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Wrong Mark Katz?

Mark S. Katz

Chief Information Officer


Direct Phone: (212) ***-****       

Email: m***@***.com

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One Lincoln Plaza

New York, New York 10023

United States

Company Description

ASCAP is a professional membership organization serving and advocating for songwriters, composers and music publishers of every kind of music for over 101 years. ASCAP's mission is to license and promote the music of its members and foreign affiliates, ob ... more

Find other employees at this company (2,266)

Background Information

Employment History

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Web References (29 Total References)

By Peter High â€"- Angela ... [cached]

By Peter High â€"- Angela Yochem…credits the study of music, and the discipline and teamwork it takes to be successful as offering critical lessons for her in her rise through the ranks of numerous IT departments [Come to think of it, Mark Katz Chief Information Officer at ASCAP is a pretty darned good piano picker]. -- In this video, ... [cached] -- In this video, ASCAP’s CIO Mark Katz, and Infrastructure Head Gerry Roszak, talk about this evolution and ASCAP’s go-forward strategy.

In this video, ASCAP's CIO ... [cached]

In this video, ASCAP's CIO Mark Katz, and Infrastructure Head Gerry Roszak, talk about this evolution and ASCAP's go-forward strategy.

Mark Katz discusses the ... [cached]

Mark Katz discusses the myriad challenges and opportunities he faced as he changed industries and jobs to become the new CIO of ASCAP.

Mark Katz, CIO of the American Society of Composers, Authors and Publishers (ASCAP), talks about what it takes to make a successful transition.
Katz's career began in financial services and steadily progressed in a number of firms before he become the CIO of a major reinsurer. When moving to ASCAP this time last year, Katz's goal was to turn IT into a leaner, more agile organization. With the full support of the executive management team, he undertook some significant challenges to turn around the IT department.
"When I arrived, the teams were in silos, with some operating independently, dedicated to certain users, and not effectively communicating to other team members about what and how they were providing solutions," says Katz. "IT was acting in some capacities as an order taker for a great number of break/fix projects. There was little transparency across the entire project portfolio. Most salient, however, was that larger projects were using a traditional waterfall approach methodology. Probably of more concern, though, was that all requested changes were granted for each business request, with less of an eye toward the overall impact to the portfolio, the business and the technology department. In addition, there were some 'stealth' projects that had no real business case in a lot of instances. Katz worked with ASCAP COO Al Wallace, his senior IT team and business line leaders to bring about transparent and meaningful governance.
Initially, Katz invested a great deal of time with the business users to understand their needs and priorities, and a lot of time with his staff, including one-on-one meetings with every IT member, as he worked on changing the culture in IT as part of a planned re-organization of the department.
Katz next addressed IT methodologies. "I'm a big fan of the agile methodology and self-organized teams," he says. After spending some time first understanding ASCAP's culture, Katz wanted to ensure that agile was properly introduced to the firm. "Indeed, agile represents much more than a methodology change," he says.
"In terms of the mechanics of agile, we start by writing the epic story for each product team, then breaking the story down into sprints, all prioritized by the business, working through the product owners," says Katz.
Another key initiative for Katz was governance, and he developed a project management office (PMO) for the major systems projects. "The PMO is creating integrated process workflows across the company. Its charter is to provide increased transparency that further builds upon business trust. ASCAP leverages a federated governance model with full business and IT participation. Large projects over a certain threshold are approved on an up or down vote via the executive committee. All other projects are assessed for synergies and duplication and then prioritized with the business. Katz collaborated with the Wallace, the COO, to ensure a full business case was presented for the significant projects.

CIO & Leader – Business Technology News, Case Studies, Features, Videos [cached]

Mark Katz discusses the myriad challenges and opportunities he faced as he changed industries and jobs to become the new CIO of ASCAP.

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