1、This document is exclusively intended for selected client employees.Distribution,quotations and duplications even in the form of extracts for third parties is only permitted upon prior written consent of A.T.Kearney.A.T.Kearney used the text and graphs compiled in this report in a presentation;they
2、do not represent a complete documentation of the presentation.2A.T.Kearney 10/10263d/11.99_012022年12月28日8时49分Hierarchy of management information for the Service DivisionThe EIS comprises the most aggregated steering and controlling information for the management.Steering/controllingAnalyzing/correct
3、ingAnalyzing/correctingExecutive Information Systems=aggregated management systemInformationIndicators=Explaining(business relevant)informationReports=Summary of indicators for specific areaManagementController/Support functionsOperationsUsersUsageSuccess factors3A.T.Kearney 10/10263d/11.99_012022年1
4、2月28日8时49分Even if the most advanced financial reporting systems don t cover all important aspects of business.Client ExampleReporting systemLack of coveragenSales Sales growth Sales distribution nMargins Net Gross nInvestment Working capital Financial investment nROCEnEVA WACCn nNon accounted assets
5、 Brand awareness Employee satisfaction nDepartment specific parameters Quality rate Time to market nStrategic relevant measurements Innovation rate Quality of workforcenTheoretical integration of finance,strategy and processesSuccess factors4A.T.Kearney 10/10263d/11.99_012022年12月28日8时49分Problems ari
6、sing out of lack of.Without a such focused organizational aligned and insight providing EIS,any management information system cannot explain its full potentialnFocus for performance Excess data,but not enough management information Unfocussed data require time to interpret and analyze nOrganizationa
7、l alignment Limited management model due to lack of standardized management steering tool(EIS)nProviding insight Lack of equal measurement sets throughout the whole organization Overemphasis on financial figured due to financial reporting and limited coverage of strategic and process indicators Succ
8、ess factors5A.T.Kearney 10/10263d/11.99_012022年12月28日8时49分An integrated management information system enables the management to get insight,establish focus and to align the organizational activities.FocusInsightAlignmentAdvantages of an EIS for the European data warehouseProvides insightServes as th
9、e basis for performance reporting in all areas and feedback on strategy Establishes focus for performanceProvides the few critical measure-ments which focus individual attention on the actions that have the greatest impact on strategy execution and value creationAligns organizational activityAligns
10、the organization around the execution of the strategy Success factors6A.T.Kearney 10/10263d/11.99_012022年12月28日8时49分Client example:Main requirements met by an EISA such management information system could be an EIS Executive Information System,once introduced by a clientnProviding insight Displaying
11、 causality and business logic Providing financial,strategic and process Key Performance Indicators(KPIs)Enabling drill down opportunity in dimensions product,region and customer nFocus for performance Following needs of the decision-maker Delivering prioritized information nAligns organizational act
12、ivities Customized KPIs for the entire organization Ensuring performance comparability and transparency of best practiceSuccess factors7A.T.Kearney 10/10263d/11.99_012022年12月28日8时49分Architecture of the new EIS SystemExisting reports(Key Process)PerformanceindicatorKPIs(ca.10-15)costWaiting time Aggr
13、egated Process Ind.Status PCStatus Logistic Steering Ind.Control ParameterEIS TeamKPIs(ca.10-15)costWaiting time Aggregated Process Ind.Status PCStatus Logistic Steering Ind.Control ParameterEIS CSOPerformance measurement Annuity per wght.MIF Waiting time Status indicator Status PC Status logistic S
14、teering ind.Controlling ind.EIS-EntityEmployee satisfactionRecall rateCOMResponse timeCustomer satisfactionAnnuityPerfect call.Logistic reportStrategic mapProcess analysisValue treeProjectfocusEIS for Service GermanyThe desired EIS will meet both steering and controlling requirements with a set of p
15、erformance measurement and status indicators.8A.T.Kearney 10/10263d/11.99_012022年12月28日8时49分TeamFunctionality of the new EIS SystemBenchmarking,steeringand controllingIntegration of activity controlling Traces performance gaps Links to activity controlling tool Ensures action planning to close the g
16、apDistrict 1District 2Team 1Team 2ReportingControlBenchmarkingDistrictCSOEntityEIS-SystemEntityEIS SystemManaging directorThe new EIS enables benchmarking,steering and controlling for both daily business and counter measurement.EIS for Service Germany9A.T.Kearney 10/10263d/11.99_012022年12月28日8时49分Da
17、ta structure of the KPIs*Key accounts service=ISO-Account=GMO-CC SSIllustrativeCBU South,DigitalD1D2D3D4SiemensVWCC SSSummaries by key accounts,regions or productsDrill down in any direction for more detaile.g.regions,products and key accountsProductsRegionsKeyaccounts*Doku 220Doku 23051008842 Drill
18、 downRegion/DistrictCBUNorthMiddleSouthDigitalDigitalDigitalNone digitalNone digitalNone digitalSiemensVWCC SSISOGMOGMOISOMulti-dimensions of the EIS enable the user to summarize and drill down in several directions and to fulfill new requirements.EIS for Service Germany10A.T.Kearney 10/10263d/11.99
19、_012022年12月28日8时49分$Service margin$Service annuity revenue$Service annuity cost$Service annuity/labor-weighted MIF$Service Labor cost/call$Labor cost/Xerox SE call$SVP cost/SVP call$LVP cost/LVP calls$COM/call Response time(Solution time)in hrs.Calls solved by W and P in%Employee satisfaction in%Hea
20、ds on roll SE Utilization in%Attrition rate in%Customer satisfaction in%Calls/MRY Loss rate in%CustomersFinanceEmployeesOperationsEIS Managing directors:Steering indicators Tails abs.19 KPIs have been selected for Managing directors(MDs),with focus on results and critical resources.ExampleEIS for Se
21、rvice Germany11A.T.Kearney 10/10263d/11.99_012022年12月28日8时49分Controlling indicators(Status indicator)EIS-MDsPerfect callSVP ManagementCRID-OTIEnd customer deliveryLogistics vehicleExampleThe MDs KPIs are supplemented by 5 additional controlling indicators which depict the status of key processes.EIS
22、 for Service Germany12A.T.Kearney 10/10263d/11.99_012022年12月28日8时49分Financen$Service margin$Service annuities revenue$Service annuity revenue/labor wght.MIF R&FSMA$Sold supply/T&M MIF-$SS/call T&M-T&M call/per T&M MIF$T&M/T&M MIF-$Material/T&M call$Service annuity cost$Service Labor cost/call$Labor
23、cost/Xerox SE call$SVP cost/SVP call$LVP/LVP calls$Infrastructure cost/SE-Units mobile/SE$COM/call$Credits$Consumables/copy MIF R&FSMA$Gross spares/call SEnExcess WB in%nNEI DOS in days CustomernCustomer satisfaction in%nOGM calls/MRYnLVP calls abs.nSVP calls abs.nLoss rate in%nEmployeesnEmployee sa
24、tisfaction in%nHeads on rollnSE Utilization in%nAttrition rate in%OperationsnPending call/Available SE nRecall rate in%nResponse time(Solution time)in hrs.Broken Xerox call Rate(Total)in%Calls solved by W and P in%Tails abs.nSE call/SE on rollTravel time/SE call-Km/SE callWorking time/SE callRelevan
25、t KPIs Service DivisionOut of163potentialKPIsBackup ServiceOut of the 163 potential KPIs,40 relevant KPIs are selected for the Service Division and allocated to four organizational categories.Development of an integrated management information system13A.T.Kearney 10/10263d/11.99_012022年12月28日8时49分Fo
26、r a successful project,an important precondition is a care-fully carried out project preparation.Main tasksDetailed activitiesApproach,Phase I:Project PreparationInformation toManagementEmployee councilsEmployeesTeam building andassignment of tasksSelection and definition of relevant processesProjec
27、t preparationCommunicationAssignment of client team membersTraining of the project teamPrestructuring of the processes and determination of process limitsProvision of criteria to define and select processesAssignment of a process owner for each selected process14A.T.Kearney 10/10263d/11.99_012022年12
28、月28日8时49分In the first phase a holistic analysis will be undertaken to identify the most important business processes of Pliva.Steps to be taken in the first phaseApproach,Phase I:Assessment of Business ProcessesAssessment of businessprocesses to be analysedPhase IIDefinephase IIscopeand costsQuickas
29、sessment ofmajor businessprocessesDefinition of processes andbreakdown tosub-processesIdentificationof Plivasmajorbusiness processesDerive pro-cess selection criteria from strategic goalsGainunderstandingof strategicgoalsPrioritizationand selectionof businessprocesses to be reengineered15A.T.Kearney
30、 10/10263d/11.99_012022年12月28日8时49分A common understanding of Plivas strategic goals will be gained in a workshop with the top management.Approach,Phase I:Assessment of Business Processes Corporate top management Heads of business units Project team A.T.Kearney consultantsParticipantsIssues to be add
31、ressed Market strategy Product strategy Strategic alliances Positioning in competitive environment Observed shortcomings 16A.T.Kearney 10/10263d/11.99_012022年12月28日8时49分The major business processes will be identified based on an initial assessment of their importance.UnternehmenserfolgKundennutzenLe
32、verage processesMajor processesSupporting processesOpportunistic processesPrioritizingClient exampleCompany successCustomer benefitR&DSalesMarket researchMaterial mgmt.Order fulfillmentProductionPurchasingFacility managementPersonnel accountingFinancial ControllingMaintenanceQuality assuranceHuman r
33、esourcesInformation Techn.Environmentalhealth and safetyApproach,Phase I:Assessment of Business ProcessesStrategyimplementation17A.T.Kearney 10/10263d/11.99_012022年12月28日8时49分A.T.Kearneys holistic reengineering approach:Approach,Phase IIExampleActionplanning andimplementationState-of-the-artprocess
34、and project managementPlivas key processes Research and Development Strategy implementationStrategy ValidationProcess OptimizationOrganizational RedesignChange ManagementIT-Support-Evaluation+The TTE-Toolbox18A.T.Kearney 10/10263d/11.99_012022年12月28日8时49分Processes will be derived from the corporate
35、strategy following a structured and agreed upon procedure.Approach,Phase II:Strategy ProcessVisionStrategic objectivesVision offuture processesProcess goalsEfficiency goals,key figuresTangible measures for processes and projectsCommitmentDirectionPolicyStrategyOperationalstrategySpecifiedprojects an
36、doperationaltargetsBoard managementCorporate managementBusiness unitdivision headsOperational departmentheadsOperativelevel19A.T.Kearney 10/10263d/11.99_012022年12月28日8时49分Process reengineering will increase the focus on projects and will lead to a more team-based organization.Strategy planning and i
37、mplementation processIncreased ownershipof strategyReduced timeto marketOptimalimplementationHigheffectiveness andefficiencyProject Team AProject Team BProject Team CR&D ProcessProcessvisionApproach,Phase II:Strategy ProcessInterdisciplinaryTeam20A.T.Kearney 10/10263d/11.99_012022年12月28日8时49分Key suc
38、cess factors for innovative redesign of the main processes are the development of a process vision and cross-functional teams.Approach,Phase II:R&D ProcessCustomerCustomerPliva StrategyCombina-tory syn-thesis and screening projectsIdentifi-cation of lead pattern through vir-tual reality molecular mo
39、delling CoachVA-Bergtechnik Vision Mapping Innovation ActionsProcess visionShortening of research time to become more competitive in the marketTarget synthesisPre-clinical testingGate reviewResearch ProcessExampleResearch ProcessPlivaPlivaPlivaPlivaPlivaPliva21A.T.Kearney 10/10263d/11.99_012022年12月2
40、8日8时49分In the new strategy implementation process,controlling and the report system will play a major role to ensure consistency and strategy execution.Approach,Phase II:Strategy ProcessCorporategoalsActivities ofcompetitorsMedical needsCorporate strategyR&Dcompetences,intellectual propertyPilot pla
41、ntproduction,technicalexpertiseMarketing&Sales,PR,territories,competencesIntendedstrategyTransformationof current practices in line withnew strategyPROJECT ATranslated into projectsPROJECT AImplement-ationPROJECT BPROJECT CPROJECT BPROJECTC22A.T.Kearney 10/10263d/11.99_012022年12月28日8时49分Main process
42、esRelativeimportanceProcess IProcess IIProcess III01123451234512345Time to market1.0Sales potential0.9Cost of product0.7Resources allocation0.6Quality of product1.0Weighted score4.22.71.26Selection criteriaIn the quick assessment the weighted selection criteria will be matched against the main proce
43、sses in order to determine the most important ones.ExampleApproach,Phase I:Assessment of Business Processes.1)1)Rank of importance;1 low,5 high23A.T.Kearney 10/10263d/11.99_012022年12月28日8时49分 STRATEGICMApWorld Class ServiceCusto-merSat.Profita-bilityFinal goalStrategic goals and sub-goalsEmpow-ered
44、workf.Critical success factorsn_n_n_n_n_n_n_n_n_n_n_n_n_n_n_n_KPIsnKPI 1nKPI 2nKPI 3nKPI 4nKPI 5nKPI 6nnnnnnnnnnKPInProcessesn_n_n_n_n_n_n_n_n_n_n_n_n_n_n_n_ PROCESSMAPKPIsnKPI 1nKPI 2nKPI 3Activity n()Activity 3Activity 2Activity 1P1Mission/objectivenKPI 4nKPI 5nKPI 6Activity y()Activity 2Activity
45、1P2PX()VALUETREEEVAAnnuity marginCapital CostAnnuity revenueAnnuity costInvestmentWACC Potential KPIs-+-+XA.T.KearneysIntegrated Strategic Measurement(ISM)Potential KPIsDevelopment of an integrated management information systemStep 1,Providing insight:The application of the ISM tool to the Strategic
46、 map,Value tree and Process map leads to potential KPIs.24A.T.Kearney 10/10263d/11.99_012022年12月28日8时49分Relevant KPIsPotential KPIs STRATEGICMApWorld Class ServiceCusto-merSat.Profita-bilityFinal goalStrategic goals and sub-goalsEmpow-ered workf.Critical success factorsn_n_n_n_n_n_n_n_n_n_n_n_n_n_n_
47、n_KPIsnKPI 1nKPI 2nKPI 3nKPI 4nKPI 5nKPI 6nnnnnnnnnnKPInProcessesn_n_n_n_n_n_n_n_n_n_n_n_n_n_n_n_ PROCESSMAPKPIsnKPI 1nKPI 2nKPI 3Activity n()Activity 3Activity 2Activity 1P1Mission/objectivenKPI 4nKPI 5nKPI 6Activity y()Activity 2Activity 1P2PX()VALUETREEEVAAnnuity marginInvestmentAnnuity revenueAn
48、nuity costFixed assetsWorking assets Potential KPIs-+-+XPotential KPIshighStrategicrelevanceValue contribution lowhighlowP o t e n t i a lP o t e n t i a l K P I sK P I sRelevantKPIsStep 2,Focus for performance:Relevant KPIs are selected on the basis of strate-gic relevance and value contribution.De
49、velopment of an integrated management information system25A.T.Kearney 10/10263d/11.99_012022年12月28日8时49分FinanceCustomer EmployeesOperationFinanceCustomer EmployeesOperationFinanceCustomer EmployeesOperationFinanceCustomer EmployeesOperationFinanceCustomers EmployeesOperationsRelevant KPIsNeeds for r
50、eporting steering decision-makingSelection of relevant KPIs for different management levelsFinanceCustomers EmployeesOperationsManagingDirectorEntityCSODistrictTeamStep 3,Organizational alignment:When selecting relevant KPIs for each management level,reporting,steering and decision-making needs have
