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Newcastle process2013
- 1. ©2012 LHST sarl
How can you use enterprise
technologies to improve
organizational performance?
- 2. ©2012 LHST sarl
What is our organizational focus?
What are we trying to improve?
What knowledge do we need to
capture?
What can we leverage to improve
the system?
How will we measure the results?
Focus Improve Knowledge Leverage Measure
Organization Processes Explicit Transactions Efficiency
Intro Value ApproachReality Concerns
- 3. ©2012 LHST sarl
•What is the frame (beliefs, prejudices,
experience) that determines what we see?
•Which figures are important (what do they
mean, how can we compare them, how do
they provide a call to action)?
•What determines the horizon (one, two or
three point perspective of where we need to
direct our attention)?
•What is the role of the Oracle (in this case
technology) : to do it for us,? tell us what to
do? to provoke discussion?
Intro Value ApproachReality Concerns
- 5. ©2012 LHST sarl
To help us understand the motivations, experience and objectives of the
internal and external clients of the organization
ROI
Real time data
...
Stockholders
Competition
“made in” “made by”
...
The State
Peu de barrières d’entrée
Acquisitions, OPA...
Partners
Loyalty
Real costs
...
Clients
The Enterprise
Mobility
Empowerment
...
Employees
Intro Value ApproachReality Concerns
- 11. ©2012 LHST sarl
The financial perspective (enterprise
resource planning)
The logistics perspective (supply
chain management)
The client perspective(client
relationship management)
The community perspective(social
media)
Intro Value ApproachReality Concerns
- 12. ©2012 LHST sarl
ERP SCM CRM
History MRP Total Quality
Management
Client contact
systems
Measure Quantitative
Static
Quantitative
Dynamic
Qualitative
Perimeters Inside a firm Between firms Between firms
and clients
ROI 5 to 7 years 1 to 3 years 6 months to 1
year
Intro Value ApproachReality Concerns
- 15. ©2012 LHST sarl
Market Share Analysis: Customer
Relationship Management Software,
Worldwide, 2012
Intro Value ApproachReality Concerns
- 17. ©2012 LHST sarl
Objectifs
Actions Résultats
Technologies
CultureOrganisation
• The obstacles are technology, process
and corporate culture
• The solution is to modify one of
several of these elements to enrich the
« customer » experience
• It is not a question of the quantity of
the data but of the quality of the
conversation.
“The gap between our objectives, our
actions and results continues to
grow…”
Intro Perspective MirrorValue Deliverables
- 19. ©2012 LHST sarl
Business value comes from how technology allows
a firm to better understand its internal and
external clients.
Today’s success stories are firms that have used
internet technologies :
to improve production and logistics
finance (
human resources, and
marketing).
Intro Value ApproachReality Concerns
- 21. ©2012 LHST sarl
L. SCHLENKER
L. SCHLENKER
L. SCHLENKER
Intro Value ApproachReality Concerns
- 22. ©2012 LHST sarl
L. SCHLENKERL. SCHLENKERL. SCHLENKER
Intro Value ApproachReality Concerns
- 23. ©2012 LHST sarl
L. SCHLENKER
Interfaces using “batch” operations
L. SCHLENKERL. SCHLENKERL. SCHLENKER
Intro Value ApproachReality Concerns
- 24. ©2012 LHST sarl
• A unique data model
• Data dictionnary
• Single data base
Intro Value ApproachReality Concerns
- 27. ©2012 LHST sarl
What is our organizational focus?
What are we trying to improve?
What knowledge do we need to
capture?
What can we leverage to improve
the system?
How will we measure the results?
Focus Improve Knowledge Leverage Measure
Organization Processes Explicit Transactions Efficiency
Intro Value ApproachReality Concerns
- 28. ©2012 LHST sarl
•What is the frame (beliefs, prejudices,
experience) that determines what we see?
•Which figures are important (what do they
mean, how can we compare them, how do
they provide a call to action)?
•What determines the horizon (one, two or
three point perspective of where we need to
direct our attention)?
•What is the role of the Oracle (in this case
technology) : to do it for us,? tell us what to
do? to provoke discussion?
Intro Value ApproachReality Concerns
- 32. ©2012 LHST sarl
Traditional
Enterprise
1.Normalized Transactions
2.Single-Owner
3.Generalized Interfaces
4.Applications
5.Synchronous
6.Tightly Coupled
1.Multiowned
Transactions
2.Single Owner
3.Personalized
Interfaces
Business Community
Matthew J. Dovey
Intro Value ApproachReality Concerns
