IT企业战略与策略规划

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1、Text: 14-point Times New Roman with 70 percent Wingdings square bullet,,100 percent Times New Roman round bullet (Alt 0149),,100 percent Times New Roman em dash bullet (Alt 0151),,100 percent Times New Roman en dash bullet (Alt 0150),,A.T. Kearney 1/8510Color/,39,Major (30 Point),,IT Strategy,Febru

2、ary 24, 2000,Case Study of a Recent Client Experience,Rob Trollinger, Principal, Dallas,,Chris Wisler, Manager, Alexandria,,Kimberly Brown, Associate, Alexandria,Today’s discussion…,,Background of Company,,Company IT Overview,,Cause for Action,,IT Strategy Approach,,Application Architecture,,Technic

3、al 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

4、 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,,La

5、rgest 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 tec

6、hnical facilities worldwide,,Sales total $2.5 billion annually,Drive the short-term value,,Exceed the market’s expectations,Integrate the Organizations as Seamlessly as Possible,Develop and communicate a shared strategic agenda,,Define organization structures, key business processes and technology

7、 platform/architecture,,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 2

8、001),,Ensure customer 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

9、 quickly achieve operational 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

10、 Operations:,,10% of sales,,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

11、was less assured,Challenges,Some manufacturing 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 f

12、acilities consolidation opportunities,,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,

13、European Region,,Operations:,,30% of sales,,40 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 annuali

14、zed basis, three months ahead of schedule.” —,Morgan 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 lowe

15、r run rate…” —,J.P. Morgan Securities,,“The integration efforts 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 company’s operations…” —,Br

16、own Brothers Harriman,,Perspective,External Focus,Internal Focus,Incremental,Transforming,Value,Creation,(P/E Ratio),New Business ModelNew SegmentsNew TechnologiesAcquisitions,Share GainTechnology ImprovementGeographic ExpansionPortfolio Management,Work RedesignSupply ChainOperating Excellen

17、ce,2-3% Sales,,Growth,4-5% Sales,,Growth,6-8% Sales,,Growth,Following the integration, the CEO’s 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 ass

18、imilation of acquisitions with limited additional financial staff,,Global shared 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 pro

19、cesses and transactions,,Financial staff is aligned with the business,Continuous 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

20、 multiple enterprises,,Inventory commitment using production, sales and balances,,Ability to reach customers globally without a local presence,Growth / Agility,Strategic Imperative,Cost Improvement,,Customer Service & Retention,e-Business,,NewCo’s business strategy will place additional demands on t

21、he entire organization,Company IT Overview,Finance/ Back Office,Demand Planning,Supply Chain & 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,T

22、ransport Safety,Ordering,Teserac,,(HR),Infinium,,HR,Financial Reporting,Other HR/Payroll Systems,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

23、 in a high cost effort that cannot support the speed of today’s e-business environment,Growth / Agility,Strategic Imperative,Lack of automation prohibits additional workforce leverage,,Systems are running out of physical capacity,,Incremental improvement mindset limits strategic development,Observe

24、d Key Theme,Cost Improvement,Customer Service and Retention,e-Business,Focus is on reconciling 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,,Transactio

25、n systems are becoming increasingly difficult to maintain,Special customer requirements and services (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 informa

26、tion is not easily assimilated,,Quality of global customer information is suspect,Roughly 72% of the 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 suppor

27、t and infrastructure,Percent of IT Spending by Category,IT Support & Infrastructure,,2%,Maintenance,,72%,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

28、architecture must seamlessly and efficiently integrate core business processes in an e-business environment,Evolving 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

29、and Competitive Advantage,Operations and Transaction Processes (Low Cost),Infrastructure,Data,,,Middleware,Planning,ISM,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

30、/ Supply Chain Systems,Procurement Logistics,Manufacturing,,Operations,Order,,Billing,,A/R,A/P,,G/L,,Reporting,Middleware,Cause for Action,Information Technology Strategy,Exploitation of current product & customer base through geographic expansion, new services & cross selling,,Extension of the t

31、raditional supply chain beyond current customer and supplier base,,Formation of partnerships and alliances,,Adoption of new value chain models exploiting today’s technology,,Global management and measurement processes,,Continuous cost improvement,Possible Business Unit Response,Acquisitions,Shared

32、Services,Globalization,e-Business,Continued industry consolidation,Supply Chain Value Nets,Business Model Revolution,Pace of Technology Change,Key Business Change Drivers,Information technology must reinvent itself to develop capabilities that deliver substantial business value at the pace of toda

33、y’s business environment,Align and Support,An updated IT strategy is necessary to align the organization and its service offerings to business unit requirements and operating models,Corporate Agenda,IT Strategy Alignment,6–8%,,Revenue Growth,11% Return,,on Net Assets,Assume leadership role in design

34、 & implementation of customer enabled processes to promote scalability,,Leverage e-business technologies,,Develop data mining techniques to leverage customer information leading to increased sales,,Institute a program management approach,Profitable & Sustainable Growth,Operational Excellence,Post-Me

35、rger Integration,Continuous design of new processes and service offerings to promote customer intimacy and service excellence,,Implement low cost high availability infrastructure,,Simplify company and customer compliance with regulations,Continue migration to Company A’s applications,,Rapid d

36、eployment of new processes and technologies to enable cost initiatives,,Rapid application development and deployment,E-business strategy,Corporate Objectives,Linking the strategy to the CEO agenda reinforces IT’s commitment to be a high value service partner,Business Strategy,IT Strategy,Business,,

37、Mission,Scope,Competencies,Governance,IT Mission,Architecture,Competencies,Governance,Alignment,Align the IT organization to meet business unit requirements of the new Company,,Develop and communicate the application and technical architecture direction,,Replace the current technical “roadmap” with

38、a comprehensive and specific deployment flight plan depicting timing for replacing applications and technologies and implementing process/ service changes,,Implement a program management process to determine IT investment priorities & set IT direction,The IT strategy aligns with business strategies

39、to define matching priorities, complementary capabilities, and compatible organization dynamics,IT Strategy Outcomes,IT Strategy Approach,The IT Strategy is comprised of an IT vision, strategy and deployment plan that will enable rapid delivery of cost effective IT products and services,Gap to Close

40、,Compe-tencies,Archi-tecture,Gover-nance,IT - Future State,Compe-tencies,Archi-tecture,Gover-nance,Deployment Plan,Compe-tencies,Archi-tecture,Gover-nance,Business Strategy,Strategy Development Process,IT Strategy Deliverable,Syntheses,IT Strategy,IT Vision,Core Competencies,Application & Tech. Ar

41、chitecture Direction,Self Funding Investment Plan,Governance Processes,Deployment Strategy and Timing,Filter/Prioritize,Corporate Strategy,,Business Unit Strategies,,Boundaries from Executive Council,A new CIO was brought in to champion the effort while becoming the IT Change Agent,IT - Current Sta

42、te,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 technical infrastructure must be aligned with business strategies and create substantial shareholder value,,IT will focus its energy on com

43、petencies 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 is essential),,IT budget will be owned and driven by the business for discretionary projects,,The organization will adopt a virtual a

44、nd 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 sacred cows,,We must provide significant growth opportunities for our people to attract and retain a highly skilled and motivate

45、d 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, strategy and deployment plan,Organizational Effectiveness and IT Alignment,Establish the IT Program Office,Application Architecture

46、,Technical Architecture,How should the organization be aligned to the businesses?,,What competencies should be developed to meet the challenges of today’s business climate?,What specific application suite will best meet transaction processing requirements?,What platform(s) is most effective for the

47、chosen application suite?,,How should we support the company’s e-business requirements?,What process is required to prioritize and manage the IT portfolio?,,How should IT best involve senior management and the broader organization in the IT process?,IT Strategy Project,Application Architecture,The a

48、pplications architecture will result in an ERP “backbone” vendor selection and provide guidance and direction for all other applications,All Applications,,Customers,,Suppliers,Package selected,Impact assessment,Direction / value proposition,Define Needs,Overall guiding principles /

49、 rules apply,Technical,DecisionSupport,Customer Relationship Management,Enterprise Resource Planning (ERP),Supply Chain,CollaborativeComputing,Application Options,,Vendor 1,,Vendor 2,,Vendor 3,,Vendor 4,,Vendor 5,,Vendor 6,,Technical Options,,Database x,y,z,,Op System,,Computer,Consensus with team

50、,,Publish application architecture solution set,,Publish impact analysis,Alternatives,Decision/ Result,The application architecture team is following a structured analysis process that test vendor solutions against our decision criteria,Evaluation Criteria,1,Hypotheses/ Criteria Test Questions,2,Ana

51、lysis,,“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 cr

52、iteria and decision frameworks,,Agree decision,,Project Stage Gates,Key Project Check Points,The vendors will be evaluated against four pre-defined dimensions, each of which will be weighted by business stakeholders,Investment / Viability,Software and hardware costs,,Bolt-on and interfaces costs,,Im

53、plementation and conversion costs,,Training costs,,Financial status,,Organizational strength,,Vendor commitment,,Embedded base / References,,Market position,,Customer support,,Training,,Cultural fit,,Implementation resources,,Implementation Risk,Functional Requirements,Supports process manufacturing

54、,,Order to cash,,Financial,,Reporting,,Processing sequence,,Ease of use,Strategic,Growth, agility,,Customer service and retention,,E-business,,Cost containment,,Vendor and product strategy,Technical Environment,Technical architecture,,Administration services,,Interfaces,,Documentation and vendor sup

55、port,Technical Architecture,The technical architecture workstream will develop a comprehensive environment to take advantage of new technologies and value added applications…,Order To Cash,,Financial,,HR,Transactional,Planning,,Forecasting,,Optimization,Supply Chain,Manufacturing,,Quality Control Sy

56、stem,,Manufacturing,,EH&S,Legacy,Decision Support,,Railmax,Windows,Local PCs,Intranet,,Devices,Internet,,Devices,Customer,,Devices,Operating Environments,Databases,Middleware,Presentation,Payroll expenses,Orders,,Inventory,TBD,TBD,Numerous,Orders,,Inventory,,Receipts,ATP,,Transfer Orders,Orders,,In

57、ventory,,Transactions,Carriers,,Orders,Inventory,,Orders,,Accounts Receivables,DB2,Vendor,SQL,,Server,Adapters for ERP & Legacy Systems (Data Management),Message Management Products,Application Programming Interfaces; Remote Procedure Calls; Request Brokers,Operational Data Stores,Orders,,Inventor

58、y,Reference data,,Journal entries,… to maximize the information exchange internally and externally,,What is the most viable technical platform(s) for the new Application portfolio?,,What is the optimal middleware solution: ERP vendor-supplied, third party or both?,,How much do ERP and middleware sol

59、utions minimize the effort of developing / maintaining interfaces?,,Does the new technical direction adequately address standardization of data across the enterprise?,,Will the new technical direction align with existing decision support and emerging e-business strategies?,,What impact do these arch

60、itecture decisions have on current technical skills and competencies?,,What new developer tools and platforms will be required to support this technical strategy?,Deliverables,ERP Technical Architecture Roadmap,,Outlines the hardware operating system and database platform selected for implementing E

61、RP solutions,Middleware Tool Strategy,,Defines the conceptual middleware solution and details the middleware product(s) required to implement the strategy,Decision Support Strategy,,Defines the technical solution required to satisfy business requirements and leverage new related technologies and t

62、he company's IT strategy,Cost Saving Opportunities,,Details cost savings in IT infrastructure costs and defines the impact on the structure of IT Infrastructure and Support,Key Issues,Establish the IT Program Office,Objective,Areas of Focus,Components,Program and Project Management,Communication,Inv

63、olve business representatives,,Perform day-to-day resource allocation,,Program and project management,,Integrate with capital planning and annual budgeting,,Develop Vision Statement,,,Develop critical rules of engagement with roles and responsibilities to govern IT,Define communication audiences and

64、 what they need to know,Determine audiences, communication vehicles, timing,,Develop a plan,,Develop a program to expand executive awareness of IT initiatives and issues,,Communicate to all areas and geographies,,Create a framework for managing and allocating funds and resources,Define and deploy a

65、common portfolio management framework,,Develop metrics for the IT portfolio,,Develop a procedure for funds and resource allocation,,Integrate project approval procedures with Governance,,Revise 2000 budget,,Create “workbooks” that outline Project and Program management processes,Define metrics,,Revi

66、ew and adopt tools,,Establish quality reviews,,Manage risk, scope and budget,,Manage issues,,Track benefits,,Develop frameworks and checklists,Governance,Portfolio Management,The program office workstream will establish processes for portfolio management, governance, communications and program/project management,The portfolio management process starts with the overall corporate goals translating into portfolios of programs,Corporate Goals,,Revenue Growth,,RONA,,Lower Operating Rate,,High-level I