IT战略规划(1)

ITStrategyFebruary24,2000CaseStudyofaRecentClientExperienceRobTrollinger,Principal,DallasChrisWisler,Manager,AlexandriaKimberlyBrown,Associate,AlexandriaA.T.Kearney1/8510Color/2Today’sdiscussion…BackgroundofCompanyCompanyITOverviewCauseforActionITStrategyApproachApplicationArchitectureTechnicalArchitectureEstablishtheITProgramOfficeOrganizationalEffectivenessandITAlignmentSummaryA.T.Kearney1/8510Color/3BackgroundofcompanyA.T.Kearney1/8510Color/4Beganin1909asapartnershipbetweenaninnovativechemistandabusinessmanPioneeringworkinleathertanningBestknownforexpertiseinacrylicchemistryEssentialcomponenttodetergents,diapers,cellphones,industrialcoatings,andmore50manufacturing,research,andtechnicalfacilitiesworldwideSalesin100countries,totaling$4billionannuallyCompanyACompanyBCompanyAannouncedtheirintendedmergerwithCompanyBin19991848,foundingLargestandmostrecognizedbusinessforaparticularconsumerproductMajorsupplierofbasicinorganicchemicalsderivedfromsaltEssentialingredientsinCDs,newspapers,magnetictapes,sportsequipment,andmore36miningandprocessingfacilities,68chemicalmanufacturing,research,andtechnicalfacilitiesworldwideSalestotal$2.5billionannuallyA.T.Kearney1/8510Color/5•Drivetheshort-termvalue•Exceedthemarket’sexpectationsIntegratetheOrganizationsasSeamlesslyasPossibleDevelopandcommunicateasharedstrategicagendaDefineorganizationstructures,keybusinessprocessesandtechnologyplatform/architectureSelectleadersandstaffpositionsDevelopmetricsandbudgetsIntegratethebusiness•Integrateday-to-dayoperations•PositionforthefuturegrowthAchieveBusinessValueGoalsasQuicklyasPossibleAchieve$200millionofsavingswithin12-18months(runningrateby2001)—Ensurecustomerretention—CorporateCenterrationalization—Administrativeoverheadreduction—Sourcing/Procurementsavings—Productlineandoperationsrationalization—Manufacturingproductivityandsupplychainimprovements—ReductionintechnologycostsThefocusoftheintegrationwastoquicklyachieveoperationalsynergieswhilecombiningtheorganizationstosupporttoplinerevenuegrowthA.T.Kearneywasaskedtostructure,driveandmanagetheentireintegrationprocessforwhatwouldbecomeoneofthelargestspecialtychemicalcompaniesA.T.Kearney1/8510Color/6LatinAmericaandAsia-PacificRegionOperations:10%ofsales20manufacturingfacilities10distributionsitesNorthAmericanRegionOperations60%ofsales60manufacturingfacilities230distributionsites(1)Whilethepotentialsourceofthesynergiesweresomewhatclear,smoothandtimelyintegrationofthetwocompanieswaslessassuredChallengesSomemanufacturingprocessesandtechnologieswereincompatiblebetweenthetwocompaniesCombiningtwocompanieswithbothdirectproductoverlapAcquiringcompanywasmoreofa“intermediatesproducer”andtheacquiredcompanywasmoreofa“formulator”SignificantfacilitiesconsolidationopportunitiesDistributionconsolidationandimprovementrequiredchangingthebusinessmodelandthemindset—Standardleadtimes—StandardservicelevelsSignificantcustomeroverlapSignificantEH&Sissuesneededtobeaddressed,competingawayscarcecapitalresourcesEuropeanRegionOperations:30%ofsales40manufacturingfacilities60distributionsitesA.T.Kearney1/8510Color/7Afteranacceleratedintegrationprogram,themergerwasdeemedasuccessbytheCEOaswellastheanalystcommunity“Bytheendof3Q,thenewcompanyhadachievedcostreductionsof$100MMonanannualizedbasis,threemonthsaheadofschedule.”—MorganStanleyDeanWitter“Already,thecompanyhasachieveda$100MMannualrunrateincostsavingsaheadofschedule…”—JanneyMontgomeryScott“Theintegrationprocessisrunningsmoothlyandinfactbetterthanexpectedachievinga$100MMlowerrunrate…”—J.P.MorganSecurities“Theintegrationeffortscontinuetotrackaheadofplan…”—DeutscheBancAlexBrown“Consideringthesteepincreaseinrawmaterialcosts,thenewcompanywasabletomeetexpectationswithitsrapidintegrationoftheacquiredcompany’soperations…”—BrownBrothersHarrimanA.T.Kearney1/8510Color/8PerspectiveExternalFocusInternalFocusIncrementalTransformingValueCreation(P/ERatio)NewBusinessModelNewSegmentsNewTechnologiesAcquisitionsShareGainTechnologyImprovementGeographicExpansionPortfolioManagementWorkRedesignSupplyChainOperatingExcellence2-3%SalesGrowth4-5%SalesGrowth6-8%SalesGrowthFollowingtheintegration,theCEO’sAgendaistodoubletherateofgrowthwhilemaintaininghighlevelsofprofitabilityCostimprovement,customerserviceandretentionande-businesshavebeenidentifiedaskeyareasoffocusA.T.Kearney1/8510Color/9RapidassimilationofacquisitionswithlimitedadditionalfinancialstaffGlobalsharedservicesITprovidesastrategicadvantageinsupportofgrowthinitiativesTargetCapabilitiesGlobalprocessesandmetricsInteriminformationonsales,profitabilityandcostofoperationAutomationofroutineprocessesandtransactionsFinancialstaffisalignedwiththebusinessContinuouslaunchofserviceofferingsthatcannotbeeasilymatchedbycompetitorsQualitybuiltintoanautomatedprocessesHumansmanagetherelationshipnottransactionsIntegratedsupplychainnetwork(S&OPprocess)acrossmultipleenterprisesInventorycommitmentusingproduction,salesandbalancesAbilitytoreachcustomersgloballywithoutalocalpresenceGrowth/AgilityStrategicIm