公司IT应用策略(IT Strategy)

1、 IT Strategy Finance Directors2Introduction Why 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 ?3Pre-1960Back Office/Cost ControlFront Office/Value Creation“DP”“IS/IT”“IT/IM”

2、?1999Mission 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 agenda Year 2000 wake-up call Large scale computing is now mission cri

3、tical Pervasive IT now gnawing at the heart of the executive agenda41997A gap existed in Business/IT alignment before Y2K Business/IT alignment the CIOs highest priority Business and IT didnt often connect Business frustration with IT Requirements/DeliveryBusiness NeedsIT Value-added5 IT focus &

4、 finances deflected to compliance Make-do-and-mend delivers zero business value Increasing gap between IT and business alignment1997Y2KRequirements/Delivery2000Y2K has made the gap widerBusiness NeedsIT Value-added6 IT focus & finances deflected to compliance Make-do-and-mend delivers zero busin

5、ess value Increasing gap between IT and business alignment How to ensure that IT is delivering business valueThe challenge looking forward1997Requirements/Delivery2000Business NeedsIT Value-added2002Convergence?orBusiness as usual?7Implications for South African BreweriesListed on LSE XXXXXXXXX is o

6、n a journey from national brewer to major global player .the challenge is in defining the routeTop 5 Brewery1993Dreher1994China1996Ursus1999Pilsner Urquell1999Listed LSEIntegrated Global Beverage Business8 Globalisation Growth through Acquisition Customer Trends E-Business Competitive environmentPLU

7、S Technology developmentleading to Long-term Shareholder ValueBuyersSuppliersCompetitorsSubstitutesNewEntrantsYouThere are 7 key areas where IT can address the “value gap” in XXXXXXXXX9Efficiency Speed of delivery to global customers (35%)Competition Response to competitors global initiatives (34%)C

8、ustomers Meeting demands of foreign customers (46%) Supporting current customers international operations (34%)Labour Markets Access to skilled labour (22%) Access to lower cost labour (8%)Regulations Avoiding domestic regulations (17%)Drivers of GlobalisationOf the many reasons for globalisation: c

9、ustomers, competitors & efficiency are likely to be highest on XXXXXXXXXs agenda10The positive impact of globalization on stock price: Food Manufacturers1001502002501991199219931994199519961997Stock Price IndexIndices of the 8 most global and 8 least global: Food Manufactures industryLeast Globa

10、lMost 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, Pharmaceuticals & F

11、ood Industries. Templeton/Citibank study,.Global companies are more successful11Globalisation involves complex and sometimes seemingly contradictory challenges :VisibilityCompeting with other global companies.Trying to maintain global control.MindsetInstilling a global organization culture .Promotin

12、g 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 issues.while

13、 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 developed

14、.while being locally responsive.while decentralizing others .while reflecting unique socio-cultural issues.while considering the limitations of national regulationsChallenges of Globalisation12Globalisation : IT implicationsMulti-localGlobalInformationApplicationsInfrastructureOrganisationGovernance

15、 Locally held, incompatible Diverse range of transaction processing systems Managed at a country level All roles exist in all business units Local autonomy funded by Business Unit profitability Consistent data standards at appropriate levels Some knowledge-sharing, centres of excellence, business te

16、mplates Some regional/ global systems enabling regional/ global processes Standards based infrastructure designed globally, implemented & supported locally Some global/ regional teams, more virtual teams, knowledge-sharing networks Some global/ regional funding/ decision-making depending on wher

17、e benefits realised13Growth 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 pur

18、poseSpeed76% cited speed of implementing integration plansCulture59% cited good cultural fitCo-operation47% cited a highdegree of partnerco-operation14Mergers & Acquisitions - IT in the Integration ProcessPre-AcquisitionPost-AcquisitionTransitionStrategy & PlanningGaining ControlCreating Syn

19、ergyMinimising the dip Understand rationale Integration approach & planning Comparison to XXXXXXXXX architectures and identify key integration challenges Prepare “Day 1” systems Install “Day 1” systemseg. email phones/directories financial reporting Meet the IT team Review major IT projects/cont

20、racts Create program officeHarmonising the BusinessCreating Synergy Detailed assessment of systems environment Identify quick wins Eliminate duplication of effort Consolidate organisation and contracts where possibleMinimising the “Dip” Deliver tactical solutionsto support business integration Plot

21、convergence path to XXXXXXXXX “Roadmap”4-8 weeks6-9 months12-18 monthsTimescales15Customer Trends Retailers are going global .AholdPoland, Spain, USA, Argentina, Czech Republic, China, Thailand, Malaysia, Singapore, IndonesiaPuerto Rico, Canada, China, Mexico, Brazil, Germany, United Kingdom, Argent

22、ina and South KoreaIrish Republic, France, Hungary, 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: Gre

23、ece, Slovakia, Hungary, Switzerland)Not making money in Asia & Latin AmericaOnly 5.8% return on Capital outside USA.Plans to consolidate purchasing from 51 major suppliers16Customer Trends - IT implications1. Information OverviewProcurementProductionLogisticsManufacturerDistributionStoreRetailer

24、 2. Value Chain Integration3. Supply ChainAlignmentPolandCzechHungaryChinaS. Africa17Drinks Sector With 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 D

25、ata Warehousing are being used to gain competitive edge in terms of consumer insight customer relationships competitor intelligence18Opportunity management Track opportunity through sales cycle, pipeline analysis.Account and contact managementContact management, major / key account management, visit

26、 reports,.Sales & profit analysisSales process tracking, account profitability, territory profitability, customer & product segmentation and analysisMarketing encyclopaediaProduct literature, price lists, CBT, market research analysis, educationElectronic mail andadministrative tools E-Mail,

27、 Web, expense sheets, templates, diary.Campaign and promotion managementPromotion 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 gen

28、erationDevelop, verify, submit, and revise quotes; configure products; convert to order, remote order captureCustomer Relationship Management integrates the “Front Office” activities19E-Business - ScopeInternal networkCustomernetworkConsumernetworkSuppliernetworkE-Business impacts on a wide range of

29、 consumer goods companies processes HR ITFinanceR&DManufacturingProcurementLogisticsMarketingSalesKey AccountManagement20Impact on Business ValueRole of E-BusinessEnabler Transformer E-Business - Opportunity Identification Channel EnhancementValue ChainIntegrationIndustryTransformationConvergenc

30、e the challenge is to set the level of ambition for XXXXXXXXX21Business-to-Consumer E-Business establishes a direct channel to the consumer . by tapping into communities of interest22Business-to-Business (Sell side) enables closer links between retailer and manufacturerThrough Wal-Marts Retail Link,

31、 suppliers are able to participate in a much richer electronic dialogue than pure EDI :- Collaborative forecasting Co-Managed Inventory Category Profitability Price File Management Assortment Management Vendor Scorecards Problem Resolution Sales & Promotion Analysis Space/ Category Management Pr

32、oduct Introductions23Business-to-Business - e-Procurement Procurement volumePerceptionProcurement volumeRealityInternal costsThe forgotten factorProfit6%HR17%Direct28%Taxes13%Indirect36%Source: AMR; CAPS (Center for Advanced Purchasing Studies)Division of a Corporate DollarTypical areas of benefits

33、cited :- Increasing corporate contract compliance Increased leverage of purchasing power Reduction in Process costs Business Process OutsourcingMulti-nationals are targeting savings of up to 10% of their indirect procurement expenditure . which can lead to substantial savings24Technology Development

34、 Infrastructure maturity Infrastructure is particularly critical in the markets in which XXXXXXXXX operates 0100200300400500600700ChinaSouth AfricaRussiaPolandCzech RepublicHungarySingaporeUnited KingdomFranceUSA00.511.522.5USAUnited KingdomFrancePolandSingaporeSouth AfricaRussiaChinaCzech RepublicH

35、ungaryTelephone 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 mode25Technical DevelopmentWireless Telecomms Next generation networking technolog

36、ies are providing opportunities for developing markets to leapfrog the developed world. World Bank now sees investment in telecomms infrastructure as a key enabler of economic growth With the use of technologies like VSAT, African countries are getting wired In the medium term web-based ERP could be

37、come a practical option26 Globalisation Growth through Acquisition Customer Trends E-Business Competitive environmentPLUS Technology developmentleading to Long-term Shareholder ValueBuyersSuppliersCompetitorsSubstitutesNewEntrantsYouYou have identified 7 key areas where IT can address the “value gap

38、” in XXXXXXXXX278Target SettingResource AllocationStrategic OptionsStrategy EvaluationStrategyOperationsExecutionForecastingManagement ControlMonitoringValue-based Performance Management can be used to operationalise Strategic Priorities28Current IT environmentIT Budgeting/ SpendCentral/Eastern Euro

39、peHungaryPolandRomaniaSlovakiaRussiaPilsner 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%0.8%IT spend$000sSales$MIT % salesChinaTotal

40、Industry benchmark51,5202103,2191.6%1.7%29Cut costsIncrease throughputShorter time to marketPremium pricingSuperior quality25-40% returnHigher ROALow riskIncreased controlBetter informationBetter integrationImproved qualityIncreased salesNew businessInnovative servicesMarket positioningCompetitive a

41、dvantageCompetitive necessity50% failSome spectacular successes2-3 year lagPremium pricingHigher revenue employeeBusiness integrationBusiness flexibilityReduced marginal cost of BUs ITReduced IT costsStandardizationMore growth HigherLess ROA HigherINFORMATIONAL STRATEGICINFRASTRUCTURETRANSACTIONALBr

42、oadbent & 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 portfolio30INFORMATIONAL STRATEGICINFRASTRUCTURETRANSACTIONALBroadbent & Weill 1998 adapted from: P. Weill

43、& 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 level31INFORMATIONAL

44、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%14%Largely

45、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 sections32PUBLIC INFRASTRUCTURE (eg. Internet, vendors, Telcos, Industry Networks) FIRM INFORMATION TECHNO

46、LOGY 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 Infras

47、tructure has Multiple Layers9%64%24%20%40%Manufacturing sector benchmark Corporate % Total IT = 52% Outsourcing = 17%Some coherence within regions7%16%33In short .XXXXXXXXX Today Leading global brewer with mostly national brands in a number of markets worldwide Growth through acquisitions Relationsh

48、ips with local Customers Focus on IT for automation of transaction processing Financial performance measuresWhere you want to be Integrated Global Beverage Business Continuing growth through acquisitions Multi-level relationships with key global customers Focus on IT as source of competitive advanta

49、ge Value-driven performance measures34What 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 environm

50、entInvestment35Approach/ TimescalesMobilisationBusiness StrategyEstablish Programme OfficeCurrent IT AssessmentBusiness Process AnalysisManagement Info RequirementsIT Architecture DesignInvestment PlanningLaunch ImplementationDECJANFEBMARAPRMAYJUNExComExCom36Opportunities for Early Wins In the short

51、 term, we recommend the early establishment of a Programme Office in order to :- provide visibility of all XXXXXXXXX initiatives, and their interdependencies understand alignment between strategic goals and the value proposition of each of the current initiatives provide a mechanism for resource all

52、ocation, conflict resolution and prioritisation leading to reductions in the duplication of effort, elimination of projects with limited business value and the identification of procurement synergies37 E-Business Customer Relationship Management Knowledge Management Data warehousing OLAP, Data Minin

53、g Network Infrastructure/ Bandwidth Desktop Infrastructure Strategic analysis and decision making Performance Measurement Acquisition Integration Supply Chain Management Improved process capabilities & efficiency Competitive response Improved customer relationships Product innovation Quality Imp

54、rovementTechnology OfferingsBusiness StrategyIT Strategy-InsightBusiness Issues & StrategiesDirectionThe Insight stage would then clarify the Business RequirementsBusiness Processes & Information requirements38Hard Dollar Business BenefitsLow Cost Infrastructure CreationEstablished Non-Finan

55、cial Metrics and IndicatorsDecisions and actions about technologyinvestments must focus on: Alignment with business strategy Enabling strategy implementation and value creation Key strategic areas for growth Business StrategyDrivers of IT Investment DecisionsResultant IT Value PropositionThe insight

56、 stage also identifies the IT value proposition and metrics, against which the alignment and value of architectural commitments are measured39Topology - where InsightBusiness Strategy drives business processdesignImplementationProspectusInvestBusiness Processesare the tactical enablers of the busine

57、ss strategyOrganizationManagement Principles,Processes, Roles,Responsibilities, andGovernanceTechnologyInformationApplicationsSolutions forinformation managementTechnology platforms, techniques, toolsInformation content and formfor production, distributionand consumptionSourcing - whoArchitectureBus

58、iness CaseThe Architectures specify how the Business Alignment will be achievedAlignmentValue Proposition40The Investment Stage makes the strategy happen The Investment Stage builds on the work completed in the previous stages and manages the strategy as it evolves:Project portfolioInvestment caseRi

59、sk managementBenefits realisationGovernanceChange program It ensures IT initiatives are integrated with other business initiatives through the transformation agenda41Centrally Coordinated/SharedPUBLIC INFRASTRUCTURE (eg. Internet, vendors, Telcos, Industry Networks) FIRM INFORMATION TECHNOLOGY INFRA

60、STRUCTURELocalIT forBusinessProcessesLocalIT forBusinessProcessesLocalIT 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. Weill & M. Broadbent “Lev