Skip to content
Tiatra, LLCTiatra, LLC
Tiatra, LLC
Information Technology Solutions for Washington, DC Government Agencies
  • Home
  • About Us
  • Services
    • IT Engineering and Support
    • Software Development
    • Information Assurance and Testing
    • Project and Program Management
  • Clients & Partners
  • Careers
  • News
  • Contact
 
  • Home
  • About Us
  • Services
    • IT Engineering and Support
    • Software Development
    • Information Assurance and Testing
    • Project and Program Management
  • Clients & Partners
  • Careers
  • News
  • Contact

Lumentum CIO Ralph Loura on adopting a challenger mindset

In the early months of the pandemic, Lumentum SVP and CIO Ralph Loura, like many of his peers, found that IT’s annual planning wasn’t nimble enough to respond to the rapid project prioritization the business needed. The result was a new approach to optimizing IT planning that more closely mirrors the business.

Loura sat down with CIO.com contributor Maryfran Johnson on a recent episode of CIO Leadership Live to discuss how he has changed his approach to project prioritization and IT planning, the importance of adopting a challenger mindset in IT, and embracing “shallow IT”.

Based in San Jose, Lumentum designs and manufactures optical and photonic products for optical networking and laser applications worldwide. The company is a key player in the telecommunications industry, with annual revenues of $1.7 billion and 5,000 employees around the world.

Loura joined Lumentum in October of 2018, bringing with him three decades of IT leadership experience. Before joining Lumentum, Loura served as CTO at Rodan +Fields, and before that, as CIO of the Enterprise Group at Hewlett Packard, and as SVP and CIO at Clorox.

Following are edited excerpts of Loura’s conversation with Johnson. For more of Loura’s insights, watch the full video embedded below.

On prioritizing projects:

One of the reasons I came to Lumentum was for Alan Lowe our CEO. Really fabulous leader, incredibly experienced in this industry and also a very transparent and approachable and candid leadership style, which really resonates with the way I work. And Alan would challenge me: “We are spending lots of money, and you are doing lots of projects, but how do I know we are working on the right projects? And why did you do that project and not the other one? And defend to me which one has the highest value. Why are we doing that?”

And honestly, I began to realize I really couldn’t give him a good answer. I could talk about oh, “This is critical for our ability to enter a new market” or “This is a regulatory requirement, and therefore it is a risk we need to achieve” and so on. But it was difficult for me—in a quantitative way—to compare the projects.

On optimizing IT planning for the business:

Our focus [pre-COVID-19] was largely on hitting a predictable set of project delivery for a very predictable cost. And the best way to do that is to look a year out and then really manage things very closely.

Well, of course, that is great until the entire world economy [is impacted by a pandemic]

And then what do you do? And so you are making these ad hoc decisions around reprioritizing your full portfolio that you spent 3 months getting alignment on what you were going to do or not do. So, it was not working.

The good news is we had begun an Agile transformation, moving away from traditional delivery models to more of a scaled Agile methodology, which lends itself to this idea of looking at that backlog and using a scrum board and picking the work we are going to do this month, and doing the work, and so on.

We took that at an operational level and then we went back to our planning process that was annual and really married the two and kind of found a happy medium.

On adopting a challenger mindset in IT:

Data has shown—over time—with many, many companies and many relationships, that people who are essentially “yes” people, that just sort of say “yes” to everything, they are trying to be really polite and just nice to everybody and appease everybody, are not looked at as highly as people who are basically honest with you, and occasionally challenge you, and say, “You know, that is an interesting request. However, I think you may want to consider this other idea. Because you may not be aware of this, this, and this.”

Obviously, it is not a license to be a jerk, it is not about being argumentative, but it is about having a creative tension and a positive tension and sharing ideas. And that happens in a Socratic model where there are often people kind of at odds with each other. And that ends up with a much more effective outcome than the old IT order-taker kind of role.

On embracing “shallow IT”:

We have a model within IT where we engage the IT organization and others within the company around ideas, challenges they see, and opportunities. And then we are trying to create a bit of an incubator to go solve those problems, test those solutions out.

As an example, while I was at Clorox, there were about 30 people in the sales team who we found were taking files out of our SharePoint sales portal and dragging them out every week into a cloud-based storage platform, and then using them on their mobile devices to talk to customers.

And so we engaged with them. And at first they were like, “Ooh. Are we in trouble? You know, did we do something wrong?” And we are, “No, no, no, no, no. We like what you have done.”

Because what they have done is they figured out a problem.

What we do then is what IT does really well: We take shallow and go deep. Hey, that poor salesperson taking 40 files a week and syncing them, I can solve that for you. I will build an automated sync; we will cache it. I can make sure it is regulatory compliant, that it is secure, that we are not sharing inappropriate information, etc.

So IT says, “Great. You found the nugget. Now let me refine that and create a service that everybody can benefit from.”


Read More from This Article: Lumentum CIO Ralph Loura on adopting a challenger mindset
Source: News

Category: NewsMay 11, 2022
Tags: art

Post navigation

PreviousPrevious post:CIO Leadership Live with CIO/CTO Doug Talbot of Environment CanterburyNextNext post:Mistakes to avoid when moving your contact center to the cloud

Related posts

Barb Wixom and MIT CISR on managing data like a product
May 30, 2025
Avery Dennison takes culture-first approach to AI transformation
May 30, 2025
The agentic AI assist Stanford University cancer care staff needed
May 30, 2025
Los desafíos de la era de la ‘IA en todas partes’, a fondo en Data & AI Summit 2025
May 30, 2025
“AI 비서가 팀 단위로 지원하는 효과”···퍼플렉시티, AI 프로젝트 10분 완성 도구 ‘랩스’ 출시
May 30, 2025
“ROI는 어디에?” AI 도입을 재고하게 만드는 실패 사례
May 30, 2025
Recent Posts
  • Barb Wixom and MIT CISR on managing data like a product
  • Avery Dennison takes culture-first approach to AI transformation
  • The agentic AI assist Stanford University cancer care staff needed
  • Los desafíos de la era de la ‘IA en todas partes’, a fondo en Data & AI Summit 2025
  • “AI 비서가 팀 단위로 지원하는 효과”···퍼플렉시티, AI 프로젝트 10분 완성 도구 ‘랩스’ 출시
Recent Comments
    Archives
    • May 2025
    • April 2025
    • March 2025
    • February 2025
    • January 2025
    • December 2024
    • November 2024
    • October 2024
    • September 2024
    • August 2024
    • July 2024
    • June 2024
    • May 2024
    • April 2024
    • March 2024
    • February 2024
    • January 2024
    • December 2023
    • November 2023
    • October 2023
    • September 2023
    • August 2023
    • July 2023
    • June 2023
    • May 2023
    • April 2023
    • March 2023
    • February 2023
    • January 2023
    • December 2022
    • November 2022
    • October 2022
    • September 2022
    • August 2022
    • July 2022
    • June 2022
    • May 2022
    • April 2022
    • March 2022
    • February 2022
    • January 2022
    • December 2021
    • November 2021
    • October 2021
    • September 2021
    • August 2021
    • July 2021
    • June 2021
    • May 2021
    • April 2021
    • March 2021
    • February 2021
    • January 2021
    • December 2020
    • November 2020
    • October 2020
    • September 2020
    • August 2020
    • July 2020
    • June 2020
    • May 2020
    • April 2020
    • January 2020
    • December 2019
    • November 2019
    • October 2019
    • September 2019
    • August 2019
    • July 2019
    • June 2019
    • May 2019
    • April 2019
    • March 2019
    • February 2019
    • January 2019
    • December 2018
    • November 2018
    • October 2018
    • September 2018
    • August 2018
    • July 2018
    • June 2018
    • May 2018
    • April 2018
    • March 2018
    • February 2018
    • January 2018
    • December 2017
    • November 2017
    • October 2017
    • September 2017
    • August 2017
    • July 2017
    • June 2017
    • May 2017
    • April 2017
    • March 2017
    • February 2017
    • January 2017
    Categories
    • News
    Meta
    • Log in
    • Entries feed
    • Comments feed
    • WordPress.org
    Tiatra LLC.

    Tiatra, LLC, based in the Washington, DC metropolitan area, proudly serves federal government agencies, organizations that work with the government and other commercial businesses and organizations. Tiatra specializes in a broad range of information technology (IT) development and management services incorporating solid engineering, attention to client needs, and meeting or exceeding any security parameters required. Our small yet innovative company is structured with a full complement of the necessary technical experts, working with hands-on management, to provide a high level of service and competitive pricing for your systems and engineering requirements.

    Find us on:

    FacebookTwitterLinkedin

    Submitclear

    Tiatra, LLC
    Copyright 2016. All rights reserved.