IT戰(zhàn)略規(guī)劃_科爾尼.ppt

ITStrategy February24 2000 CaseStudyofaRecentClientExperience RobTrollinger Principal DallasChrisWisler Manager AlexandriaKimberlyBrown Associate Alexandria Today sdiscussion BackgroundofCompanyCompanyITOverviewCauseforActionITStrategyApproachApplicationArchitectureTechnicalArchitectureEstablishtheITProgramOfficeOrganizationalEffectivenessandITAlignmentSummary Backgroundofcompany Beganin1909asapartnershipbetweenaninnovativechemistandabusinessmanPioneeringworkinleathertanningBestknownforexpertiseinacrylicchemistryEssentialcomponenttodetergents diapers cellphones industrialcoatings andmore50manufacturing research andtechnicalfacilitiesworldwideSalesin100countries totaling 4billionannually CompanyA CompanyB CompanyAannouncedtheirintendedmergerwithCompanyBin1999 1848 foundingLargestandmostrecognizedbusinessforaparticularconsumerproductMajorsupplierofbasicinorganicchemicalsderivedfromsaltEssentialingredientsinCDs newspapers magnetictapes sportsequipment andmore36miningandprocessingfacilities 68chemicalmanufacturing research andtechnicalfacilitiesworldwideSalestotal 2 5billionannually Drivetheshort termvalueExceedthemarket sexpectations IntegratetheOrganizationsasSeamlesslyasPossible DevelopandcommunicateasharedstrategicagendaDefineorganizationstructures keybusinessprocessesandtechnologyplatform architectureSelectleadersandstaffpositionsDevelopmetricsandbudgetsIntegratethebusiness Integrateday to dayoperationsPositionforthefuturegrowth AchieveBusinessValueGoalsasQuicklyasPossible Achieve 200millionofsavingswithin12 18months runningrateby2001 EnsurecustomerretentionCorporateCenterrationalizationAdministrativeoverheadreductionSourcing ProcurementsavingsProductlineandoperationsrationalizationManufacturingproductivityandsupplychainimprovementsReductionintechnologycosts Thefocusoftheintegrationwastoquicklyachieveoperationalsynergieswhilecombiningtheorganizationstosupporttoplinerevenuegrowth A T Kearneywasaskedtostructure driveandmanagetheentireintegrationprocessforwhatwouldbecomeoneofthelargestspecialtychemicalcompanies LatinAmericaandAsia PacificRegionOperations 10 ofsales20manufacturingfacilities10distributionsites NorthAmericanRegionOperations60 ofsales60manufacturingfacilities230distributionsites 1 Whilethepotentialsourceofthesynergiesweresomewhatclear smoothandtimelyintegrationofthetwocompanieswaslessassured Challenges SomemanufacturingprocessesandtechnologieswereincompatiblebetweenthetwocompaniesCombiningtwocompanieswithbothdirectproductoverlapAcquiringcompanywasmoreofa intermediatesproducer andtheacquiredcompanywasmoreofa formulator SignificantfacilitiesconsolidationopportunitiesDistributionconsolidationandimprovementrequiredchangingthebusinessmodelandthemindsetStandardleadtimesStandardservicelevelsSignificantcustomeroverlapSignificantEH Sissuesneededtobeaddressed competingawayscarcecapitalresources EuropeanRegionOperations 30 ofsales40manufacturingfacilities60distributionsites Afteranacceleratedintegrationprogram themergerwasdeemedasuccessbytheCEOaswellastheanalystcommunity Bytheendof3Q thenewcompanyhadachievedcostreductionsof 100MMonanannualizedbasis threemonthsaheadofschedule MorganStanleyDeanWitter Already thecompanyhasachieveda 100MMannualrunrateincostsavingsaheadofschedule JanneyMontgomeryScott Theintegrationprocessisrunningsmoothlyandinfactbetterthanexpectedachievinga 100MMlowerrunrate J P MorganSecurities Theintegrationeffortscontinuetotrackaheadofplan DeutscheBancAlexBrown Consideringthesteepincreaseinrawmaterialcosts thenewcompanywasabletomeetexpectationswithitsrapidintegrationoftheacquiredcompany soperations BrownBrothersHarriman Perspective ExternalFocus InternalFocus Incremental Transforming ValueCreation P ERatio NewBusinessModelNewSegmentsNewTechnologiesAcquisitions ShareGainTechnologyImprovementGeographicExpansionPortfolioManagement WorkRedesignSupplyChainOperatingExcellence 2 3 SalesGrowth 4 5 SalesGrowth 6 8 SalesGrowth Followingtheintegration theCEO sAgendaistodoubletherateofgrowthwhilemaintaininghighlevelsofprofitability Costimprovement customerserviceandretentionande businesshavebeenidentifiedaskeyareasoffocus RapidassimilationofacquisitionswithlimitedadditionalfinancialstaffGlobalsharedservicesITprovidesastrategicadvantageinsupportofgrowthinitiatives TargetCapabilities GlobalprocessesandmetricsInteriminformationonsales profitabilityandcostofoperationAutomationofroutineprocessesandtransactionsFinancialstaffisalignedwiththebusiness ContinuouslaunchofserviceofferingsthatcannotbeeasilymatchedbycompetitorsQualitybuiltintoanautomatedprocessesHumansmanagetherelationshipnottransactions Integratedsupplychainnetwork S OPprocess acrossmultipleenterprisesInventorycommitmentusingproduction salesandbalancesAbilitytoreachcustomersgloballywithoutalocalpresence Growth Agility StrategicImperative CostImprovement CustomerService Retention e Business NewCo sbusinessstrategywillplaceadditionaldemandsontheentireorganization CompanyITOverview Finance BackOffice DemandPlanning SupplyChain CustomerService HumanResources Client Server WindowsNTorUnix High levelProcesses Integrator SAPIS GeneralLedger OrderHistory FocusDB TransportationManagement Railmax Manufacturing Planning TransportSafety Ordering Teserac HR InfiniumHR FinancialReporting OtherHR PayrollSystems Manufacturing QualitySystems Currenttransactionalsystemsarecomplex resideonmultipleplatformsandareintegratedthroughanetworkofinterfaces AS 400 Mainframe Intrinsicmanualprocessesresultinahighcosteffortthatcannotsupportthespeedoftoday se businessenvironment Growth Agility StrategicImperative LackofautomationprohibitsadditionalworkforceleverageSystemsarerunningoutofphysicalcapacityIncrementalimprovementmindsetlimitsstrategicdevelopment ObservedKeyTheme CostImprovement CustomerServiceandRetention e Business FocusisonreconcilingbalancesandcorrectingerrorsandnotrootcauseerrorpreventionProcesses especiallybilling aremanuallyintensiveGlobalprocessesaredesirablebutdifficulttoimplementconsistentlyTransactionsystemsarebecomingincreasinglydifficulttomaintain Specialcustomerrequirementsandservices e g SOMI areimplementedbutatarelativelyhighcostInspectionoferrorsprotects masksthecustomerfromerrorsinherentinthesystem ManualinterventionpresentsabarrierBusinessinformationisnoteasilyassimilatedQualityofglobalcustomerinformationissuspect Roughly72 oftheITbudgetisspentonmaintainingcurrentservicelevelsandinfrastructure Tomaximizebusinessvalue weneedtoshiftthespendingfrommaintenancetobusinessdevelopmentandlongtermITsupportandinfrastructure PercentofITSpendingbyCategory ITSupport Infrastructure2 Maintenance72 BusinessDevelopment19 Non discretionary7 Functions Current LimitedPointSourceSolutions PointSourceBestofBreedSuiteorLegacySystems Proposed Afuturevisionoftheenterprisearchitecturemustseamlesslyandefficientlyintegratecorebusinessprocessesinane businessenvironment EvolvingStrategy AIM Microsoft IBM AS 400 NT Compaq Compaq Digital IP Exchange SAP JDE PeopleSoft Standardized LowCost Mixedaftermerger Oracle ProcessesofStrategicValueandCompetitiveAdvantage OperationsandTransactionProcesses LowCost Infrastructure Data Middleware Planning ISM Optimization CRM HR Payroll Mainframe Mid range Client Server Desktops Laptops Voice Data Networks Email App Interface DataMgmt CustomerFacinge BusinessSolutions PRISM SupplyChainSystems ProcurementLogistics ManufacturingOperations OrderBillingA R A PG LReporting Middleware CauseforAction InformationTechnologyStrategy Exploitationofcurrentproduct customerbasethroughgeographicexpansion newservices crosssellingExtensionofthetraditionalsupplychainbeyondcurrentcustomerandsupplierbaseFormationofpartnershipsandalliancesAdoptionofnewvaluechainmodelsexploitingtoday stechnologyGlobalmanagementandmeasurementprocessesContinuouscostimprovement PossibleBusinessUnitResponse Acquisitions SharedServices Globalization e Business Continuedindustryconsolidation SupplyChainValueNets BusinessModelRevolution PaceofTechnologyChange KeyBusinessChangeDrivers Informationtechnologymustreinventitselftodevelopcapabilitiesthatdeliversubstantialbusinessvalueatthepaceoftoday sbusinessenvironment AlignandSupport AnupdatedITstrategyisnecessarytoaligntheorganizationanditsserviceofferingstobusinessunitrequirementsandoperatingmodels CorporateAgenda ITStrategyAlignment 6 8 RevenueGrowth 11 ReturnonNetAssets Assumeleadershiproleindesign implementationofcustomerenabledprocessestopromotescalabilityLeveragee businesstechnologiesDevelopdataminingtechniquestoleveragecustomerinformationleadingtoincreasedsalesInstituteaprogrammanagementapproach Profitable SustainableGrowth OperationalExcellence Post MergerIntegration ContinuousdesignofnewprocessesandserviceofferingstopromotecustomerintimacyandserviceexcellenceImplementlowcosthighavailabilityinfrastructureSimplifycompanyandcustomercompliancewithregulations ContinuemigrationtoCompanyA sapplicationsRapiddeploymentofnewprocessesandtechnologiestoenablecostinitiativesRapidapplicationdevelopmentanddeployment E businessstrategy CorporateObjectives LinkingthestrategytotheCEOagendareinforcesIT scommitmenttobeahighvalueservicepartner BusinessStrategy ITStrategy BusinessMission Scope Competencies Governance ITMission Architecture Competencies Governance Alignment AligntheITorganizationtomeetbusinessunitrequirementsofthenewCompanyDevelopandcommunicatetheapplicationandtechnicalarchitecturedirectionReplacethecurrenttechnical roadmap withacomprehensiveandspecificdeploymentflightplandepictingtimingforreplacingapplicationsandtechnologiesandimplementingprocess servicechangesImplementaprogrammanagementprocesstodetermineITinvestmentpriorities setITdirection TheITstrategyalignswithbusinessstrategiestodefinematchingpriorities complementarycapabilities andcompatibleorganizationdynamics ITStrategyOutcomes ITStrategyApproach TheITStrategyiscomprisedofanITvision strategyanddeploymentplanthatwillenablerapiddeliveryofcosteffectiveITproductsandservices GaptoClose Compe tencies Archi tecture Gover nance IT FutureState Compe tencies Archi tecture Gover nance DeploymentPlan Compe tencies Archi tecture Gover nance BusinessStrategy StrategyDevelopmentProcess ITStrategyDeliverable Syntheses ITStrategy ITVision CoreCompetencies Application Tech ArchitectureDirection SelfFundingInvestmentPlan GovernanceProcesses DeploymentStrategyandTiming Filter Prioritize CorporateStrategyBusinessUnitStrategiesBoundariesfromExecutiveCouncil AnewCIOwasbroughtintochampiontheeffortwhilebecomingtheITChangeAgent IT CurrentState Asetofguidingprincipleswillallowusto rethink thecurrentwayofdoingbusinessasweprogressourstrategydevelopmentprocess TheapplicationsandtechnicalinfrastructuremustbealignedwithbusinessstrategiesandcreatesubstantialshareholdervalueITwillfocusitsenergyoncompetenciesthatareresultsdrivenandaddsignificantbusinessvalueOurgoalshouldbetodeliverprojectresultsinhalfthetimeandhalfthecost timetomarketisessential ITbudgetwillbeownedanddrivenbythebusinessfordiscretionaryprojectsTheorganizationwilladoptavirtualandcollaborativeapproachtoaddressbusinessproblemsThefuturestatewilldriveourstrategydesign howwedothingstodaymayinfluenceourfuture buttherearenosacredcowsWemustprovidesignificantgrowthopportunitiesforourpeopletoattractandretainahighlyskilledandmotivatedstaffWewillshareclear unifiedcommunicationsateverylevelledbyITLeadershipTeam FourparallelworkstreamswillcontributetodevelopmentoftheITvision strategyanddeploymentplan OrganizationalEffectivenessandITAlignment EstablishtheITProgramOffice ApplicationArchitecture TechnicalArchitecture Howshouldtheorganizationbealignedtothebusinesses Whatcompetenciesshouldbedevelopedtomeetthechallengesoftoday sbusinessclimate Whatspecificapplicationsuitewillbestmeettransactionprocessingrequirements Whatplatform s ismosteffectiveforthechosenapplicationsuite Howshouldwesupportthecompany se businessrequirements WhatprocessisrequiredtoprioritizeandmanagetheITportfolio HowshouldITbestinvolveseniormanagementandthebroaderorganizationintheITprocess ITStrategyProject ApplicationArchitecture TheapplicationsarchitecturewillresultinanERP backbone vendorselectionandprovideguidanceanddirectionforallotherapplications AllApplications Customers Suppliers Packageselected Impactassessment Direction valueproposition DefineNeeds Overallguidingprinciples rulesapply Technical DecisionSupport CustomerRelationshipManagement EnterpriseResourcePlanning ERP SupplyChain CollaborativeComputing ApplicationOptionsVendor1Vendor2Vendor3Vendor4Vendor5Vendor6TechnicalOptionsDatabasex y zOpSystemComputer ConsensuswithteamPublishapplicationarchitecturesolutionsetPublishimpactanalysis Alternatives Decision Result Theapplicationarchitectureteamisfollowingastructuredanalysisprocessthattestvendorsolutionsagainstourdecisioncriteria EvaluationCriteria 1 Hypotheses CriteriaTestQuestions 2 Analysis Leverage Synergy 3 EvaluationandDecisionMaking 4 CompileevaluationcriteriaDefine mustmeet criteriaAssigncriteriaweightings DeveloptestquestionsandhypothesesPerformoptionanalysisDevelopdecisiontree Developfactbasetotesthypotheses EvaluateresultsagainstcriteriaanddecisionframeworksAgreedecision ProjectStageGates KeyProjectCheckPoints Thevendorswillbeevaluatedagainstfourpre defineddimensions eachofwhichwillbeweightedbybusinessstakeholders Investment Viability SoftwareandhardwarecostsBolt onandinterfacescostsImplementationandconversioncostsTrainingcostsFinancialstatusOrganizationalstrengthVendorcommitmentEmbeddedbase ReferencesMarketpositionCustomersupportTrainingCulturalfitImplementationresourcesImplementationRisk FunctionalRequirements SupportsprocessmanufacturingOrdertocashFinancialReportingProcessingsequenceEaseofuse Strategic Growth agilityCustomerserviceandretentionE businessCostcontainmentVendorandproductstrategy TechnicalEnvironment TechnicalarchitectureAdministrationservicesInterfacesDocumentationandvendorsupport TechnicalArchitecture Thetechnicalarchitectureworkstreamwilldevelopacomprehensiveenvironmenttotakeadvantageofnewtechnologiesandvalueaddedapplications OrderToCashFinancialHR Transactional PlanningForecastingOptimization SupplyChain ManufacturingQualityControlSystemManufacturingEH S Legacy DecisionSupportRailmax Windows LocalPCs IntranetDevices InternetDevices CustomerDevices OperatingEnvironments Databases Middleware Presentation Payrollexpenses OrdersInventory TBD TBD Numerous OrdersInventoryReceipts ATPTransferOrders OrdersInventoryTransactions CarriersOrders InventoryOrdersAccountsReceivables DB2 Vendor SQLServer AdaptersforERP LegacySystems DataManagement MessageManagementProducts ApplicationProgrammingInterfaces RemoteProcedureCalls RequestBrokers OperationalDataStores OrdersInventory ReferencedataJournalentries tomaximizetheinformationexchangeinternallyandexternally Whatisthemostviabletechnicalplatform s forthenewApplicationportfolio Whatistheoptimalmiddlewaresolution ERPvendor supplied thirdpartyorboth HowmuchdoERPandmiddlewaresolutionsminimizetheeffortofdeveloping maintaininginterfaces Doesthenewtechnicaldirectionadequatelyaddressstandardizationofdataacrosstheenterprise Willthenewtechnicaldirectionalignwithexistingdecisionsupportandemerginge businessstrategies Whatimpactdothesearchitecturedecisionshaveoncurrenttechnicalskillsandcompetencies Whatnewdevelopertoolsandplatformswillberequiredtosupportthistechnicalstrategy Deliverables ERPTechnicalArchitectureRoadmapOutlinesthehardwareoperatingsystemanddatabaseplatformselectedforimplementingERPsolutions MiddlewareToolStrategyDefinestheconceptualmiddlewaresolutionanddetailsthemiddlewareproduct s requiredtoimplementthestrategy DecisionSupportStrategyDefinesthetechnicalsolutionrequiredtosatisfybusinessrequirementsandleveragenewrelatedtechnologiesandthecompany sITstrategy CostSavingOpportunitiesDetailscostsavingsinITinfrastructurecostsanddefinestheimpactonthestructureofITInfrastructureandSupport KeyIssues EstablishtheITProgramOffice Objective AreasofFocus Components ProgramandProjectManagement Communication InvolvebusinessrepresentativesPerformday to dayresourceallocationProgramandprojectmanagementIntegratewithcapitalplanningandannualbudgetingDevelopVisionStatement DevelopcriticalrulesofengagementwithrolesandresponsibilitiestogovernIT Definecommunicationaudiencesandwhattheyneedtoknow Determineaudiences communicationvehicles timingDevelopaplanDevelopaprogramtoexpandexecutiveawarenessofITinitiativesandissuesCommunicatetoallareasandgeographies Createaframeworkformanagingandallocatingfundsandresources DefineanddeployacommonportfoliomanagementframeworkDevelopmetricsfortheITportfolioDevelopaprocedureforfundsandresourceallocationIntegrateprojectapprovalprocedureswithGovernanceRevise2000budget Create workbooks thatoutlineProjectandProgrammanagementprocesses DefinemetricsReviewandadopttoolsEstablishqualityreviewsManagerisk scopeandbudgetManageissuesTrackbenefitsDevelopframeworksandchecklists Governance PortfolioManagement Theprogramofficeworkstreamwillestablishprocessesforportfoliomanagement governance communicationsandprogram projectmanagement Theportfoliomanagementprocessstartswiththeoverallcorporategoalstranslatingintoportfoliosofprograms CorporateGoalsRevenueGrowthRONALowerOperatingRateHigh levelITspendtarget CFO Unit1Goals Unit2Goals Unit3Goals Goals Targets CorporateStrategiesUnit1StrategiesUnit2StrategiesUnit3Strategies Strategies Initiatives PortfoliosofPrograms ExecutiveCouncil CFO LastYear sSpend CIO GuidanceTeamAdjustments StartingPointsforITSpendbyUnit CorporatePortfolioUnit1StrategiesUnit2StrategiesUnit3Strategies Thentheportfoliosareassessedbycorporate unitandguidanceteam Develop Proposals PortfolioMgmt Discussion DraftPortfolio ProgramProposalOne ProgramProposalTwo ProgramProposalThree Corporate Mandated LevelPortfolioProcesses UnitLevelPortfolioProcesses Programstopursue Rationalize Portfolios Lookfor SynergiesTimingResource CostConstraints Corporate Unit2 Unit1 UnitLeadership CIO ITLT OverallPortfolio GuidanceTeam Portfolioswillbereassessedquarterly Programstohold Develop Proposals PortfolioMgmt Discussion DraftPortfolio ProgramProposalOne ProgramProposalTwo ProgramProposalThree Progr