公司IT應(yīng)用策略(IT Strategy)

1、 IT Strategy Finance DirectorsIntroductionWhy do we need a Group IT Strategy ?What will a Group IT Strategy deliver ?How will we develop it ?How much will it cost ?What value will we get from it ?What happens next ?Pre-1960Back Office/Cost ControlFront Office/Value Creation“DP”“IS/IT”“IT/IM”?1999Mis

2、sion CriticalityPunchcard computing(Finance/HR)Mainframemidrange computing(Manufacturing/Supply)Client/servercomputing(Service)Internet/networkcomputing(Consumer)Ubiquitouscomputing(Home)IT is now at the heart of the CEOs agendaYear 2000 wake-up callLarge scale computing is now mission criticalPerva

3、sive IT now gnawing at the heart of the executive agenda1997A gap existed in Business/IT alignment before Y2KBusiness/IT alignment the CIOs highest priorityBusiness and IT didnt often connectBusiness frustration with IT Requirements/DeliveryBusiness NeedsIT Value-addedIT focus & finances deflected t

4、o complianceMake-do-and-mend delivers zero business value Increasing gap between IT and business alignment1997Y2KRequirements/Delivery2000Y2K has made the gap widerBusiness NeedsIT Value-addedIT focus & finances deflected to complianceMake-do-and-mend delivers zero business value Increasing gap betw

5、een IT and business alignmentHow to ensure that IT is delivering business valueThe challenge looking forward1997Requirements/Delivery2000Business NeedsIT Value-added2002Convergence?orBusiness as usual?Implications for South African BreweriesListed on LSE XXXXXXXXX is on a journey from national brewe

6、r to major global player .the challenge is in defining the routeTop 5 Brewery1993Dreher1994China1996Ursus1999Pilsner Urquell1999Listed LSEIntegrated Global Beverage BusinessGlobalisation Growth through AcquisitionCustomer TrendsE-BusinessCompetitive environmentPLUS Technology developmentleading to L

7、ong-term Shareholder ValueGlobalisationE-BusinessGrowthTechnology DevelopmentBuyersSuppliersCompetitorsSubstitutesNewEntrantsYouThere are 7 key areas where IT can address the “value gap” in XXXXXXXXXShareholder ValueEfficiencySpeed of delivery to global customers (35%)CompetitionResponse to competit

8、ors global initiatives (34%)CustomersMeeting demands of foreign customers (46%)Supporting current customers international operations (34%)Labour MarketsAccess to skilled labour (22%)Access to lower cost labour (8%)RegulationsAvoiding domestic regulations (17%)Drivers of GlobalisationOf the many reas

9、ons for globalisation: customers, competitors & efficiency are likely to be highest on XXXXXXXXXs agendaThe positive impact of globalization on stock price: Food Manufacturers1001502002501991199219931994199519961997Stock Price IndexIndices of the 8 most global and 8 least global: Food Manufactures i

10、ndustryLeast GlobalMost globalFT/S&P WorldIn some industries, there are markets for both more global and least global, but more global players still perform bestSource: Mason, P and Moore, K. The impact of globalization on company performance: an analysis of the Auto-Components, Chemicals, Pharmaceu

11、ticals & Food Industries. Templeton/Citibank study,.Global companies are more successfulGlobalisation involves complex and sometimes seemingly contradictory challenges :VisibilityCompeting with other global companies.Trying to maintain global control.MindsetInstilling a global organization culture .

12、Promoting technical skills required for globalization.CapabilityTrying to be globally efficientCentralizing certain value chain activities.Standardisation of product/service. Utilising personnel on a world-wide basis .Leveraging opportunities in new markets. Developing people to consider global issu

13、es.while maintaining a partnership to share certain resources .while containing new costs/risks.while allowing for the subsidiary contribution.while ensuring that the local relationships are not ignored.while being aware of national cultures.while ensuring that soft cultural sensitivity skills are d

14、eveloped.while being locally responsive.while decentralizing others .while reflecting unique socio-cultural issues.while considering the limitations of national regulationsChallenges of GlobalisationGlobalisation : IT implicationsMulti-localGlobalInformationApplicationsInfrastructureOrganisationGove

15、rnanceLocally held, incompatibleDiverse range of transaction processing systemsManaged at a country levelAll roles exist in all business unitsLocal autonomy funded by Business Unit profitabilityConsistent data standards at appropriate levelsSome knowledge-sharing, centres of excellence, business tem

16、platesSome regional/ global systems enabling regional/ global processesStandards based infrastructure designed globally, implemented & supported locallySome global/ regional teams, more virtual teams, knowledge-sharing networksSome global/ regional funding/ decision-making depending on where benefit

17、s realisedGrowth through AcquisitionTime TheAcceleratedTransitionprolongedValue Creation in the transition periodCompletionShareholder value gapFour key factors contribute to post-acquisition success. of which the most important is speedMerger SuccessPrioritisation76% cited clarity of purposeSpeed76

18、% cited speed of implementing integration plansCulture59% cited good cultural fitCo-operation47% cited a highdegree of partnerco-operationMergers & Acquisitions - IT in the Integration ProcessPre-AcquisitionPost-AcquisitionTransitionStrategy & PlanningGaining ControlCreating SynergyMinimising the di

19、pUnderstand rationaleIntegration approach & planningComparison to XXXXXXXXX architectures and identify key integration challengesPrepare “Day 1” systemsInstall “Day 1” systemseg.emailphones/directoriesfinancial reportingMeet the IT teamReview major IT projects/contractsCreate program officeHarmonisi

20、ng the BusinessCreating SynergyDetailed assessment of systems environmentIdentify quick winsEliminate duplication of effortConsolidate organisation and contracts where possibleMinimising the “Dip”Deliver tactical solutionsto support business integrationPlot convergence path to XXXXXXXXX “Roadmap”4-8

21、 weeks6-9 months12-18 monthsTimescalesCustomer TrendsRetailers are going global .AholdPoland, Spain, USA, Argentina, Czech Republic, China, Thailand, Malaysia, Singapore, IndonesiaPuerto Rico, Canada, China, Mexico, Brazil, Germany, United Kingdom, Argentina and South KoreaIrish Republic, France, Hu

22、ngary, Poland, the Czech Republic and SlovakiaMerger with Promodes, Spain, Portugal, Turkey, Italy, Poland, Czech Republic, Taiwan, Malaysia, China, Thailand, Korea, Hong Kong, Singapore, Indonesia, Brazil, Argentina, Mexico, Colombia, Chile (Planned: Greece, Slovakia, Hungary, Switzerland)Not makin

23、g money in Asia & Latin AmericaOnly 5.8% return on Capital outside USA.Plans to consolidate purchasing from 51 major suppliersCustomer Trends - IT implications1. Information OverviewProcurementProductionLogisticsManufacturerDistributionStoreRetailer 2. Value Chain Integration3. Supply ChainAlignment

24、PolandCzechHungaryChinaS. AfricaDrinks SectorWith mature Western markets, the developing economies are becoming the competitive battleground for many global beverage companies (eg. Hungary)IT Investments in Customer Relationship Management and Data Warehousing are being used to gain competitive edge

25、 in terms of consumer insightcustomer relationships competitor intelligenceOpportunity management Track opportunity through sales cycle, pipeline analysis.Account and contact managementContact management, major / key account management, visit reports,.Sales & profit analysisSales process tracking, a

26、ccount profitability, territory profitability, customer & product segmentation and analysisMarketing encyclopaediaProduct literature, price lists, CBT, market research analysis, educationElectronic mail andadministrative tools E-Mail, Web, expense sheets, templates, diary.Campaign and promotion mana

27、gementPromotion management, campaign analysis and reporting, planning, segmentation, list generation, take-upForecastingTrack and forecast revenue by opportunity, product unit volumes, customer and by sales personQuote & order generationDevelop, verify, submit, and revise quotes; configure products;

28、 convert to order, remote order captureCustomer Relationship Management integrates the “Front Office” activitiesE-Business - ScopeInternal networkCustomernetworkConsumernetworkSuppliernetworkE-Business impacts on a wide range of consumer goods companies processes HR ITFinanceR&DManufacturingProcurem

29、entLogisticsMarketingSalesKey AccountManagementImpact on Business ValueRole of E-BusinessEnabler Transformer E-Business - Opportunity Identification Channel EnhancementValue ChainIntegrationIndustryTransformationConvergence the challenge is to set the level of ambition for XXXXXXXXXBusiness-to-Consu

30、mer E-Business establishes a direct channel to the consumer . by tapping into communities of interestBusiness-to-Business (Sell side) enables closer links between retailer and manufacturerThrough Wal-Marts Retail Link, suppliers are able to participate in a much richer electronic dialogue than pure

31、EDI :-Collaborative forecastingCo-Managed InventoryCategory ProfitabilityPrice Assortment ManagementVendor ScorecardsProblem ResolutionSales & Promotion AnalysisSpace/ Category ManagementProduct IntroductionsBusiness-to-Business - e-Procurement Procurement volumePerceptionProcurement volumeRealityIn

32、ternal costsThe forgotten factorPrimaryIndirectIndirectIndirectPrimaryPrimarySource: AMR; CAPS (Center for Advanced Purchasing Studies)Division of a Corporate DollarTypical areas of benefits cited :- Increasing corporate contract compliance Increased leverage of purchasing power Reduction in Process

33、 costs Business Process OutsourcingMulti-nationals are targeting savings of up to 10% of their indirect procurement expenditure . which can lead to substantial savingsTechnology Development Infrastructure maturityInfrastructure is particularly critical in the markets in which XXXXXXXXX operates Tele

34、phone Lines 1998Number of main lines in use per 1000 inhabitantsInvestment in Telecommunications 1995-1997Average percentage of GDP%Source: IMD World Factbook 1999 and many developing markets are in catch-up modeTechnical DevelopmentWireless TelecommsNext generation networking technologies are provi

35、ding opportunities for developing markets to leapfrog the developed world.World Bank now sees investment in telecomms infrastructure as a key enabler of economic growthWith the use of technologies like VSAT, African countries are getting wiredIn the medium term web-based ERP could become a practical

36、 optionGlobalisation Growth through AcquisitionCustomer TrendsE-BusinessCompetitive environmentPLUS Technology developmentleading to Long-term Shareholder ValueGlobalisationE-BusinessGrowthTechnology DevelopmentBuyersSuppliersCompetitorsSubstitutesNewEntrantsYouYou have identified 7 key areas where

37、IT can address the “value gap” in XXXXXXXXXShareholder Value8Target SettingResource AllocationStrategic OptionsStrategy EvaluationStrategyOperationsExecutionForecastingManagement ControlMonitoringValue-based Performance Management can be used to operationalise Strategic PrioritiesCurrent IT environm

38、entIT Budgeting/ SpendCentral/Eastern EuropeHungaryPolandRomaniaSlovakiaRussiaPilsner UrquellCanary IslandsAfricaBeer DivisionABISouthern SunGroup Central ManagementXXXXXXXXXI AfricaAsia2,1482,6518983165761,0952,81035,3332,5002,033357772406016182191201,6094002502.8%1.1%1.5%2.0%3.2%0.5%2.3%2.2%0.6%0.

39、8%IT spend$000sSales$MIT % salesChinaTotalIndustry benchmark51,5202103,2191.6%1.7%Cut costsIncrease throughputShorter time to marketPremium pricingSuperior quality25-40% returnHigher ROALow riskIncreased controlBetter informationBetter integrationImproved qualityIncreased salesNew businessInnovative

40、 servicesMarket positioningCompetitive advantageCompetitive necessity50% failSome spectacular successes2-3 year lagPremium pricingHigher revenue employeeBusiness integrationBusiness flexibilityReduced marginal cost of BUs ITReduced IT costsStandardizationMore growth HigherLess ROA HigherINFORMATIONA

41、L STRATEGICINFRASTRUCTURETRANSACTIONALBroadbent & Weill 1998 adapted from: P. Weill & M. Broadbent “Leveraging the New Infrastructure: How market leaders capitalize on IT”, Harvard Business School Press, 1998A typical IT portfolioINFORMATIONAL STRATEGICINFRASTRUCTURETRANSACTIONALBroadbent & Weill 19

42、98 adapted from: P. Weill & M. Broadbent “Leveraging the New Infrastructure: How market leaders capitalize on IT”, Harvard Business School Press, 1998XXXXXXXXXs main focus has been on the lower two sectionsLargely Financial Measures enabled by HyperionMain focus of investmentManaged at Business Unit

43、 levelINFORMATIONAL STRATEGICINFRASTRUCTURETRANSACTIONALBroadbent & Weill 1998 adapted from: P. Weill & M. Broadbent “Leveraging the New Infrastructure: How market leaders capitalize on IT”, Harvard Business School Press, 1998Industry BenchmarkManufacturing sector benchmark (5 year averages)22%22%11

44、%14%Largely Financial Measures enabled by HyperionMain focus of investmentManaged at Business Unit levelManufacturing sector benchmark would suggest that some companies are investing much more in the upper sectionsPUBLIC INFRASTRUCTURE (eg. Internet, vendors, Telcos, Industry Networks) FIRM INFORMAT

45、ION TECHNOLOGY INFRASTRUCTURE20%LocalIT forBusinessProcessesCentrally Coordinated/SharedBusiness Unit 1Business Unit 2Broadbent & Weill 1998 adapted from: P. Weill & M. Broadbent “Leveraging the New Infrastructure: How market leaders capitalize on IT”, Harvard Business School Press, 1998The New Infr

46、astructure has Multiple Layers9%64%24%20%40%Manufacturing sector benchmark Corporate % Total IT= 52%Outsourcing= 17%Some coherence within regions7%16%In short .XXXXXXXXX TodayLeading global brewer with mostly national brands in a number of markets worldwideGrowth through acquisitionsRelationships wi

47、th local CustomersFocus on IT for automation of transaction processingFinancial performance measuresWhere you want to beIntegrated Global Beverage BusinessContinuing growth through acquisitionsMulti-level relationships with key global customersFocus on IT as source of competitive advantageValue-driv

48、en performance measuresWhat will a Group IT Strategy deliver? Providing insight into IT capabilities and their impact on the businessInsight constructing implementable IT architectures Architectures managing the investments to the agreed strategy and architecture in a dynamic environmentInvestmentAp

49、proach/ TimescalesMobilisationBusiness StrategyEstablish Programme OfficeCurrent IT AssessmentBusiness Process AnalysisManagement Info RequirementsIT Architecture DesignInvestment PlanningLaunch ImplementationDECJANFEBMARAPRMAYJUNExComExComOpportunities for Early WinsIn the short term, we recommend

50、the early establishment of a Programme Office in order to :-provide visibility of all XXXXXXXXX initiatives, and their interdependenciesunderstand alignment between strategic goals and the value proposition of each of the current initiativesprovide a mechanism for resource allocation, conflict resol

51、ution and prioritisation leading to reductions in the duplication of effort, elimination of projects with limited business value and the identification of procurement synergiesE-BusinessCustomer Relationship ManagementKnowledge ManagementData warehousingOLAP, Data MiningNetwork Infrastructure/ Bandw

52、idthDesktop InfrastructureStrategic analysis and decision makingPerformance MeasurementAcquisition IntegrationSupply Chain ManagementImproved process capabilities & efficiencyCompetitive responseImproved customer relationshipsProduct innovationQuality ImprovementTechnology OfferingsBusiness Strategy

53、IT Strategy-InsightBusiness Issues & StrategiesDirectionThe Insight stage would then clarify the Business RequirementsBusiness Processes & Information requirementsHard Dollar Business BenefitsLow Cost Infrastructure CreationEstablished Non-Financial Metrics and IndicatorsDecisions and actions about

54、technologyinvestments must focus on:Alignment with business strategyEnabling strategy implementation and value creationKey strategic areas for growth Business StrategyDrivers of IT Investment DecisionsResultant IT Value PropositionThe insight stage also identifies the IT value proposition and metric

55、s, against which the alignment and value of architectural commitments are measuredTopology - where InsightBusiness Strategy drives business processdesignImplementationProspectusInvestBusiness Processesare the tactical enablers of the business strategyOrganizationManagement Principles,Processes, Role

56、s,Responsibilities, andGovernanceTechnologyInformationApplicationsSolutions forinformation managementTechnology platforms, techniques, toolsInformation content and formfor production, distributionand consumptionSourcing - whoArchitectureBusiness CaseThe Architectures specify how the Business Alignme

57、nt will be achievedAlignmentValue PropositionThe Investment Stage makes the strategy happenThe Investment Stage builds on the work completed in the previous stages and manages the strategy as it evolves:Project portfolioInvestment caseRisk managementBenefits realisationGovernanceChange programIt ens

58、ures IT initiatives are integrated with other business initiatives through the transformation agendaCentrally Coordinated/SharedPUBLIC INFRASTRUCTURE (eg. Internet, vendors, Telcos, Industry Networks) FIRM INFORMATION TECHNOLOGY INFRASTRUCTURELocalIT forBusinessProcessesLocalIT forBusinessProcessesL

59、ocalIT forBusinessProcessesBusiness Unit 1Business Unit 2Order processingSupply chain planningSales force automationFinancial managementKnowledge managementPC/LAN serviceElectronic mailEnd user supportCustomer databaseTelecommunications network service providersBroadbent & Weill 1998 adapted from: P

60、. Weill & M. Broadbent “Leveraging the New Infrastructure: How market leaders capitalize on IT”, Harvard Business School Press, 1998Common misconceptions 1: Global approach = “one size fits all”Particularly in XXXXXXXXXs case, a “one size fits all” approach is not appropriate We need to balance busi