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ITStrategyFinanceDirectors2Introduction•WhydoweneedaGroupITStrategy?•WhatwillaGroupITStrategydeliver?•Howwillwedevelopit?•Howmuchwillitcost?•Whatvaluewillwegetfromit?•Whathappensnext?3Pre-1960BackOffice/CostControlFrontOffice/ValueCreation“DP”“IS/IT”“IT/IM”?1999MissionCriticalityPunchcardcomputing(Finance/HR)Mainframemidrangecomputing(Manufacturing/Supply)Client/servercomputing(Service)Internet/networkcomputing(Consumer)Ubiquitouscomputing(Home)ITisnowattheheartoftheCEO’sagenda•Year2000wake-upcall•Largescalecomputingisnowmissioncritical•PervasiveITnowgnawingattheheartoftheexecutiveagenda41997AgapexistedinBusiness/ITalignmentbeforeY2K•Business/ITalignmenttheCIO’shighestpriority•BusinessandITdidn’toftenconnect•BusinessfrustrationwithITRequirements/Delivery5•ITfocus&financesdeflectedtocompliance•‘Make-do-and-mend’deliverszerobusinessvalue•IncreasinggapbetweenITandbusinessalignment1997Requirements/Delivery2000Y2Khasmadethegapwider6•ITfocus&financesdeflectedtocompliance•Make-do-and-menddeliverszerobusinessvalue•IncreasinggapbetweenITandbusinessalignment•HowtoensurethatITisdeliveringbusinessvalueThechallengelookingforward1997Requirements/Delivery20002002Convergence?orBusinessasusual?7ImplicationsforSouthAfricanBreweriesListedonLSEXXXXXXXXXisonajourneyfromnationalbrewertomajorglobalplayer...…thechallengeisindefiningtherouteTop5Brewery1993Dreher1994China1996Ursus1999PilsnerUrquell1999ListedLSEIntegratedGlobalBeverageBusiness8•Globalisation•GrowththroughAcquisition•CustomerTrends•E-Business•CompetitiveenvironmentPLUS•Technologydevelopmentleadingto…•Long-termShareholderValueBuyersSuppliersCompetitorsSubstitutesNewEntrantsYouThereare7keyareaswhereITcanaddressthe“valuegap”inXXXXXXXXX9Efficiency•Speedofdeliverytoglobalcustomers(35%)Competition•Responsetocompetitorsglobalinitiatives(34%)Customers•Meetingdemandsofforeigncustomers(46%)•Supportingcurrentcustomer’sinternationaloperations(34%)LabourMarkets•Accesstoskilledlabour(22%)•Accesstolowercostlabour(8%)Regulations•Avoidingdomesticregulations(17%)DriversofGlobalisationOfthemanyreasonsforglobalisation:customers,competitors&efficiencyarelikelytobehighestonXXXXXXXXX’sagenda10Thepositiveimpactofglobalizationonstockprice:FoodManufacturers1001502002501991199219931994199519961997StockPriceIndexIndicesofthe8mostglobaland8leastglobal:FoodManufacturesindustryLeastGlobalMostglobalFT/S&PWorldInsomeindustries,therearemarketsforbothmoreglobalandleastglobal,butmoreglobalplayersstillperformbestSource:Mason,PandMoore,K.Theimpactofglobalizationoncompanyperformance:ananalysisoftheAuto-Components,Chemicals,Pharmaceuticals&FoodIndustries.Templeton/Citibankstudy,.Globalcompaniesaremoresuccessful11Globalisationinvolvescomplexandsometimesseeminglycontradictorychallenges:VisibilityCompetingwithotherglobalcompanies...Tryingtomaintainglobalcontrol...MindsetInstillingaglobalorganizationculture...Promotingtechnicalskillsrequiredforglobalization...CapabilityTryingtobegloballyefficientCentralizingcertainvaluechainactivities...Standardisationofproduct/service...Utilisingpersonnelonaworld-widebasis...Leveragingopportunitiesinnewmarkets...Developingpeopletoconsiderglobalissues......whilemaintainingapartnershiptosharecertainresources...whilecontainingnewcosts/risks...whileallowingforthesubsidiarycontribution...whileensuringthatthelocalrelationshipsarenotignored...whilebeingawareofnationalcultures...whileensuringthatsoftculturalsensitivityskillsaredeveloped...whilebeinglocallyresponsive...whiledecentralizingothers...whilereflectinguniquesocio-culturalissues...whileconsideringthelimitationsofnationalregulationsChallengesofGlobalisation12Globalisation:ITimplicationsMulti-localGlobalInformationApplicationsInfrastructureOrganisationGovernance•Locallyheld,incompatible•Diverserangeoftransactionprocessingsystems•Managedatacountrylevel•Allrolesexistinallbusinessunits•LocalautonomyfundedbyBusinessUnitprofitability•Consistentdatastandardsatappropriatelevels•Someknowledge-sharing,centresofexcellence,businesstemplates•Someregional/globalsystemsenablingregional/globalprocesses•Standardsbasedinfrastructuredesignedglobally,implemented&supportedlocally•Someglobal/regionalteams,morevirtualteams,knowledge-sharingnetworks•Someglobal/regionalfunding/decision-makingdependingonwherebenefitsrealised13GrowththroughAcquisitionTimeTheAcceleratedTransitionprolongedValueCreationinthetransitionperiodCompletionShareholdervaluegap}Fourkeyfactorscontributetopost-acquisitionsuccess...…ofwhichthemostimportantisspeedMergerSuccessPrioritisation76%citedclarityofpurposeSpeed76%citedspeedofimplementingintegrationplansCulture59%citedgoodculturalfitCo-operation47%citedahighdegreeofpartnerco-operation14Mergers&Acquisitions-ITintheIntegrationProcessPre-AcquisitionPost-AcquisitionTransitionStrategy&PlanningGainingControlCreatingSynergyMinimisingthedip•Understandrationale•Integrationapproach&planning•ComparisontoXXXXXXXXXarchitecturesandidentifykeyintegrationchallenges•Prepare“Day1”systems•Install“Day1”systemseg.•email•phones/directories•financialre