I企业的战略与策略规划英文

ITStrategyFebruary24,2000CaseStudyofaRecentClientExperienceRobTrollinger,Principal,DallasChrisWisler,Manager,AlexandriaKimberlyBrown,Associate,AlexandriaToday’sdiscussion…BackgroundofCompanyCompanyITOverviewCauseforActionITStrategyApproachApplicationArchitectureTechnicalArchitectureEstablishtheITProgramOfficeOrganizationalEffectivenessandITAlignmentSummaryBackgroundofcompanyBeganin1909asapartnershipbetweenaninnovativechemistandabusinessmanPioneeringworkinleathertanningBestknownforexpertiseinacrylicchemistryEssentialcomponenttodetergents,diapers,cellphones,industrialcoatings,andmore50manufacturing,research,andtechnicalfacilitiesworldwideSalesin100countries,totaling$4billionannuallyCompanyACompanyBCompanyAannouncedtheirintendedmergerwithCompanyBin19991848,foundingLargestandmostrecognizedbusinessforaparticularconsumerproductMajorsupplierofbasicinorganicchemicalsderivedfromsaltEssentialingredientsinCDs,newspapers,magnetictapes,sportsequipment,andmore36miningandprocessingfacilities,68chemicalmanufacturing,research,andtechnicalfacilitiesworldwideSalestotal$2.5billionannuallyDrivetheshort-termvalueExceedthemarket’sexpectationsIntegratetheOrganizationsas

SeamlesslyasPossibleDevelopandcommunicateasharedstrategicagendaDefineorganizationstructures,keybusinessprocessesandtechnologyplatform/architectureSelectleadersandstaffpositionsDevelopmetricsandbudgetsIntegratethebusinessIntegrateday-to-dayoperationsPositionforthefuturegrowthAchieveBusinessValueGoals

asQuicklyasPossibleAchieve$200millionofsavingswithin

12-18months(runningrateby2001)EnsurecustomerretentionCorporateCenterrationalizationAdministrativeoverheadreductionSourcing/ProcurementsavingsProductlineandoperationsrationalizationManufacturingproductivityandsupplychainimprovementsReductionintechnologycostsThefocusoftheintegrationwastoquicklyachieveoperationalsynergieswhilecombiningtheorganizationstosupporttoplinerevenuegrowthA.T.Kearneywasaskedtostructure,driveandmanagetheentireintegrationprocessforwhatwouldbecomeoneofthelargestspecialtychemicalcompaniesLatinAmericaandAsia-PacificRegionOperations:10%ofsales20manufacturingfacilities10distributionsitesNorthAmericanRegionOperations60%ofsales60manufacturingfacilities230distributionsites(1)Whilethepotentialsourceofthesynergiesweresomewhatclear,smoothandtimelyintegrationofthetwocompanieswaslessassuredChallengesSomemanufacturingprocessesandtechnologieswereincompatiblebetweenthetwocompaniesCombiningtwocompanieswithbothdirectproductoverlapAcquiringcompanywasmoreofa“intermediatesproducer”andtheacquiredcompanywasmoreofa“formulator”SignificantfacilitiesconsolidationopportunitiesDistributionconsolidationandimprovementrequiredchangingthebusinessmodelandthemindsetStandardleadtimesStandardservicelevelsSignificantcustomeroverlapSignificantEH&Sissuesneededtobeaddressed,competingawayscarcecapitalresourcesEuropeanRegionOperations:30%ofsales40manufacturingfacilities60distributionsitesAfteranacceleratedintegrationprogram,themergerwasdeemedasuccessbytheCEOaswellastheanalystcommunity“Bytheendof3Q,thenewcompanyhadachievedcostreductionsof$100MMonanannualizedbasis,threemonthsaheadofschedule.”

—MorganStanleyDeanWitter“Already,thecompanyhasachieveda$100MMannualrunrateincostsavingsaheadofschedule…”—JanneyMontgomeryScott“Theintegrationprocessisrunningsmoothlyandinfactbetterthanexpectedachievinga$100MMlowerrunrate…”

—J.P.MorganSecurities“Theintegrationeffortscontinuetotrackaheadofplan…”

—DeutscheBancAlexBrown“Consideringthesteepincreaseinrawmaterialcosts,thenewcompanywasabletomeetexpectationswithitsrapidintegrationoftheacquiredcompany’soperations…”

—BrownBrothersHarriman

PerspectiveExternalFocusInternalFocusIncrementalTransformingValue

Creation

(P/ERatio)NewBusinessModel

NewSegments

NewTechnologies

AcquisitionsShareGain

TechnologyImprovement

GeographicExpansion

PortfolioManagementWorkRedesign

SupplyChain

OperatingExcellence2-3%SalesGrowth4-5%SalesGrowth6-8%SalesGrowthFollowingtheintegration,theCEO’sAgendaistodoubletherateofgrowthwhilemaintaininghighlevelsofprofitabilityCostimprovement,customerserviceandretentionand

e-businesshavebeenidentifiedaskeyareasoffocusRapidassimilationofacquisitionswithlimitedadditionalfinancialstaffGlobalsharedservicesITprovidesastrategicadvantageinsupportofgrowthinitiativesTargetCapabilitiesGlobalprocessesandmetricsInteriminformationonsales,profitabilityandcostofoperationAutomationofroutineprocessesandtransactionsFinancialstaffisalignedwiththebusinessContinuouslaunchofserviceofferingsthatcannotbeeasilymatchedbycompetitorsQualitybuiltintoanautomatedprocessesHumansmanagetherelationshipnottransactionsIntegratedsupplychainnetwork(S&OPprocess)acrossmultipleenterprisesInventorycommitmentusingproduction,salesandbalancesAbilitytoreachcustomersgloballywithoutalocalpresenceGrowth/AgilityStrategicImperativeCostImprovementCustomerService&Retentione-BusinessNewCo’sbusinessstrategywillplaceadditionaldemandsontheentireorganizationCompanyITOverviewFinance/BackOfficeDemandPlanningSupplyChain&CustomerServiceHumanResourcesClient/Server(WindowsNTorUnix)High-levelProcessesIntegratorSAPISGeneralLedgerOrderHistory(FocusDB)TransportationManagementRailmaxManufacturingPlanningTransportSafetyOrderingTeserac(HR)InfiniumHRFinancialReportingOtherHR/PayrollSystemsManufacturingQualitySystemsCurrenttransactionalsystemsarecomplex,resideonmultipleplatformsandareintegratedthroughanetworkofinterfacesAS/400MainframeIntrinsicmanualprocessesresultinahighcosteffortthatcannotsupportthespeedoftoday’se-businessenvironmentGrowth/AgilityStrategicImperativeLackofautomationprohibitsadditionalworkforceleverageSystemsarerunningoutofphysicalcapacityIncrementalimprovementmindsetlimitsstrategicdevelopmentObservedKeyThemeCostImprovementCustomerServiceandRetentione-BusinessFocusisonreconcilingbalancesandcorrectingerrorsandnotrootcauseerrorpreventionProcesses(especiallybilling)aremanuallyintensiveGlobalprocessesaredesirablebutdifficulttoimplementconsistentlyTransactionsystemsarebecomingincreasinglydifficulttomaintainSpecialcustomerrequirementsandservices(e.g.SOMI)areimplementedbutatarelativelyhighcostInspectionoferrorsprotects/masksthecustomerfromerrorsinherentinthesystemManualinterventionpresentsabarrierBusinessinformationisnoteasilyassimilatedQualityofglobalcustomerinformationissuspectRoughly72%oftheITbudgetisspentonmaintainingcurrentservicelevelsandinfrastructureTomaximizebusinessvalue,weneedtoshiftthespendingfrommaintenancetobusinessdevelopmentandlongtermITsupportandinfrastructurePercentofITSpendingbyCategoryITSupport&Infrastructure2%Maintenance72%BusinessDevelopment19%Non-discretionary7%FunctionsCurrentLimitedPointSourceSolutionsPointSourceBestofBreedSuiteorLegacySystemsProposedAfuturevisionoftheenterprisearchitecturemustseamlesslyandefficientlyintegratecorebusinessprocessesinane-businessenvironmentEvolvingStrategy:AIM,MicrosoftIBMAS/400,NT,???CompaqCompaqDigital,IP,ExchangeSAPJDEPeopleSoftStandardized,LowCost,MixedaftermergerOracleProcessesofStrategicValueandCompetitiveAdvantageOperationsandTransactionProcesses(LowCost)InfrastructureData,MiddlewarePlanningISMOptimizationCRMHR/PayrollMainframeMid-range,Client/ServerDesktopsLaptopsVoice/Data,Networks,EmailApp.InterfaceDataMgmtCustomerFacinge-BusinessSolutionsPRISM/SupplyChainSystemsProcurementLogisticsManufacturingOperationsOrderBillingA/RA/PG/LReportingMiddlewareCauseforActionInformationTechnologyStrategyExploitationofcurrentproduct&customerbasethroughgeographicexpansion,newservices&crosssellingExtensionofthetraditionalsupplychainbeyondcurrentcustomerandsupplierbaseFormationofpartnershipsandalliancesAdoptionofnewvaluechainmodelsexploitingtoday’’stechnologyGlobalmanagementandmeasurementprocessesContinuouscostimprovementPossibleBusinessUnitResponseAcquisitionsSharedServicesGlobalizatione-BusinessContinuedindustryconsolidationSupplyChainValueNetsBusinessModelRevolutionPaceofTechnologyChangeKeyBusinessChangeDriversInformationtechnologymustreinventitselftodevelopcapabilitiesthatdeliversubstantialbusinessvalueatthepaceoftoday’sbusinessenvironmentAlignandSupportAnupdatedITstrategyisnecessarytoaligntheorganizationanditsserviceofferingstobusinessunitrequirementsandoperatingmodelsCorporateAgendaITStrategyAlignment6–8%RevenueGrowth11%ReturnonNetAssetsAssumeleadershiproleindesign&implementationofcustomerenabledprocessestopromotescalabilityLeveragee-businesstechnologiesDevelopdataminingtechniquestoleveragecustomerinformationleadingtoincreasedsalesInstituteaprogrammanagementapproachProfitable&SustainableGrowthOperationalExcellencePost-MergerIntegrationContinuousdesignofnewprocessesandserviceofferingstopromotecustomerintimacyandserviceexcellenceImplementlowcosthighavailabilityinfrastructureSimplifycompanyandcustomercompliancewithregulationsContinuemigrationtoCompanyA’sapplicationsRapiddeploymentofnewprocessesandtechnologiestoenablecostinitiativesRapidapplicationdevelopmentanddeploymentE-businessstrategyCorporateObjectivesLinkingthestrategytotheCEOagendareinforcesIT’scommitmenttobeahighvalueservicepartnerBusinessStrategyITStrategyBusinessMissionScopeCompetenciesGovernanceITMissionArchitectureCompetenciesGovernanceAlignmentAligntheITorganizationtomeetbusinessunitrequirementsofthenewCompanyDevelopandcommunicatetheapplicationandtechnicalarchitecturedirectionReplacethecurrenttechnical““roadmap””withacomprehensiveandspecificdeploymentflightplandepictingtimingforreplacingapplicationsandtechnologiesandimplementingprocess/servicechangesImplementaprogrammanagementprocesstodetermineITinvestmentpriorities&setITdirectionTheITstrategyalignswithbusinessstrategiestodefinematchingpriorities,complementarycapabilities,andcompatibleorganizationdynamicsITStrategyOutcomesITStrategyApproachTheITStrategyiscomprisedofanITvision,strategyanddeploymentplanthatwillenablerapiddeliveryofcosteffectiveITproductsandservicesGaptoCloseCompe-tenciesArchi-tectureGover-nanceIT-FutureStateCompe-tenciesArchi-tectureGover-nanceDeploymentPlanCompe-tenciesArchi-tectureGover-nanceBusinessStrategyStrategyDevelopmentProcessITStrategyDeliverableSynthesesIT

StrategyITVisionCoreCompetenciesApplication&Tech.ArchitectureDirectionSelfFundingInvestmentPlanGovernanceProcessesDeploymentStrategyandTimingFilter/PrioritizeCorporateStrategyBusinessUnitStrategiesBoundariesfromExecutiveCouncilAnewCIOwasbroughtintochampiontheeffortwhile

becomingtheITChangeAgentIT-CurrentStateAsetofguidingprincipleswillallowusto““rethink”thecurrentwayofdoingbusinessasweprogressourstrategydevelopmentprocessTheapplicationsandtechnicalinfrastructuremustbealignedwithbusinessstrategiesandcreatesubstantialshareholdervalueITwillfocusitsenergyoncompetenciesthatareresultsdrivenandaddsignificantbusinessvalueOurgoalshouldbetodeliverprojectresultsinhalfthetimeandhalfthecost(timetomarketisessential)ITbudgetwillbeownedanddrivenbythebusinessfordiscretionaryprojectsTheorganizationwilladoptavirtualandcollaborativeapproachtoaddressbusinessproblemsThefuturestatewilldriveourstrategydesign;howwedothingstodaymayinfluenceourfuture——buttherearenosacredcowsWemustprovidesignificantgrowthopportunitiesforourpeopletoattractandretainahighlyskilledandmotivatedstaffWewillshareclear,unifiedcommunicationsateverylevelledbyITLeadershipTeamFourparallelworkstreamswillcontributetodevelopmentoftheITvision,strategyanddeploymentplanOrganizationalEffectivenessandITAlignmentEstablishtheITProgramOfficeApplicationArchitectureTechnicalArchitectureHowshouldtheorganizationbealignedtothebusinesses?Whatcompetenciesshouldbedevelopedtomeetthechallengesoftoday’sbusinessclimate?Whatspecificapplicationsuitewillbestmeettransactionprocessingrequirements?Whatplatform(s)ismosteffectiveforthechosenapplicationsuite?Howshouldwesupportthecompany’se-businessrequirements?WhatprocessisrequiredtoprioritizeandmanagetheITportfolio?HowshouldITbestinvolveseniormanagementandthebroaderorganizationintheITprocess?ITStrategyProjectApplicationArchitectureTheapplicationsarchitecturewillresultinanERP““backbone”vendorselectionandprovideguidanceanddirectionforallotherapplicationsAllApplicationsC

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rsPackageselectedImpactassessmentDirection/valuepropositionDefineNeedsOverallguidingprinciples/rulesapplyTechnicalDecisionSupportCustomerRelationshipManagementEnterpriseResourcePlanning(ERP)SupplyChainCollaborative

ComputingApplicationOptionsVendor1Vendor2Vendor3Vendor4Vendor5Vendor6TechnicalOptionsDatabasex,y,zOpSystemComputerConsensuswithteamPublishapplicationarchitecturesolutionsetPublishimpactanalysisAlternativesDecision/ResultTheapplicationarchitectureteamisfollowingastructuredanalysisprocessthattestvendorsolutionsagainstourdecisioncriteriaEvaluationCriteria1Hypotheses/CriteriaTestQuestions2Analysis“Leverage/Synergy”3EvaluationandDecisionMaking4CompileevaluationcriteriaDefine““mustmeet”criteriaAssigncriteriaweightingsDeveloptestquestionsandhypothesesPerformoptionanalysisDevelopdecisiontreeDevelopfactbasetotesthypothesesEvaluateresultsagainstcriteriaanddecisionframeworksAgreedecisionProjectStageGatesKeyProjectCheckPointsThevendorswillbeevaluatedagainstfourpre-defineddimensions,eachofwhichwillbeweightedbybusinessstakeholdersInvestment/ViabilitySoftwareandhardwarecostsBolt-onandinterfacescostsImplementationandconversioncostsTrainingcostsFinancialstatusOrganizationalstrengthVendorcommitmentEmbeddedbase/ReferencesMarketpositionCustomersupportTrainingCulturalfitImplementationresourcesImplementationRiskFunctionalRequirementsSupportsprocessmanufacturingOrdertocashFinancialReportingProcessingsequenceEaseofuseStrategicGrowth,agilityCustomerserviceandretentionE-businessCostcontainmentVendorandproductstrategyTechnicalEnvironmentTechnicalarchitectureAdministrationservicesInterfacesDocumentationandvendorsupportTechnicalArchitectureThetechnicalarchitectureworkstreamwilldevelopacomprehensiveenvironmenttotakeadvantageofnewtechnologiesandvalueaddedapplications……OrderToCashFinancialHRTransactionalPlanningForecastingOptimizationSupplyChainManufacturingQualityControlSystemManufacturingEH&SLegacyDecisionSupportRailmaxWindowsLocalPCsIntranetDevicesInternetDevicesCustomerDevicesOperatingEnvironmentsDatabasesMiddlewarePresentationPayrollexpensesOrdersInventoryTBDTBDNumerousOrdersInventoryReceiptsATPTransferOrdersOrdersInventoryTransactionsCarriersOrdersInventoryOrdersAccountsReceivablesDB2VendorSQLServerAdaptersforERP&LegacySystems(DataManagement)MessageManagementProductsApplicationProgrammingInterfaces;RemoteProcedureCalls;RequestBrokersOperationalDataStoresOrdersInventoryReferencedataJournalentries…tomaximizetheinformationexchangeinternallyandexternallyWhatisthemostviabletechnicalplatform(s)forthenewApplicationportfolio?Whatistheoptimalmiddlewaresolution:ERPvendor-supplied,thirdpartyorboth?HowmuchdoERPandmiddlewaresolutionsminimizetheeffortofdeveloping/maintaininginterfaces?Doesthenewtechnicaldirectionadequatelyaddressstandardizationofdataacrosstheenterprise?Willthenewtechnicaldirectionalignwithexistingdecisionsupportandemerginge-businessstrategies?Whatimpactdothesearchitecturedecisionshaveoncurrenttechnicalskillsandcompetencies?Whatnewdevelopertoolsandplatformswillberequiredtosupportthistechnicalstrategy?DeliverablesERPTechnicalArchitectureRoadmapOutlinesthehardwareoperatingsystemanddatabaseplatformselectedforimplementingERPsolutionsMiddlewareToolStrategyDefinestheconceptualmiddlewaresolutionanddetailsthemiddlewareproduct(s)requiredtoimplementthestrategyDecisionSupportStrategyDefinesthetechnicalsolutionrequiredtosatisfybusinessrequirementsandleveragenewrelatedtechnologiesandthecompany'sITstrategyCostSavingOpportunitiesDetailscostsavingsinITinfrastructurecostsanddefinestheimpactonthestructureofITInfrastructureandSupportKeyIssuesEstablishtheITProgramOfficeObjectiveAreasofFocusComponentsProgramandProjectManagementCommunicationInvolvebusinessrepresentativesPerformday-to-dayresourceallocationProgramandprojectmanagementIntegratewithcapitalplanningandannualbudgetingDevelopVisionStatementDevelopcriticalrulesofengagementwithrolesandresponsibilitiestogovernITDefinecommunicationaudiencesandwhattheyneedtoknowDetermineaudiences,communicationvehicles,timingDevelopaplanDevelopaprogramtoexpandexecutiveawarenessofITinitiativesandissuesCommunicatetoallareasandgeographiesCreateaframeworkformanagingandallocatingfundsandresourcesDefineanddeployacommonportfoliomanagementframeworkDevelopmetricsfortheITportfolioDevelopaprocedureforfundsandresourceallocationIntegrateprojectapprovalprocedureswithGovernanceRevise2000budgetCreate“workbooks”thatoutlineProjectandProgrammanagementprocessesDefinemetricsReviewandadopttoolsEstablishqualityreviewsManagerisk,scopeandbudgetManageissuesTrackbenefitsDevelopframeworksandchecklistsGovernancePortfolioManagementTheprogramofficeworkstreamwillestablishprocessesforportfoliomanagement,governance,communicationsandprogram/projectmanagementTheportfoliomanagementprocessstartswiththeoverallcorporategoalstranslatingintoportfoliosofprogramsCorporateGoalsRevenueGrowthRONALowerOperatingRateHigh-levelITspendtarget(CFO)Unit1GoalsUnit2GoalsUnit3GoalsGoals(Targets)CorporateStrategiesUnit1StrategiesUnit2StrategiesUnit3StrategiesStrategies(Initiatives)PortfoliosofProgramsExecutiveCouncil/CFO;LastYear’sSpend;CIO/GuidanceTeamAdjustmentsStartingPointsforITSpendbyUnitCorporatePortfolioUnit1StrategiesUnit2StrategiesUnit3StrategiesThentheportfoliosareassessedbycorporate,unitandguidanceteamDevelop“Proposals”PortfolioMgmt./DiscussionDraftPortfolioProgramProposalOneProgramProposalTwoProgramProposalThreeCorporate(Mandated)LevelPortfolioProcessesUnitLevelPortfolioProcessesProgramstopursue“Rationalize”Portfolios-Lookfor:SynergiesTimingResource/CostConstraintsCorporateUnit2Unit1UnitLeadershipCIO,ITLTOverallPortfolioGuidanceTeamPortfolioswillbereassessedquarterlyProgramstoholdDevelop“Proposals”PortfolioMgmt./DiscussionDraftPortfolioProgramProposalOneProgramProposalTwoProgramProposalThreeProgramstopursueProgramstoholdMD1WorkplanActivityTask1Task1Task1Task1Q1Q2Q3Q4Onceportfoliodecisionsaremade,detailedprogramplanningandtrackingprocesseswillfollowProgramRiskManagementTop10ProgramRisksasof06/24OrganizationannouncementtimingstillunclearITrequirementsnotfullyunderstoodNoplanstoaddressculturalmisalignmentSuccessofcommunicationnotcurrentlyplannedtobemeasuredIllustrativeInitiativeStatusManagementSize=$Saved61218GreenYellowRedRiskTimetoCompleteImplementationInitiativeCurrentQuarterCum.Qrtly.BreakdownJan.Feb.Mar.4Q971Q982Q98ProgramAchievementImplementationCommunicationWorkplanOrganizationalEffectivenessandITAlignmentLeadingPracticeAssessmentCapabilityAssessmentFutureStateOrganizationDesignAvalue-basedorganizationisdesignedaroundcorecompetencies,whichconsistofprocessesandcapabilitiesthatdelivervaluetothebusinessSupportanddesigncosteffectiveandvalueaddingbusinessprocessesProvidetoolsandtechnologiesthatgivethebusinessacompetitiveedge(e.g.E-businessofferings)Deliverbusinesssolutionsrapidly-halfthetimeathalfthecostProvideinformationandtoolsforbetterandfasterdecisionmakingManagecosteffectiveinfrastructureservicethatmatchtheneedsofbusinessesITCoreCompetency/ValueAddedDevelopVisionandStrategyDesignProductsManageImprovement&ChangeManageHRandRelationshipsAdministrationSupportApplicationsDevelopmentCommunicationsClient/EndUserSupportDataManagementElectronicCollaborationOutput&DistributionMgmt.PackagedSolutionsPre-deliveryPlanning&AlignmentSystemsManagementManageFinancial&PhysicalResourcesCapabilitiesStrategyandValueRealizationGovernance&ProgramManagementITAlignmentandOrganizationEffectivenessProjectManagementBUServiceandSupportPortfolioManagementDataManagementTechnicalInfrastructureVendorRelationshipsPerformanceMetricsFinancialManagementProcessesTheITorganizationmodelrepresentsthemeansfordeliveringservicesandsolutionsCustomerRelationshipsDemandManagementOrderFulfillmentManufacturingProcurementBusinessUnitAEnterprise-wideProcessesBusinessUnitBBusinessUnitCBusinessUnitDSummaryIncreaserevenuefromexistingandnewcustomersQuickerrealizationofReturnonInvestmentforfutureacquisitionsTangibleBenefitsReducefunctionalandbusinesscostsDecreaseITsupportcostsIncreaseaccuracyofinvoicesImprovecustomerretentionCustomizedserviceAccurateandup-to-dateorderinformationDecreaseordercycletimesDecreaseadministrationcostsduetoselfservicenatureofweb-basedsystemsStrategicImperativeImplementationoftheITplanwillprovidesubstantialbottomlinebenefitswhileenablingthecompanytoachieveitsstrategicimperativesLowerincrementalcosttoservethenextcustomerProductreleaseswillincreasescalabilityandtechnicalinnovationIntangibleBenefitsImplementClassAMRPIIpracticesmorerapidlyandwithreducedinfrastructurecostsAccesstoglobalcustomerinformationformoreeffectivepricingSupportanintegratedCustomerRelationshipManagementstrategyProvideaninfrastructurefordeployingthecompany’’se-businessstrategyImproveaccesstoe-communitiesandglobalcustomersGrowth/AgilityCostImpro