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1、IT Strategy,February 24, 2000,Case Study of a Recent Client Experience,Rob Trollinger, Principal, Dallas Chris Wisler, Manager, Alexandria Kimberly Brown, Associate, Alexandria,Todays discussion,Background of Company Company IT Overview Cause for Action IT Strategy Approach Application Architecture
2、Technical Architecture Establish the IT Program Office Organizational Effectiveness and IT Alignment Summary,Background of company,Began in 1909 as a partnership between an innovative chemist and a businessman Pioneering work in leather tanning Best known for expertise in acrylic chemistry Essential
3、 component to detergents, diapers, cell phones, industrial coatings, and more 50 manufacturing, research, and technical facilities worldwide Sales in 100 countries, totaling $4 billion annually,Company A,Company B,Company A announced their intended merger with Company B in 1999,1848, founding Larges
4、t and most recognized business for a particular consumer product Major supplier of basic inorganic chemicals derived from salt Essential ingredients in CDs, newspapers, magnetic tapes, sports equipment, and more 36 mining and processing facilities, 68 chemical manufacturing, research, and technical
5、facilities worldwide Sales total $2.5 billion annually,Drive the short-term value Exceed the markets expectations,Integrate the Organizations as Seamlessly as Possible,Develop and communicate a shared strategic agenda Define organization structures, key business processes and technology platform/arc
6、hitecture Select leaders and staff positions Develop metrics and budgets Integrate the business,Integrate day-to-day operations Position for the future growth,Achieve Business Value Goals as Quickly as Possible,Achieve $200 million of savings within 12-18 months (running rate by 2001) Ensure custome
7、r retention Corporate Center rationalization 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 operation
8、al synergies while combining the organizations to support top line revenue growth,A.T. Kearney was asked to structure, drive and manage the entire integration process for what would become one of the largest specialty chemical companies,Latin America and Asia-Pacific Region Operations: 10% of sales
9、20 manufacturing facilities 10 distribution sites,North American Region Operations 60% of sales 60 manufacturing facilities 230 distribution sites(1),While the potential source of the synergies were somewhat clear, smooth and timely integration of the two companies was less assured,Challenges,Some m
10、anufacturing processes and technologies were incompatible between the two companies Combining two companies with both direct product overlap Acquiring company was more of a “intermediates producer” and the acquired company was more of a “formulator” Significant facilities consolidation opportunities
11、 Distribution consolidation and improvement required changing the business model and the mindset Standard lead times Standard service levels Significant customer overlap Significant EH&S issues needed to be addressed, competing away scarce capital resources,European Region Operations: 30% of sales 4
12、0 manufacturing facilities 60 distribution sites,After an accelerated integration program, the merger was deemed a success by the CEO as well as the analyst community,“By the end of 3Q, the new company had achieved cost reductions of $100MM on an annualized basis, three months ahead of schedule.” Mo
13、rgan Stanley Dean Witter “Already, the company has achieved a $100MM annual run rate in cost savings ahead of schedule” Janney Montgomery Scott “The integration process is running smoothly and in fact better than expected achieving a $100 MM lower run rate” J.P. Morgan Securities “The integration ef
14、forts continue to track ahead of plan” Deutsche Banc Alex Brown “Considering 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,Perspective,External Focus,Internal Focus,Incre
15、mental,Transforming,Value Creation (P/E Ratio),New Business Model New Segments New Technologies Acquisitions,Share Gain Technology Improvement Geographic Expansion Portfolio Management,Work Redesign Supply Chain Operating Excellence,2-3% Sales Growth,4-5% Sales Growth,6-8% Sales Growth,Following the
16、 integration, the CEOs Agenda is to double the rate of growth while maintaining high levels of profitability,Cost improvement, customer service and retention and e-business have been identified as key areas of focus,Rapid assimilation of acquisitions with limited additional financial staff Global sh
17、ared services IT provides a strategic advantage in support of growth initiatives,Target Capabilities,Global processes and metrics Interim information on sales, profitability and cost of operation Automation of routine processes and transactions Financial staff is aligned with the business,Continuous
18、 launch of service offerings that cannot be easily matched by competitors Quality built into an automated processes Humans manage the relationship not transactions,Integrated supply chain network (S&OP process) across multiple enterprises Inventory commitment using production, sales and balances Abi
19、lity to reach customers globally without a local presence,Growth / Agility,Strategic Imperative,Cost Improvement,Customer Service & Retention,e-Business,NewCos business strategy will place additional demands on the entire organization,Company IT Overview,Finance/ Back Office,Demand Planning,Supply C
20、hain & Customer Service,Human Resources,Client/Server (Windows NT or Unix),High-level Processes,Integrator,SAPIS,General Ledger,Order History (Focus DB),Transportation Management,Railmax,Manufacturing,Planning,Transport Safety,Ordering,Teserac (HR),Infinium HR,Financial Reporting,Other HR/Payroll Sy
21、stems,Manufacturing,Quality Systems,Current transactional systems are complex, reside on multiple platforms and are integrated through a network of interfaces,AS/400,Mainframe,Intrinsic manual processes result in a high cost effort that cannot support the speed of todays e-business environment,Growt
22、h / Agility,Strategic Imperative,Lack of automation prohibits additional workforce leverage Systems are running out of physical capacity Incremental improvement mindset limits strategic development,Observed Key Theme,Cost Improvement,Customer Service and Retention,e-Business,Focus is on reconciling
23、balances and correcting errors and not root cause error prevention Processes (especially billing) are manually intensive Global processes are desirable but difficult to implement consistently Transaction systems are becoming increasingly difficult to maintain,Special customer requirements and servic
24、es (e.g.SOMI) are implemented but at a relatively high cost Inspection of errors protects/ masks the customer from errors inherent in the system,Manual intervention presents a barrier Business information is not easily assimilated Quality of global customer information is suspect,Roughly 72% of the
25、IT budget is spent on maintaining current service levels and infrastructure,To maximize business value, we need to shift the spending from maintenance to business development and long term IT support and infrastructure,Percent of IT Spending by Category,IT Support & Infrastructure 2%,Maintenance 72%
26、,Business Development 19%,Non-discretionary 7%,Functions,Current,Limited Point Source Solutions,Point Source Best of Breed Suite or Legacy Systems,Proposed,A future vision of the enterprise architecture must seamlessly and efficiently integrate core business processes in an e-business environment,Ev
27、olving Strategy: AIM, Microsoft,IBM,AS/400, NT, ?,Compaq,Compaq,Digital, IP, Exchange,SAP,JDE,PeopleSoft,Standardized, Low Cost, Mixed after merger,Oracle,Processes of Strategic Value and Competitive Advantage,Operations and Transaction Processes (Low Cost),Infrastructure,Data, Middleware,Planning,I
28、SM,Optimization,CRM,HR / Payroll,Mainframe,Mid-range, Client/Server,Desktops,Laptops,Voice/Data, Networks, Email,App. Interface,Data Mgmt,Customer Facing e-Business Solutions,PRISM / Supply Chain Systems,Procurement Logistics,Manufacturing Operations,Order Billing A/R,A/P G/L Reporting,Middleware,Ca
29、use for Action,Information Technology Strategy,Exploitation of current product & customer base through geographic expansion, new services & cross selling Extension of the traditional supply chain beyond current customer and supplier base Formation of partnerships and alliances Adoption of new value
30、chain models exploiting todays technology Global management and measurement processes Continuous cost improvement,Possible Business Unit Response,Acquisitions,Shared Services,Globalization,e-Business,Continued industry consolidation,Supply Chain Value Nets,Business Model Revolution,Pace of Technolog
31、y Change,Key Business Change Drivers,Information technology must reinvent itself to develop capabilities that deliver substantial business value at the pace of todays business environment,Align and Support,An updated IT strategy is necessary to align the organization and its service offerings to bus
32、iness unit requirements and operating models,Corporate Agenda,IT Strategy Alignment,68% Revenue Growth,11% Return on Net Assets,Assume leadership role in design & implementation of customer enabled processes to promote scalability Leverage e-business technologies Develop data mining techniques to le
33、verage customer information leading to increased sales Institute a program management approach,Profitable & Sustainable Growth,Operational Excellence,Post-Merger Integration,Continuous design of new processes and service offerings to promote customer intimacy and service excellence Implement low cos
34、t high availability infrastructure Simplify company and customer compliance with regulations,Continue migration to Company As applications Rapid deployment of new processes and technologies to enable cost initiatives Rapid application development and deployment,E-business strategy,Corporate Objectiv
35、es,Linking the strategy to the CEO agenda reinforces ITs commitment to be a high value service partner,Business Strategy,IT Strategy,Business Mission,Scope,Competencies,Governance,IT Mission,Architecture,Competencies,Governance,Alignment,Align the IT organization to meet business unit requirements o
36、f the new Company Develop and communicate the application and technical architecture direction Replace the current technical “roadmap” with a comprehensive and specific deployment flight plan depicting timing for replacing applications and technologies and implementing process/ service changes Imple
37、ment a program management process to determine IT investment priorities & set IT direction,The IT strategy aligns with business strategies to define matching priorities, complementary capabilities, and compatible organization dynamics,IT Strategy Outcomes,IT Strategy Approach,The IT Strategy is comp
38、rised of an IT vision, strategy and deployment plan that will enable rapid delivery of cost effective IT products and services,Gap to Close,Compe-tencies,Archi-tecture,Gover-nance,IT - Future State,Compe-tencies,Archi-tecture,Gover-nance,Deployment Plan,Compe-tencies,Archi-tecture,Gover-nance,Busine
39、ss Strategy,Strategy Development Process,IT Strategy Deliverable,Syntheses,IT Strategy,IT Vision,Core Competencies,Application & Tech. Architecture Direction,Self Funding Investment Plan,Governance Processes,Deployment Strategy and Timing,Filter/Prioritize,Corporate Strategy Business Unit Strategies
40、 Boundaries from Executive Council,A new CIO was brought in to champion the effort while becoming the IT Change Agent,IT - Current State,A set of guiding principles will allow us to “rethink” the current way of doing business as we progress our strategy development process,The applications and techn
41、ical infrastructure must be aligned with business strategies and create substantial shareholder value IT will focus its energy on competencies that are results driven and add significant business value Our goal should be to deliver project results in half the time and half the cost (time to market i
42、s essential) IT budget will be owned and driven by the business for discretionary projects The organization will adopt a virtual and collaborative approach to address business problems The future state will drive our strategy design; how we do things today may influence our future but there are no s
43、acred cows We must provide significant growth opportunities for our people to attract and retain a highly skilled and motivated staff We will share clear, unified communications at every level led by IT Leadership Team,Four parallel workstreams will contribute to development of the IT vision, strate
44、gy and deployment plan,Organizational Effectiveness and IT Alignment,Establish the IT Program Office,Application Architecture,Technical Architecture,How should the organization be aligned to the businesses? What competencies should be developed to meet the challenges of todays business climate?,What
45、 specific application suite will best meet transaction processing requirements?,What platform(s) is most effective for the chosen application suite? How should we support the companys e-business requirements?,What process is required to prioritize and manage the IT portfolio? How should IT best invo
46、lve senior management and the broader organization in the IT process?,IT Strategy Project,Application Architecture,The applications architecture will result in an ERP “backbone” vendor selection and provide guidance and direction for all other applications,All Applications,C u s t o m e r s,S u p p
47、l i e r s,Package selected,Impact assessment,Direction / value proposition,Define Needs,Overall guiding principles / rules apply,Technical,Decision Support,Customer Relationship Management,Enterprise Resource Planning (ERP),Supply Chain,Collaborative Computing,Application Options Vendor 1 Vendor 2 V
48、endor 3 Vendor 4 Vendor 5 Vendor 6 Technical Options Database x,y,z Op System Computer,Consensus with team Publish application architecture solution set Publish impact analysis,Alternatives,Decision/ Result,The application architecture team is following a structured analysis process that test vendor
49、 solutions against our decision criteria,Evaluation Criteria,1,Hypotheses/ Criteria Test Questions,2,Analysis “Leverage / Synergy”,3,Evaluation and Decision Making,4,Compile evaluation criteria Define “must meet” criteria Assign criteria weightings,Develop test questions and hypotheses Perform option analysis Develop decision tree,Develop fact base to test hypotheses,Evaluate results against criteria and decision frameworks Agree decision,Project Sta