Embed Size (px)
DESCRIPTION
A ground-breaking paradigm shift in Value Realization! With the Enterprise Business Value assessment you can show the “precise” value in €, £ or $ that IT has created over the past 12 months and “predict” exactly how much future value you could create for your business by improving the way you do certain things. Please fee free to contact either of the authors Mark von Rosing or Henrik von Scheel
Citation preview
Business Value TreeA Value Framework to identify, plan, create and realize value
ImproveCompetitiveness
IncreaseShareholder Value Lower Risk
Increase OperationalEf�ciency
Increase RevenueThrough Volume
Optimization
Increase RevenueThrough PriceOptimization
Reduce Sales& Administration
Costs
OptimizeRegulation
Compliance
ImproveBusinessRecovery
ImproveCapital
Management
ImproveHuman CapitalManagement
ImproveDevelopment& Production
ImproveCorporateServices
ImproveLogistics, Material
& Services
OptimizeIntelligence
ImproveRisk Planning
ImproveRisk Management Improve Data
Management
ImproveCustomerInteraction
Improve CustomerSatisfaction &
Loyalty
Improve Partner& RelationshipCollaboration
FasterTime-to-Market
ImproveResponsiveness
ImproveBrand Awareness
StrengthenInnovation
ReduceIncome Taxes
Reduce Costof Goods Sold
CapitalOptimization
CriticalSuccessFactors
KeyPerformanceIndicators
Strategical
KeyPerformanceIndicators
Tactical
KeyPerformanceIndicators
Operational
StrategicBusinessObjectives
CMO RO O BD
CCO FL S MS
CMO FO/RE S BD
CMO FO S MS
CMO RE S MS
CMO FO O MS
CMO RE O MS
CMO RE O MS
CMO FO O MS
CMO FO T MS
CMO FO T MS
CMO RO O IT
CMO RE O MS
CMO RE T MS
CMO RE T MS
CMO FL O MS
CMO FO T MS
CHRO RE T MS
CMO RE S MS
CMO FL O MS
CMO FO/RE T GA
CMO FO T GA
CSO RE O BD
CDO RE O BD
CMO RE S MS
CSO FL S MS
CMO FO S MS
CSO RE O MS
CMO RE T IT
CMO RO O IT
CBDO RE T MS
CSO FL/RE T MS
CMO RE/FO O MS
CMO FO T BD
CMO RE T MS
CSO FL/RE S MS
CMO FO T OS
CMO FL/RE O MS
CPO FL S OS
CPO FO S OS
COO/CRDO FL S OS
COO/CRDO FL S OS
COO/CIO FL O OS
COO FL O GA
CHRO FL O GA
CHRO FL O GA
CHRO FL S GA
CFO/COO FO S GA
CFO/COO FO S GA
CFO/CHRO FL O GA
CFO FL S GA
CFO FO S OS
CFO FL S OS
CMO FL/RE O OS
CMO FO T MS
CMO RE T BD
CMO RO/FL O OS
CMO RE O BD
CMO FO O MS
COO FL T GA
COO RE T BD
COO RO O OS
CMO FO O BD
CMO FL O MS
CIO RO O OS
CFO/COO RO/FO S GA
CFO/COO RO O MS
CFO RO/FO T OS
CFO RO T GA
CFO FO O OS
CFO FL T OS
CFO FO/RO O GA
CFO FL O MS
CFO RO O OS
CRDO RE S BD
CRDO FO O OS
CPO FO S BD
COO FL O BD
COO FO O BD
CMO FO T BD
CMO RE O MS
CMO RE T MS
CFO FL S MS
CPO RO T OS
CPO FO T GA
CIO RO/FO O GA
CIO RO/RE S GA
CIO FO O GA
CHRO FO/RO O GA
CHRO RO O GA
CRDO FL O BD
CPO FO S OS
COO RE S OS
COO RE S BD
COO FL O OS
COO FL O OS
COO FL O MS
CMO FO T MS
COO/CRDO RE O OS
COO/CRDO FO O GA
COO/CRDO RE/FL S BD
COO/CFO FL O OS
COO FO T OS
COO FL/FO S HR
CRDO/CIO RE S MS
CRDO FL O BD
COO RE S BD
COO FO O BD
COO RO O MS
COO FO O MS
COO FO S BD
CPO FO S OS
CPO FO T GA
COO FO O OS
COO FL O OS
CRDO FO S BD
CMO RE T BD
CMO RE O BD
CMO RE O BD
CRDO FO O BD
CRDO RE O BD
CRDO RE O BD
CRDO FO O MS
CMO/CRDO RE O BD
CRDO FO S BD
CRDO RE O BD
CRDO RE O BD
CRDO RE S BD
CRDO FO O BD
COO RE O BD
CMO RE O BD CRDO RE O BD
CMO/CIO RE T BD
CMO FO T BD
CRDO FO/RE S BD
CRDO FO O OP
CRDO FO/RE T BD
CRDO RE O BD
CRDO RE T BD
CRDO RE T BD
CRDO FO O BD
CRDO FO T BD
CRDO FO/RE S BD
COO FO O GA
COO RE/RO O GA
CMO RE O MS
CRSO RO O GA
COO/CIO RE O GA
COO RE/FL O GA
COO RE O MS
CIO FL S GA
CFO/COO FL O GA
COO RE O GA
CIO FL O GA
CIO RE/RO O GA
CFO/CIO RE S GA
CMO FO S MS
CMO FO O MS
CMO RO O MS
CMO RO O MS
CMO RO O MS
CMO RO O BD
CMO RE O MS
CMO RO O MS
CMO RO O MS
CMO RO O BD
CMO RO O MS
CMO RO T MS
CMO RO T MS
CMO RO O MS
COO/CIO RO O MS
COO RE S MS
COO RE O MS
COO RE S MS
COO RE O MS
COO RE O MS
COO RE O MS
COO RE O MS
COO RE S MS
CMO/CIO RE S MS
CMO/CIO RE O MS
CMO RO S MS
CMO RE T BD
CHRO/COO FO O MS
CHRO/COO FO O MS
CFO RE O MS
CFO RE O MS
CFO RE O GA
COO RE O MS
COO RE T MS
COO RE O MS
COO RO O OS
CMO RO O MS
CMO RO O BD
CMO RE T MS
CHRO/CMO FO O MS
CMO/COO RE/RO O MS
CMO RE O MS
CMO RE O OS
CMO RE/RO/FO O MS
CMO RE O MS
CMO RE O MS
CMO RE T MS
CMO RE T MS
CMO RE O MS
CMO RE O MS
CMO RE O MS
CMO/COO RE/RO O OS
CMO FO S MS
CMO RE O BD
CMO FO O MS
CMO FO O MS
CMO RE O MS
CMO FO O MS
CMO FO S BD
CMO FL/RE S BD
CMO FO O MS
CMO FO O MS
CMO FO O MS
CHRO/CMO FO O MS
COO RO S GA
COO RE S GA
CFO RE S BD
COO RO O GA
COO/CIO RE O BD
COO/CIO RO O GA
COO/CCO RO T BD
COO RO O GA
COO RE S BD
COO RO O BD
COO RE O GA
COO RE O GA
COO FO T GA
COO RO O GA
COO RE S BD
CIO RE O GA
COO RE/RO O GA
CFO/COO FO S GA
CFO/COO FO S GA
CFO FO S OS
CFO RE O OS
CFO FO O OS
CFO RO O OS
CFO RE T OS
CFO FO O OS
CFO FO O BD
CFO FO O OS
CFO FO T GA
CFO FL/RE O GA
CFO FO T GA
CFO FO O OS
CFO/CPO FO S GA
CFO/COO FO O BD
CFO FO S GA
CFO RO S GA
CFO/COO FO S GA
COO/CIO FL O GA
COO/CIO FO O GA
COO/CFO RO S GA
COO FO O GA
COO FO O GA
COO FO T GA
CRDO RE O BD
COO RO O GA
COO FL O GA
COO FO O GA
COO FL T GA
CSO FO S GA
COO FL O GA
CIO RE O IT
CIO RO O IT
CIO FL O GA
CFO/COO FL O GA
CFO/CIO FO O GA
CFO/CIO FO S GA
CFO/CIO FO/RE S GA
CFO FL O GA
CFO RE O GA
CFO FL S GA
CIO FO T IT
CFO/CIO FO O IT
CFO RO O GA
CIO RO S OP
CIO FO T IT
CIO FO O IT
CIO FO O IT
CIO FO/RE O IT
CFO FO S GA
CMO FL/RE O MS
CMO RE/RO T BD
CFO FO T MS
COO/CMO RE T BD
COO/CIO FO T BD
COO RE/RO S BD
CMO FO T GA
CMO RO O BD
CFO/CRSO FO/RO T BD
CFO/COO FO/RE T OP
CFO/COO RE O BD
CFO/COO RE T BD
CFO/COO RE T GA
CFO/COO RE O GA
CFO/COO RE T BD
CFO/COO RO T OP
CFO/COO RE O GA
CFO/COO RE T BD
CFO/COO RO T GA
CFO FL T GA
CFO RE T OP
CFO FO T GA
CPO RO O GA
CPO FO T OP
CIO FO T GA
CRSO RO T BD
CFO RO S BD
CRSO RO T OP
CRSO RO O GA
COO/CIO RO S BD
CIO/COO RO S BD
CHRO/CIO RO S BD
CFO/CIO RO S BD
CFO/CIO RO S GA
CFO RO T BD
CFO RO T BD
CFO RO T BD
CFO RO O BD
COO FO O BD
CPO/CRSO RO S BD
CFO/COO RO T BD
CFO/COO RO O GA
CFO/COO RO O BD
CFO/COO RO T BD
CFO/COO RE S BD
CFO/COO FO T GA
CFO RO O GA
CFO RO T OP
CRSO/CFO RO S BD
CIO RO O GA
COO RE O HR
CHRO RE O HR
CFO/CMO FO S BD
CFO FO S GA
CRSO/COO RO O BD
CRSO/CIO RO O BD
CRSO RO T BD
CRSO RO O BD
CRSO RE T BD
COO/CFO RE O GA
COO FO O GA
COO FO T GA
COO RO O GA
CFO/COO FO O GA
CFO/COO FO O GA
CFO/COO FO T GA
CFO/COO RE O GA
CFO/COO FO T GA
CFO/COO FO O BD
CFO/COO FO T BD
CFO/COO RO T GA
CFO/COO RE O GA
CFO/COO RO T GA
CFO/COO FO S GA
CFO/COO RO T BD
CFO/COO FO S GA
CFO RO T BD
CFO FO O BD
CFO RO T GA
CFO RO T GA
CFO FL O GA
CFO RO O BD
CEO RO O BD
CCO RO O BD
COO RO T BD
COO RO O BD
CFO/COO/CPO FO O OS
CRSO RO O GA
CFO/COO RE O HR
CFO/COO RE O HR
COO RE O HR
CRSO RO S BD
CRSO RO S BD
COO/CIO RO S BD
COO RO O BD
CFO/COO FO S BD
CIO RO O BD
CIO RO O BD
CIO RO O BD
CIO RO O GA
COO RE T BD
COO FO T GA
COO RE T GA
COO FO O BD
COO RO T BD
COO RE T BD
COO RE T BD
COO RO O BD
COO RE T GA
COO RE O OS
COO RE O BD
COO RE O BD
CHRO/CPO FO O GA
COO RE O BD
COO RE T BD
COO RE O BD
COO RE O BD
COO RE T GA
CHRO/CRDO FO O GA
CPO FO O BD
CPO FL O BD
CPO FL O BD
CPO FL O BD
CPO RE O BD
CTO RO O GA
COO FO S BD
CMO FO O BD
CRDO RE O BD
CPO RE O OS
CPO FO O BD
COO/CRDO RE O BD
COO RE O OS
COO FO T OS
COO FL O OS
COO RE S OS
COO FO O OS
COO FO O OS
COO FO O OS
COO RE O OS
COO RE O OS
COO RE T OS
COO RE O OS
COO RE T GA
COO RE O GA
COO FO O MS
COO RE O MS
COO RE T GA
COO RE O OS
COO RE O HR
COO RE S HR
COO RE T BD
COO FO O OS
COO RE T GA
CMO FO O OS
CRDO FO O OS
COO RE T OS
COO FO O OS
CPO RE O OS
CPO FO O OS
CPO FL O OS
CPO RE O OS
CPO RE O OS
COO FO O OS
COO FL O GA
COO FL O GA
COO FO S OS
CFO/COO FO S GA
COO RO O GA
COO RE O OS
CRSO RO O GA
CRDO RE O OP
CPO/CIO RE O OS
COO FO O GA
CIO RE O MS
CIO RE O MS
CHRO/CIO RE T GA
CHRO/CIO RE O BD
CHRO RE O GA
CHRO FL O GA
CIO/COO RE O GA
CFO/CIO RE O GA
CFO RO T GA
CFO RE/FL O GA
CFO RO O GA
CFO RE/FL O GA
CFO RE O OS
CFO RO O BD
CFO RO T GA
CFO RE O GA
CFO RO O OS
CFO RE O OS
CFO RE/FL O OS
CFO RE O OS
CFO RE S GA
CFO RE O OS
CFO RE O GA
CFO RE O GA
CFO RE O GA
CFO RE O GA
CFO RE O GA
CFO RE O OS
CFO FO O GA
CFO FO O GA
CFO RE O GA
CFO FL O OS
COO RE O GA
COO RE T GA
CPO FO O OS
CPO RE O GA
CPO RE O OS
CPO RE O MS
CPO FL O GA
CPO FO T OS
CPO FL O GA
COO FL O OS
CIO FL O OS
CHRO/CPO RE O GA
CFO/CIO FL O OS
CIO/CTO RO O GA
CIO RO O BD
CIO FO O GA
CIO RE O GA
CIO RE O GA
CHRO/CIO FO O GA
CHRO RE O HR
CHRO/CIO RE S HR
CHRO/CMO RE O HR
CHRO/CMO RE O MS
CHRO/CMO FO T MS
CHRO/CMO RE T MS
COO/CHRO FO O BD
CHRO/CPO RE O HR
CHRO FO O HR
CHRO FO T HR
CHRO FO O IT
CHRO RE O HR
CHRO FO O HR
CHRO RE O HR
CHRO/CRDO FO T BD
CHRO/CRDO RE O HR
CHRO/CMO FO T MS
CHRO/CPO RE O OS
CHRO/CRDO RE O HR
CHRO/COO RE O HR
CHRO/COO RE O HR
CHRO/CMO RE/RO O HR
CHRO/CIO RE T HR
CHRO/CIO RE O HR
CHRO FO S HR
CHRO FO T HR
CHRO FO O HR
CHRO FO O HR
CHRO FO O HR
CHRO FO T HR
CHRO RO O HR
CHRO RE O HR
CHRO RE O HR
CHRO RE O HR
CHRO RE O HR
CHRO RE O HR
CHRO RE O HR
CHRO FO T HR
CHRO RE O HR
CHRO RE O HR
CHRO FL O HR
CHRO FO O HR
CEO/CHRO RO O HR COO FO O BD
CFO FO S GA
CFO/CMO FO T MS
CFO/CMO FO T MS
CFO RO T MS
CFO FL O MS
CFO FL O MS
CFO FL O MS
CFO RO O MS
CFO RE T OS
CFO FL O OS
CFO RO O OS
CFO FL O OS
CFO FO/FL O BD
CFO FO S GA
CFO/CPO FL O MS
CFO RE T GA
CFO FL T GA
CFO FL O OS
CFO FL O OS
CMO/CIO RE O IT
CFO/COO RO T IT
CFO/COO RO T IT
CFO/CIO RO T IT
CFO/COO FO O IT
CIO RO O IT
CIO RO S IT
CIO RO O IT
CFO/COO/CIO RO O IT
CFO/COO FO O IT
CFO/COO RE T IT
CFO/COO RO S IT
CFO/CIO RO T IT
Responsible C-level Executive
C-level executives perceive the challenges their company faces differently, yet one thing they have in common: a general need for knowing exactly which IT invest-ments to prioritize in order to realize most possible value.
Gain market share while others recover from external shocks
Penetrate new markets better and faster throughchannel partners
Enter new segments and markets
Improve account management strategies
Refocus and/or re�nepriorities and strategies
Improve cross-sell and up-sell campaigns
Tailor sales approaches to customer segments
Target new segments within current geographies
Increase focus on high value/high potentialcustomers
Strengthen customerbase
Increase focus on most effective sales and advertising channels
Increase sales byguaranteeing 24/7/365100% availability
Improve identi�cation of cross-sell/up-sell opportunities
Improve understanding ofsales and productiondefection drivers
Tailor account manage-ment approaches to customer segments
Increase sales to existing customers
Improve identi�cation of valuable customer relationships
Improve understandingof weakest performances
Target new geographies
Expand sales and advertising channels
Improve quality and assignment of sales leads
Improve methods andtools to manage salesperformance
Faster go-to-market with new products and services
Tailor products and services to new customer segments
CFO RO S GA
Increase stock value byadopting sustainabilitystrategy
Align advertising with pricing strategies
Convert free services to fee-based services
Charge higher prices dynamically
Improve focus on price-insensitive customer segments
Improve tailoring of offerings to customer needs
Improve data on customerprice sensitivity
Receive premium for 24/7/365 100% availability
Align product and service prices with value to customers
Coordinate pricing of complementary products and services
Improve execution of market- and supply driven promotions
Improve structuring and pricing of promotions
Improve understanding of product/service value to customers
Increase emphasis on differentiated products and services
Increase focus on pricing effectiveness/price optimization
Increase use of differential pricing mechanisms
COO RB O OS
Reduce cost of correlatedenergy/water management
Consolidate or outsource procurement functions
Re�ne vendor strategies
Consolidate or outsource IT design and develop-ment functions
Consolidate or outsource IT design, development and deployment services
Consolidate or outsource end-user-support
Consolidate or outsource operations and maintenance services
Consolidate or outsource bene�ts administration functions
Consolidate or outsource learning and development functions
Consolidate or outsource recruitment functions
Improve alignment of business unit andenterprise strategies
Improve alignment of organization structures with business strategies
Consolidate or outsource payroll functions
Consolidate or outsource property management functions
Improve alignment of �nancial and corporatestrategies
Outsource property tax administration activities
Bypass current channels/sell directly to customers
Improve focus on segments with lower average cost-to-serve
CFO FO T GA
Reduce travel expenses
CSO FO S GA
Increase focus on businessinsight and and forward-looking information
COO FO T GA
Increase transparency ofenergy management ofbuildings, manufacturing,datacenter and logistics
CFO RO O GA
Reduce cost on energymanagement of buildings,manufacturing, datacenterand logistics
Rationalize targeted markets and customer segments
Rationalize customer portfolio
Rationalize targeted customer segments
Select and enter pro�table and exit non-pro�table markets
Consolidate order ful�llment functions
Increase focus on businessinsight and forward-looking information
Minimize recovery costs through “self-healing” capabilities
Improve focus on higher-value advertising channels/media
Increase use of lower-cost sales channels
Minimize recovery costs
Better alignment ofbusiness planning, management and reportingfunctions
Minimize costs related to external shocks
Consolidate company real estate/facilities
Improve alignment of capital budgets and program plans with business priorities
Increase use of lower-cost billing channels
Increase use of lower-cost real estate and facilities/Relocate business operations
Reduce �xed cost by paying for usage, not for availability
Strengthen enterprise-wide �nancial reporting standards
Design product for ease-of-use/self-service
Improve emphasis on design for packing/shipping ef�ciency
Standardize product catalogs
Consolidate service and support operations
Consolidate or outsource product development functions
Re�ne vendor/supplier strategies
Re�ne/align logistics and distribution strategies
Re�ne and/or align material strategies
Consolidate/outsource logistics and distribution functions
Consolidate or outsource production functions
Consolidate or outsource service and support operations
Improve focus on higher-value customer segments
Increase emphasis on designing and packaging for distribution
Increase emphasis on designing for material ef�ciency
Increase emphasis on modular, extensible, scalable designs
Reduce peaks in operating costs
Increase focus on materials-ef�cient production mechanisms
Reduce operational costs through ef�cient resource allocation
Increase emphasis on designing for service ef�ciency and self-service
Rationalize and/or realign product development efforts
Design products to use cost-effective materials
Improve focus on higher-value products
COO FL T GA
COO FL S GA
COO RO T GA
COO FL S GA
Consolidate or outsourceproperty managementfunctions
Improve alignment of�nancial strategies withcorporate strategies
Improve balance betweenbuy and lease
Reduce asset ownership
Increase emphasis on service prevention andreduced need for service
Increase use of cheaper service channels
Rationalize and/or refocusproduct and serviceportfolios
Improve purchasing on a national/global basis
Rationalize/consolidate vendor portfolio
Acquire companies in target geographies
Acquire companies with relationships in targeted customer segments
Accelerate or defer income/expenses
Consider tax implications in the location/selection of facilities
Develop and utilize unique tax expertise
Ensure adequate documentation of signi�cant tax positions
Ensure full utilization of tax carry forwards
Improve accuracy and timeliness of tax provision and cash out�ow forecasts
Improve management of transfer pricing
Optimize accounting methods and selection of accounting periods
Optimize depreciation methods/lives for pro-perty, plant and equipment
Optimize expense vs. capitalization of costs
Optimize valuation and costing methods for inventories
Exploit investmentmanagement make andbuy options
Improve ability to develop and spin-off new businesses
Decrease ownership of non-differentiating assets
Defer/change timing of capital investments
Leverage existing invest-ments better
Optimized asset related costs
Reduce number of data centers, branch of�ces, dealerships, retail outlets, etc.
Minimize unpro�table investments
Divest low-utilization equipment
License or sell intellectual capital to other enterprises
Improve effectiveness of plant maintenance
Improve design formanufacturability andservice
Improve preventiveequipment maintenance
Increase use of leased production equipment
Increase utilization of production equipment
Rationalize production facilities
Streamline business model with focus on core business components
Minimize unpro�table, �xed contracts
Better integration of legacy and new solutions
Optimize harmonization and consolidation
Optimize infrastructure costs
Optimize utilization of facilities
Divest low-utilization infrastructure
Increase use of leased infrastructure
Reduce total cost oftravel management
Better exploitation of variable cost reductionopportunities
Improve balance andcash �ow managementbetween buy and lease
Reduce asset ownership
Improve terms on IT systems
Improve terms on infrastructure
Improve terms on property and facilities
Consolidate IT systems, production lines and service mechanisms
Divest low-utilization IT systems
Improve maintenance of IT systems
Increase utilization of IT systems
Utilize more ef�cient IT systems
Establish development of strategic assets as a key competency
Better alignment of �nancial accounting andanalysis functions
Withdraw non-pro�table products
Improve emphasis on product quality and ease of service
Rationalize and/or refocus service portfolios
Retarget products and services and manage pricing
Consolidate billing operations
Manage procurement for MRO on a national/ global basis
Rationalize/consolidate MRO vendor portfolio
Consolidate IT, telephoneand network equipment and facilities
Implement integrated applications across organizational boundaries
Rationalize IT application portfolio
Improve HR practices
Improve focus on employee retention
COO FO O GA
Improve cost savings byreducing waste, energyand water usage
CFO FO O GA
Improve sustainabilitymanagement reportingand balance sheet
Increase use of lower-cost logistics and distribution channels
CIO FO S IT
CFO FO S GA
CFO RE S GA
CFO FO O GA
COO FO O OS
Leverage IT investmentsbetter
Improve management ofcredit/loan portfolio
Improve cash �ow
Improve management ofcredit risk and paymentsacross business units
CIO FL O IT
Optimize IT infrastructurecost
CIO FO O IT
CFO FO/RE S GA
CFO FO/RE T GA
CFO RO S GA
Divest low-utilization ofIT infrastructure
Reduce total cost offacility management
COO RE T GA
CSO FL S BD
Improve projectperformance
Adressing global issuesie. climate change withsustainability management
CSO FL S BD
Improve eco-ef�ciencyinitiatives to increase costsavings
CSO FO S BD
CFO FO S BD
Improve sustainability stra-tegy based on economicpro�tability, environmentand social responsibilities
Adopt social and ethicalresponsibilities in corporatestrategy
Reduce total cost ofproject management
Maximize shareholder andcorporate value by soundeconomic sustainabilityactivities
Reduce cost adoptionssustainability managementin day-to-day businessoperations
CFO FL T GA
Strengthen enterprise-wide �nancial reportingstandards
Increase use of lower-cost production channels
Improve tax bene�ts of compensation and bene�t programs
Improve platform and portfolio strategies for products and services
Improve competitive research
Improve quality of consumer analysis
Better patent processes
Improve design and development approaches
Improve methods and tools for managing innovation performance
Pursue joint-venture, partnership and OEM arrangements
Improve integration of research & development
Better settings for innovation to �ourish
Improve management of product lifecycles
Increase emphasis on design for con�gurability/customization
Increase focus on R&D, product innovation, and product leadership
Increase utilization of modular, reusable designs
Broadened product and service offerings
More attractive products and services
Reduce research & development time through collaboration
Improved market intelligence
Optimal collaboration across the value chain
Improve design and development processes
Improve ordering and receipt processes
Improve product develop-ment performance mana-gement, methods & tools
Improve pro�tability of R&D efforts through utilization of economic development incentives
Improve product prototyping, piloting and testing processes
Improve project management
Improve utilization of product developmentchannels
Increase number and quality of product and service launches
License or acquire products and intellectual property
Improve balance betweencore and none coreactivities
Improve �exibility acrossthe value chain to matchnew demands
Improve responsiveness to customer requests and inquiries
Improve risk protection and management
Build �exible business architecture and infrastructure
Increase use of �exibleproduction facilities
Improve responsiveness across the value chain
Build �exible and scalable business infrastructures
Optimize working capital by applying �exibility in internal activities
Better balance betweenstandard and customized applications
Utilize more �exible/expandable IT systems
Flexible IT architecture and infrastructure
Increase use of �exible and expandable infra-structure
Consolidate/realign sales territories
Route low-value trans-actions to lower-cost saleschannels
Improve account manage-ment methods and tools
Improve channel manage-ment, processes and tools
Improve cross-sell and up-sell approaches/models
Improve effectiveness of cross-sell and up-sell approaches/models
Improve �eld sales and telesales processes
Improve processes for rating, qualifying and assigning leads
Improve relationship/account development processes
Improve terms with advertising channels
Improve terms with sales channels
Improve transparency of customer, product and channel pro�tability
Provide staff with better customer information
Provide staff with better market information
Improve order manage-ment methods and tools
Improve capacity/demand planning processes, skills and tools
Improve due-date reliability
Improve forecasting, planning and prioritization skill and tools
Improve pick, pack and ship processes
Improve policies and pro-cesses around material returns
Improve provisioning/installation processes
Improve routing of service requests to appropriate staff
Improve workforce planning and dispatch processes and tools
Improve sales perfor-mance management methods and tools
Provide staff with better customer and order information
Improve campaign design and management pro-cesses and tools
Improve sales forecasting and campaign execution processes and tools
Improve incentives around order management ef�ciency
Improve incentives around service ef�ciency and effectiveness
Improve credit analysis processes
Improve invoicing/billing processes
Improve services and delivery
Develop stronger customer relationships
Establish customer communities
Improve customer service
Improve responsiveness to customer complaints/feedback
Improve tracking of customer interactions
Improve understanding of current customer satisfaction
Improve understanding of customer needs
Increase emphasis on account/relationship development
Solicit and respond to customer feedback
Improve effectiveness of sales processes
Improve quality of products and services
Improve marketing strategy
Tailor marketing ap-proaches to customer segments
Develop and cultivate good will
Develop and leverage strong brand
Improve effectiveness of marketing and advertising processes
Improve brand aware-ness/elevate brand image
Improve marketing and advertising performance management methods and tools
Rationalize and/or refocus channel/media usage
Improve brand strength and good will
Optimize marketing channels
Apply brand to new and unbranded products
Improve staff incentives around marketing ef�ciency
Improve relationship management strategies for key stakeholder groups
Increase proactive pursuit of partnerships, mergers and acquisitions
Increase focus on partnership, merger andacquisition opportunities
Partner with best-in-class partners on non-differen-tiating elements
Improve quality and speed of communication with partners
Improve communication with stakeholder groups
Improve quality of infor-mation provided to stakeholders
Develop and leverage strong/unique partner relationships
Improve ability to identifyand assess partneringopportunities
Improve ability to turn strong relationships intocompetitive advantage
Improve identi�cation of stakeholder groups and establishment of priorities
Improve integration of business processes across partner networks
Improve understanding of partner strengths, weaknesses and interests
Improve value delivered to employees, partners, and other stakeholders
Increase emphasis on operational integration with partners
Improve ability to integrate merged and acquired organizations
Improve integration of IT systems across partnernetworks
Better match of trends and buying patterns
Improve tracking and recovery of indirect taxes
Improve customer service and support processes
Improve service and support performance management methods and tools
Improve utilization of customer service staff
Shorten order-to-delivery cycle time/Improve product and service availability
Improve de�nition of product and service speci�cations
Improve product and service withdrawal and retirement processes
Provide staff with better product, service and competitive information
Improve staff incentives around sales ef�ciency
Reduce business risk by aligning with changing market needs
Reliable customer intelligence
Improve identi�cation and prediction of industry and market trends
Secure use of information that is accurate and real-time
Provide greater predict-ability in performance
Improve access to infor-mation and analytical tools
Improve analytical processes and tools
Improve identi�cation of opportunities and threats
Improve cost transparency
Improve access to and distribution of perfor-mance information
Improve analysis of managerial information
Improve assessment and benchmarking of business process performance
Improve breadth, depth, quality and timeliness of business information
Improve determination of key performance metrics and targets
Improve measurement and reporting of opera-tional and �nancial performance
Improve tracking and communication of program/project progress
Increase emphasis on continuous, proactive performance management
Increase focus on key performance metrics
Drive greater �nancial predictability
CRSO RO O BD
CRSO RO O BD
COO RE T BD
COO RE S GA
COO RE T OP
Improve alignment ofprojects with program andbusiness objectives
Continuously track andmanage the realization ofproject bene�ts
Improve coordination andcommunication acrossprograms and projects
Structure programs andprojects to deliver bene�tsprogressively
Cost reduction with wastemanagement
Improve benchmarking of global effective tax rate against industry peer group
Improve identi�cation assessment and execu-tion of M&A/divesture opportunities
Improve quality and con-sistency of performance assessment methods
Improve use of balancedscorecard
Optimize investment inaccurate analytics anddecision support tools
CSO RE T GA
Provide greater predict-ability with accurate envir-onment health and safetybusiness process �ows
Identify organization's limits and weaknesses
Improve anticipation and understanding of current and potential regulation/legislation
Improve monitoring and management of risk and compliance
Improve physical security of people
Optimize compliance withenvironmental standards
Optimize compliance withindustry standards
Optimize compliance withhealth standards
Improve data and privacy protection compliance
Optimize compliance with accounting standards
Ensure tax planning activities and tax �lings comply with regulatory environment
Improve focus on internal controls and regulatory compliance
Improve monitoring and management of regulatory compliance
Improve understanding of regulatory requirements
Minimize risk by increasing expertise in selected activities and markets
Increase emphasis on risk-informed, scenario-based planning
Improve/implement internal control frame-works and policies
Improve accountability/authority of program and project resources
Improve effectiveness of governance models
Improve effectiveness of program/project governance models
Improve integration of short- and long-term business planning
Improve structuring and launch of cohesive program portfolios
Clarify governance roles and responsibilities
Improve assignment of accountability and authority
Improve incorporation of risk analysis in business planning
Increase use of ServiceOriented Architecture
Improve effectiveness of organizational structures
Build values and ethics into corporate culture
Improve alignment of customer, product, sales, service, support, and ful�llment strategies
Improve alignment of budgets and capital programs with strategic priorities
Effective and ef�cient risk management procedures
Improve protection of sensitive data and intellectual property
Improve company-wide monitoring and manage-ment of risks
Improve identi�cation and assessment of risk
Increase emphasis on risk identi�cation and management
Improve post-mergersynergy and cost reduction programs
Strengthen cross-business-unit and cross-company collaboration
Increase emphasis on quality management and benchmarking
Reduce operational risk
Continuously track and manage the realization of project bene�ts
Dynamically cancel or redirect ineffective/obsolete programs and projects
Improve alignment of projects with program and business objectives
Improve coordination and communication across programs and projects
Improve coordination of investment, �nancial and tax strategies across business units
Improve development and analysis of business cases
Improve focus of company resources on high-priority initiatives
Improve identi�cation and management of program/project risks
COO RE T OS
CRDO/COO RO O OS
Anticipate future energyand water managementcost
Improve corporate socialresponsibilities and ethicalvalue management
Improve program/project management methods and tools
Improve risk planning, mitigation and control approaches
Increase emphasis on enterprise-wide program planning and delivery
Strengthen corporate governance structures
Structure programs/projects to deliver bene�ts progressively
Align internal audit practices with business and risk objectives
Improve effectiveness of legislative/lobbying efforts
Improve monitoring and protection of assets, people, infrastructure, etc.
Increase accountability of business unit leader for tax impact of decisions
Lower debt burden
Strengthen and commu-nicate governance policies and procedures
Strengthen and commu-nicate mission, vision, values and ethics
Improve communication between the board, mana-gement, shareholders and the public
COO RE O OP
Reduce cost with predict-able greenhouse gasemissions to comply withregulation cap
COO RO T GA
Improve environmentaldisaster and recoveryprevention plan
Improve quality assurance programs
Optimize risk managementacross products andservices
Improve management of vendors/service providers
Improve security of applications, systems and data
Improve communication around improvement priorities
Improve management of organizational change in support of initiatives
Improve communication of strategic directions and priorities
Effective business continuity roadmaps
More effective damage handling roadmaps
Establish recovery andmaintenance plan
Redundancy in key parts of the operational model to ensure continuity
Improve businesscontinuity planning
Effective and ef�cient back-up systems
Ef�cient fall-back systems
Ef�cient recovery solutions
Improve performance and reliability of IT systems/platforms
Improve capacity planning processes, skills and tools
Improve coordination with business partners
Improve demand fore-casting processes, skills and tools
Improve incentives around production ef�ciency
Improve manufacturing and quality control processes
Improve production per-formance management methods and tools
Improve production scheduling and staging processes
Improve utilization of production channels/reduce downtime
Provide staff with better production information and tools
Rationalize order quantities and timing
Rationalize production quantities and timing
Shorten production cycles
Improve incentives around procurement ef�ciency
Improve materials ef�ciency of production processes
Improve materials per-formance management methods and tools
Improve product and service introduction/launch processes
Improve product concep-tion initiation processes
Provide staff with better product information and tools
Improve incentives around product development ef�ciency
Improve collaboration with vendors
Improve terms on equipment purchases
Improve terms on materials purchases
Improve terms with pro-duction service providers
Reduce procurement cycle times
COO FL O GA
Identify hidden cost onprocess level to reducewaste, production materialand energy/water usage
Better technology exploitation
COO RO O BD
COO/CRDO RO O BD
CRDO/COO RO O OS
CRDO/COO RO O BD
End-to-end product trace-ability, impact analysis,response
Decrease carbon footprintin product and service lifecycle
Improve productcompliance analysis andreporting
CRDO/COO FL T OS
CSO FO S OS
Improve environmental-friendly products andservices
De�ne business model forsustainability that incorpo-rates economics, environ-ment and social aspect
CCO/COO FO S OS
Improve sustainabilitypartnership in productlife cycle and services
COO RO O BD
Improve environmentalfootprint calculationie. carbon and waterfootprint
Improve product safetywith sustainabilitymanagement
Develop low-inventory business models
Differentiate treatment of customers/segments
Increase emphasis on designing for ef�cient materials management
Rationalize material order quantities and timing
Rationalize raw materials
Increase emphasis on designing for operationef�ciency
Align operation and ma-terial ordering schedules with distribution schedules
Better inventory control
Divest low-demand/obsolete inventory
Improve capacity/demand planning, processes, skills and tools
Improve design/structure of distribution networks
Improve incentives around inventory/distribution ef�ciency
Improve incentives around material ef�ciency
Improve inventory receipt and storage processes
Improve logistics/distribution ef�ciency
Improve logistics per-formance management methods and tools
Improve material ordering and receipt processes
Improve material per-formance management methods and tools
Improve retrieval processes
Improve routing of service requests to appropriate service channels
Improve service and support processes
Improve service perfor-mance management methods and tools
Improve transport and delivery processes/algorithms
Improve utilization of logistics service staff
Improve workforce planning dispatch and assignment of processes and tools
Increase emphasis on build-to-order
Increase utilization of standardized components
Provide staff with better product, service andcontract information
Route low-value trans-actions to lower-costservice channels
Increase emphasis on useof common components
Increase emphasis on high-turnaround products
Rationalize and/or refocus material portfolio
Improve coordination with vendors
Improve focus on higher-value vendor relationships
Improve terms on material
Improve use of national/global purchasing power
Increase use of just-in-time procurement
Improve collaboration with vendors/partners
Improve terms on leased service assets
Improve terms with logistics service providers
Increase use of vendor-managed/vendor-warehoused inventory
CHRO/CFO RE S HR
CFO RO O GA
CFO RE S GA
Improve budgetting andforecasting capabilities
Communicate HRstrategies
Improve breadth, depthand quality of �nancialinformation
Improve strategic planning processes
Improve selection, acqui-sition and contracting processes
Improve faster andsmarter decision makingprocess
Improve operational risk management processes
Improve design, development and testing processes
Improve procurement performance management methods and tools
Maintain strict control of differentiated components
Improve end-user application support
Improve establishment of and adherence to service-level targets
Improve HR performance management methods and tools
Provide staff with better HR information and tools
Improve performance assessment processes
Utilize available govern-ment and local employ-ment/training incentives
Improve program management processes
Provide staff with better managerial information and tools
Improve accounting and measurement processes
Improve asset manage-ment processes
Improve audit and com-pliance management processes
Improve breadth, depth and quality of �nancial information
Improve budgeting and forecasting capabilities
Improve business case development and analysis processes
Improve business performance reporting processes
Improve capital budgeting processes
Improve compliance management processes
Improve debt and equity management processes
Improve �nancial reporting ef�ciency
Improve �nancial risk management processes
Improve incentives around business planning ef�ciency
Improve management of indirect taxes
Improve payroll processes
Improve real estate design and development processes
Improve real estate im-provement and deploy-ment processes
Improve real estate per-formance management, methods and tools
Improve real estate selection, acquisition and contracting processes
Improve tax management processes
Improve utilization of telecom tax incentives
Increase utilization of real estate
Manage payroll tax impacts of business initiatives
COO RO O OS
CIO RO O OS
Integrate management ofeconomics, society andenvironment in dailyoperations
CHRO RO T HR
Improve employee owner-ship to harness ideas toimprove cost savingsthrough sustainability
Improve green IT costreduction initiative
Optimize utilization of available sales/use tax exemptions
Improve installation/deployment processes
Provide staff with better product and service information
Improve collaboration with vendors
CMO/COO FO T OS
Improve workplaceenvironment and corporateservices with sustainability
Improve contract mana-gement processes
Improve product procure-ment processes
Improve service procure-ment processes
Improve terms on equip-ment and supplies
Increase focus on higher-value vendor and partnerships
Utilize national/global purchasing power
Improve terms with third-party product and service providers
Improve terms with cor-porate service providers
Improve incentives around MRO procurement ef�ciency
Improve terms on pur-chased and leased assets
Improve technology and data risk management processes
Avoid expensive recovery investments
Consolidate device management information and tools
Improve/consolidate IT performance management methods and tools
Increase utilization of IT, telecom and network resources
Improve incentives around IT/network ef�ciency
Improve salary and bene�ts administration processes
Improve alignment of HR and technology strategies with business strategies
Improve account mana-gement skills of staff
Improve cross-selling/up-selling skills of staff
Improve incentives for account/relationship development
Improve staff incentives for cross-selling/up-selling
Establish process impro-vement and innovation as key competencies
Improve vendor manage-ment skills of staff
Develop and maintain better competencies
Improve incentives around asset development
Improve knowledge sharing
Improve mechanisms for collecting and implement-ing employee ideas
Improve monetary and non-monetary recognition of staff contributions
Improve training processes
Improve incentives for product development and innovation
Improve product- and service-innovation skills of staff
Build product margins/pro�tability into sales
Improve contracting and negotiation skills of pro-curement/purchasing staff
Improve skills of product development staff
Improve skills of order management and billing staff
Improve skills of produc-tion staff
Improve skills of salesand marketing staff
Implement/improve company-wide processes and tools for assessingstaff performance
CHRO FL S HR
CHRO FL T HR
CHRO FO T HR
CHRO RO T HR
CHRO RO S HR
Identify strategic HRneeds
Engage employees insustainability strategy andexecution
Manage employeeperformance
Improve employeeresourcing requirementsper unit/organization
Engage employees insustainability strategyand execution
CFO/CHRO FO/RO S HR
CHRO FO/RO T HR
Determine HR costs
Improve employeebene�ts
Improve technical and project management skills of staff
Align compensation and incentive systems with strategies, values and ethics
Align management and staff incentives with company performance
Improve ability to attract talent
Improve resource andskills performancemanagement
Build innovation and improvement into rewards and incentives
Improve employee per-formance and satisfaction evaluation
Improve executive deve-lopment, recruiting and succession planning
Improve partnership and collaboration skills of staff
Improve program/project management skills of staff
Improve recruitment and orientation processes
Improve skills of HR staff
Improve skills of inventory and distribution staff
Improve skills of service staff
Improve staff incentives around service ef�ciency
Improve talent manage-ment models and pro-grams
Increase emphasis on people/talent development
Increase use of distance/on-line learning
Manage employee churn
Improve leadership and management skills of executives
Develop, spin-off and sell new business
Re�ne credit/days-receivable strategy
Increase focus on costumer segments with loss credit/loan needs
Increase focus on credit-worthy customer segments
Differentiate credit treat-ment of customers/segments
Improve and standardize credit assessment processes
Improve collections processes
Improve management of credit/loan portfolio
Tighten credit/loan terms
Optimize management of A/R and A/P across business units
Improve cash �ow
Improve management of credit risk across business units
Leverage credit rating to lengthen payment cycles and reduce interests rates
Reduce capital require-ments through partnering
Reduce level of working capital
Increase focus on vendors with favorable payment terms
Improve assessment and benchmarking of A/P performances
Improve coordination of payments across business units
Improve management of debt portfolio
Leverage breadth of vendor relationships to lengthen payment cycles
Collaborate with customers on data synchronization
Improve data control processes and tools
Improve data harmoniza-tion processes and tools
Better data and privacy protection compliance
Collaborate with supplier on data synchronization
Better master data harmonization
Consolidate and/or re-architect data stores
Optimize master data consolidation
Build master data with fully controlledredundancy
Improve data quality
Optimize use of real-time data
Strengthen data harmo-nization and consolidation
Improve data transparency
COO FL T GA
Outsource property taxadministration activities
CSO FO T GA
CMO FL S MS
CMO FL S MS
Improve competitivedifferentiation with “green”and low-carbon products
Increase environmental-friendly products & servicesthat replace demand for non-green products & services
Enhance eco-ef�ciency,social responsibility andwell-balance sustainabilitygrowth plan
CCO FL T BD
Improve suppliertransparency on product-related emission
CCO FO S BD
Improve competitivenessthrough sustainabilitywin-win partnership
CMO FO T BD
COO RO O GA
COO FL S GA
Improve sales and serviceperformance managementmethods and tools
Adopt sustainabilitybusiness model
CMO RE T MS
CMO/COO RE T MS
CMO FL T MS
CMO FL T MS
Benchmark sustainabilitymanagement
Improve customersatisfaction withenvironmental-friendlyproducts and services
Raise internal/externalconsciousness ofsustainability management
Improve recycling andreclamation
CMO/CHRO FO S MS
CMO FO T MS
CMO FO T MS
CMO FO T MS
Improve communicationof sustainability vision,strategy, programs andactivities
Improve transparency onproduct-related emission
Increase brand value withsustainability messaging
Improve engagement insocial communitysustainability
COO/CRSO RO O OS
CSO/CFO RE T OP
COO FO T OS
COO FO T OS
Comply with local green-house gas emission capand trade systems
Comply with environmentindustry norm andstandards
Adopt practical recommen-dations from the climatechange convention
Embed sustainabilitycompliance controlsthroughout the valuechain
CFO/CHRO FO/RO T IT
CBDO FO/RO S IT
CIO FO/RO S IT
CIO RE/RO S IT
CIO RE/RO S IT
CFO FL O GA
CFO FL O IT
Improve HR measures onsystems
Build strategic intelligence
Improve standards,guidelines and principles
Improve IT architectureand align with enterprisearchitecture
Improve IT governancestandards and processesand align with processgovernance and business
Continuous improvementof sustainability manage-ment ie. measuring
Improve diagnose andevaluation process ofsustainability management
Capture new customersegments with sustain-ability products & services
CMO FO S MS
© Value Team ApS www.valueteam.biz
About the AuthorsColor Codes for ProcessesExpress Value CreationBusiness Value Tree Abbreviations used in the Code BarBusiness value – the driving force? Business value planning, identification, creation and realization, is probably one of the most common dilemmas and challenges confronted by companies today, regardless of factors such as size, revenue, indus-try, region or business model.
The Business Value tree is a powerful tool designed to accelerate the connection not only between Business Model and ones Business Processes, but between the needed link of Service Orientation, Enterprise Architecture, Value Management and Performance Management. Working with Value drivers is not rocket science and it is not difficult, but rather some-thing that can jump starts the process of focusing on the things that matter most, and then choosing practical ways to get them done. The Express value creation approach we follow to plan, create and realize value is described below:
CEO = ExecutiveCFO = FinancialCOO = OperationCMO = Marketing/SalesCIO = InformationCTO = TechnologyCSO = StrategyCCO = ChannelCPO = ProcurementCHRO = Human ResourcesCRSO = Risk & SecurityCRDO = Research & DevelopmentCBDO = Business Development
Business Model Competencies
Business Competencies, defined asbusiness areas with characteristicresources and capabilities.
GA = General AdministrationHR = Human ResourceIT = Information TechnologyBD = Business DevelopmentOS = Operations SupportOP = OperationsDI = DistributionMS = Marketing, Sales & Service
Business Model Level
Operational level characterizes the scope of decision making.
S = Strategic(about strategic decisions, overall direction and policy)
T = Tactical(about monitoring, control, managing exceptions and tactical decisions)
O = Operational(about doing the work)
Business Model Imperatives
A business accelerates value by connecting and service enabling business competencies with suppli-ers, partners and customers to focus and respond rapidly in a focused, flexible and robust manner to any opportunity or threat.
FO = FocusedRE = ResponsiveFL = FlexibleRO = Robust
Author: Prof. Dr. Mark von RosingAs the Managing Director for Value Team ApS, specialized in strategic management and market analysis, Prof. Mark von Rosing has been serving the top 5 consulting companies and many of the fortune 500 companies over the years. He is in every way an entrepreneur with a proven track record for delivering results. Worth mentioning is:
• He just received IBM’s prestigious “Growth Award 2009” for contributing as the strongest growth enabler across EMEA• The Co-developer of SAPs global Business Process Management Framework and approach• Designer and co-developer of the new SAP BPX certification program for associate and
professional• Main author of SAP Press New Business Performance Management book on Applying
real-world BPM in an SAP environment• Author of numerable publications in the area of Business Model Management, Business
Process Management, Value Management & Sustainability• Head and founder of the Global University Alliance BPM and Enterprise Architecture
curriculum program (consist of 900 Universities)• Member and co-developer of the Global TOGAF Business Architecture development
Group• Founder of the Global BPM Roundtable/User Group, which consists of over 200
companies
Mark is a Professor in Business Model Management, Business Process Management and Value Management at the Copenhagen Business School and IT University, Denmark, lecturing on both Bachelor and Masters level.
He has coached and helped numerable companies create and realize value. His developed approaches within Business Modelling, Process Management and Business Value Management, has helped hundreds of companies over the world.
Contact information:E-mail: [email protected] or Phone: +45 28 88 89 01
Strategic Processes
Customer Processes
Internal Processes
Product & Service Processes
Supplier Processes
Technology Processes
Organizational Processes
Sustainability Processes
Express Value Creation is a consultant-led approach aimed to help prioritize and align IT investments – to realize values that matter the most in reaching strategic business objectives – both short and long term. This concept has proven to be an important differentiator when planning, identifying, creating and realizing the wanted value.
With a holistic view – taking all major business and technology perspectives into consideration – Express Value Creation provides rapid execution and return on investment, enabled by a focused approach, a streamlined roadmap, and power-ful tools. This will not only build a powerful tool for value planning, identifica-tion, creation and realization in developing the ability to analyze, define, standardise, optimize or innovate ones competencies, but also the underlying processes and activities. Through this approach the company’s competencies become stronger and more difficult for competitors to understand and replicate.
A successful value creation approach requires more than just a proven methodol-ogy. A number of elements needs to be considered, concentrating on the four pillars:
1. Strategic alignment - The approach should be adapted and streamlined for the company to ensure value creation in the strategic planning workshop sessions, where a business model is built with all the different competencies (resources and capabilities) which produce internal and external values are mapped with the company’s management models, Corporate Strategic Business Objectives (SBO’s), Critical Success Factors (CSF’s), and the different value opportunities.2. Organizational alignment - Once core competencies (Differentiated and Competitive) are defined the service enablement that needs to support the differentiated and competitive competencies is identified, and Performance as well as Monitoring needs are outlined.3. Technology alignment - The efficient execution of processes in todays corporate world is largely dependent on IT systems supporting an administration, production and operating model.
Additionally, an effective and efficient approach should use an optimal mix of technology to support each phase.4. Processes alignment - Define process activities with static and dynamic simulation and optimization (define KPI’s and PPI’s) and apply your IT’s composite application process characteristics (including service definition) as well as define monitoring and measurements.
The mentioned alignment always relies on effective and efficient integration of organization, technology and processes, but many organizations do not have a clear link between the four key pillars. An organization’s strategy may be gaining a competitive advantage, innovation, growth, acquisitions, differentiation, increasing profitability, or gaining market share, meanwhile all of these strate-gies require suitable business competencies that are embedded in adequate orga-nizational structures and aligned with the processes and supported by people and technology.
In this unique approach you will not have to start from scratch. We provide models and frameworks – you just have to adjust them to your needs. This is attractive for you - the participating executive – because it:
• rapidly leads to new Business Model insight and results• is easy to work with• stimulates innovation• has the potential to expand your mindset of how business and IT strategy tasks can be performed
Express Value Creation is designed to address key decision makers like CEO’s, CFO’s, COO’s, CIO’s, CMO’s and CHRO’s. For each role the angle varies and so does the view upon the challenges the company faces.
However, there is a strong need by all C-level executives to better understand what IT investments to prioritize in order to realize the most value to their business. A major trend is to shift funding from non-strategic competencies to strategic competencies in order to drive value realization and growth.
Contributor: Ann RosenbergAs a Global Business Process Management Lead at SAP, Ann Rosenberg is responsible for the Busi-ness Process Management, Business Architecture, Enterprise Architecture, SAP implementation and Value Management methodology/governance frameworks which are offered and used in the SAP community globally. She has designed the SAP BPX certification program for associates and professionals which is being taught globally to the SAP Community, and she is the head and founder of the SAP Global University Alliance BPM and Enterprise Architecture curriculum which are being rolled out to 900 universities globally.
Ann Rosenberg is Vice Chairman of the Open Group Business Architect Group and external lecturer in Business Process Management at the IT University of Copenhagen, and lecturing assistant at Copenhagen Business School.
Ann Rosenberg has published the book “Business Process Management – The SAP Roadmap” and will in July 2010 publish the book “Real World BPM in an SAP Environment”.
Author: Henrik von ScheelWith more than 15 years experience in leading the transformation of the businesses, strategies, processes and technologies of numerous Fortune 500 companies and recognised for his proven track record of profitable growth and ability to adopt to constant changing environment by devel-oping, implementing strategies and organizational changes needed to penetrate mature and emerg-ing markets.
Henrik is co-author of SAP Press New Business Performance Management book: Applying real-world BPM in an SAP environment as well as the book: Strategies of the future. He is a guest lecturer at the Copenhagen Business School on Performance and Value Management.
Henrik is currently the Vice President of IBM Software Group for NorthEast Europe and serves as Board of Director at Qosmos SA, Collax GmbH, SIRIUS advisor and WebiCoNet Holding GmbH.
Contact information:E-mail: [email protected] or Phone: +45 28 80 92 81
BusinessValue
Res
pons
ive
Org
aniz
atio
n
Robust
Technology
Focused
Strategy
Flexible
Process
Busines
s
Govern
ance
IT Gove
rnan
ce
Business
Architecture
Business
Performance
ValueRealization
ValueCreation
ValuePlanning
CreateGovernance Model
CreateTransformation
Roadmap
CreatePerformance Metrics
Identify & PrioritizeValue Drivers
IdentifyBusiness Issues /
Pain Points
Understand‘To-Be’
Competencies
Analyze‘As-Is’
Competencies
Create OperationalBusiness Model
Create StrategicBusiness Model
IdentifyValue Opportunities
Assess:1. Core Competitive
2. Core Differentiated3. Non CoreUnderstand
BusinessModel
AnalyzeStrategy
Bus
ines
s M
odel
Per
form
ance
GET
Bus
ines
s M
odel
Val
ue
DO
Bus
ines
s M
odel
SEE
131211
10
9
8
7
6
5
43
2
1
ProductMaintenance
Content
ProductDeployment
IntellectualProperty
ProductionSetup
Research
Product Design
R&D Planning
Packaging
Refining
ProductAssembly
InboundInventory
ProductManufacture
OperationsProcurement
ComponentManufacture
OperationsPlanning
Costing
Finished GoodsInventory
Distribution
Import & Export
Transportation
OrderFulfillment
Scheduling
DistributionPlanning
Servicing
CustomerAcquisition
CustomerAccount
BrandManagement
Channels
Market Analysis
Selling
SegmentationPlanning
TravelManagement
Accounting
FacilityManagement
Finance
ProjectManagement
InformationAnalysis
Legal &Regulatory
Affairs
StrategicPlanning
Payroll
Education
Compensation
PerformanceEvaluation
Benefits
Administration
Recruitment
OrganizationalPlanning
Support &Relationship
Development
ServiceDelivery
InformationManagement
Risk andCompliance
IT BusinessManagement
Deployment
IT Planning
DataManagement
Equipment &Plant
Safety &Security
Sourcing &Procurement
Environment &Health
Quality
Assets
OperationsSupport Planning
OperationsSupport
InformationTechnology
HumanResource
ManagementGeneral
Administration
Business Administration
Marketing, Salesand ServiceDistributionOperationsBusiness
Development
Business Operations
SUPPORT ACTIVITIES PRIMARY ACTIVITIES
New Processes
BusinessValue
Business
Governance
IT Govern
ance
Business
Architecture
Business
Performance
Focused
Strategy
Org
anis
atio
n
Resp
onsi
ve
Technology
Robust
Process
Flexible
