Intelligent cost reduction Global - · Reduktion der Kostenbasis um 20 bis 40 % •...
Transcript of Intelligent cost reduction Global - · Reduktion der Kostenbasis um 20 bis 40 % •...
© 2009 IBM Corporation
Intelligent
Cost
Reduction
(ICR) Intelligente Kostenreduktion im Unternehmen
Peter Simeonoff Senior Managing Consultant – Global Business Services
© 2009 IBM Corporation
IBM SYMPOSIUM 2009
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Die aktuelle Wirtschaftssituation erfordert gezielte Kostenreduktion um die langfristige Wettbewerbsfähigkeit zu erhalten.
Reduktion der Kostenbasis um 20 bis 40 %• Kostenreduktion im operativen/ administrativen Bereich
- kurzfristig und langfristig
Verbesserung des Cash Flows• Reduktion des working capital• Abstoßen von nicht strategischen und nicht
betriebsnotwendigen Anlagen• Nutzung alternativer Formen der Finanzierung
Gleichzeitig verbessertes Controlling der Ausgaben• Verbesserung von Qualität und Berechenbarkeit in
Entscheidungen• Unterstützung laufender Globalisierungs- und
Outsourcingbestrebungen bei Prozessen und Ressourcen
Gleichzeitig verbesserte Steuerung von Service-, bzw. Produktqualität durch
• Entwicklung und laufende Verbesserung von Fähigkeiten in Innovationsbereichen (Prozessinnovation, Produktinnovation, …)
UND Entwicklung einer Organisation und Belegschaft, die extrem flexibel und wettbewerbsfähig ist.
© 2009 IBM Corporation
IBM SYMPOSIUM 2009
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Unternehmen stoßen heute oft an die Grenzen ihrer Fähigkeiten in drei kritischen Bereichen ihre Leistung signifikant zu steigern …
Source: IBM Institute for Business Value
Am Besten werden diese Ansatzpunkte mit einer modular aufgebauten und spezialisierten Organisationsstruktur adressiert
Streben nach Perfektion über die gesamte Wertschöpfungs- kette
Organisationen sind mit ihren Geschäftsaufgaben und der technologischen Infrastruktur fest verdrahtet, was Änderungen teuer und langsam macht
Organisatorische Komplexität erschwert Einsparungen
Standardisierung auf Basis der Geschäftskomponenten reduziert die Komplexität und erhöht die Übersichtlichkeit von Entscheidungen und Aktionen
Lose verbundene Geschäftskomponenten erlauben rasche und kostengünstige Veränderung, um neue Geschäftschancen zu nutzen
Fokus auf dem Kerngeschäft und Ausbau eines Netzes professioneller Partner für nicht strategische Bereiche
Fehlender Fokus
Fokus aufdifferenzierende Merkmale
Fest verdrahtet Komplexität
Lose verbunden Transparenz
PRO
BLE
MA
NSA
TZPU
NK
T
Reaktionsfähigkeit ProduktivitätDifferenzierung
© 2009 IBM Corporation
IBM SYMPOSIUM 2009
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Vorgehen/Ergebnisse Im Rahmen einer Diagnose-Phase werden zunächst Geschäftskomponenten
identifiziert, bei denen ein signifikantes Einsparungspotential gegeben ist
etwa 2 Monate 4 – 6 Monate
Diagnose Lösungsentwurf Implementierung
Schnelle Erfolge – “Low hanging fruits”EUR
EUR EUR
Tools
Geschäftskomponentenmodell Rasches Erkennen von Kostentreibern
Struktur der Abläufe Analyse von Risiko und Erfolg
Initiativen
Optimierung des Personal-
einsatzes
Optimierung der
Organisation & Prozesse
Optimierung der Supply
chain
InfrastrukturShared
Services & Outsourcing
Projekt Portfolio &
SLA Definition
Target
Operating Model
Risk / Difficulty to realise benefit
0
Scal
e of
Ben
efit
£m
(0-£5m)
(5m+)
£5m
• Opportunity 7• Opportunity 4
• Opportunity 5
• Opportunity 6
• Opportunity 3
• Opportunity 2
• Opportunity 1
How to enhance scale of benefit?
How to increase pace of delivery?
> 2 years < 2 years
Risk / Difficulty to realise benefit
0
Scal
e of
Ben
efit
£m
(0-£5m)
(5m+)
£5m
• Opportunity 7• Opportunity 4
• Opportunity 5
• Opportunity 6
• Opportunity 3
• Opportunity 2
• Opportunity 1
How to enhance scale of benefit?
How to increase pace of delivery?
> 2 years < 2 years
© 2009 IBM Corporation
IBM SYMPOSIUM 2009
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Unser methodischer Ansatz zu Intelligenter Kostenreduktion hilft Kosten-einsparungspotentiale zu identifizieren und eine Umsetzungsplanung für die Realisierung zu entwickeln
Workshop zur Priorisierung der Bereiche
für vertiefende Analysen
Identifikation von
Optimierungs- potentialen
Präsentation vor dem Lenkungs-
ausschuss
WorkshopsWorkshops PotentialPotentialAnalyse & Evaluierung der priorisierten BereicheAnalyse & Evaluierung der priorisierten Bereiche
Initiativen planen und entwickeln
Business Case erarbeiten
Transformations – Roadmap entwickeln
PlanungPlanung
Berück-sichtigt
Soll-Proz
Leichtig-keit
Implemen-tierung
Nutzen-PotenzialRelevanzStatus
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Berück-sichtigt
Soll-Proz
Leichtig-keit
Implemen-tierung
Nutzen-PotenzialRelevanzStatus
X
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+/-+/-
+
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MSS Ampelreporting / Cockpit mit Drill-down Funktionalität
Explorative Planungssimulationen auf Basis von bestimmten Kriterien und Annahmen (Markt-/Geschäftsentwicklung, Vorjahr, MA-Altersstruktur, etc.)
Planungsfreigabe im Rahmen einer „Welle“ klare top-down Vorgabe / bottom-up Konsolidierung
Wo sinnvoll Dezentralisierung des Controllings (bis auf MA-Ebene)
Ausgewogene qualitative und quantitative Personalbestandsanalyse und –bedarfsplanung
„Planning und Reporting on a page“ => auf die wesentlichsten KPIs begrenzt(HR Essentials)
Bepreisung und Verrechnung von HR Leistungen basierend auf SLAs
Wertbeitrag (EVA) von HR messbar machen
Activity based costing der kompletten HR Funktion
Durchgängige Kaskadierung der Zieldefinition/-konkretisierung
Strategische Planungs- und Steuerungsmechanismen (z.B. BSC)(u.a. für Initiativen- und Projekt-Portfoliomgmt.)
Definition von HR Service-/-Produktportfolio
MSS Ampelreporting / Cockpit mit Drill-down Funktionalität
Explorative Planungssimulationen auf Basis von bestimmten Kriterien und Annahmen (Markt-/Geschäftsentwicklung, Vorjahr, MA-Altersstruktur, etc.)
Planungsfreigabe im Rahmen einer „Welle“ klare top-down Vorgabe / bottom-up Konsolidierung
Wo sinnvoll Dezentralisierung des Controllings (bis auf MA-Ebene)
Ausgewogene qualitative und quantitative Personalbestandsanalyse und –bedarfsplanung
„Planning und Reporting on a page“ => auf die wesentlichsten KPIs begrenzt(HR Essentials)
Bepreisung und Verrechnung von HR Leistungen basierend auf SLAs
Wertbeitrag (EVA) von HR messbar machen
Activity based costing der kompletten HR Funktion
Durchgängige Kaskadierung der Zieldefinition/-konkretisierung
Strategische Planungs- und Steuerungsmechanismen (z.B. BSC)(u.a. für Initiativen- und Projekt-Portfoliomgmt.)
Definition von HR Service-/-Produktportfolio
Rebalancing the level and structure of business support staff across the organisation Reduce costs incurred on Training &
Development Challenge demand on support functions and
move to business partner model Rationalise and reconfigure existing spans of
control Achieve ‘best of breed’ productivity in core
processing units
Implement specific functional improvements
Review non staff discretionary spend
Reduce supply-side services and costs
Align project expenditure with Business priorities
Embed broad cost management disciplines
Strategic initiatives
Retail IB CP Ops Claims Business Solution Finance HR M&U
Business Support – MI/change management/reengineering
Training & Development
Finance HR
Spans of Control
Best of Breed
Discretionary Spend
NUCS
Projects
Cost Management
Branch Network
Ratn
Systems Ratn
Location of Processing Consolidation
Rebalancing the level and structure of business support staff across the organisation Reduce costs incurred on Training &
Development Challenge demand on support functions and
move to business partner model Rationalise and reconfigure existing spans of
control Achieve ‘best of breed’ productivity in core
processing units
Implement specific functional improvements
Review non staff discretionary spend
Reduce supply-side services and costs
Align project expenditure with Business priorities
Embed broad cost management disciplines
Strategic initiatives
Retail IB CP Ops Claims Business Solution Finance HR M&U
Business Support – MI/change management/reengineering
Training & Development
Finance HR
Spans of Control
Best of Breed
Discretionary Spend
NUCS
Projects
Cost Management
Branch Network
Ratn
Systems Ratn
Location of Processing Consolidation
Comms(excl. cust) Legal Procurement
FacilitiesOperation &Maintenance
Program& Change
Management
HR Operations
Strategic HR Management Recruitment
Design apps & IT
infrastructure
Build apps & IT
infrastructure
Operate & Maintain apps
& IT infra.IT Security
Other HR IT
Support Infrastructure
End to End Service Level Management
Benefits and Value
Management
Business & IT
Architecture
Governance
MIS
Alliance planning
Bus Resource & Sales planning
Business Strategy Planning
Strategy & Planning
Customer/Mkt Research
& Analytics
Strategy & Governance
Market DataManagement
Instrument Static DataMaintenance
Counterparty& Account
Maintenance
Credit Admin.
DocumentManagement
P&L and Client Reporting
CustodyServices
CorporateActions & Dividends
Payments
Reconciliations
FailsHandling
Securities& Repo
processing
FX & MMprocessing
Commoditiesprocessing
OTC/Structured Prod process
Data Common processes Prod spec Clearing & Set‘t
Processing
Branding & Marketing Research Portfolio
ManagementProduct Control
Prod Devt. & Pro-position Mgmt.
Performance Management
Client & Trade Support
Pricing Prop Trading
Client Dealing
Trade Execution
Planning & Coverage
Relationship Mgmt. CMT CAB
Trading Sales Capital Markets
Internal Audit
RegulatoryCompliance
Compliance
Financial Accounting & Reporting
Decision Support
Finance
Market Risk Analysis & Mgmt.
Credit Risk Analysis & Mgmt.
Risk Report. & Econ. Cap
Mgmt.
OperationalRisk Analysis
& Mgmt.
Liquidity & ALM
Risk
Front OfficeRisk, compliance & Financial Management
Business Partner Mgmt
Executive & Stakeholder Management
Program & Change
Management
Customer Retention Progr.
Marketing campaign
Channel Strategy Channel Mgmt After Sales
Service
Marketing & Channel Mgmt
CRM
IT
ProcurementHR
Inte
rnal
Clie
ntRel
atio
nshi
p
Supp
lier R
elat
ions
hip
SupplyMatrix
IT Tools
Peop
le
Proc
esse
s
Organization
Resource layer Relationship layerCore
Inte
rnal
Clie
ntRel
atio
nshi
p
Supp
lier R
elat
ions
hip
SupplyMatrix
IT Tools
Peop
le
Proc
esse
s
Organization
Resource layer Relationship layerCoreCore
W e b
T e le p h o n e
P o s t
F a c e - to -F a c e
E m a il
W a p
F a x E D I
W e b
T e le p h o n e
P o s t
F a c e - to -F a c e
E m a il
W a p
F a x E D I
C a ll C e n te r D riv e In
A g e n c y M a rk e t in g T h ird P a r ty
F ie ld S a le s
W e b
T e le p h o n e
P o s t
F a c e -to -F a c e
E m a il
W a p
F a x E D I
W e b
T e le p h o n e
P o s t
F a c e -to -F a c e
E m a il
W a p
F a x E D I
W e b
T e le p h o n e
P o s t
F a c e - to -F a c e
E m a il
W a p
F a x E D I
W e b
T e le p h o n e
P o s t
F a c e - to -F a c e
E m a il
W a p
F a x E D I
W e b
T e le p h o n e
P o s t
F a c e - to -F a c e
E m a il
W a p
F a x E D I
W e b
T e le p h o n e
P o s t
F a c e - to -F a c e
E m a il
W a p
F a x E D I
W e b
T e le p h o n e
P o s t
F a c e -to -F a c e
E m a il
W a p
F a x E D I
W e b
T e le p h o n e
P o s t
F a c e -to -F a c e
E m a il
W a p
F a x E D I
W e b
T e le p h o n e
P o s t
F a c e - to -F a c e
E m a il
W a p
F a x E D I
W e b
T e le p h o n e
P o s t
F a c e - to -F a c e
E m a il
W a p
F a x E D I
OperationsSupply Chain
Health Checks
Benchmark Wizard
BenchmarkAPQC
Workforce Optimization
Organization & Process
Optimization
Supply Chain Optimization
IT Optimization
Shared Services
& Outsourcing
Project Portfolio
& SLA Definition
Target Operating Model
Workforce Optimization
Organization & Process
Optimization
Supply Chain Optimization
IT Optimization
Shared Services
& Outsourcing
Project Portfolio
& SLA Definition
Target Operating Model
PR IM FM/HSELOG HR/SE ACC/CO Admin PMPSQM SL Dev.BDsSSC Σ
x,x M€
x,x M€
x,x M€
x,x M€
x,x M€
x,x M€
x,x M€
x,x M€
x,x M€x,x M€
x,x M€x,x M€ x,x M€ xx,x M€
-xx% -xx%-xx%
-xx% -xx% -xx%-xx%
-xx%-xx%
-xx%-x% -x%
-xx%Anspannungsgradohne Tarif-Effekt
Potenzialbeitrag durch Tarif-Effekt SSC
Anspannungsgradohne Tarif-Effekt
-xx%Anspannungsgradohne Tarif-Effekt
Potenzialbeitrag durch Tarif-Effekt SSC
Anspannungsgradohne Tarif-Effekt
Ext. BM As-Is
Future EnterpriseAd hoc and reactive change
Project driven change
Change portfolio and program
Anticipating and proactive change
Change becomes the strategy
HUNGRY FORCHANGE
Ad hoc and reactive change
Project driven change
Change portfolio and program
Anticipating and proactive change
Change becomes the strategy
HUNGRY FORCHANGE
Regulatory compliance
Strategic philanthropy
Values based self-regulation
Efficiency through CSR
CSR as growth platform
GENUINE, NOT JUST GENEROUS
Regulatory compliance
Strategic philanthropy
Values based self-regulation
Efficiency through CSR
CSR as growth platform
GENUINE, NOT JUST GENEROUS
Exploring Business Model Innovation opportunities
Experimenting with BMI
Implementing BMI initiatives
Multiple BMI strategies
Radical and pervasive BMI
DISRUPTIVE BY NATURE
Exploring Business Model Innovation opportunities
Experimenting with BMI
Implementing BMI initiatives
Multiple BMI strategies
Radical and pervasive BMI
DISRUPTIVE BY NATURE
Exploring global opportunities
Driving specific global initiatives
Building global capabilities systematically
Global centers of excellence
Global enterprise innovation
GLOBALLYINTEGRATED
Exploring global opportunities
Driving specific global initiatives
Building global capabilities systematically
Global centers of excellence
Global enterprise innovation
GLOBALLYINTEGRATED
Customer intelligence
Customer information transparency
Two-way customer interaction
Customer collaborative development
Expanding customer aspirations
INNOVATIVE BEYONDCUSTOMERIMAGINATION
Customer intelligence
Customer information transparency
Two-way customer interaction
Customer collaborative development
Expanding customer aspirations
INNOVATIVE BEYONDCUSTOMERIMAGINATION
Building the Enterprise of the Future
Today In 3-5 years
Workshop zum Benchmark-
Vergleich Ihrer Strategie
© 2009 IBM Corporation
IBM SYMPOSIUM 2009
6
Lösungsdesign für Kostenreduktion -
Initiativen Abgestimmt auf Ihre kundenspezifische Situation können wir für Sie maßgeschneiderte Initiativen nach erfolgreich erprobten IBM Konzepten entwickeln und umsetzen
Zusammenstellung unabhängiger Initiativen, die abhängig von der Kundensituation und den Kundenanforderungen getrennt oder kombiniert angewendet werden können!
Optimierung des Personal-
einsatzes
Optimierung der
Organisation & Prozesse
Optimierung der Supply
Chain
InfrastrukturShared
Services & Outsourcing
Projekt Portfolio &
SLA Definition
Target
Operating Model
© 2009 IBM Corporation
IBM SYMPOSIUM 2009
7 Succeeding in the New Economic Environment | 21 January 2009 7
Target Operating Model (TOM) Ein TOM definiert die Unternehmensstrukturen auf Basis
eines definierten Geschäftsmodells
Target Operating Model (TOM) Prozess
Überprüfung der Prozesse mit Fokus auf dem definierten Geschäftsmodell
Design mit Fokus auf Technologie und Prozessen.
Detaillierte Erarbeitung von Organisationsstruktur, Prozessdesign, Roadmap, etc. (12-16 Wochen)
Business
Technologie
Components
Sales & serviceOutbound tel
Sales & serviceOutbound tel
Help deskSales & service
Outbound tel
Sales & serviceOutbound telOutbound tel
Sales & serviceOutbound telOutbound tel
Outbound tel
Sales & serviceOutbound tel
Sales & serviceOutbound tel
Sales & serviceOutbound telOutbound tel
Sales & serviceOutbound telOutbound tel
Sales & serviceOutbound telOutbound tel
Sales & serviceOutbound tel
Sales & serviceOutbound tel
Sales & serviceOutbound telOutbound tel
Processes
4 .1 Ide nt if y P ro sp ec t4 .2 R e gi st e r P ros pe c t 4 .3 E s ta b li sh a nd M a in ta i n
C us to m e r P rof i le4 .4 M a na g e c a mp a ig ns4 .5 M on it or a n d m a n a ge c u st om e r
pe r fo rm a n c e
5.1 M a na g e C us to m e r Inv ok e d C o m m5.2 M a na g e C om p a ny D r i ve n C om m5.3 D ef i ne / A g re e C us to me r F in an c ia l
P la n5.4 D et e rm in e O p ti on s5.5 C o lle c t a pp li c a ti on Info rm a ti on5.6 P ro vid e Q u ot e /I l lu st ra ti on5.7 A s se s s R is k5.8 F in a li se an d A g re e A rra ng e m en t5.9 M a na g e P or t fol io H o ld in gs5.1 0 R e vie w pe r fo rm an c e a ga i ns t
c us to m e r pl a n5.1 1 M an a ge E nq ui ry5.1 2 M od ify C ust o me r D a ta5.1 3 H a nd le c u st om e r c o m pl a in t o r
c om p li m e nt
4 - E s tab l is h an d D e v el op C u s tom e r R e l at i on sh ip
3 .1 A n a ly se a n d P ri or i ti se M ark e ts3 .2 D ev e lo p P ro po si ti on3 .3 M a na g e P rop os it io ns3 .4 M a na g e B ran di ng3 .5 C re a te a n d M a n a ge C h a nn el
C on te n t
3 -M a n ag e M a r k ets 5 - S e r vi ce C u s to m er R e la t io n sh i p
7 - M an a ge R e so u r c e s
8 - M on i tor & M an ag e B u si n e ss P e r fo rm an c e
8.3 M a n a ge F i na nc i a l P e r fo rm a nc e
8. 4 M a n a ge R e g ul a tor y R e po r ti ng a nd C on tro ls
7 .1 M a na g e H u ma n R e so urc e s
8. 9 M an a ge S e c ur i ty
1 - C r e ate & M an a ge B u s in e s s S tr a teg y
1. 1 D e f in e B us in e ss C on c e pt s & O rg a ni sa ti on a l S t ra te g y
1 .3 D e ve lo p V i si on & S tra t e gy (G oa l s & O bj e c ti ve s )
1 .2 D ev e lo p W e a lt h M a n a ge m e nt B us in e ss P l a ns
1. 4 M on it or E xt e rna l E n vi ron m en t
1 .5 M o ni to r , C o nt rol & A d ju st (G oa ls , P la ns & P e r fo rma n c e )
8 .1 D e v e lo p a n d M a n a ge S c o re ca rd s
8 .11 Id e nt ify Im pro ve m e n ts
10 - M a n ag e E xte r n al R e la t io n sh i p s
1 0. 1 B u il d & M a n a ge S e rv ic e P ro vi de r /P a r t ne r R e l a ti on sh ip s
10 .2 M a na g e S ta k e ho ld er C om m u ni c at i ons
10 .3 M a na g e P ub li c R e la t io ns
7 .3 D e ve l op a nd M a n ag e Info rm a ti on T e c hn olo gy
8 .2 B e nc h m ark P e r fo rm a n c e
8 .8 M a na ge C om pl ia n c e a nd L e g a l s up po r t
6.1 A c t iv a te p rod uc t/ se rv ic e6.2 P rov id e A c c o unt / P ro du c t
M a in te na n c e6.3 P rov id e bro ke ra ge / tra d e se rv ic e s6.4 P rov id e P or t fol io M a in te n a nc e6.5 I ss ue F i na n c ia l Ins tru m e nt s6.6 P rov id e S pe c i a li st S e rvi c e s6.7 H a n dl e C a sh D i st r ib ut io n6.8 H a n dl e M on e y t ra ns m is si on6.9 H a n dl e C re di t
se t tl e me n t/ dra w do w n6.1 0 H a nd le b a d d e bt6.1 1 H a nd le f ra ud6.1 2 P re p a re a nd M a na g e
C on su ma b le s6.1 3 H a nd le L os t a n d S t o le n I te m s
2 -A c q u ir e a n d M an ag e F u n d s an d T r e asu ry 2. 1 R a i se F u nd s 2 .2 M a na g e L i qui di t y
7 .2 S e t u p a nd M a in ta i n Inf ra s tru c tu re
8 .7 M a na ge R is k 8 .10 D e v e lo p a n d M a n a ge P ro ce s s D oc u m e nt at i on
8. 6 S et u p a n d M a n a ge S e rv ic e L e v e l A gre e m e nt s (S L A s )
9 - M an a ge C h an g e 9 .1 D e ve l op S o lu ti on /B u si ne s s C a s e
9 .3 M a na g e Im p le m e nt a ti on
9 .4 T ra c k a nd M a na g e E xc e pt i ons
9. 2 P l a n a n d S ta r t P roj e c t
9. 5 C o m pl e te a n d R e vi e w
6 .14 H a n dl e C la i m6 .15 A d m in is te r C u st om e r
D oc u me n ta t io n, S e cu r it y, C o ll a te ra l & C us to dy
6 .16 G e n e ra te C u st om e r S t a te m e nt s & re po r ts
6 .17 M a na g e C om m i ss io ns6 .18 A d m in is te r A ss e t6 .19 T erm i na t e c us to m er
a r ra ng e m e nt
6.P r od u c t an d S e r v ic e P r oc e ss in g
2.3 M a na g e A s se t L i a bi li ty M a na g e m e nt 2.4 M a n a ge A L M R i sk
8.1 2 M a na g e D i sa s te r R e c o ve ry & C on ti ng en c y P la nn in g
8 .5 D e f i ne & M a n a ge A c c oun ti ng P ro ce d ure s
7 .4 M an a ge P ro c ure m e nt
4 .1 Ide nt if y P ro sp ec t4 .2 R e gi st e r P ros pe c t 4 .3 E s ta b li sh a nd M a in ta i n
C us to m e r P rof i le4 .4 M a na g e c a mp a ig ns4 .5 M on it or a n d m a n a ge c u st om e r
pe r fo rm a n c e
5.1 M a na g e C us to m e r Inv ok e d C o m m5.2 M a na g e C om p a ny D r i ve n C om m5.3 D ef i ne / A g re e C us to me r F in an c ia l
P la n5.4 D et e rm in e O p ti on s5.5 C o lle c t a pp li c a ti on Info rm a ti on5.6 P ro vid e Q u ot e /I l lu st ra ti on5.7 A s se s s R is k5.8 F in a li se an d A g re e A rra ng e m en t5.9 M a na g e P or t fol io H o ld in gs5.1 0 R e vie w pe r fo rm an c e a ga i ns t
c us to m e r pl a n5.1 1 M an a ge E nq ui ry5.1 2 M od ify C ust o me r D a ta5.1 3 H a nd le c u st om e r c o m pl a in t o r
c om p li m e nt
4 - E s tab l is h an d D e v el op C u s tom e r R e l at i on sh ip
3 .1 A n a ly se a n d P ri or i ti se M ark e ts3 .2 D ev e lo p P ro po si ti on3 .3 M a na g e P rop os it io ns3 .4 M a na g e B ran di ng3 .5 C re a te a n d M a n a ge C h a nn el
C on te n t
3 -M a n ag e M a r k ets 5 - S e r vi ce C u s to m er R e la t io n sh i p
7 - M an a ge R e so u r c e s
8 - M on i tor & M an ag e B u si n e ss P e r fo rm an c e
8.3 M a n a ge F i na nc i a l P e r fo rm a nc e
8. 4 M a n a ge R e g ul a tor y R e po r ti ng a nd C on tro ls
7 .1 M a na g e H u ma n R e so urc e s
8. 9 M an a ge S e c ur i ty
1 - C r e ate & M an a ge B u s in e s s S tr a teg y
1. 1 D e f in e B us in e ss C on c e pt s & O rg a ni sa ti on a l S t ra te g y
1 .3 D e ve lo p V i si on & S tra t e gy (G oa l s & O bj e c ti ve s )
1 .2 D ev e lo p W e a lt h M a n a ge m e nt B us in e ss P l a ns
1. 4 M on it or E xt e rna l E n vi ron m en t
1 .5 M o ni to r , C o nt rol & A d ju st (G oa ls , P la ns & P e r fo rma n c e )
8 .1 D e v e lo p a n d M a n a ge S c o re ca rd s
8 .11 Id e nt ify Im pro ve m e n ts
10 - M a n ag e E xte r n al R e la t io n sh i p s
1 0. 1 B u il d & M a n a ge S e rv ic e P ro vi de r /P a r t ne r R e l a ti on sh ip s
10 .2 M a na g e S ta k e ho ld er C om m u ni c at i ons
10 .3 M a na g e P ub li c R e la t io ns
7 .3 D e ve l op a nd M a n ag e Info rm a ti on T e c hn olo gy
8 .2 B e nc h m ark P e r fo rm a n c e
8 .8 M a na ge C om pl ia n c e a nd L e g a l s up po r t
6.1 A c t iv a te p rod uc t/ se rv ic e6.2 P rov id e A c c o unt / P ro du c t
M a in te na n c e6.3 P rov id e bro ke ra ge / tra d e se rv ic e s6.4 P rov id e P or t fol io M a in te n a nc e6.5 I ss ue F i na n c ia l Ins tru m e nt s6.6 P rov id e S pe c i a li st S e rvi c e s6.7 H a n dl e C a sh D i st r ib ut io n6.8 H a n dl e M on e y t ra ns m is si on6.9 H a n dl e C re di t
se t tl e me n t/ dra w do w n6.1 0 H a nd le b a d d e bt6.1 1 H a nd le f ra ud6.1 2 P re p a re a nd M a na g e
C on su ma b le s6.1 3 H a nd le L os t a n d S t o le n I te m s
2 -A c q u ir e a n d M an ag e F u n d s an d T r e asu ry 2. 1 R a i se F u nd s 2 .2 M a na g e L i qui di t y
7 .2 S e t u p a nd M a in ta i n Inf ra s tru c tu re
8 .7 M a na ge R is k 8 .10 D e v e lo p a n d M a n a ge P ro ce s s D oc u m e nt at i on
8. 6 S et u p a n d M a n a ge S e rv ic e L e v e l A gre e m e nt s (S L A s )
9 - M an a ge C h an g e 9 .1 D e ve l op S o lu ti on /B u si ne s s C a s e
9 .3 M a na g e Im p le m e nt a ti on
9 .4 T ra c k a nd M a na g e E xc e pt i ons
9. 2 P l a n a n d S ta r t P roj e c t
9. 5 C o m pl e te a n d R e vi e w
6 .14 H a n dl e C la i m6 .15 A d m in is te r C u st om e r
D oc u me n ta t io n, S e cu r it y, C o ll a te ra l & C us to dy
6 .16 G e n e ra te C u st om e r S t a te m e nt s & re po r ts
6 .17 M a na g e C om m i ss io ns6 .18 A d m in is te r A ss e t6 .19 T erm i na t e c us to m er
a r ra ng e m e nt
6.P r od u c t an d S e r v ic e P r oc e ss in g
2.3 M a na g e A s se t L i a bi li ty M a na g e m e nt 2.4 M a n a ge A L M R i sk
8.1 2 M a na g e D i sa s te r R e c o ve ry & C on ti ng en c y P la nn in g
8 .5 D e f i ne & M a n a ge A c c oun ti ng P ro ce d ure s
7 .4 M an a ge P ro c ure m e nt
IB M ’s W e a l th M a n a g e m e n t p ro c e s s m o d e l p ro v id e s a fra m e w o rk fo r id e n t ify in g a t w h ic h le v e l o f th e o rg a n is a tio n p ro c e s s e s a re c a r rie d o u t
G l o b a l R eg io n a l L o ca l
Assets & Locations
People/Organisation
R eg io n al S er v ic in g
L o calR e la t io n sh ip M an a g em e n t
O v e r a ll c o m p a n y p e r for m a n c eB u s in e s s S tr a te g y
S ta n da rd P ro d u c t d e s ig nC or p o ra te G ov e rn a n c e
S e r v ic in g p e r for m a n c eS e r v ic in g c o s t
R e g ula to r y c o ntr o lsB 2 B r e la t ion s h ip s
R e ve nu e p e r for m a n c eIntr o d uc e r r e la t io n s h ipsC u s to m e r M a na ge m e n t
A g r e e d c o u ntr y v a r ia t io nsC o u n try r e g u la tor y c o n tro ls
G lo b al D ir ec tio n & O v er s ig h t
Neth
erla
nds
Fran
ce
Ger
man
y
Italy
Sing
apor
e
Bra
zil
Mia
mi
G lo b a l H Q
Neth
erla
nds
Fran
ce
Ger
man
y
Italy
Sing
apor
e
Bra
zil
Mia
mi
G lo b a l H Q
E u ro p e•N eth e rlan d s•F r an c e•G erm an y• I ta ly
E u ro p e•N eth er la n d s•F ra n ce•G erm a n y• Ita ly
S .E . A sia•S in g ap o re
S .E . As ia•S in g a p o r e
A m er ic as•M iam i•B razil
A m e rica s•M iam i•B raz il
E u ro p e•N eth e rlan d s•F r an c e•G erm an y• I ta ly
E u ro p e•N eth er la n d s•F ra n ce•G erm a n y• Ita ly
S .E . A sia•S in g ap o re
S .E . As ia•S in g a p o r e
A m er ic as•M iam i•B razil
A m e rica s•M iam i•B raz il
Sourcing & Alliances
Strategy & Insight Offering Sales &
ServiceRisk & Fin.
MgmtSupport servicesProcessing Key to colour-coding:
Organisation Other Group Units External
Sal
es &
S
ervi
ceSt
rate
gy&
Insi
ght
Offe
ring
Ris
k &
F
in M
gmt
Pro
cess
ing
Sup
port
S
ervi
ces
CampaignExecut ion
MerchantOpera tions
Card-specificProcessing Inventory
Management
Proposit ion Development
Sales ServicingSales Servicing
XYZ
Service Rout ing & Tr. Service Interface
Sales/Service Admin
Rel’shipOver-sight & Mgmt
Cust. Sales/ Serv. Planning
Key A/c serv. planning
Case & Except. Hdlg
Service Routing & Tr. Service Interface
Sales/Service Admin
Cust. Sales/ Serv. Planning
Case & Except . Hdlg
Market ing & Brand Mgmt Campaign Mgmt Product Dev.
& DeploymentChannel Dev &
Oversigh tProduct Ops
Planning & MgtDeal Structuring
Product Serv.Planning & Mgt
ProductDirectory
Mktg & BrandStrategy
Deal Structuring
Channel Operations
Channel Operations
XXX
In-house Marketing Product Mgmt Channel Mgmt Ops Oversight
CollateralHandling
CreditAdministra tion
Application & Request
Processing
TransactionCaptureServices
TransactionConsolidation
Authorizations
Rewards Admin istrat ion
DDA/TDA Accounting
Lending Accounting
CashInventory
MarketInformation
Correspondence
DocumentManagement
& Archive
Billing &Payments
CustomerAccounting & Maintenance
Collect ions& Recovery
Fraud/AMLDetection
A ccountServicesOversight
ConsolidatedBook/PositionMaintenance
Inter-bankAccount
Management
Reconciliations
Treasury & Securities Exec.
& Clearing
Custody & other specific
processing
3rd Party Product
Processing
Sales Finance (Factoring)
Trade finance specific
processing
Cash Management
Cheque Processing
SCAF Additional Processing
Billing &Payments
“Core” banking Credit Specia lis t
ZZZ
Bus Strategy&Resource Pl.
Business & ITArchitecture
MarketResearch
SegmentAna lysis & Pl.
Acquisition & Alliance Pl.
Contact/Event History
CustomerProfile
Cust. Analysis& Models
Fixed Asset Register
Bus. Policies & Procedures
Audit/Legal/Compliance
Credit Policy & Planning
Asset &Liability Policy
& Planning
Risk/Portfo lioManagement
B ank Treasury
AccountingGeneralLedger
Fin. Control,Cons. & Rep.
FinancePolicies
Audit/Legal/Compliance
A/c payable/ receivable
FacilitiesOpera tion &Main tenance
Systems Dev. & Operations
Help Desk Services
BU Admin & Tracking
Comms & Ext.Relations
Procurement
Buy On Demand Service
Procurement
Strategic Sourcing HR
Ops (Payroll , admin)
L&D content & provision
HRTalent strategyL&D strategy
etc
AD&M, Infrastructure (hosting, comms)
Unstaffed StaffedATM Internet Mobile
Devices FaxEmailMailKiosk Future ContactCentre
DirectSales Force
Agent/Broker/3rd party Branch
Organisation Other Group Units External
Sal
es &
S
ervi
ceSt
rate
gy&
Insi
ght
Offe
ring
Ris
k &
F
in M
gmt
Pro
cess
ing
Sup
port
S
ervi
ces
CampaignExecut ion
MerchantOpera tions
Card-specificProcessing Inventory
Management
Proposit ion Development
Sales ServicingSales Servicing
XYZ
Service Rout ing & Tr. Service Interface
Sales/Service Admin
Rel’shipOver-sight & Mgmt
Cust. Sales/ Serv. Planning
Key A/c serv. planning
Case & Except. Hdlg
Service Routing & Tr. Service Interface
Sales/Service Admin
Cust. Sales/ Serv. Planning
Case & Except . Hdlg
Market ing & Brand Mgmt Campaign Mgmt Product Dev.
& DeploymentChannel Dev &
Oversigh tProduct Ops
Planning & MgtDeal Structuring
Product Serv.Planning & Mgt
ProductDirectory
Mktg & BrandStrategy
Deal Structuring
Channel Operations
Channel Operations
XXX
In-house Marketing Product Mgmt Channel Mgmt Ops Oversight
CollateralHandling
CreditAdministra tion
Application & Request
Processing
TransactionCaptureServices
TransactionConsolidation
Authorizations
Rewards Admin istrat ion
DDA/TDA Accounting
Lending Accounting
CashInventory
MarketInformation
Correspondence
DocumentManagement
& Archive
Billing &Payments
CustomerAccounting & Maintenance
Collect ions& Recovery
Fraud/AMLDetection
A ccountServicesOversight
ConsolidatedBook/PositionMaintenance
Inter-bankAccount
Management
Reconciliations
Treasury & Securities Exec.
& Clearing
Custody & other specific
processing
3rd Party Product
Processing
Sales Finance (Factoring)
Trade finance specific
processing
Cash Management
Cheque Processing
SCAF Additional Processing
Billing &Payments
“Core” banking Credit Specia lis t
ZZZ
Bus Strategy&Resource Pl.
Business & ITArchitecture
MarketResearch
SegmentAna lysis & Pl.
Acquisition & Alliance Pl.
Contact/Event History
CustomerProfile
Cust. Analysis& Models
Fixed Asset Register
Bus. Policies & Procedures
Audit/Legal/Compliance
Credit Policy & Planning
Asset &Liability Policy
& Planning
Risk/Portfo lioManagement
B ank Treasury
AccountingGeneralLedger
Fin. Control,Cons. & Rep.
FinancePolicies
Audit/Legal/Compliance
A/c payable/ receivable
FacilitiesOpera tion &Main tenance
Systems Dev. & Operations
Help Desk Services
BU Admin & Tracking
Comms & Ext.Relations
Procurement
Buy On Demand Service
Procurement
Strategic Sourcing HR
Ops (Payroll , admin)
L&D content & provision
HRTalent strategyL&D strategy
etc
AD&M, Infrastructure (hosting, comms)
Unstaffed StaffedATM Internet Mobile
Devices FaxEmailMailKiosk Future ContactCentre
DirectSales Force
Agent/Broker/3rd party Branch Contact
CentreDirect
Sales ForceAgent/Broker
/3rd party Branch
Availability of external sourcing options will vary from country to country and needs to be adapted accordingly
• Owns vision, direct, integration, overall results
• Leads change
• Full-time• Trains and coaches
Black Belts • Provides technical
support to Executive, Deployment Champion, Sponsors and Owners
• Assist Yellow Belt training
• Full-time• Run projects• Facilitates problem
solving • Trains and coaches
project teams
• Full-time• Sets direction • Creates and
manages business deployment plan
• Supports Black Belts and Project Sponsors
• Sustains and leverages gains • Sometimes is also the Sponsor
DeploymentChampion
ProjectSponsors Master Black
Belts
Process Owner
Executive/Dept Leadership
Black Belts
• Understand and focus activity on delivering vision
Yellow Belts• Project
Contributors• Part time on
projects• Provide
process expertise (SMEs)
• Project owner• Oversees
solution handover
• Chairs Gates• Helps BB
break down barriers
Benefit Owners
• Creates clear benefit definition statements
• Agrees how benefits will be calculated and measured throughout and after project completion
• Owns vision, direct, integration, overall results
• Leads change
• Full-time• Trains and coaches
Black Belts • Provides technical
support to Executive, Deployment Champion, Sponsors and Owners
• Assist Yellow Belt training
• Full-time• Run projects• Facilitates problem
solving • Trains and coaches
project teams
• Full-time• Sets direction • Creates and
manages business deployment plan
• Supports Black Belts and Project Sponsors
• Sustains and leverages gains • Sometimes is also the Sponsor
DeploymentChampion
ProjectSponsors Master Black
Belts
Process Owner
Executive/Dept Leadership
Executive/Dept Leadership
Black BeltsBlack Belts
• Understand and focus activity on delivering vision
Yellow BeltsYellow Belts• Project
Contributors• Part time on
projects• Provide
process expertise (SMEs)
• Project owner• Oversees
solution handover
• Chairs Gates• Helps BB
break down barriers
Benefit OwnersBenefit Owners
• Creates clear benefit definition statements
• Agrees how benefits will be calculated and measured throughout and after project completion
Governance Performance Mgmt
F in an c ia l C us to m e r
P eo p le In te rn a l
S h are ho lde r V a lu eR eturn o n cap ita l pe rfo rm edP ro fit B e fo re In te res t a nd T a xB u s ine ss tra ns fo rm a tio n re tu rn
E m p lo ye e sa t is fa c t io nF ee db a ck o n Le ad ers h ipS k ills a nd t ra in in g de ve lop m e ntC ro ss -fun c t io n a l te am ing
C us tom er s a t is fa c tionC us tom er fac in g p ro ce ss e ffe c tive ne ssR en ew a l / se ll-o n pe rfo rm an ceIssu e an d com pla in ts no t re so lve d
B us in e ss a n d prod u c t in no va tionP erfo rm a nc e o f sup p lie rs a ga ins t S LA sB us in e ss a n d P ro gram m e G o vern an ceIT e ffe c tive ne ss a nd ava ila b ility
F in an c ia l C us to m e r
P eo p le In te rn a l
S h are ho lde r V a lu eR eturn o n cap ita l pe rfo rm edP ro fit B e fo re In te res t a nd T a xB u s ine ss tra ns fo rm a tio n re tu rn
E m p lo ye e sa t is fa c t io nF ee db a ck o n Le ad ers h ipS k ills a nd t ra in in g de ve lop m e ntC ro ss -fun c t io n a l te am ing
C us tom er s a t is fa c tionC us tom er fac in g p ro ce ss e ffe c tive ne ssR en ew a l / se ll-o n pe rfo rm an ceIssu e an d com pla in ts no t re so lve d
B us in e ss a n d prod u c t in no va tionP erfo rm a nc e o f sup p lie rs a ga ins t S LA sB us in e ss a n d P ro gram m e G o vern an ceIT e ffe c tive ne ss a nd ava ila b ility
M ea su re d v ia a b a la n ce d sc o rec ard
Cust. Value Propos.
Page 28
Business (Illustrative Value Based Segmentation)
Personal (Illustrative combined value and demographic segmentation)
Small Medium Large Multinational
Youth / Young Adults Mass Market Middle Market Affluent Seniors
Investment Banking Names
Industry Propositions – e.g. Agriculture, Mining, Retailers, Supply Chain, Parastatals,Non-governmental (local at bottom end and International at top end), etc.
International
Professionals
Start-ups Growth / Expansion
Children
Youth / Teenagers
Students
Age is NOT a meaningful criteria in the age 22-60/ 65 to determine future value, need, etc.
Wealth Preservation
Asian Family Business
Gender based – e.g. Women ▼ Religious – e.g. Islamic ▼ Other Life Style / Choice Options – e.g. Expatriates, Gay, etc.
“Low Value”
Standard
Local Business
Prestige Premier
HNWI
Private Banking
Young Achievers
Wealth Builders
Family
Capital Intensive
FI’s
Segment specific Customer Value Propositions
Note: •Small Enterprises are a retail (not Corporate) segment•Demographic Segmentation (e.g. Youth and Seniors / Wealth Preservation) at the two extreme ends of the spectrum may be combined with value based criteria applied in the “middle of the demographic range”•Propositions may have relevance across segments (e.g. religious groupings), but limits, services, etc will be unique to each segment (thus may need to be set up as separate propositions for each segment)
Keys:
PropositionsSegments
IT Infrastructure ModelIT Application ModelIT Services ModelLinking business and technology (2): On demand Solution Architecture View – Detail View
USER
BUSINESS
Enterprise Service Bus
Autonomic Services
Utility Business Services
Resource Virtualization Services
Business FunctionServices
Business Process
Choreography Services
Common Services
UserAccess
Services
Business Connections
Availability Services
Security Services
BillingRatingMetering Services
Server Storage Resource MappingNetwork
Choreography
Personalization
Reporting
Custom Applications
Packaged Applications
Adaptation
Business Rules
Interaction Acquired Services
Service Level Automation and Orchestration
Workload Services
Configuration Services
User Interaction
Services
Collaboration
PresentationConnectivity
InformationManagement
Services
Information Access
Information Integration
Application Services
BusinessServices
Business Performance Management
Peering Settlement
Infrastructure Services
Analytics
Information
Mediation, Messaging, Events
Problem Management
… … … ……
…
…
…
…
Metadata
Data Placement
BusinessService
BusinessService
BusinessService
BusinessService
ChannelsClient channels Staff channels 3rd Party channels
ChannelsClient channels Staff channels 3rd Party channels
Access LayerAccess Layer
AuthenticationAuthentication
Integration Layer
Business Applications
Analytics
Common Services
BusinessMonitoringBusiness
Monitoring
Document ManagementDocument
ManagementContent
ManagementContent
Management
External Data Providers
External Data Providers
Charging Engine
Charging Engine
PersonalisationPersonalisationAccess Control
Access Control
Content Delivery
Content Delivery
Content FormattingContent
Formatting
Process Integration (Workflow)Process Integration (Workflow)Transaction Integration (Orchestration)Transaction Integration (Orchestration)
RetailCore
RetailCore
PaymentsPayments
CorporateCore
CorporateCore
CashCash
TradeTrade TreasuryTreasury
Integrated Customer
Customer ViewCustomer View
Information Integration (Transformation, Aggregation, Enrichment)Information Integration (Transformation, Aggregation, Enrichment)Application Integration (Industry/Open standards based)Application Integration (Industry/Open standards based)
External Process Providers
External Process Providers
ReportingReporting
Customer Contact
Customer Contact
RelationshipManagementRelationshipManagement
CollaborationCollaboration
RiskManagement
RiskManagement
GeneralLedger
GeneralLedger
Operations & Support
DebtManagement
DebtManagement
AvailabilityAvailability IdentityManagement
IdentityManagement
DirectoryManagement
DirectoryManagement
ConfigurationManagement
ConfigurationManagement ProvisioningProvisioning HRHR
Data M
artData M
artData
WarehouseD
ata W
arehouseD
ata Mart
Data Mart
Data W
arehouseD
ata W
arehouse
Workforce Optimization
Organization & Process
Optimization
Supply Chain Optimization
InfrastructureShared
Services & Outsourcing
Project Portfolio
& SLA Definition
Target Operating Model
Fördert die klare Formulierung von benötigten Ressourcen und Anforderungen zur Erreichung der Geschäftsziele eines definierten Geschäftsmodells
Verbindet IT und Prozesse mit der Geschäftsstrategie
Unterstützt die rasche Umsetzung von Design mittels der Verwendung von IBM Vorgehensmodellen
Target Operating Model erlaubt dem Kunden:
© 2009 IBM Corporation
IBM SYMPOSIUM 2009
8 Succeeding in the New Economic Environment | 21 January 2009 8
Workforce Optimierung Activity Value Analysis (AVA)-
Die Schaffung einer schlanken und effizienten Organisation
AVA Prozess
Hauptmerkmal des AVA Prozesses ist die Bewertung von internen zur Verfügung gestellten Produkten /Services durch interne Personen/Stellen samt Feedback
Basierend auf einer Kombination aus einem “top down” und “bottom-up” Ansatz werden Einsparungspotentiale definiert um die gesetzten Ziele zu erreichen
Betriebsinterne Lieferanten
Personalabteilung
definiert Services
Geschäftsberichte
Marktforschung
Etc
Bestimmen
von Personen
und Kosten
der
einzelnen
Services
Definierung des Endkundens
Betriebsinterne Abnehmer
End-User bewerten
die Services
Charakteristika
Qualität
Andere
Merkmale
Optimierungsmaßnahmen
Feedback an Lieferanten
Workforce Optimization
Organization & Process
Optimization
Supply Chain Optimization
InfrastructureShared
Services & Outsourcing
Project Portfolio
& SLA Definition
Target Operating Model
Signifikante Reduktion von Personalkosten
Leistungsbestimmung durch Benchmarking von internen Services in Business Units, Subunternehmen, etc.
Verbesserung der Qualität und Leistung durch einheitliche Qualitäts- und Servicestandards
AVA erlaubt Kunden:
© 2009 IBM Corporation
IBM SYMPOSIUM 2009
9
Unternehmensoptimierung Anpassen der Kundenorganisation an neue oder
bereits existierende erfolgreiche GeschäftsmodelleWorkforce
Optimization
Organization & Process
Optimization
Supply Chain Optimization
InfrastructureShared
Services & Outsourcing
Project Portfolio
& SLA Definition
Target Operating Model
Neugestaltung der Organisation
Eine Unternehmensoptimierung erlaubt Kunden ihre Organisation an neue oder existierenden Geschäftsmodelle anzupassen sowie Strategien zur Vereinfachnung von internen Strukturen zu entwickeln. Eine gesteigerte Transparenz und klare Verantwortungsbereiche unterstützen den strategischen Wandel und das Geschäftsergebnis
Unterstützt die Schaffung von effizienten Strukturen zur Zielerreichung
Steigert die Transparenz zwischen Business Units, Mitarbeitern, etc.
Fördert die Ausstattung von Mitarbeitern mit Know-How
Org. Optimierung ermöglicht Kunden:
Program Strategy and Management
Program Leadership and
Governance
Organization Design
Stakeholder Engagement and Communications
Culture Change and Innovation
Skills and Knowledge
ValueRealization
© 2009 IBM Corporation
IBM SYMPOSIUM 2009
10
Prozessoptimierung durch LEAN Der Fokus liegt auf messbaren Resultaten und der Ausrichtung
der Prozesse an den KundenanforderungenWorkforce
Optimization
Organization & Process
Optimization
Supply Chain Optimization
InfrastructureShared
Services & Outsourcing
Project Portfolio
& SLA Definition
Target Operating Model
Kunden-
anforderung
Streuung (Six Sigma)
Komplexität (Lean)
Reaktiver Ansatz(Fokus vieler Six Sigma Projekte)
Proaktiver, umfassenderLean Sigma Ansatz
66
6666
Lean Management macht Prozesse schlanker, kostengünstiger und schneller
Six Sigma macht Prozesse stabiler, vorausschaubarer und besser steuerbar
Beide Methoden haben einen positiven Einfluss auf die Kundenzufriedenheit
Zusätzlich wird geprüft, ob der Kunde die aktuelle Prozessqualität (Toleranzen, Service Level, ..) wirklich benötigt, um weitere Kostenpotenziale zu heben
© 2009 IBM Corporation
IBM SYMPOSIUM 2009
11 Succeeding in the New Economic Environment | 21 January 2009 11
Supply Chain Transformation (SCT) Bewährte Methoden, Kenntnisse und Erfahrungen zur Entwicklung von SCM-Strategien für (globale) integrierte Beschaffungsketten
Supply Chain Transformationsprozess
IBM zuverlässige SC-Strategie Entwicklungsmethodik
Diagnosetools, “Best Practices” und Prozessmodelle zur Evaluierung von Szenarien
“Thought Leadership” zu Themen wie SC-Planung, Global Logistics, Collaboration und PLM
Anschauliche Fallstudie und Implementierungsplan
Sample Area: Kundenschnittstelle und Service-Level, Lieferantennetzwerk, Kerngeschäftsmodell, Partner/Zulieferer Zusammenarbeit, Leistungs & Skills Management
Design einer Supply Chain Strategie zur Erreichung von SC Exzellenz
Transparentes “end-to-end” Supply Chain Kostenmonitoring
Bessere Differenzierung von Mitbewerbern sowie eine verbesserte Kostensituation
Tracking und Monitoring dank Roadmap und Business Case
SCT ermöglicht Kunden: Unparalleled Breadth7500+ consultants worldwide
Advantages and Differentiators
Proven ExperienceExtensive cross-industry client list
Supply Chain Excellence45’000 Business Partners worldwide. IBM’s own world- class, globally integrated supply chain utilizes the best practices.
Innovation DrivenLeading Edge Solutions
Recognized LeaderWorldwide market share leader
Powerful Assets20+ Global Solution Centers to speed time- to-value in your engagement
Workforce Optimization
Organization & Process
Optimization
Supply Chain Optimization
InfrastructureShared
Services & Outsourcing
Project Portfolio
& SLA Definition
Target Operating Model
© 2009 IBM Corporation
IBM SYMPOSIUM 2009
12 Succeeding in the New Economic Environment | 21 January 2009 12
Infrastruktur Die Kategorien jeder IT Optimierung unterscheiden sich vor allem durch ihre zeitliche Dauer sowie das potentielle Einsparungspotential
Kurzfristig
Langfristig
Impl
emen
tieru
ng
hoch
niedrig hoch
Ges
chäftlich
e
Bed
eutu
ng
Risiko
p1
p2
p3
p6 p7
p5
p4
Kostenentwicklung Compuware
0
100
200
300
400
500
600
1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005
Taus
ende
Eu
ro
0
500
1000
1500
2000
2500
3000
3500
4000
MIP
S
Lizenz Lizenz Prognose Wartung Wartung Prognose MIPS MIPS Prognose
(Multi-) project management(Multi-) project management
IT OfficeIT Office
Focus: superordinate technical management Enterprise architecture, business / IT link Project portfolio assessment and orientation Architectural orientation Initiative planning IT planning ..
Focus: superordinate technical management Enterprise architecture, business / IT link Project portfolio assessment and orientation Architectural orientation Initiative planning IT planning ..
Program Management OfficeProgram Management Office
Focus: program & project management Setting up a program structure incl. boards Details about procedures for project mgmt. Coordination of decision-making meetings All-embracing multi-project controlling ..
Focus: program & project management Setting up a program structure incl. boards Details about procedures for project mgmt. Coordination of decision-making meetings All-embracing multi-project controlling ..
Architecture OfficeArchitecture Office
Focus: system design Analysis of short/medium and long term
requirements Applications & system architcture, business /
system link Moderation and review of design Initiative planning, implementation planning ..
Focus: system design Analysis of short/medium and long term
requirements Applications & system architcture, business /
system link Moderation and review of design Initiative planning, implementation planning ..
Technical managementTechnical management
ProgramProgram
ProjectProject
Project OfficeProject Office
Focus: project management Details about procedures for project mgmt. Taking over duties of project manager Coordination of decision-making meetings ..
Focus: project management Details about procedures for project mgmt. Taking over duties of project manager Coordination of decision-making meetings ..
(Multi-) project management(Multi-) project management
IT OfficeIT Office
Focus: superordinate technical management Enterprise architecture, business / IT link Project portfolio assessment and orientation Architectural orientation Initiative planning IT planning ..
Focus: superordinate technical management Enterprise architecture, business / IT link Project portfolio assessment and orientation Architectural orientation Initiative planning IT planning ..
IT OfficeIT Office
Focus: superordinate technical management Enterprise architecture, business / IT link Project portfolio assessment and orientation Architectural orientation Initiative planning IT planning ..
Focus: superordinate technical management Enterprise architecture, business / IT link Project portfolio assessment and orientation Architectural orientation Initiative planning IT planning ..
Program Management OfficeProgram Management Office
Focus: program & project management Setting up a program structure incl. boards Details about procedures for project mgmt. Coordination of decision-making meetings All-embracing multi-project controlling ..
Focus: program & project management Setting up a program structure incl. boards Details about procedures for project mgmt. Coordination of decision-making meetings All-embracing multi-project controlling ..
Program Management OfficeProgram Management Office
Focus: program & project management Setting up a program structure incl. boards Details about procedures for project mgmt. Coordination of decision-making meetings All-embracing multi-project controlling ..
Focus: program & project management Setting up a program structure incl. boards Details about procedures for project mgmt. Coordination of decision-making meetings All-embracing multi-project controlling ..
Architecture OfficeArchitecture Office
Focus: system design Analysis of short/medium and long term
requirements Applications & system architcture, business /
system link Moderation and review of design Initiative planning, implementation planning ..
Focus: system design Analysis of short/medium and long term
requirements Applications & system architcture, business /
system link Moderation and review of design Initiative planning, implementation planning ..
Architecture OfficeArchitecture Office
Focus: system design Analysis of short/medium and long term
requirements Applications & system architcture, business /
system link Moderation and review of design Initiative planning, implementation planning ..
Focus: system design Analysis of short/medium and long term
requirements Applications & system architcture, business /
system link Moderation and review of design Initiative planning, implementation planning ..
Technical managementTechnical management
ProgramProgram
ProjectProject
Project OfficeProject Office
Focus: project management Details about procedures for project mgmt. Taking over duties of project manager Coordination of decision-making meetings ..
Focus: project management Details about procedures for project mgmt. Taking over duties of project manager Coordination of decision-making meetings ..
Project OfficeProject Office
Focus: project management Details about procedures for project mgmt. Taking over duties of project manager Coordination of decision-making meetings ..
Focus: project management Details about procedures for project mgmt. Taking over duties of project manager Coordination of decision-making meetings ..
-23%
-31%
-30%
-17%
-9%
Hardware Software Personal (int. + ext.)
Übrige Sachkosten
2001 2003BetrachteteBereiche
Host
Netzwerk
Client/Server
Betrieb
Summe
2001 2003 2001 2003 2001 2003
Unternehmen
OutsourcingPartner
TochterfirmaJoint Venture
Kos
ten
IT Bereich/ IT Dienstleister
AEBetrieb
User-ServiceService, Kosten
Servi
ce, K
osten
Service, Kosten
Service
Betriebsressourcen
Personal
Kunde
Kunde
Kunde
?
0 10 100 1000 10.000
Menge
Leistungen und Mengen
2
1
Business
IT
I/T Enabling B
usin
ess Driv
en
Operation
Business Processes
Data
Business Architecture
Appl
Infrastructure
Systems Management Processes
Strategic Architecture Framework
Business Strategy
Ist-Kosten Kostenentwicklungohne PO
Kostenentwicklungnach PO
18,1
31,38
24,85
0
5
10
15
20
25
30
35
Bis zu 25 % vom Lizenzvolumen
15 – 30 % vom Projektvolumen
Mögl. Potenzial*
Verbesserung der Budgetdisziplin > 50 %
Bis zu 32 % der Infrastrukturkosten
Bis zu 10 %; Steigerung der Transparenz
Reduktion der HW/SW Kosten bis zu 20 %
Steigerung der Effizienzbis zu 20 %
Lizenz-
& Vertragsmanagement
Projekt-
Portfolio Management
Kategorie
IT Governance
IT Konsolidierung
Sourcing Strategie
Service Management /
Verrechnung von Services
Architecture Management
IT Prozessoptimierung
*This potential is based on a client example.
Workforce Optimization
Organization & Process
Optimization
Supply Chain Optimization
InfrastructureShared
Services & Outsourcing
Project Portfolio
& SLA Definition
Target Operating Model
Bis zu 20 % desSourcing Volumen
© 2009 IBM Corporation
IBM SYMPOSIUM 2009
13 Succeeding in the New Economic Environment | 21 January 2009 13
Shared Services Kostenreduktion durch die Bündelung von Geschäfts-Support-Prozessen
Transaktionsbasierend
Universeller Natur
Wunsch nach Standardisierung
Spezialisierung
Aufgabenbereiche für Shared Services teilen gemeinsame Eigenschaften
Shared Services verknüpfen organisatorische Disziplinen welche den Erfolg unterstützen
Functional Focus Geo Alignment and Centralization
Service Discipline and Customer Focus
Accountability & Governance
Resource Alignment
Enabling Technology & Processes
TRA
NSF
OR
MA
TIO
N OU
TSOU
RC
ING
Finanzwesen
Human Resources
Beschaffung
IT
Übliche Shared Services Aufgaben
Workforce Optimization
Organization & Process
Optimization
Supply Chain Optimization
InfrastructureShared
Services & Outsourcing
Project Portfolio
& SLA Definition
Target Operating Model
Shared Services
Shared Services resultieren aus der Bündelung von Support-Prozessen und nicht strategischen Aktivitäten im Unternehmen zur Erzielung von Economies of Scale, effizienten und leistungsfähigeren Services sowie einer verbesserter Datenqualität
© 2009 IBM Corporation
IBM SYMPOSIUM 2009
14
Outsourcing von Strategic Sourcing Realisierung von Vorteilen durch die optimale Ausgewogenheit
von Beschaffungsinitiativen
Strategic Sourcing
Strategic Sourcing bestimmt den optimalen Ausgleich zwischen internem und externem Know-How und Ressourcen. Eine Sourcing Strategie definiert sich durch die Identifikation von Alleinstellungsmerkmalen, der Analyse der Marktreife sowie der Bewertung von Initiativen zur Verbesserung des Ist-Zustandes
Von der Strategie zur Implementierung:
LEVERAGE SPECIALISTS
Competitiveor differentiating
Industry wide/ generic
ACHIEVE SUPERIORITY
Competitiveor differentiating
Organization specific
CONSOLIDATE
Non-competitive(i.e. base)
Organization specific
OUTSOURCE
Non-competitive(i.e. base)
Industry wide/ generic
Is a component specific to the
company?
Does a component play a competitive or differentiating role for the company in the market space?
Non-Competitive
Less specific
More specific
Competitive
IBM Sourcing Framework
CompanySpecific
Industry Generic
HighLow Generation of competitive advantage (BCD)
Com
pany specificity
C112 - Customer Transformation Needs
Identification
C121 - Market Planning and Communications
C122 - Customer Transformation Guidance
C223 - HR Planning and Sourcing
C231 - Financial Accounting
C331 - Business Resilience Operations
C333 - User Identity and Access Processing
C421 - Business Information Architecture
C422 - Business Information Planning and Control
C423 IT Knowledge Design and Control
C431 - Business Information Administration
C432 - IT Knowledge Capture and Sharing
C522 - Service and Solution Architecture
C532 - Service and Solution Maintenance
C621 - Service and Solution Implementation Planning
C622 - Change Deployment Control
C631 - Technology Implementation
C632 - Service and Solution Rollout
C722 - Infrastructure Resource Planning
C723 - Service Support Planning
C724 - Service Delivery Standards and Environment
C731 - Service Delivery Operations
C732 - Infrastructure Resource Administration
C733 - Service Support Operations
C123 - Service Demand and Performance Planning
C131 - Service and Solution Selling
C132 - Service Performance Analysis
C221 - Financial Control
C222 - Portfolio Value Performance
C224 - Supplier Relations and Selection
C225 - Project Management
C232 - Portfolio Adjustments
C233 - HR Administration and Development
C234 - Supplier Contracts and Procurement
C235 - Customer Contracts and Pricing
C311 - Business Resilience Strategy
C312 - Business Compliance Strategy
C313 - Integrated Risk Strategy
C111 – Customer Business Intelligence
C211 - Business Technology and Governance Strategy
C212 - Portfolio Management Strategy
C213 - Enterprise Architecture
C214 - Technology Innovation
C321- Continuous Business Operations Planning
C322/C323 - Business Compliance Planning and
Integrated Risk Control
C324 - Security, Privacy and Data Protection
C332- Business Compliance Analysis
C411 - Business Information Strategy
C412 IT Knowledge Strategy
C511 - Service Integration Strategy
C512 - Solution Development Strategy
C521 - Service and Solution Lifecycle Planning
C523 - Development Standards + Environments
C531 - Service and Solution Creation
C611 - Service and Solution Implementation Strategy
C612 - Technical Deployment Strategy
C623 - Deployment Standards + Environments
C711 - Service Delivery Strategy
C712 - Infrastructure Resource Strategy
C713 - Service Support Strategy
C721 - Service Delivery Control
Component Mapping into Sourcing Matrix
CompanySpecific
Industry Generic
HighLow Generation of competitive advantage (BCD)
Com
pany specificity
C112 - Customer Transformation Needs
Identification
C121 - Market Planning and Communications
C122 - Customer Transformation Guidance
C223 - HR Planning and Sourcing
C231 - Financial Accounting
C331 - Business Resilience Operations
C333 - User Identity and Access Processing
C421 - Business Information Architecture
C422 - Business Information Planning and Control
C423 IT Knowledge Design and Control
C431 - Business Information Administration
C432 - IT Knowledge Capture and Sharing
C522 - Service and Solution Architecture
C532 - Service and Solution Maintenance
C621 - Service and Solution Implementation Planning
C622 - Change Deployment Control
C631 - Technology Implementation
C632 - Service and Solution Rollout
C722 - Infrastructure Resource Planning
C723 - Service Support Planning
C724 - Service Delivery Standards and Environment
C731 - Service Delivery Operations
C732 - Infrastructure Resource Administration
C733 - Service Support Operations
C123 - Service Demand and Performance Planning
C131 - Service and Solution Selling
C132 - Service Performance Analysis
C221 - Financial Control
C222 - Portfolio Value Performance
C224 - Supplier Relations and Selection
C225 - Project Management
C232 - Portfolio Adjustments
C233 - HR Administration and Development
C234 - Supplier Contracts and Procurement
C235 - Customer Contracts and Pricing
C311 - Business Resilience Strategy
C312 - Business Compliance Strategy
C313 - Integrated Risk Strategy
C111 – Customer Business Intelligence
C211 - Business Technology and Governance Strategy
C212 - Portfolio Management Strategy
C213 - Enterprise Architecture
C214 - Technology Innovation
C321- Continuous Business Operations Planning
C322/C323 - Business Compliance Planning and
Integrated Risk Control
C324 - Security, Privacy and Data Protection
C332- Business Compliance Analysis
C411 - Business Information Strategy
C412 IT Knowledge Strategy
C511 - Service Integration Strategy
C512 - Solution Development Strategy
C521 - Service and Solution Lifecycle Planning
C523 - Development Standards + Environments
C531 - Service and Solution Creation
C611 - Service and Solution Implementation Strategy
C612 - Technical Deployment Strategy
C623 - Deployment Standards + Environments
C711 - Service Delivery Strategy
C712 - Infrastructure Resource Strategy
C713 - Service Support Strategy
C721 - Service Delivery Control
TendencyOUTSOURCING(27 components)
TendencySTAFF AUGMENTATION
(4 components)
TendencyPARTNERING
(16 components)
TendencyINTERNAL SOURCING
(14 components)
Preferred Sourcing Approach Overlay
O p p o r tu n i t y ID D e s c rip tio n T ra c k A v e r a g e R is k R a n k in g
3 5 Im p le m e n t B2 C P o r ta l ( in c lu d in g u p g r a d e o f B a r B o x ) E n a b l in g C u s to m e r C e n t ric i ty 2.44 Im p le m e n t Em p lo y e e a n d M a n a g e r S e lf- S e rv ic e E n a b l in g F in a n c e a n d H R C a p a b i l it ie s 2.4
2 5 O p tim is e B a n k C h a rg e s E n a b l in g F in a n c e a n d H R C a p a b i l it ie s 2.32 0 A u to m a te P ro o f o f D e l iv e ry ( P O D ) P ro c e s s (In - C a b T e c h n o lo g y ) E n a b l in g F in a n c e a n d H R C a p a b i l it ie s 2.31 0 E s ta b lis h P ro d u c t C a te g o ry M a n a g e m e n t a n d C a te g o r y C a p ta in L e a d e rs h ip (in c lu d in g
ra t io n a lis a c tio n o f s p a c e p la n n in g to o ls , a n d im p le m e n ta t io n o f In - Ac c o u n t D ig i ta l M e d ia ) E n a b l in g C u s to m e r C e n t ric i ty 2.01 1 E s ta b lis h A c t iv i ty B a s e d C o s t in g ( AB C ) E n a b l in g F in a n c e a n d H R C a p a b i l it ie s 2.04 0 Im p le m e n t En te r p ris e C o n te n t a n d D o c u m e n t M a n a g e m e n t IT A r c h i te c tu r e F o u n d a t io n 2.03 8 E s ta b lis h B u s in e s s P r o c e s s A n a ly s is a n d M a n a g e m e n t IT A r c h i te c tu r e F o u n d a t io n 2.03 2 S A P In s ta n c e C o n s o l id a tio n a n d U p g ra d e to v 5 IT A r c h i te c tu r e F o u n d a t io n 2.09 R a tio n a l is e B o B A p p lic a t io n s IT A r c h i te c tu r e F o u n d a t io n 2.0
3 3 A d o p t S ta n d a r d s D r iv e n T P I (C u s to m e r a n d S u p p lie r) IT A r c h i te c tu r e F o u n d a t io n 1.86 O p tim is e IT P ro c e s s e s - Im p le m e n t S ta n d a r d is e d S D F IT A r c h i te c tu r e F o u n d a t io n 1.85 Im p le m e n t SA P - C R M (E C C v 5 ) to r e p la c e SF T a n d Z T E L E E n a b l in g C u s to m e r C e n t ric i ty 1.7
3 4 R a tio n a l is e P u r c h a s in g S p e n d a n d S u p p l ie r s Im p ro v e S u p p ly C h a in E f f ic ie n c ie s 1.72 E s ta b lis h B 2 B S u p p lie r P o rta l ( in c lu d in g S A P E B P ) Im p ro v e S u p p ly C h a in E f f ic ie n c ie s 1.7
3 9 E n h a n c e m e n t o f S t ra te g ic L e g a c y B o B s IT A r c h i te c tu r e F o u n d a t io n 1.74 2 P ro g r a m m e O ff ic e in c l. C h a n g e M a n a g e m e n t a n d B u s in e s s C a s e R e a l is a t io n P ro g r a m m e M a n a g e m e n t 1.77 O p tim is e IT P ro c e s s e s - Es ta b lis h IT G o v e r n a n c e a n d Im p ro v e P P M IT A r c h i te c tu r e F o u n d a t io n 1.6
3 6 Im p le m e n t C u s to m e r S e rv ic e R e s o lu t io n M a n a g e m e n t (o n e v ie w o f s e r v ic e h is to ry ) E n a b l in g C u s to m e r C e n t ric i ty 1.51 3 E s ta b lis h C o m m o n S a le s F o re c a s t in g C a p a b i li tie s E n a b l in g C u s to m e r C e n t ric i ty 1.51 2 Im p r o v e T r a d e F u n d s T r a c k in g a n d M a n a g e m e n t E n a b l in g C u s to m e r C e n t ric i ty 1.53 7 Im p le m e n t R e a l- tim e V e h ic le T r a c k in g Im p ro v e S u p p ly C h a in E f f ic ie n c ie s 1.52 6 E s ta b lis h Im p ro v e d P r o d u c t D e v e lo p m e n t C a p a b i li tie s (in c lu d in g im p le m e n ta t io n o f C o l la b o ra t iv e
P ro d u c t D e s ig n Bo B ) Im p ro v e S u p p ly C h a in E f f ic ie n c ie s 1.52 1 Im p r o v e C a p a c ity P la n n in g C a p a b i li t ie s ( P P P I & PM & Q M ) Im p ro v e S u p p ly C h a in E f f ic ie n c ie s 1.54 1 E s ta b lis h In te g r a t io n C e n t re o f E x c e lle n c e ( C O E ) IT A r c h i te c tu r e F o u n d a t io n 1.53 Im p le m e n t En te r p ris e w id e H R P ro c e s s e s ( S A P v 4 .6 c ) E n a b l in g F in a n c e a n d H R C a p a b i l it ie s 1.3
3 0 Im p le m e n t S ta n d a r d is e d P ro c e s s L o g ic C o n tr o l Im p ro v e S u p p ly C h a in E f f ic ie n c ie s 1.3-- - P R O G R A M M E A V E R A G E -- - 1 .8
Roadmap, Economic & Risk Analysis
Workforce Optimization
Organization & Process
Optimization
Supply Chain Optimization
InfrastructureShared
Services & Outsourcing
Project Portfolio
& SLA Definition
Target Operating Model
Bringt Sourcing von einem operativen auf ein strategisches Level
Fördert die Identifikation von Inkonsistenzen zwischen Sourcing Ansätzen
Unterstützt das Management der Sourcing Strategie auf einer “on-going” Basis
Erlaubt das Monitoring und Tracking aller Sourcing Ansätze mittels einer Roadmap
Vorteile von Strategic Sourcing:
© 2009 IBM Corporation
IBM SYMPOSIUM 2009
15 Succeeding in the New Economic Environment | 21 January 2009 15
Projektportfolio Optimierung (PPO) Dauerhafte Vermeidung von Ineffizienzen und
Kostenexplosionen durch gezieltes Management
Projektportfolio Optimierungsprozess
Entwurf und Überprüfung eines mehrstufigen Investitionsrahmens mit Vorgaben zu Budgetausgaben und Projektbewertungskriterien
Bereitstellen eines Frameworks für Managementprozesse zur Kontrolle und Integration von einzelnen Leistungen bei Erfüllung von übergeordneten Zielen
Detailierte Überprüfung des Projektmehrwerts
Detailierte Erfassung und Überwachung von Status und Risiken
Management potentieller Konflikte mit anderen Initiativen
Übergreifendes Ressourcenmanagement
Existing Project New Project
Project Scope
Ratio
Business
Criticality
Project Risk
Effort
Benefits
Impact onother Projects
Workforce Optimization
Organization & Process
Optimization
Supply Chain Optimization
InfrastructureShared
Services & Outsourcing
Project Portfolio
& SLA Definition
Target Operating Model
Unterteilung auf sieben Bereiche: PPO erlaubt Kunden:
© 2009 IBM Corporation
IBM SYMPOSIUM 2009
16
SLA Optimierung SLAs gemäß den Anforderungen der Business Units definieren Workforce
Optimization
Organization & Process
Optimization
Supply Chain Optimization
InfrastructureShared
Services & Outsourcing
Project Portfolio
& SLA Definition
Target Operating Model
SLA Optimierungsansatz
IBM hat einen maßgeschneiderten SLA Projek Ansatz basierend auf jahrelangem “on-the-job” Wissen, Technniken und Methoden um eine effektive Bearbeitung und Verbesserung des Arbeitsaufwandes zu gewährleisten.
Signifikante Kostenreduktion bei gleichbleibender Qualität und ohne technischen Modifikationen
Stärkung von SLA Vereinbarungen mittels eigenem SLA Management
Erstellen einer Basis für Shared Services und Outsourcing Verträgen
Transparente Bestimmung von Servicerwartungen sowie notwendiger Steuerungsansätze für das Management
SLA Optimierung ermöglicht Kunden:
Analyse von SLA Portfolio Optimierung & Implementierung
Analyse des System & SLA Portfolio nach den ausgewählten Kriterien (strategische Bedeutung, Kosten, etc.)
Prioritisierung & Auswahl von zu optimierenden SLAs
Bestimmung des Optimierungansatzes
Evaluierung der ausgewählten SLAs nach IST/SOLL Analyse
Neuausrichtung von SLAs hin zu ON DEMAND SLAs (Flexibilität)
Erstellen von Ergebnisreports
Analyse & Implementierung von SLA Management
SLA Optimierungsmethodik
© 2009 IBM Corporation
IBM SYMPOSIUM 2009
17
Der Nutzen für den Kunden bei diesem Ansatz ist…..
Innerhalb von nur 6 – 8 Monaten beginnt der Kunde die ersten Erfolge und Kosteneinsparungen zu erzielen
Die Analyse wird durch ein unabhängiges und objektives Vorgehen geliefert, basierend auf der intensiven Erfahrung in Kostenreduktionen quer durch alle Bereiche eines Unternehmens
Innerhalb von 6- 8 Wochen liefern wir eine Reihe von konkreten Geschäfts- szenarien und Umsetzungsplänen um die potentiellen Kostenreduktionen zu erreichen
Innerhalb von 3 Wochen liefern wir einen Überblick über die Bereiche mit Chancen auf Kosteneinsparungen als Basis für eine Abstimmung auf Geschäftsführungsebene
© 2009 IBM Corporation
IBM SYMPOSIUM 2009
18
Ihre Ansprechpartner bei IBM Global Business Services
Peter Simeonoff
Senior Managing ConsultantLeader Strategy & Change Austria
IBM Österreich GmbHObere Donaustrasse 951020 Wien