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October 26 th 2010 Information Strategy: Updating the IT Strategy for Information, Insights and Governance BroadView Consultants

Information Strategy: Updating the IT Strategy for Information, Insights and Governance

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Page 1: Information Strategy: Updating the IT Strategy for Information, Insights and Governance

October 26th 2010

Information Strategy: Updating

the IT Strategy for Information,

Insights and Governance

BroadView

Consultants

Page 2: Information Strategy: Updating the IT Strategy for Information, Insights and Governance

BroadView

Consultants Copyright © 2010 BroadView Consultants Inc.

Who We Are

• BroadView Consultants Inc.

– Mission: Creating and Harvesting Business Value

of Information & Technology

– CIO Agenda: Business Enablement through IT;

CIO Issues

– Strategic enterprise IT plans Governance

Business cases IT cost optimization

Application portfolio rationalization

2

BroadView

Consultants

Jamal S. Shah

Managing Director

Tel: +1.647.293.9904

Email: [email protected]

www.broadviewconsultants.com

Presenter

Presenter

Page 3: Information Strategy: Updating the IT Strategy for Information, Insights and Governance

BroadView

Consultants Copyright © 2010 BroadView Consultants Inc.

Selected past clients have included....

4

Selected Past Clients

Page 4: Information Strategy: Updating the IT Strategy for Information, Insights and Governance

BroadView

Consultants Copyright © 2010 BroadView Consultants Inc.

Today’s Topics

– Information & Technology Strategy

• Why update/build your IT strategy?

• What to consider

• Where to start

• Pitfalls and Challenges

– Case Study

Agenda

5

Page 5: Information Strategy: Updating the IT Strategy for Information, Insights and Governance

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Consultants Copyright © 2010 BroadView Consultants Inc.

The world is generating more data, in more forms,

from more sources than ever before

6

More

Variety

• 988 exabytes of digital information will exist in 2010

• 15 petabytes of new data is being generated every day

• 80% of new data growth is unstructured content:

email, documents, images, video and audio

• Unstructured data doubles every three months

• Automated transfer of instrumented data

• Smart meters, utilities, parking, traffic transponders

• Medical devices, operational instruments, telemetry,

sensors, mobile devices

An Explosion of Data

More

Sources

More

Data

Page 6: Information Strategy: Updating the IT Strategy for Information, Insights and Governance

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Consultants Copyright © 2010 BroadView Consultants Inc.

This growth is exponential

7

Source: IDC, 2009

An Explosion of Data

Page 7: Information Strategy: Updating the IT Strategy for Information, Insights and Governance

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Business is demanding better access, quality and

insights from that data

• 77% of executives say they do not have real-time

information to make key business decisions

• 79% rely on personal intuition more than facts and

analysis

8

Blind

Spots

Accuracy

Reliability

• Only 14% of all organizations estimate that they have

completely accurate data

• 73% of organizations recognize that bad data quality

significantly affects their bottom line

Business leaders want to use information to

make proactive decisions before an event occurs

– rather than have to react to it

An Explosion of Data

Page 8: Information Strategy: Updating the IT Strategy for Information, Insights and Governance

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Executives are looking for top line growth and deeper

insights as a competitive differentiator

9

Source: Breakaway Survey , August 2009. Question 2 –“What are the main business objectives of your enterprise over the next

two years? Please select up to two.” Chart shows percent of organizations selecting the objective

10%

12%

33%

41%

71%

Operating enablement

Improved risk management andregulatory compliance

Cost takeout and efficiency

Competitive differentiation suchas innovation and deeper insight

Revenue protection and growth

Main Objectives Over Next Two years

An Explosion of Data

Page 9: Information Strategy: Updating the IT Strategy for Information, Insights and Governance

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High performing organizations have demonstrated the

value of insights from the large quantities of data

10

Organization Distinctive

Capability

Value Delivered

Best Buy Customer

Centricity

Increased customer retention, revenue and

profitability. 45% increase in revenue 2004 –

2007. (85% profit increase in 1Q05)

Harrah’s Casinos Customer and

Loyalty Service

Increased market share from 36% to 43%

between 1998 to 2004

Netflix Customer

Preferences

Analytics

Revenue increase from $5million in 1999 to

$1.7billion in 2009

Marriott Hotels Revenue

Management

Actual revenue as percent of optimal rates

increased from 83% to 91%

Blue Mountain

Resort

Supply Chain and

Yield

Management

1,822% ROI by eliminating excess inventory,

improved reporting, more strategic pricing

decisions

An Explosion of Data

Page 10: Information Strategy: Updating the IT Strategy for Information, Insights and Governance

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Have you come across this situation?

11

An Explosion of Data

Page 11: Information Strategy: Updating the IT Strategy for Information, Insights and Governance

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Challenges in managing data and information are

increasing

• Information silos detracting from ability to build insights

and full picture of customer situation

• Business historically reluctant to address data

management issues

• Need to improve management of multi-channel customer

communications

• Increasing competitive need to obtain knowledge and

insights from the vast amounts of data – in “real time”

12

Business Data Issues

Page 12: Information Strategy: Updating the IT Strategy for Information, Insights and Governance

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Emerging technology capabilities are enabling a

rethink of how to evaluate, provision, support ,

manage, and govern data, information and content

13

Emerging Technology Capabilities

Cloud

Computing

Web 2.0

Technology-

Native

Workforce

Information-

as-a-Service

Ubiquitous

Broadband

Service

Oriented

Architecture

Social

Computing

Software-as-a-

Service

ETL

Acceleration

Approaches

Agile Methods

Business

Intelligence

BI-as-a

Service

Crowd-

Sourcing

XBRL

Page 13: Information Strategy: Updating the IT Strategy for Information, Insights and Governance

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These convergent trends are driving urgency to update

IT strategies at organizations to take account of

information and insights

• Urgent need for eDiscovery and retention

management policies

• Approaching a “tipping point” with our ability to

collect, store and analyze the vast amounts of data in

traditional ways

• Executive leadership is beginning to see the value

and potential in exploiting the (currently siloed) data

• Organizations have an opportunity to update their IT

strategies to take advantage of convergence to build

business insights14

Summary

Page 14: Information Strategy: Updating the IT Strategy for Information, Insights and Governance

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A sound strategy is critical for prioritizing and

communicating information and technology investments

• Facilitate a “value” dialogue between Business and IT

• Visualize how business can be done differently

• Line of sight from business objectives to investment

projects

• Framework for making business and IT trade-off

decisions to meet the business needs

• “Town Plan” (Architecture)

• Investment roadmap

• Believable business case with accountability

15

What is the Purpose of a Strategy?

Page 15: Information Strategy: Updating the IT Strategy for Information, Insights and Governance

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Traditionally, an IT strategy is built around the three

key areas of process, people and technology

Technology

Strategy Components - Traditional

Process

• Typically:

• Focus was on optimizing processes

• Data and information are assets to

be transferred or shared by

applications

• Technologies often not well

integrated

• Governance addressed separately

in IT

• Business Process:

“Activities or tasks that produce a

specific service or product for

customers” - Wikipedia

Traditional IT Strategy

People

IT Strategy

Page 16: Information Strategy: Updating the IT Strategy for Information, Insights and Governance

BroadView

Consultants Copyright © 2010 BroadView Consultants Inc.

However, a business capability based approach

encompassing information, insights, and governance in

a single model enables a more useful view

Strategy Components

Governance

Information AND Technology Strategy

Information

& Insights

Technology &

Architecture

PeopleBusiness

Capabilities

• Business Capability:

• “The ability to execute a

specified course of action” -

Wikipedia

• “Resources an enterprise

uses to create outcomes and

bring products and services

to the market”

• Includes business processes

• Organizationally generic

capabilities that cross functions

• Can be decomposed

Page 17: Information Strategy: Updating the IT Strategy for Information, Insights and Governance

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Organizations need to adopt new ways to improve

speed to insight and speed to delivery in managing

and analysing the vast amounts of data

18

Source: Adapted from Business Analytics and Optimization for the Intelligent Enterprise, April 2009.

Traditional Approach

Instinct and Intuition

Corrective

Years, months, weeks

Human intuition

Decision support

Efficient

Emerging Approach

Fact-driven

Directive

Hours, minutes, seconds

Applied semantics

Action support

Optimized

Business Capability

Page 18: Information Strategy: Updating the IT Strategy for Information, Insights and Governance

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Consultants Copyright © 2010 BroadView Consultants Inc.

Business capabilities should focus on cross-

functional, organization-wide use of knowledge for

decision making

• Business capabilities supported by data and analysis to enable fast,

value-based, near-real time decisions

– Information at point of need and in a form to enable decision

• Identification of few distinctive capabilities where analytics and

insights will provide competitive advantage

• Embed the process of Analytics (insight generation, validation and

value realization) as a capability across the organization

• Emphasize end-to-end process and insight thinking

19

Best Practices: Business Capability

Page 19: Information Strategy: Updating the IT Strategy for Information, Insights and Governance

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Information, Insight and decision capabilities need

to be foremost in building the business capabilities• Information to move from “what happened?” to “what is happening?”

and “what will happen?”

– Enable decisions on “what should we do?”

• Identify new opportunities for combining data across functions and

building insights

– All data are not created equal . . . look beyond traditional sources of

data

– Leverage external data and embed in business processes

• Drive data integration across the organization

– Focus on data quality

• Information overload impedes decision making – organize data to make

it consumable by role and context

20

Best Practices: Information & Insights

Page 20: Information Strategy: Updating the IT Strategy for Information, Insights and Governance

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Architecture and technologies need to drive

organization-wide capabilities and standards

• Business Analytics as a core competency of all

organizations

• Emphasis on “information reporting” and Business

intelligence

• Analytic tools to the right people to enable speed,

consistency and quality of insights

• Data and Technology Architecture

– Data and technology standards

– Master Data Management

• Manage data lineage

21

Best Practices: Technology &

Architecture

Page 21: Information Strategy: Updating the IT Strategy for Information, Insights and Governance

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All levels within the organization need to be

supported for decision enablement

• Technology native workforce

• Decision making at point of action

– Ability, data and tools at lowest levels to make

appropriate decisions

• More analytical, skill-based orientation at all levels

• Organizational centre of gravity to help drive uptake of analytics and insights for decisions

• Encourage cross-functional thinking on sharing of information

• Mindset: some information is a business asset – and needs to be treated as such

22

Best Practices: People

Page 22: Information Strategy: Updating the IT Strategy for Information, Insights and Governance

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Governance enables and supports organization-wide

insight capabilities, compliance and risk management

• Information governance is NOT optional

• Business led (cross functional) and IT enabled

• Prioritize the information and governance across levels /

departments

– Start by targeting only most important data & information

– Business ownership of most important data

• Key Roles: Executive Sponsor, Program Driver, Business

Stewards, IT Stewards

• Business drivers (risk, compliance, etc) to help build a business

case for information governance

23

Best Practices: Governance

Page 23: Information Strategy: Updating the IT Strategy for Information, Insights and Governance

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So, now we know what to do ...

24

Where do we start?

Where to Start

Page 24: Information Strategy: Updating the IT Strategy for Information, Insights and Governance

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Start by first assessing the status of current capabilities

and gaps - particularly information and insights - and

build a strong business case

• Assess current ability and gaps to support required

Business capabilities:

– Information / knowledge, governance, resources,

processes, technologies

25

Where to Start

Baseline

Capabilities &

Opportunities

Build

Quantified

Business

Case

Establish

Flexible

Information

Platform

• Quantified business case; accountabilities; line of sight

• Focus on highest impact business capabilities

– Risk, revenue / profit

• Think “big”, start “small”, grow “fast” approach

• Prioritize investments, demonstrate value quickly

• Approach with consolidation in mind – “many to one”

Page 25: Information Strategy: Updating the IT Strategy for Information, Insights and Governance

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Several key risks and challenges should be addressed

early in an Information Strategy initiative

26

Pitfalls & Challenges Recommendations

Lack of Business

involvement / sponsorship

• Business buy-in and involvement is critical

• Define Executive Sponsors and Information

Stewards early - use as evangelists

Lack of business case /

ambiguity of RoI

• Quantitative and qualitative

• Risk / compliance and profit opportunities

• Line of sight from business objectives to

investment projects

Unrealistic scoping • Remember: not all data is created equal

• Focus on distinctive business capability

• Start information initiatives small and then grow

• Possibly fund as part of other major initiatives

Cross enterprise

complexity

• Prioritize information, insights and governance

across levels and departments

Pitfalls and Challenges

Page 26: Information Strategy: Updating the IT Strategy for Information, Insights and Governance

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Case Study 1

• Engineering and manufacturing

• Business Unit of a multi-billion dollar Group

• Created IT Strategy before, but lacked Business buy-in

• Needed to update IT Strategy to:

– Provide line of sight from Business objectives to

investment programs

– Respond to competitive pressures

– Leverage data, information, and knowledge across

Group

28

Page 27: Information Strategy: Updating the IT Strategy for Information, Insights and Governance

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Client’s Vision and Mission are driven down to

specific Corporate Strategies and Success Factors

Being the #1 growth partner of choice

in engineering solutions for leading

companies worldwide

Revenue > 6%

Vision

Mission

Strategic

Objectives

Success

Factors

Hold baseline

and reposition

for growth

Increase size /

quality of

[Client]

development

pool

Pursue KI

solutions &

cross-SBU

developments

M & A

Stay customer

focused & simplify

processes to focus

30% more time on

growth /

customers

Customer

Insight and

Segmentation

Opportunity

Identification

& Channel

Optimization

Grow Top Line

Increase size /

quality of new

products &

applications

portfolio and

markets

Leverage

new

business

models

Reduce

working

capital and

inventories

Monitor

and

leverage

market

intelligence

Increase

customer

face time

Increase staff

productivity /

administrative

efficiency

30

Case Study

Page 28: Information Strategy: Updating the IT Strategy for Information, Insights and Governance

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Business capabilities are described to be

organization-wide and not based on functional groups

Develop New Products and

Services

Fulfill Demand

Plan and Manage the Enterprise

Generate Demand

Plan and

Manage

Marketing &

Sales

Sell Products

and Services

Develop

Applications

Support

Marketing and

Sales Activities

Market

Products and

Services

Produce

Products

Plan &

Control

Material

Movement

Manage

Transport-

ation

Control

Production

Quality

Develop

Manufacturing

Strategies and

Plan

Manage

Distribution

Network

Receive

Inbound

Shipments

Manage

Warehousing

Store

Material

Prepare

Material for

Shipment

Plan

Procurement

Acquire and

Purchase

Material

Budget

Process

Transactions

Manage

Accounting

Transactions

Reporting

Plan HR

StrategyHire

Train &

DevelopRetain

Financ

e

Human Resources

Manufac’g Supply Chain & Sourcing

Define/

Develop

Research

Concept

Produce Lab

Scale

Customer

Samples

Develop

Manufacturing

Process and

Prototype

Provide R&D

Evaluation

Scale-up and

Qualify

Manufacturing

Process

Assess R&D

Opportunities

Research

Business

Opportunities

Set,

Communicate

& Control

Business

Targets

Set

Communications

& Control

Policies

Manage

Organization

Structure

Direct the Business

Case Study

Page 29: Information Strategy: Updating the IT Strategy for Information, Insights and Governance

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Capability Gaps – Impact on Achievement of Business Strategies

Business capability gaps that risk achievement of the

business strategies are identified

Develop New Products and

Services

Fulfill Demand

Plan and Manage the Enterprise

Generate Demand

Plan and

Manage

Marketing &

Sales

Sell Products

and Services

Develop

Applications

Support

Marketing and

Sales Activities

Market

Products and

Services

Produce

Products

Plan &

Control

Material

Movement

Manage

Transport-

ation

Control

Production

Quality

Develop

Manufacturing

Strategies and

Plan

Manage

Distribution

Network

Receive

Inbound

Shipments

Manage

Warehousing

Store

Material

Prepare

Material for

Shipment

Plan

Procurement

Acquire and

Purchase

Material

Budget

Process

Transactions

Manage

Accounting

Transactions

Reporting

Plan HR

StrategyHire

Train &

DevelopRetain

Finance Human Resources

Limited or No

Adverse Impact

Strategic Capability

Attainment Somewhat

Impacted

Business Strategy Attainment

Significantly Impacted

Strategic Capability

Attainment at Risk

Unlikely to Attain Strategic

Capability Goal

Manufacturin

gSupply Chain & Sourcing

Define/

Develop

Research

Concept

Produce Lab

Scale

Customer

Samples

Develop

Manufacturing

Process and

Prototype

Provide R&D

Evaluation

Scale-up and

Qualify

Manufacturing

Process

Assess R&D

Opportunities

Research

Business

Opportunities

Set,

Communicate

& Control

Business

Targets

Set

Communications

& Control

Policies

Manage

Organization

Structure

Direct the Business

32

Case Study

Page 30: Information Strategy: Updating the IT Strategy for Information, Insights and Governance

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Strategic Objectives Business Enablement

• Globally integrated view of customer

• Knowledge of market development targets

• Knowledge of value-added offerings

• Identification of new product opportunities

• Innovative compounding strategies

• Integrated transactional system

• High delivery reliability and reduced transaction costs

• Accessible maintenance, uptime and process metrics

• Integrated account management processes

• Business readiness to support M&A

• Develop new knowledge-based business designs

• Data normalization, integration and availability

• Knowledge management and eLearning

• Support for a CRM capability

• eBusiness-ready infrastructure

• SAP availability and support

• Collaborative product design

• Technology to support experiments

• IT Governance processes and structure

• Application and technology consolidation and standardization

I&T Capabilities

Investment programs have a clear “line of sight” to

the organization’s strategic objectives.Investment Programs

33

Case Study

• Grow Top Line

• Hold baseline and reposition for growth

• Increase size / quality of [Client] development pool

• Pursue KI solutions & cross-SBU developments

• M & A

• Stay customer focused & simplify processes to focus 30% more time on growth / customers

• Stabilize SAP

• Higher Innovation and Speed to Market

• Top-line Growth Through Deeper Insights

• Supply Chain Efficiency Optimization

• Exploiting eBusinessCapabilities

• Extracting Value From SAP

• Creating a Solid Foundation

Page 31: Information Strategy: Updating the IT Strategy for Information, Insights and Governance

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The capabilities enable faster and broader information

collection, analysis, insights and decisions

Cost-to-

Serve

Analysis and

Channel

maps drive

how each

customer

segment will

be served

Plans and

priorities

driven by

channel

strategy

Customer

interface

infrastructure

Integrated

data about

customer

interactions

Templates

and

automated

tools /

PDAs to

enable ease

in access

and

submission

of customer

interaction

data

Sales &

Marketing

Analytics

Personal

Contact

Web/

emailTelephone Fax / mail

Customer

Systems

B2B

Systems

Customer / Account Information External

Information

Customer

Product /

Service

Technical

Information

Single / Integrated Customer Information Database

Data Mining & Analytics

Planning &

Reporting

Dashboard

Transaction Systems

Segment:

Relationship

Segment: New

& Emerging

Segment:

Innovation

Dial [Client]

First

Self-Serve /

plastics.[Client].com

Transaction Systems

/ Enterprise

Applications

Distirbutior

Account

Information

Sales

Activity

Quotes /

Contracts

Development

HistoryLeads Work Rules

Segmentation, Routing and Lead Management

Sales Force

(Development

Reps., Sales Reps.)

Segment:

Price

Lead Channelling System

Service

Activity

34

Case Study

Personal

Contact

(CSRs)

Page 32: Information Strategy: Updating the IT Strategy for Information, Insights and Governance

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The “Town Plan” helps to easily communicate how

various components will fit to support the Business

System

Category

Knowledge Management

Transaction

Reporting

Planning

Decision

Support

Mfg S&M R&DFinanceBus Plan

Manage

Business

SAP

APO

Bolt-on

Financial

Systems

S A P

SAP BW

STC FacilitiesHRLogistics

& RTP Info Mgmt

Approved Point

Solutions

Approved

Point

Solutions

Corporate reference systems

eC

om

me

rce

CR

M A

pp

lic

ati

on

Su

ite

Emerging Knowledge Management applicationsSharePoint,

Domino.docP

lan

t M

an

ufa

ctu

rin

g &

La

b

Sys

tem

s

35

Case Study

Page 33: Information Strategy: Updating the IT Strategy for Information, Insights and Governance

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System

Category

Knowledge

management

Decision

support

Planning

Reporting

Transaction

Business

planning

•SAP APO

•SAP BW

•SAP APO

•Collaborative

planning

•Knowledge Bases

•SAP

•IXOS

•UpBase

•ACSIS

•IP21

•LabStation

•SAP

•ACSIS

•IP21

•LabStation

•SAP BW

•SAP

•MIMI

Manufacturing

•e-Learning

•TRAQS/Prism

•Domino.doc

•Collaboration

Logistics

•SAP

•Transoval

•IXOS

•SAP

•DURAMS

•Transoval

•Contract

warehouse systems

•SAP BW

•Transoval

•SAP BW

•Transoval

•Collaborative

scheduling

•SAP

•Ariba

•IXOS

•SAP

•Ariba

•SAP BW

•SAP

Requisiti

on to Pay

•Collaborative

planning

Sales to Cash

Sales &

Marketing

•eLearning

•Collaboration

•Community

•SAP

•SAP BW

•SAP

•IXOS

•SAP

•DuPont Direct

•Omnexus

•Vendor Managed

Inventory (VMI)

•ERP Linking

•MSDS-Internet

•E-Certs

•eLearning

•Cybrant

•Knowledge Bases

•Collaboration

•CRM Application

suite

•SAP BW

•CRM Application

suite

•CRM Application

suite

•IXOS

•Product Catalogue

•Product Catalogue

•CRM Application

suite

•SAP APO

•SAP APO

36

This is supported by the Application Portfolio details

Case Study

Page 34: Information Strategy: Updating the IT Strategy for Information, Insights and Governance

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• Data and knowledge items will have one master source to ensure global

consistency, reporting accuracy, and to minimize cost (“single source of

data”).

• Appropriate data will be centralized to support decision making across

teams, sites, businesses, SBUs and functions.

• When necessary to replicate data geographically for system and user

performance the data will come from the one master source and be

managed to ensure its integrity.

• Corporate data elements and Corporate data management standards and

rules will be used where they are available. This will ensure the maximum

consistency of data within the business and across SBUs.

• Every data item will have an identified owner with responsibility to enforce

data management standards, principles and processes.

Data Principles

37

Case Study

Sample

Page 35: Information Strategy: Updating the IT Strategy for Information, Insights and Governance

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IT-enabled programs, each consisting of multiple

projects to build the capability

A. Stabilize SAP

C. Top-Line Growth Through

Deeper Insights

B. Higher Innovation and Speed to

Market

D. Supply Chain Optimization

(Logistics & Manufacturing)

F. Extracting Value from SAP

E. Exploiting eBusiness Capabilities• Employee Portal / Self-serve

capabilities

• Roadmap for leveraging eChannel-

enabled collaboration capabilities

G. Creating a Solid Foundation IT Organization

• IT Leadership Time on Growth

• Reduce Costs of IT (incl. explore offshore)

• IT & Data Architecture and Standards

• Evaluation of New Technology Trends

• eSourcing

Human Resources

• Timekeeping at sites

Sourcing

• eSourcing

• Plant Maint.

System

Finance

• Standardize

Outlook and PO

Data collection

and reporting

Manufacturing

• Manufacturing Applications

and Infrastructure

Rationalization

• Plant Maintenance

Top-line Growth Operating Margin improvement G&A Rationalization

• Opportunity Assessment

Leveraging Technology for Speed

to Market

• Integrate LIMS

• Customer Requirements / Gaps

Information Database

• Customer Segmentation and

Channel Management

• Customer Information Mgmt

• Lead Management

• Sales Force Effectiveness /

Automation

• Demand Forecasting and Statistical

Analysis

• Reporting and Drill-down Dashboard

• Rationalization of Logistics Network

• Achieve Original Business Case Benefits

• Address Additional Untapped Functionality /

Value

• Extend Integration Benefit of SAP

Across Value Chain

• Asia-Pacific Implementation

38

Case Study

Page 36: Information Strategy: Updating the IT Strategy for Information, Insights and Governance

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IT-Enabled Programs

C. Top-line Growth Through Deeper Insights

A. Stabilize SAP

Grow

Topline

The IT-enabled programs support achievement of

the business strategiesStay

Customer

Focused /

30% More

Time

D. Supply Chain Efficiency Optimization

E. Exploiting eBusiness Capabilities

G. Creating a Solid Foundation

F. Extracting Value From SAP

B. Higher Innovation and Speed to Market

Increase

Development

Pool

Hold

Baseline

Pursue KI

Solutions

Pursue &

Complete

M&A

c

c

c

Direct Impact In-direct Impact

39

Case Study

Page 37: Information Strategy: Updating the IT Strategy for Information, Insights and Governance

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An assessment of Business Impact and Urgency

helps to prioritize the projects

Relative Prioritization Assessment

Degree of

Business

Impact

(Value)

Fully supports

Achievement of

Business Strategies

Limited Support for

Achievement of

Business Strategies

HighLimited

AD

F G

B

C

E

I

L

J

H

K

Q

N

R

M

O

S P

TU

V

W

X

Y

Urgency

ZPlan and Implement

Re-evaluate Urgency or

Reconfigure Project

Address Quickly

Question Need

Case Study

Page 38: Information Strategy: Updating the IT Strategy for Information, Insights and Governance

BroadView

Consultants Copyright © 2010 BroadView Consultants Inc.

Ten capability building projects have been

identified for pursuit during the next 18 months.

A

D

F

Discovery Effort: Leveraging Technology for Speed to Market

G

R

V

M

C

Lead Management

Leveraging eChannels for Collaboration

SAP – Asia-Pacific Implementation

IT Leadership Time on Growth

Customer Requirements/Gaps Information DB

Customer Segmentation & Channel

Management

Sales Force Effectiveness/Automation

E Customer Information Management

Z Stabilize SAP

41

Case Study

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Consultants Copyright © 2010 BroadView Consultants Inc.

Summary of Workstream Benefits

Project

Indicative

BenefitsIndicative

Investment* Duration*

High-level benefits from each project have been estimated along

with investments and high level project plans

A

D

F

Discovery Effort: Leveraging

Technology for Speed to Market

G

R

V

M

C

Lead Management

Leveraging eChannels for

Collaboration

SAP – Asia-Pacific Implementation

IT Leadership Time on Growth

Customer Requirements/Gaps

Information DB

Customer Segmentation &

Channel Management

Sales Force Effectiveness /

Automation

E Customer Information

Management

42

Case Study

Page 40: Information Strategy: Updating the IT Strategy for Information, Insights and Governance

BroadView

Consultants Copyright © 2010 BroadView Consultants Inc.

Sequencing of projects is crucial to drive maximum

value and success

43

Value

Delivered

Sequencing and Timeframe

• Precision Pricing

• Customer Profitability

• Customer Mix

• Customer Segmentation

• Channel Strategy

• Customer Contact Transformation

• Order Fulfillment/ Differentiated Services

• Performance Measurement

• Data Mining

• Sales Force Effectiveness

• Prospect to Order

Illustrative

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ProgramsQ2 Q3 Q4 Q6 Q7Q1 Q5 Q8

The programs are estimated to cover ….Program Dependency and Gantt Chart

A

D

F

Discovery Effort: Leveraging

Technology for Speed to Market

G

R

V

M

C

Lead Management

Leveraging eChannels for

Collaboration

SAP – Asia-Pacific Implementation

IT Leadership Time on Growth

Customer Requirements/Gaps

Information DB

Customer Segmentation &

Channel Management

Sales Force Effectiveness /

Automation

E Customer Information

Management

Z Stabilize SAP

44

Case Study

Page 42: Information Strategy: Updating the IT Strategy for Information, Insights and Governance

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Consultants Copyright © 2010 BroadView Consultants Inc.

Final Thoughts

45

“It is not the strongest of the species that survives,

nor the most intelligent, but rather the one most

responsive to change”Charles Darwin

“An organisation's ability to learn, and translate that

learning into action rapidly, is the ultimate

competitive advantage”Jack Welch

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Consultants Copyright © 2010 BroadView Consultants Inc.

Thank you for your participation

Questions?

46

Page 44: Information Strategy: Updating the IT Strategy for Information, Insights and Governance

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Consultants Copyright © 2010 BroadView Consultants Inc.

Contact Information

Jamal S. Shah

Managing Director

BroadView Consultants Inc.

Tel: +1.647.293.9904

www.broadviewconsultants.com

47