Benjamin Krause Email & Phone Number

Germany

With the strategic direction across the entire Roche Informatics organization to aim for product centricity we have implemented a content side (Domains) and a people side (Chapters). Both sides are reflecting the hierarchical organization whereas they are going to collaborate closely in agile teams (Network). During this exercise all leaders had to apply to new positions, starting with the question where to put your focus, either on the content or more on the people side. This was and still is not an easy question to answer and it is not about right or wrong. Reflecting on the past years I realized that my passion has been always on people, quoting the Agile Manifesto “Individuals and interactions over processes and tools” (and this comes from a process guy like me!).I am happy to lead a section now, with great people from all over the globe focusing on practice and process capabilities (e.g. IT Service Management, Lean Management, Agile Methodologies) and enabling teams to fully leverage the potential of a product centric approach.As a Section Lead it is my responsibility to understand what capabilities are needed in the organization, develop the people accordingly and focus on value creation.

Leading multiple teams focusing on Service Management performance and Continuous Service Improvement (CSI) through consultation, data analytics and automation (RPA's, chatbots, application monitoring) across Diagnostics IT.In addition an Offshore Delivery Center (ODC) of more than 1500 people is also managed through the SMO, with the focus on compliance, administration, security and Service Level Management.

Our Lean Agile Center of Excellence (LACE) supports the organization in the transition from a project-centric approach to a product-centric lifecycle and delivery model. The team acts as strike team to support IT units in facilitating lean agile setups, providing consulting and coaching for lean agile practitioners and organizing appropriate training with corresponding partners.

Heading a global team of IT Service Management experts in order to increase the Service Management maturity in the Diagnostics division making use of ITIL best practices and industry standards.Further on driving the process alignment and harmonization across functions and geographies, collaborating in a global network of experts.

Mannheim

Principal Service Manager for the global Sales, Service, Marketing, E-Detailing and Complaint solutions based on Salesforce.com. End to end responsibility for the governance with offshore and onsite support units as well as the definition of the Operational Support Processes (Incident-, Change-, Problem-, Service Request Management), Service Levels and the strategic setup of the Salesforce.com support organization. Managing an Offshore team of 50+ members.

CRM Consultant for different local, regional as well as global CRM Solutions (MS Dynamics, Salesforce, Prisma Clarify). Analysis of Requirements in cooperation with various Business Areas. Coordination of support activities and responsibility of a consistent support concept according to ITIL for local as well as offshore support units.

Mannheim

Coordination of changes for global operational IT departments. Leading of global "Change Coordination Board".Managing the monthly "maintenance weekends" affecting all of the global Infrastructure (e.g. Network, Servers, Databases, Storage, Monitoring). Continuos Process Improvement.

Mannheim

Global rollout planning and on-site implementation for ITSM processes in various countries (Western Europe, Central East, Africa).

Mannheim