disciplined planning and execution and b) harnessing the ecosystem of the world’s best capabilities and expertise to personally target your unique problems.
The toughest digital transformation problems are solvable!
Executives, business owners, public sector leaders, academics and even new hires in organizations, all fully realize the disruptive power of digital capabilities in today’s world. They know that it is the pre-eminent disruptive threat of our generation, as well as its biggest opportunity. They really want to transform their work and their lives, but the nagging question is “how?”
Perhaps you’re a leader who has invested time, money and personal credibility into digital transformation already. However, you have a niggling doubt that something is not right, because while you see anecdotal success it doesn’t make much of a dent in your overall business model. Meanwhile, the clock keeps ticking as large-scale disruptions of businesses, industries, societies and personal lives continues unabated. Iconic names like Sears, Macys, Nieman Marcus, Tiffany’s, Harley-Davidson, Campbell continue to struggle. It’s up to us as leaders to determine whether our organizations succumb or prevail in the opportunity of a lifetime.
We strongly believe that every change is an opportunity, and by that yardstick this is an opportunity of historic proportions.