Culture is the hardest thing to change in a global enterprise, especially when it isn’t unified. Barings CIO Andrew Lennon tackled this task when he agreed to band together five disparate IT organizations with a goal to create higher value through self-service capabilities.
“We needed a cultural overhaul within IT,” says Lennon, who accepted the challenge at the MassMutual-owned financial services subsidiary in 2016. “We want to be value creators and partners with not only our business but our clients.”