1、IT StrategyFebruary 24,2000Case Study of a Recent Client ExperienceRob Trollinger,Principal,DallasChris Wisler,Manager,AlexandriaKimberly Brown,Associate,AlexandriaTodays discussion uBackground of CompanyuCompany IT OverviewuCause for ActionuIT Strategy ApproachuApplication ArchitectureuTechnical Ar
2、chitectureuEstablish the IT Program OfficeuOrganizational Effectiveness and IT AlignmentuSummaryBackground of companyuBegan in 1909 as a partnership between an innovative chemist and a businessmanuPioneering work in leather tanning uBest known for expertise in acrylic chemistry uEssential component
3、to detergents,diapers,cell phones,industrial coatings,and more u50 manufacturing,research,and technical facilities worldwide uSales in 100 countries,totaling$4 billion annuallyCompany ACompany BCompany A announced their intended merger with Company B in 1999u1848,founding uLargest and most recognize
4、d business for a particular consumer productuMajor supplier of basic inorganic chemicals derived from saltuEssential ingredients in CDs,newspapers,magnetic tapes,sports equipment,and moreu36 mining and processing facilities,68 chemical manufacturing,research,and technical facilities worldwideuSales
5、total$2.5 billion annually Drive the short-term value Exceed the markets expectationsIntegrate the Organizations as Seamlessly as PossibleuDevelop and communicate a shared strategic agenda uDefine organization structures,key business processes and technology platform/architectureuSelect leaders and
6、staff positionsuDevelop metrics and budgetsuIntegrate the business Integrate day-to-day operations Position for the future growthAchieve Business Value Goals as Quickly as PossibleuAchieve$200 million of savings within 12-18 months(running rate by 2001)Ensure customer retention Corporate Center rati
7、onalization Administrative overhead reduction Sourcing/Procurement savings Product line and operations rationalization Manufacturing productivity and supply chain improvements Reduction in technology costs The focus of the integration was to quickly achieve operational synergies while combining the
8、organizations to support top line revenue growthA.T.Kearney was asked to structure,drive and manage the entire integration process for what would become one of the largest specialty chemical companiesLatin America and Asia-Pacific Region Operations:10%of sales20 manufacturing facilities10 distributi
9、on sitesNorth American Region Operations60%of sales60 manufacturing facilities230 distribution sites(1)While the potential source of the synergies were somewhat clear,smooth and timely integration of the two companies was less assuredChallengesuSome manufacturing processes and technologies were inco
10、mpatible between the two companiesuCombining two companies with both direct product overlap uAcquiring company was more of a“intermediates producer”and the acquired company was more of a“formulator”uSignificant facilities consolidation opportunitiesuDistribution consolidation and improvement require
11、d changing the business model and the mindsetStandard lead timesStandard service levelsuSignificant customer overlapuSignificant EH&S issues needed to be addressed,competing away scarce capital resourcesEuropean Region Operations:30%of sales40 manufacturing facilities60 distribution sitesAfter an ac
12、celerated integration program,the merger was deemed a success by the CEO as well as the analyst communityu“By the end of 3Q,the new company had achieved cost reductions of$100MM on an annualized basis,three months ahead of schedule.”Morgan Stanley Dean Witteru“Already,the company has achieved a$100M
13、M annual run rate in cost savings ahead of schedule”Janney Montgomery Scottu“The integration process is running smoothly and in fact better than expected achieving a$100 MM lower run rate”J.P.Morgan Securitiesu“The integration efforts continue to track ahead of plan”Deutsche Banc Alex Brownu“Conside
14、ring the steep increase in raw material costs,the new company was able to meet expectations with its rapid integration of the acquired companys operations”Brown Brothers Harriman PerspectiveExternal FocusInternal FocusIncrementalTransformingValue Creation(P/E Ratio)New Business ModelNew SegmentsNew
15、TechnologiesAcquisitionsShare GainTechnology ImprovementGeographic ExpansionPortfolio ManagementWork RedesignSupply ChainOperating Excellence2-3%Sales Growth4-5%Sales Growth6-8%Sales GrowthFollowing the integration,the CEOs Agenda is to double the rate of growth while maintaining high levels of prof
16、itabilityCost improvement,customer service and retention and e-business have been identified as key areas of focusuRapid assimilation of acquisitions with limited additional financial staffuGlobal shared servicesuIT provides a strategic advantage in support of growth initiativesTarget CapabilitiesuG
17、lobal processes and metricsuInterim information on sales,profitability and cost of operationuAutomation of routine processes and transactionsuFinancial staff is aligned with the businessuContinuous launch of service offerings that cannot be easily matched by competitorsuQuality built into an automat
18、ed processes uHumans manage the relationship not transactionsuIntegrated supply chain network(S&OP process)across multiple enterprisesuInventory commitment using production,sales and balancesuAbility to reach customers globally without a local presenceGrowth/AgilityStrategic ImperativeCost Improveme
19、ntCustomer Service&Retentione-BusinessNewCos business strategy will place additional demands on the entire organizationCompany IT OverviewFinance/Back OfficeDemand PlanningSupply Chain&Customer ServiceHuman ResourcesClient/Server(Windows NT or Unix)High-level ProcessesIntegratorSAPISGeneral LedgerOr
20、der History(Focus DB)Transportation ManagementRailmaxManufacturingPlanningTransport SafetyOrderingTeserac(HR)InfiniumHRFinancial ReportingOther HR/Payroll SystemsManufacturingQuality SystemsCurrent transactional systems are complex,reside on multiple platforms and are integrated through a network of
21、 interfacesAS/400MainframeIntrinsic manual processes result in a high cost effort that cannot support the speed of todays e-business environmentGrowth/AgilityStrategic ImperativeuLack of automation prohibits additional workforce leverageuSystems are running out of physical capacityuIncremental impro
22、vement mindset limits strategic developmentObserved Key ThemeCost ImprovementCustomer Service and Retentione-BusinessuFocus is on reconciling balances and correcting errors and not root cause error preventionuProcesses(especially billing)are manually intensiveuGlobal processes are desirable but diff
23、icult to implement consistently uTransaction systems are becoming increasingly difficult to maintainuSpecial customer requirements and services(e.g.SOMI)are implemented but at a relatively high cost uInspection of errors protects/masks the customer from errors inherent in the systemuManual intervent
24、ion presents a barrieruBusiness information is not easily assimilateduQuality of global customer information is suspectRoughly 72%of the IT budget is spent on maintaining current service levels and infrastructureTo maximize business value,we need to shift the spending from maintenance to business de
25、velopment and long term IT support and infrastructurePercent of IT Spending by CategoryIT Support&Infrastructure2%Maintenance72%Business Development19%Non-discretionary7%FunctionsCurrentLimited Point Source SolutionsPoint Source Best of Breed SuiteorLegacy SystemsProposedA future vision of the enter
26、prise architecture must seamlessly and efficiently integrate core business processes in an e-business environmentEvolving Strategy:AIM,MicrosoftIBM AS/400,NT,?CompaqCompaqDigital,IP,ExchangeSAPJDEPeopleSoftStandardized,Low Cost,Mixed after mergerOracleProcesses of Strategic Value and Competitive Adv
27、antageOperations and Transaction Processes(Low Cost)InfrastructureData,MiddlewarePlanningISMOptimizationCRMHR/PayrollMainframeMid-range,Client/ServerDesktopsLaptopsVoice/Data,Networks,EmailApp.InterfaceData Mgmt Customer Facing e-Business SolutionsPRISM/Supply Chain SystemsProcurement LogisticsManuf
28、acturing Operations Order Billing A/R A/P G/L ReportingMiddlewareCause for ActionInformation Technology StrategyuExploitation of current product&customer base through geographic expansion,new services&cross sellinguExtension of the traditional supply chain beyond current customer and supplier baseuF
29、ormation of partnerships and alliancesuAdoption of new value chain models exploiting todays technologyuGlobal management and measurement processesuContinuous cost improvementPossible Business Unit ResponseAcquisitionsShared ServicesGlobalizatione-BusinessContinued industry consolidationSupply Chain
30、Value NetsBusiness Model RevolutionPace of Technology ChangeKey Business Change DriversInformation technology must reinvent itself to develop capabilities that deliver substantial business value at the pace of todays business environmentAlign and SupportAn updated IT strategy is necessary to align t
31、he organization and its service offerings to business unit requirements and operating modelsCorporate AgendaIT Strategy Alignment68%Revenue Growth11%Return on Net AssetsuAssume leadership role in design&implementation of customer enabled processes to promote scalabilityuLeverage e-business technolog
32、iesuDevelop data mining techniques to leverage customer information leading to increased sales uInstitute a program management approachProfitable&Sustainable GrowthOperational ExcellencePost-Merger IntegrationuContinuous design of new processes and service offerings to promote customer intimacy and
33、service excellenceuImplement low cost high availability infrastructureuSimplify company and customer compliance with regulationsuContinue migration to Company As applicationsuRapid deployment of new processes and technologies to enable cost initiatives uRapid application development and deploymentE-
34、business strategyCorporate ObjectivesLinking the strategy to the CEO agenda reinforces ITs commitment to be a high value service partnerBusiness StrategyIT StrategyBusiness MissionScopeCompetenciesGovernanceIT MissionArchitectureCompetenciesGovernanceAlignmentuAlign the IT organization to meet busin
35、ess unit requirements of the new CompanyuDevelop and communicate the application and technical architecture directionuReplace the current technical“roadmap”with a comprehensive and specific deployment flight plan depicting timing for replacing applications and technologies and implementing process/s
36、ervice changes uImplement a program management process to determine IT investment priorities&set IT directionThe IT strategy aligns with business strategies to define matching priorities,complementary capabilities,and compatible organization dynamics IT Strategy OutcomesIT Strategy ApproachThe IT St
37、rategy is comprised of an IT vision,strategy and deployment plan that will enable rapid delivery of cost effective IT products and servicesGap to CloseCompe-tenciesArchi-tectureGover-nanceIT-Future StateCompe-tenciesArchi-tectureGover-nanceDeployment PlanCompe-tenciesArchi-tectureGover-nanceBusiness
38、 StrategyStrategy Development ProcessIT Strategy DeliverableSynthesesIT StrategyIT VisionCore CompetenciesApplication&Tech.Architecture DirectionSelf Funding Investment PlanGovernance ProcessesDeployment Strategy and TimingFilter/PrioritizeuCorporate StrategyuBusiness Unit StrategiesuBoundaries from
39、 Executive CouncilA new CIO was brought in to champion the effort while becoming the IT Change AgentIT-Current StateA set of guiding principles will allow us to“rethink”the current way of doing business as we progress our strategy development processuThe applications and technical infrastructure mus
40、t be aligned with business strategies and create substantial shareholder valueIT will focus its energy on competencies that are results driven and add significant business valueOur goal should be to deliver project results in half the time and half the cost(time to market is essential)IT budget will
41、 be owned and driven by the business for discretionary projectsuThe organization will adopt a virtual and collaborative approach to address business problemsuThe future state will drive our strategy design;how we do things today may influence our future but there are no sacred cowsuWe must provide s
42、ignificant growth opportunities for our people to attract and retain a highly skilled and motivated staffuWe will share clear,unified communications at every level led by IT Leadership TeamFour parallel workstreams will contribute to development of the IT vision,strategy and deployment planOrganizat
43、ional Effectiveness and IT AlignmentEstablish the IT Program OfficeApplication ArchitectureTechnical ArchitectureuHow should the organization be aligned to the businesses?uWhat competencies should be developed to meet the challenges of todays business climate?uWhat specific application suite will be
44、st meet transaction processing requirements?uWhat platform(s)is most effective for the chosen application suite?uHow should we support the companys e-business requirements?uWhat process is required to prioritize and manage the IT portfolio?uHow should IT best involve senior management and the broade
45、r organization in the IT process?IT Strategy ProjectApplication ArchitectureThe applications architecture will result in an ERP“backbone”vendor selection and provide guidance and direction for all other applicationsAll ApplicationsCustomersSuppliersPackage selectedImpact assessmentDirection/value pr
46、opositionDefine NeedsOverall guiding principles/rules applyTechnicalDecisionSupportCustomer Relationship ManagementEnterprise Resource Planning(ERP)Supply ChainCollaborativeComputing uApplication OptionsVendor 1Vendor 2Vendor 3Vendor 4Vendor 5Vendor 6uTechnical OptionsuDatabase x,y,zuOp SystemuCompu
47、teruConsensus with teamuPublish application architecture solution setuPublish impact analysisAlternativesDecision/ResultThe application architecture team is following a structured analysis process that test vendor solutions against our decision criteriaEvaluation Criteria1Hypotheses/Criteria Test Qu
48、estions2Analysis“Leverage/Synergy”3Evaluation and Decision Making4uCompile evaluation criteriauDefine“must meet”criteriauAssign criteria weightingsuDevelop test questions and hypothesesuPerform option analysisuDevelop decision treeuDevelop fact base to test hypothesesuEvaluate results against criter
49、ia and decision frameworksuAgree decisionProject Stage GatesKey Project Check PointsThe vendors will be evaluated against four pre-defined dimensions,each of which will be weighted by business stakeholdersInvestment/ViabilityuSoftware and hardware costsuBolt-on and interfaces costsuImplementation an
50、d conversion costsuTraining costsuFinancial statusuOrganizational strengthuVendor commitmentuEmbedded base/ReferencesuMarket positionuCustomer supportuTraininguCultural fituImplementation resourcesuImplementation RiskFunctional RequirementsuSupports process manufacturinguOrder to cashuFinancialuRepo
