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Leaders in Managing Technology Change
Leaders in Managing Technology Change
The The
CoreTech StoryCoreTech Story
www.CoreTech.com
AgendaAgenda
• Introductions• CoreTech Overview ( 5 Min.)• Partnership Approach (30 Min.)
– e-Business Methodology
• Brainstorming (25 Min.)• Wrap-Up
www.CoreTech.com
First Off, We’re Clients!!First Off, We’re Clients!!
CoreTech’s BackgroundCoreTech’s Background
• Founded in 1992– New Technology Focus– Privately-held
• Expanded Regional Presence in 1996
• $40M Projected Sales in 1999– 400+ Employees
• And, Coincidentally….We’re Profitable
Our CharterOur Charter
CoreTech excels at helping companies achieve e-business through the application of new technologies,
maximizing business value while minimizing risk.
www.CoreTech.com
What makes us What makes us e-special -special ??
BusinessApplications
• Requirements• Development• Testing
TechnologyInfrastructure
• Networks• PC’s• Support
Strategy &Management
Services• Strategic Planning• Migrations• Technology Migrations“Our background
provides anecessary and solid foundation for the
Internet”
I/T People Services • I/T HR• Retention• Transformation
We added the “We added the “e””
• Creative• Front-End• e-Strategy
e
• Marketing Strategy/Positioning• Branding• Creative Design/Development• “Human Engineering”User
• Program/Project Management• Assimilation/Cultural Change• Organizational Design
• Web Architecture/ Development• Networks & Security• Legacy Systems Integration• Collaborative & Messaging
• Business Process Modeling• Competitive Analysis• Financial Modeling• Business Analysis
BUSINESS STRATEGY CREATIVE
TECHNOLOGY TRANSFORMATIONAL
Our Our e-business -business capabilitiescapabilities
now include…...now include…...
Finally…what do our Finally…what do our clients say ?clients say ?
• Use CoreTech - they’re good at what they do and you can trust them.
CIO, A Multi-national Pharmaceuticals Company headquartered in New Jersey
• When you’re at 100,000 feet talk to Gartner, when you’re at 50,000 feet talk to Andersen, when you want to get it done talk to CoreTech.
Director, Advanced Technologies, A Multi-national Pharmaceuticals Company headquartered in PA
Some of our Clients….Some of our Clients….
• American Home Products
• Comcast Cellular• Citibank Global Asset
Management• Credit Suisse Asset
Management• Electronic Payment
Systems • First USA
• Martha Stewart Living
• Pennsylvania Power & Light
• Pfizer
• SmithKline Beecham
• SunTrust Bank
• Sylvan Learning Centers
• Towers Perrin
• USX Corporation
Defining e-business Defining e-business
e-business represents the transformation of key business activities
by networking together employees, customers, suppliers and investors
through the use of internet technologies and traditional business systems.
How do we do the “How do we do the “ee”?”?
• Framework
• Methodology
• Timing
StrategyStrategy
PlanningPlanning
ConstructionConstruction
AssimilationAssimilation
STRATEGY
PLANNING
CONSTRUCTION
ASSIMILATION
Organizational
Implications
Process
Implications
People
Implications
Technical
Implications
TM
Continuous
Continuous
Improvement
Improvement
Our FrameworkOur Framework
www.CoreTech.com
StrategyStrategy = e-metricsSM
Our Methodology: Our Methodology: e-metricsSM
• Merges strategic thinking & e-business
• A forum to change traditional thinking
• Adds structure and rigor
• Provides metrics
www.CoreTech.com
PlanningPlanning
Transformation Transformation
InnovationInnovation
Strategy Development &Strategy Development &Competitive AnalysisCompetitive Analysis
Day 1 - Facilitation
Day 2 - Facilitation
• Off-Site Analysis• Follow-Up Meetings
StrategyStrategy
Strategy Strategy ComponentsComponents
E-Metrics ComponentsE-Metrics Components
Next phase:
www.CoreTech.com
Day 1
1. Defining the e-business direction
Vision, Mission, Values, CSF’s,objectives/metrics.
2. Defining the Current State
Market Position, Capabilities Position
- In the year 2003, Who will we be? Whom do we serve? What will we be known for? How will we know when we get there?
- What are our values? Financial Strength, Industry Knowledge, Creativity, Adaptability/Flexibility...
- What are our Success factors? New Customer Accounts, Brand Recognition, Income Growth?...
PersonallyTailored
Craft
Commodity Quality
Custom
Standard
Price Value
MassCustomization
Innovation
MassProduction
ContinuousImprovement
Dynamic
Static
Static Dynamic
Market PositionMarket Position Capabilities PositionCapabilities Position
Where does Paine Webber fit now?Where does Paine Webber fit now?
TransformationTransformatione-businesse-business
www.CoreTech.com
Day 1: Continued
3. Transforming to e-business state
Market Position, Capabilities Position
Transforming to “Strategic Transforming to “Strategic State”State”Transforming to “Strategic Transforming to “Strategic State”State”
If we could establish this market positioning, what would happen?What would Change?
PersonallyTailored
Craft
Commodity Quality
Custom
Standard
Price Value
Market PositionMarket Position
MassCustomization
Innovation
MassProduction
ContinuousImprovement
Dynamic
Static
Static Dynamic
Capabilities PositionCapabilities Position
Pull the e-business lever(s) and…Information Marketing & Transactional ContentCategory KillerChannel TransformationTransaction ProcessingEvent AggregationMarket Segment AggregationValue Net IntegrationOperational Efficiency
TransformationTransformatione-businesse-business
www.CoreTech.com
TransformationTransformatione-businesse-businessDay 1 Continued
4 Alignment and Action Steps
Between direction and state Transformation steps
Alignment
• Does the strategic state change the way we interaction with our marketplace?
• Do we fill a market void with our stakeholders?
• Can we leverage off of this change to sustain a leadership position?
• If we can validate the viability of this strategy, can we all get behind it?Transformation Steps
• Minimize efforts associated with non-value activities.
• Leverage increased customer knowledge to anticipate future customer needs.
www.CoreTech.com
Day 2
1. Define the Focal Issue Focal Issue (ex.)
How will the Internet be embraced by Paine Webber’s stakeholders
in 2002?
Focal Issue (ex.)
How will the Internet be embraced by Paine Webber’s stakeholders
in 2002?
InnovationInnovatione-businesse-business
www.CoreTech.com
Day 2Continued
2. Identify & Group the Driving Forces
Questions.
What forces are Local to Paine Webber?
What forces are outside of our control?
How do those outside forces drive those we control?
Questions.
What forces are Local to Paine Webber?
What forces are outside of our control?
How do those outside forces drive those we control?
To add rigor to our scenario designs and frame impact to our e-business choices, we need to prioritize and group the forces to validate our thinking.
Competitive, Environmental, PoliticalOrganizational,Technological, Economic
Identify Group
To understand the scope and impact of e-business on our industry we need to take a holistic look at the forces that drive our decision making
InnovationInnovatione-businesse-business
www.CoreTech.com
3. The “Wind Tunnel Test”
Validating the strategy
DrivingForce 2Extreme
1
DrivingDrivingForce 2Force 2ExtremeExtreme
11
Driving Force 1Extreme 1
Driving Force 1Driving Force 1Extreme 1Extreme 1
Driving Force 1Extreme 2
Driving Force 1Driving Force 1Extreme 2Extreme 2
DrivingForce 2
Extreme 2
DrivingDrivingForce 2Force 2
Extreme 2Extreme 2
Scenario 1Scenario 1Scenario 1
Scenario 4Scenario 4Scenario 4Scenario 3Scenario 3Scenario 3
Scenario 2Scenario 2Scenario 2
“Wind Tunnel”
Strategic State
“Wind Tunnel”
Strategic State
Scenario Design• Scenario Narratives
• Driving Forces
• Testing the viability of our transformation within the context of plausible futures.
Scenario Design• Scenario Narratives
• Driving Forces
• Testing the viability of our transformation within the context of plausible futures.
Day 2Continued InnovationInnovatione-businesse-business
www.CoreTech.com
InnovationInnovatione-businesse-business
4. Define Metrics for Strategic Agility
Need to understand when the course has change
Metrics• What are 3 indicators that would
give us notice of our scenarios coming to fruition
• If these indicators begin to occur, how does it affect our strategic state? Pace of execution? Contingency Plans?
• What would we do if?
Metrics• What are 3 indicators that would
give us notice of our scenarios coming to fruition
• If these indicators begin to occur, how does it affect our strategic state? Pace of execution? Contingency Plans?
• What would we do if?
Day 2Continued
www.CoreTech.com
Strategy Development &Strategy Development &Competitive AnalysisCompetitive Analysis
e-e-businessbusiness
Offsite &Follow-Up
• Paine Webber selects the top 3 competitors within the marketplace.
• CoreTech will perform analysis of competitors reviewing internet content, capability, branding (strength & weakness of their approach)
• CoreTech will meet with Paine Webber to discuss analysis and adjust e-business strategy, where appropriate.
• Paine Webber selects the top 3 competitors within the marketplace.
• CoreTech will perform analysis of competitors reviewing internet content, capability, branding (strength & weakness of their approach)
• CoreTech will meet with Paine Webber to discuss analysis and adjust e-business strategy, where appropriate.
www.CoreTech.com
Planning ComponentsPlanning Components
Current EnvironmentCurrent EnvironmentTM Technology
Organization
Process
People
High-Level Implementation Plans
Strategy Phase OutputStrategy Phase Output
Planning Phase Planning Phase OverviewOverview
StrategyStrategy
1. Match these up 2. Using 3. To Produce
““GAPGAPAnalysis”Analysis”
PlanningPlanning
www.CoreTech.com
Overall Timing and Overall Timing and RequirementsRequirements
Strategy Phase Strategy Phase (15-20 Days)(15-20 Days)
Planning PhasePlanning Phase(10-15 days)(10-15 days)
Transformation Transformation (1 Day)(1 Day)
InnovationInnovation(1 Day)(1 Day)
Strategy Development & Strategy Development & Competitive AnalysisCompetitive Analysis
(13-18 Days)(13-18 Days)
FinalStrategy
ImplementationPlans
Assessment ofAssessment ofCurrent EnvironmentCurrent Environment
(tbd)(tbd)
GAP AnalysisGAP Analysis(tbd)(tbd)
~20-30 Days
www.CoreTech.com
Paine Webber Paine Webber ConsiderationsConsiderations
• Sr. Management Time Is a MUST– 2 Day Facilitation Off-site– On-site Follow-ups
• Establish Tie in to Corporate Initiatives?
• Scheduling Flexibility for Follow-up Meetings
CoreTech Clients Get...CoreTech Clients Get...
• Highest Probability of Success
• Highest Value to the Business
• Lowest Risk of Failure/Disruption
• Realistic Expectations
• Knowledge Transfer Commitment
• An Agile & Flexible Partner
• A Long-Term Trusted Partner
www.CoreTech.com
Path ForwardPath Forward
• Follow-Up Investigation
• Key Documents Available?
• Next Steps
• ____________
• ____________