Transcript
PRESENTED BY Claudio reyes
Created: 2014-09-01
Value based strategy
Agenda
• Background• Tools and Samples
Agenda
• Background• Tools and Samples
Client trends in the application landscape*
One CompanyAdapt to major business changeAdapt the application to mergers & acquisitions
Application SynergiesApplication consolidation and common ways of working
Budget cutsCost efficiency through application rationalization
*= Gartner 2014 clients trends in the application landscape
Typical symptomatic pain points based on client trends
Categories Typical Pain Points (not exhausting)
Time
Cost
Risk
Multiple applications to access one process flow (e.g. invoices, checks, memos, etc.) – difficult to use (jumping screens).Demands for rapid application change i.e. R&D, information/clams processing, etc. – not being meet.
Multiple, disparate technologies – no overall control.
Applications requires integration with other applications – it is not working.
Uncertain if our regulatory needs are meet - we do not know why?
Operations in a regulated environment - is not working
Value based strategy approach
Assessment
BenefitsBenefits
CostCost
Financial Metrics
& RoadmapSolutions
Improves What for Whom?
How is the environment improved?What technology is used?
What are the benefits?What are the costs?
What is the ROI?What is the way forwards?
Agenda
• Background• Tools and Samples
Guide the client through the value strategy (8 weeks engagement)
Application Impact diagnostic
• The Application Impact Diagnostic (AID tool) is an interdisciplinary, iterative approach to facilitate successful realization of IT enabled solutions
• It focuses on understanding and transforming business targets and needs early in the development
• The impact matrixes serve to link the importance of the relationships between the different levels
X XX
X X
XX
X
XX X
X
etc...
X
X
X
X
X
X
X
etc...
Reduce lead time in product development project
Reduce customer entry cost to higher value segment
Business Targets
Exactly meet customer specification
etc...
1
Drivers
•P
hysi
cal t
o vi
rtua
l pr
otot
ypin
g
•P
rodu
ct c
ost
man
agem
ent
•V
aria
nt
man
agem
ent
•D
eliv
ery
prec
isio
n (t
ime,
con
tent
, qu
ality
)
2
PD
OTD
Business processes
• Product Planning
• Product Development
• Product Launch
• Manufacturing
• Delivery Process
3
Functions
•D
MU
Rev
iew
to
ol
•P
rod.
cos
t ca
lc.
tool
•P
LM W
ork-
flow
en
gine
4
• Engineering Change (Enovia)
• Product View (PTC)
• PCCT (In-house Volvo)
Realization (specifications)5
Fict
ious
exa
mpl
es
Sample ”driving factors v/s Goals”
Analysing the driving factors with the patterns in the gols and strategies
The impact is evaluated by
indicating:1.Level of impact2.Current Level3.Target Level
Tool developing decisions PointsILLUSTRATIVE
Dev
elop
Dev
elop
Drivers/Pains Recommendations• Text • Text
Next Steps• Text
Drivers/Pains Recommendations• Text • Text
Next Steps• Text
Drivers/Pains Recommendations• Business Impact
• Technical Impact
• Functions• Capability 1• Capability 2
Next Steps• Capability 1 = consolidate Valentin with SAP SD• Capability 2 = improve current SAP SD with
module x, y
Sample client example 11
Set-up Account
BusinessServices
ExistingSystems
CardCo.Solutions
(Process Orchestration)
Check Customer Credit
Verify CustomerAddress
Underwrite Product
Conduct Fraud Check
TradingPartners
Marketing Systems
Sales & Acquisition Systems
Risk Systems
Corporate Systems
DataWarehouse
Business Units
Instant Credit Process Mortgage Loan
Apply for a new Credit Card Apply for a Mortgage Loan
One Page Strategy (Tool)
Strategy & Ambition
Operation
People
Innovation
Perf Mgmnt
Finance
Knowledge
Information
Bu
sin
es
s p
roc
es
se
s
Quick Wins
Goals &
Targets
PartnersCPLs GovtWorkf.ce
Transformation initiatives
1. Be clear and explicit about what transformation means
2. Be SMART about the measures by which each of your stakeholder groups will
measure success
5. What key strategic initiatives will the
programme need to deliver?
6. What Quick Wins can be identified to build momentum?
4. Cross check – will the sum of the parts achieve the
strategy?
3. Identify how core processes will need to change if the strategy is to be delivered
One Page Strategy (sample)
top related