',L~ :'J~'.' Executive steering systems: a competitive weapon. Need for Control System… · competitive environment Environment Strategic ... Effectively supporting new models and

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Executive steering systems: a competitive weapon.

• Changing models of management.

• Coherence and flexibility.

• The information system as a nervous system.

• Managing globally with executive information systems.

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Definitions: Steering is a balancing act.

Operational flexibility

- Adapting to market - Optimizing production

~ - Increasing cash-flow

. Steering systems

- Adapting course - Reacting to uncertainty

Strategic coherence

- Setting key goals - Allocating resources - Monitoring programs

- Increasing competitiveness * * GEMINI

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Strategic planning underwent several periods of increasing concern for external factors.

Short Medium term term

focus planning ~ I

Budgets + 3 year plan

D Internal ~External

Strategic positioning

+ Strateg ic Plan

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Strategic management

+ Competit adva

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The executive information systems still lacks the necessary inputs for monitoring strategies.

Analysis of competitive environment

Environment

Strategic analysis

Strategies

Strategic management

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Assessment of internal capabilities

Operations

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Evolving models of organization: the 60's.

(.'.

Functional, Hierarchical

- Functional budget

- One big profit center

- Accounting + budget

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Evolving models of organization: the 70's.

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P+L P+LIIP+L

Manufact. Marketing

Divisional, Decentralized

- Several profit centers

- Tighter management controls

- Product / market focus

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Evolving models of organization: the 80's .

Operations

@J ~ ~

. ·Integrated,

®®®® Networked

- Strategic plans

- Project management

- Resource generation / allocation

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Evolving models of organization: the 90's.

Markets

Channels ®®® @]@J@]

Core I . ~9ist§) competences Qesig~ ~ Q>ther~

Partners ®®®

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Market focused

- Multiple profit centers

- Third parties and outsourcing

- Market anticipation to win advantage

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Traditional view of the marketing function.

Conventional model

Make '7' or buy

-Design

- Process

- Manufacture

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) Sell

- Market

- Distribute

- Advertise

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The marketing function in a market-focused organization.

Market focused model

~ I Define superior value offer

- Segmentation - Benchmarking - Pricing I targeting

Steering system

Implement offer

- Design - Make or buy - Distribute - Cost - Optimize cost

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ommunicate offer

- Announce - Train distribution - Measure I Reiterate

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Executive and financial control systems must recognize uncertainty and include flexibility .

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Executive and financial control systems must recognize uncertainty and include flexibility.

Conventional financial control

Plans

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Executive and financial control systems must . recognize uncertainty and include flexibility .

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Effectively supporting new models and structures.

Content of an executive information system

- Key success factors monitoring - Key projects follow-up - Resource allocation revision - Competitor's benchmarking - Market segmentation evaluation - Technology survey - Variance versus strategic goals

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Effectively supporting new models and structures.

Content of an executive information system

- Client satisfaction indices - Value added (products, services) - logistics performance

Resources generation status - Activity based costing - Commercial performance measure - Quality of service measurement - Variances and actions vis-a-vis budget -~~--~.-.--

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The building blocks of executive steering systems exist ...

Support of an executive information system

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... but they need a flexible re-assembly and re-engineering.

- Strategically minded.

- Market focused.

-Organizationally flexible.

- Measuring performance.

- Open to environment.

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