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Enterprise benefit planning

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Enterprise benefit planning

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Gaining benefit at the Enterprise level is all about betting on the risk of success. We breakdown the needs for a winning architecture technique with a template example based approach. Feel free to reach out to and if more details are required or you have an opportunity to explore

Gaining benefit at the Enterprise level is all about betting on the risk of success. We breakdown the needs for a winning architecture technique with a template example based approach. Feel free to reach out to and if more details are required or you have an opportunity to explore

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Enterprise benefit planning

  1. 1. TitleEnterprise Change Management benefit planning A value proposition to enrich Business Information Services November 2012
  2. 2. Bring Energy, Think Innovation, Add Value “Enabling an effective enterprise change management capability increases an organization’s competitive business advantage and protects its triple bottom line (People, Profit & Product).” Change-management.org Enterprise Change Management (ECM) is the practice of optimizing end-to- end flows of trusted business information to increase customer satisfaction, gain competitive advantage and benefit the bottom line. ECM provides for five times more ROI than standalone IT work Gartner 2011
  3. 3. Bring Energy, Think Innovation, Add Value What we do today to manage the change agenda • We have triage process ‘the kitchen’, which provides the disciplines and practices necessary to deliver a rolling set of organizational changes – the ‘food’ dish • Kitchen goal is to ensure leadership team have sight on project solutions being delivered as incremental business-value dishes • Quality is about here and now, i.e. if a big business critical order appears there is panic by other customers. No benefit metrics are captured so no Michelin stars    • Business Technology have take lots of food orders and has become quickly backed up – i.e. customers leave as they have waited so long • The “Change fodder” machine is full and a lot of old stuff is sitting waiting to be processed and used – there is no sell by date applied • There is no end-to-end view of fresh ingredients capacity, loaded against customer outcomes needing to be satisfied • “That’s expensive” is not set in the context of the quality of dish – the benefit….……. 3
  4. 4. Bring Energy, Think Innovation, Add Value Benefit Driven Project Delivery – a small tweak to triage Benefit Statement Benefit Contract Benefit Account Change Definition Delivery schedule Business Owner Business Capability Performance Business Benefit Lifecycle IT Asset LifecycleV V V V V V V V V V Technology Performance
  5. 5. Bring Energy, Think Innovation, Add Value Arrive with a benefit sheet to critique the dish before it is made • Benefit statement • Financial gains to be achieved and when • Measureable efficiency gains to be achieved and when • Observable customer gains to be achieved and when • What I am prepared to pay for a full solution • Benefit Contract • Who will consume what % of the total statement • Who will deliver what % of the total change • What pace of change delivery will provide the best results • Benefit Account • What timeframe benefits will be accounted in • What targets will be used to measure success • What critic reviews are to be reported
  6. 6. Bring Energy, Think Innovation, Add Value What are the key roles to be able to critique dishes successfully • Identifies the Business Prime ‘the customer” who will - Reports on the KPI gains of the business function(s) modified - Owns the “benefit statement” - Secures the benefit contract • Identifies the Business Project Manager ‘The Chef” who will - Reports to the sponsor business service delivery projects KRI - Owns the “benefit contract” - Provides the quality controls to mitigate benefit erosion risk • Identifies the Business Owner “the critic” who will - Reports to the organization KVI gains being seen in benefit harvesting - Owns the “benefit account” statement to ensure ongoing collection of value
  7. 7. Bring Energy, Think Innovation, Add Value Discover Introduce a Business Change lifecycle to help identify and establish early benefit statements What business performance challenges need addressing now to move forward? What value is achieved in securing the right business mandate? What is the best solution At this time to secure the envisaged benefit? What are the quickest ways to deliver the most benefits? How much actual customer value is being harvested Value Viable Deliver Assess Maturing Business Capability People + Process + Tools
  8. 8. Bring Energy, Think Innovation, Add Value Plot benefit dishes based on size /quality onto a change menu to identify customer wait times Grow Integrated Value Drive Operational Efficiency Business change Systems change Operational changes Transformational planning More Of The Same (changes to business tools by linking information together) More Of The Same (using new tools) Grow the value of a Business Capability Improve Information flow Competitive market advantage New analytical functions
  9. 9. Bring Energy, Think Innovation, Add Value Summary • Create a clear benefit statement based on the business outcome being sought - how hungry • Plot benefit statements using a business performance to operational matrix – how busy • Validate priority and end to end alignment – to go ? • Draft a benefit map to facilitate communication and design of the aggregated action plan to enable continuous and successful delivery
  10. 10. Bring Energy, Think Innovation, Add Value Phase 3: Continuous Improvement Phase 1: Alignment Phase 2: Integration Phase 3 OUTCOME A value driven agenda that is business outcome focused and directly supporting maturity of the business operating model Phase 2 OUTCOME Business technology platform providing performance to enabling Enterprise Integration Key: Roadmap items Outcome Based Activity Benefit Realisation point Deliverable Milestones Franchise Operations Marketing Sales Product Delivery Talent Management Communication Vision Through active collaboration We achieve optimal usage of business technology-based solutions to meet on-going goals and ambition Business Services Phase 1 OUTCOME Business Units recognize value in IT’s role being to partner with other Business units to improve customer service Business benefit Roadmap - towards 2016 Business Roadmap Strategy maturity Phases Business Unit Services Phase outcomes The roadmap explains inter-dependencies and benefit maturity rationale for each business service shown
  11. 11. Bring Energy, Think Innovation, Add Value Phase 3: Continuous Improvement Phase 1: Alignment Phase 2: Integration Phase 3 OUTCOME A value driven agenda that is business outcome focused and directly supporting maturity of the business operating model Phase 2 OUTCOME Business technology platform providing performance to enabling Enterprise Integration Key: Roadmap items Outcome Based Activity Benefit Realisation point Deliverable Milestones Franchise Operations Marketing Sales Product Delivery Talent Management Communication Vision Through active collaboration We achieve optimal usage of business technology-based solutions to meet on-going goals and ambition Business Services Phase 1 OUTCOME Business Units recognize value in IT’s role being to partner with other Business units to improve customer service Business benefit Roadmap - towards 2016 The roadmap explains the inter-dependencies and benefit maturity rationale for each business area shown EA facilitating business alignment workshops between stakeholders GIS Business Case, Blueprint & Roadmap agreed Stakeholder decision planning based on effective KPI reporting Distribution’s BPM engagement secured . EA function value add recognized by other business units EA phases & business maturity pace agreed ARB maturity plan for business units agreed Capability catalogue published Information catalogue published Capability owners and process leads identified & agreed Agile Business Technology platform IT is business performance focused Solution Architects drive Business solutions Business capability driven targets established Agreed skill sets and approach with IT suppliers Quality driven review of supplier value add
  12. 12. Bring Energy, Think Innovation, Add Value Why establish a Business Benefit Roadmap – the menu • Visualise the realization of strategy as a working communication tool • Establish capability maturity phases and execution pace • Communicate the key activities to prioritize optimal benefit delivery • Highlight dependencies between business capabilities / business teams • Assists the decision case to achieve optimal value and growth. • Blends immediate “quick wins” whilst maintaining strategic direction. • Shows activities in context of benefit decisions needing to be taken
  13. 13. Bring Energy, Think Innovation, Add Value End result is an Integrated Business Technology Platform Business Usability • Business function and Information portal • Mobile access always on Knowledge services • Knowledge driven business services (BI, analytics etc) • Event driven business decision making functions Information Management • Unified & trusted business information on demand • Content, document & record management Data Network • Business Technology platform management capability Business Performance Gains Technology Performance Gains Business Outcome Driven Delivery & Support
  14. 14. Bring Energy, Think Innovation, Add Value Summary • Create a clear benefit statement based on the business outcome being sought - how hungry • Plot benefit statements using a business performance to operational matrix – how busy • Validate priority and end to end alignment – to go ? • Draft a benefit map to facilitate communication and design of the aggregated action plan to enable continuous and successful delivery
  15. 15. Title Andy Parkins – Business Technology Leader 778-554-5673 Thank You Questions? Planning for an integrated information platform will drive better benefit
  16. 16. Bring Energy, Think Innovation, Add Value Aligning language to fine tune understanding 16 • Capability is measured through its Key Value Indicators • Business Service is measured through its Key Risk Indicators • A Business function is measured through its Key Performance Indicators An indicator sets the range of parameters to give consistent reporting practice, we then set targets to motivate a change in business behaviors to improve the indicator reading and drive optimal maturity of a capability within the organization • KVI is customer facing and measures outcomes that differentiate us from the competition • KRI is quality focused and measures the ability to sustain qualitative growth at optimal cost • KPI is business unit facing and measures the performing efficiency of operational practices
  17. 17. Bring Energy, Think Innovation, Add Value Benefits are a function of Change Management Integration Architecture (Capability Framework) Business Planning (Solution readiness) IT Asset Management (Refresh Lifecycle) Portfolio Management (Benefit Plan) Business Projects (Outcome delivery) Project Management (delivery schedule) Transformation of Business practices to achieve optimal value Business Solutions Management controls Business change communication Change management consists of a number of integrated functions and tools to provide an agile practice and knowledge repository
  18. 18. Bring Energy, Think Innovation, Add Value The magic number of benefit planning is 5 5X Return on Investment * * Industry Average from Gartner Business Capability Tools 1-2x Practices 1-2x People 2-3x 1
  19. 19. Bring Energy, Think Innovation, Add Value ECM Business Integration Maturity Framework Organizational Focus Business Requirement Level 1. Technical Integration Point 2 Point dataBusiness Unit Opportunity Information Integration Unified InformationOperational Efficiencies Functional Integration Service OrientedBusiness Outcomes Corporate Integration Knowledge DrivenCorporate benefit Enterprise Integration InteroperabilityCompetitive Agility Integration Strategy Level 2 Level 3 Level 4 Level 5 BusinessDrivers:TacticaltoStrategic Moving Business Unit solutions from silo to integrated
  20. 20. Bring Energy, Think Innovation, Add Value Enterprise Business Performance framework (Add competitive advantage & customer value) Business Blueprints To improve capability (strategy & impact) Business Reference Model Enterprise Change Management coordination Business Change Portfolio (Doability of tasks & projects) 2) Informed Decision Making 1) Ongoing Benefit Harvesting 3) Outcome Driven Activities (Push trusted information into the right hands) (Right actions that achieve the right business gains) People Profit Product Customer Service (Internal & external) Enterprise Simplification (O&M savings) Operational Efficiency (Information flows)
  21. 21. Bring Energy, Think Innovation, Add Value Information integration is the secret source to enabling competitive business gain Trusted business information pushed into decision maker hands improves organizational efficiency and maintains operating cost. As a business function, the Business Technology platform exists to support this outcome. INFORMATION = DATA + INTEGRITY

Hinweis der Redaktion

  • In the coming years, no other competency will be more important to an organization than its ability to manage change. Flexible and adaptable organizations will be the benchmark for long-term growth and sustainability. With an ever increasing velocity of change - more changes happening more frequently than ever before - organizations need to be able to effectively identify and manage the "people side" of their organizational efforts to ensure that products and solutions deliver meaningful results. Building a competency to manage change is not like installing a new system or technology. It is a transformation in how an organization operates and leads people. It requires individuals to learn new skills and take on new roles. It requires a new approach to change projects and initiatives.
  • low risk control = Benefit erosion
    Benefit double accounting = low ROI
    Weak integration = fragmented information flows

  • To bring each of our business units on board to our way of thinking we used this two dimensional options based analysis graph to get people to start to understand that value was an exponential return when compared with operational efficiency and it helped us to get towards the number our CEO was looking for

    This was an early turning point in our corporate change management mindset i.e it helped stop the need for turkey’s to vote at Christmas -

    Using this we introduced capability maturity analysis techniques and business tools to better articulate the business vision and share understanding on the size of the prize possible by thinking at a business level how we transform our business capabilities go from good to great!

    We started with a very clear definition of what we meant by capability



  • Use ECM capability

    Our roadmaps visualize the major business land marks to head towards usually 3 to ensure the journey is continuing to be worth while and if necessary good getting off points

    We have and still learn a consistent cultural message as we get better at building roadmaps

    A roadmap is the benefit realization opportunity (the chart by which to plot the journey) – whereas a planning schedule is the execution map to ensure measured and sustainable progress at the right business pace to enable the proper business digestion of change

    Top mistakes and learning

    Add the benefit points in first
    Add the key business decision points from the executive decision case in next
    Don’t overload with activities – makes it a busy communication tool and scares off stakeholders


  • Use ECM capability

    Our roadmaps visualize the major business land marks to head towards usually 3 to ensure the journey is continuing to be worth while and if necessary good getting off points

    We have and still learn a consistent cultural message as we get better at building roadmaps

    A roadmap is the benefit realization opportunity (the chart by which to plot the journey) – whereas a planning schedule is the execution map to ensure measured and sustainable progress at the right business pace to enable the proper business digestion of change

    Top mistakes and learning

    Add the benefit points in first
    Add the key business decision points from the executive decision case in next
    Don’t overload with activities – makes it a busy communication tool and scares off stakeholders


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