How Moody’s Corp’s chief financial officer of financial transformation has mastered the key aspects of change

How Moody's Corp's chief financial officer of financial transformation has mastered the key aspects of change

With this in mind, we invited Jeff Klebanoff, Managing Director Finance Transformation, GBS, Analytics, Moody’s Corp. to share his perspective on driving change amidst unprecedented circumstances. 

While we don’t want to dismiss the importance of building a modern IT infrastructure, doing so is not nearly as complex and difficult as enabling your workforce to innovate with technology investments especially during times of upheaval, such as the COVID-19 pandemic. 



  • If you’re interested in hearing more from Jeff, we invite you to attend his session on “Mastering The Key Aspects Of Change” at the Scalable IA LIVE, a free virtual event, taking place February 15 – 16, 2022. 

Can you tell us a bit about how you approach driving RPA and IA adoption? 

Seth Adler, Editor-In-Chief, Intelligent Automation Network: 


Jeffrey Klebenoff:

You can’t scale intelligent automation and RPA without the people and the culture. No good process was ever successful without good people. No bad process was ever unsuccessful without people. No system ever ran without some semblance of people. You can automate, but there’s always some combination of people involved.  It’s one thing to keep up with innovation when it comes to tools and technology. It’s another thing to make sure you’re keeping up with upskilling your folks. 

I would say project and process execution, especially, require a special skillset. We need more people to be able to do this. So upskilling people, get them to baseline skill sets, but then the people who want to go to the next level, you want to make sure you offer the training, the experience, the capacity, so they can showcase those skills. After all, I don’t have data science without a data scientist. I don’t have automation without an RPA person building something. I don’t have process improvement without process engineers or experts that can help drive that. So you really want to make sure that you have people not only upskilled, but focused on problem solving. You also want to make sure you have the right culture in place. But what does that look like? We talk about building a culture of innovation. We talk about creating a culture of change. But how do you make sure it’s the right culture to challenge the status quo? To drive change? And how do you make sure that you have a culture where people are encouraged to try and where people know problem solving is a core competency. So you want to make sure that your leadership and your teams all feel empowered. That they have both the skills and desire to drive change.  Because scaling technology goes nowhere without people and culture.

  Seth Adler:

Jeffrey Klebenoff: Three keywords: adaptable, flexible, and perseverance. 

  What about in times of turmoil such as a pandemic or other types of upheaval? How do you manage culture in that type of environment?