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1、IT StrategyFebruary 24, 2000Case Study of a Recent Client ExperienceRob Trollinger, Principal, DallasChris Wisler, Manager, AlexandriaKimberly Brown, Associate, AlexandriaTodays discussion Background of CompanyCompany IT OverviewCause for ActionIT Strategy ApproachApplication ArchitectureTechnical A

2、rchitectureEstablish the IT Program OfficeOrganizational Effectiveness and IT AlignmentSummaryBackground of companyBegan in 1909 as a partnership between an innovative chemist and a businessmanPioneering work in leather tanning Best known for expertise in acrylic chemistry Essential component to det

3、ergents, diapers, cell phones, industrial coatings, and more 50 manufacturing, research, and technical facilities worldwide Sales in 100 countries, totaling $4 billion annuallyCompany ACompany BCompany A announced their intended merger with Company B in 19991848, founding Largest and most recognized

4、 business for a particular consumer productMajor supplier of basic inorganic chemicals derived from saltEssential ingredients in CDs, newspapers, magnetic tapes, sports equipment, and more36 mining and processing facilities, 68 chemical manufacturing, research, and technical facilities worldwideSale

5、s total $2.5 billion annuallyDrive the short-term valueExceed the markets expectationsIntegrate the Organizations as Seamlessly as PossibleDevelop and communicate a shared strategic agenda Define organization structures, key business processes and technology platform/architectureSelect leaders and s

6、taff positionsDevelop metrics and budgetsIntegrate the businessIntegrate day-to-day operations Position for the future growthAchieve Business Value Goals as Quickly as PossibleAchieve $200 million of savings within 12-18 months (running rate by 2001)Ensure customer retentionCorporate Center rational

7、izationAdministrative overhead reductionSourcing/Procurement savings Product line and operations rationalizationManufacturing productivity and supply chain improvementsReduction in technology costs The focus of the integration was to quickly achieve operational synergies while combining the organiza

8、tions 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 distribution si

9、tesNorth 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 assuredChallengesSome manufacturing processes and technologies were incompat

10、ible between the two companiesCombining 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 opportunitiesDistribution consolidation and improvement required ch

11、anging the business model and the mindsetStandard lead timesStandard service levelsSignificant customer overlapSignificant EH&S issues needed to be addressed, competing away scarce capital resourcesEuropean Region Operations:30% of sales40 manufacturing facilities60 distribution sitesAfter an accele

12、rated 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.” Morgan Stanley Dean Witter“Already, the company has achieved a $100

13、MM 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 efforts continue to track ahead of plan” Deutsche Banc Alex Brown“Cons

14、idering 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 Segmen

15、tsNew 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 leve

16、ls of profitabilityCost improvement, customer service and retention and e-business have been identified as key areas of focusRapid assimilation of acquisitions with limited additional financial staffGlobal shared servicesIT provides a strategic advantage in support of growth initiativesTarget Capabi

17、litiesGlobal processes and metricsInterim information on sales, profitability and cost of operationAutomation of routine processes and transactionsFinancial staff is aligned with the businessContinuous launch of service offerings that cannot be easily matched by competitorsQuality built into an auto

18、mated processes Humans manage the relationship not transactionsIntegrated supply chain network (S&OP process) across multiple enterprisesInventory commitment using production, sales and balancesAbility to reach customers globally without a local presenceGrowth / AgilityStrategic ImperativeCost Impro

19、vementCustomer 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

20、 LedgerOrder 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

21、a network of interfacesAS/400MainframeIntrinsic manual processes result in a high cost effort that cannot support the speed of todays e-business environmentGrowth / AgilityStrategic ImperativeLack of automation prohibits additional workforce leverageSystems are running out of physical capacityIncrem

22、ental improvement mindset limits strategic developmentObserved Key ThemeCost ImprovementCustomer Service and Retentione-BusinessFocus is on reconciling balances and correcting errors and not root cause error preventionProcesses (especially billing) are manually intensiveGlobal processes are desirabl

23、e but difficult to implement consistently Transaction systems are becoming increasingly difficult to maintainSpecial 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 systemManual

24、intervention presents a barrierBusiness information is not easily assimilatedQuality 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 bu

25、siness development 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 o

26、f the enterprise 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 an

27、d Competitive AdvantageOperations and Transaction Processes (Low Cost)InfrastructureData, MiddlewarePlanningISMOptimizationCRMHR / PayrollMainframeMid-range,Client/ServerDesktopsLaptopsVoice/Data, Networks, EmailApp. InterfaceData Mgmt Customer Facing e-Business SolutionsPRISM / Supply Chain Systems

28、Procurement LogisticsManufacturing OperationsOrderBillingA/RA/PG/LReportingMiddlewareCause for ActionInformation Technology StrategyExploitation of current product & customer base through geographic expansion, new services & cross sellingExtension of the traditional supply chain beyond current custo

29、mer and supplier baseFormation of partnerships and alliancesAdoption of new value chain models exploiting todays technologyGlobal management and measurement processesContinuous cost improvementPossible Business Unit ResponseAcquisitionsShared ServicesGlobalizatione-BusinessContinued industry consoli

30、dationSupply Chain 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 n

31、ecessary to align the organization and its service offerings to business unit requirements and operating modelsCorporate AgendaIT Strategy Alignment68% Revenue Growth11% Return on Net AssetsAssume leadership role in design & implementation of customer enabled processes to promote scalabilityLeverage

32、 e-business technologiesDevelop data mining techniques to leverage customer information leading to increased sales Institute a program management approachProfitable & Sustainable GrowthOperational ExcellencePost-Merger IntegrationContinuous design of new processes and service offerings to promote cu

33、stomer intimacy and service excellenceImplement low cost high availability infrastructureSimplify company and customer compliance with regulationsContinue migration to Company As applicationsRapid deployment of new processes and technologies to enable cost initiatives Rapid application development a

34、nd deploymentE-business strategyCorporate ObjectivesLinking the strategy to the CEO agenda reinforces ITs commitment to be a high value service partnerBusiness StrategyIT StrategyBusiness MissionScopeCompetenciesGovernanceIT MissionArchitectureCompetenciesGovernanceAlignmentAlign the IT organization

35、 to meet business unit requirements of the new CompanyDevelop and communicate the application and technical architecture directionReplace the current technical “roadmap” with a comprehensive and specific deployment flight plan depicting timing for replacing applications and technologies and implemen

36、ting process/ service changes Implement 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

37、 ApproachThe IT Strategy 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-tectu

38、reGover-nanceBusiness StrategyStrategy Development ProcessIT Strategy DeliverableSynthesesIT StrategyIT VisionCore CompetenciesApplication & Tech. Architecture DirectionSelf Funding Investment PlanGovernance ProcessesDeployment Strategy and TimingFilter/PrioritizeCorporate StrategyBusiness Unit Stra

39、tegiesBoundaries from 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 processThe applications and tech

40、nical infrastructure must 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

41、 essential)IT budget will be owned and driven by the business for discretionary projectsThe organization will adopt a virtual and collaborative approach to address business problemsThe future state will drive our strategy design; how we do things today may influence our future but there are no sacre

42、d cowsWe must provide significant growth opportunities for our people to attract and retain a highly skilled and motivated staffWe 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

43、deployment planOrganizational Effectiveness and IT AlignmentEstablish the IT Program OfficeApplication ArchitectureTechnical ArchitectureHow should the organization be aligned to the businesses?What competencies should be developed to meet the challenges of todays business climate?What specific appl

44、ication 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 involve senior managem

45、ent and the broader 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 assessme

46、ntDirection / value propositionDefine NeedsOverall guiding principles / rules applyTechnicalDecisionSupportCustomer Relationship ManagementEnterprise Resource Planning (ERP)Supply ChainCollaborativeComputing Application OptionsVendor 1Vendor 2Vendor 3Vendor 4Vendor 5Vendor 6Technical OptionsDatabase

47、 x,y,zOp SystemComputerConsensus with teamPublish application architecture solution setPublish impact analysisAlternativesDecision/ ResultThe application architecture team is following a structured analysis process that test vendor solutions against our decision criteriaEvaluation Criteria1Hypothese

48、s/ Criteria Test Questions2Analysis“Leverage / Synergy”3Evaluation and Decision Making4Compile evaluation criteriaDefine “must meet” criteriaAssign criteria weightingsDevelop test questions and hypothesesPerform option analysisDevelop decision treeDevelop fact base to test hypothesesEvaluate results

49、 against criteria and decision frameworksAgree decisionProject Stage GatesKey Project Check PointsThe vendors will be evaluated against four pre-defined dimensions, each of which will be weighted by business stakeholdersInvestment / ViabilitySoftware and hardware costsBolt-on and interfaces costsImp

50、lementation and conversion costsTraining costsFinancial statusOrganizational strengthVendor commitmentEmbedded base / ReferencesMarket positionCustomer supportTrainingCultural fitImplementation resourcesImplementation RiskFunctional RequirementsSupports process manufacturingOrder to cashFinancialRep

51、ortingProcessing sequenceEase of useStrategicGrowth, agilityCustomer service and retentionE-businessCost containmentVendor and product strategyTechnical EnvironmentTechnical architectureAdministration servicesInterfacesDocumentation and vendor supportTechnical ArchitectureThe technical architecture

52、workstream will develop a comprehensive environment to take advantage of new technologies and value added applications Order To CashFinancialHRTransactionalPlanningForecastingOptimizationSupply ChainManufacturingQuality Control SystemManufacturingEH&SLegacyDecision SupportRailmaxWindowsLocal PCsIntr

53、anetDevicesInternetDevicesCustomerDevicesOperating EnvironmentsDatabasesMiddlewarePresentationPayroll expensesOrdersInventoryTBDTBDNumerousOrdersInventoryReceiptsATPTransfer OrdersOrdersInventoryTransactionsCarriersOrdersInventory OrdersAccounts ReceivablesDB2VendorSQLServerAdapters for ERP & Legacy

54、 Systems (Data Management)Message Management ProductsApplication Programming Interfaces; Remote Procedure Calls; Request BrokersOperational Data StoresOrdersInventoryReference dataJournal entries to maximize the information exchange internally and externallyWhat is the most viable technical platform

55、(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 solutions minimize the effort of developing / maintaining interfaces?Does the new technical direction adequately address standardization of data acro

56、ss the enterprise? Will the new technical direction align with existing decision support and emerging e-business strategies?What impact do these architecture decisions have on current technical skills and competencies?What new developer tools and platforms will be required to support this technical

57、strategy?DeliverablesERP Technical Architecture RoadmapOutlines the hardware operating system and database platform selected for implementing ERP solutionsMiddleware Tool StrategyDefines the conceptual middleware solution and details the middleware product(s) required to implement the strategyDecisi

58、on Support StrategyDefines the technical solution required to satisfy business requirements and leverage new related technologies and the companys IT strategyCost Saving OpportunitiesDetails cost savings in IT infrastructure costs and defines the impact on the structure of IT Infrastructure and Supp

59、ortKey IssuesEstablish the IT Program OfficeObjectiveAreas of FocusComponentsProgram and Project ManagementCommunicationInvolve business representativesPerform day-to-day resource allocationProgram and project managementIntegrate with capital planning and annual budgetingDevelop Vision StatementDeve

60、lop critical rules of engagement with roles and responsibilities to govern ITDefine communication audiences and what they need to knowDetermine audiences, communication vehicles, timingDevelop a planDevelop a program to expand executive awareness of IT initiatives and issuesCommunicate to all areas