书签 分享 收藏 举报 版权申诉 / 39

类型IT战略规划_科尔尼.ppt

  • 上传人:R**
  • 文档编号:3826
  • 上传时间:2022-09-08
  • 格式:PPT
  • 页数:39
  • 大小:382KB
  • 配套讲稿:

    如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。

    特殊限制:

    部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。

    关 键  词:
    人力资源规划
    资源描述:

    1、IT StrategyFebruary 24,2000Case Study of a Recent Client ExperienceRob Trollinger,Principal,DallasChris Wisler,Manager,AlexandriaKimberly Brown,Associate,AlexandriaA.T.Kearney1/8510Color/2Todays discussion uBackground of CompanyuCompany IT OverviewuCause for ActionuIT Strategy ApproachuApplication A

    2、rchitectureuTechnical ArchitectureuEstablish the IT Program OfficeuOrganizational Effectiveness and IT AlignmentuSummaryA.T.Kearney1/8510Color/3Background of companyA.T.Kearney1/8510Color/4uBegan in 1909 as a partnership between an innovative chemist and a businessmanuPioneering work in leather tann

    3、ing uBest known for expertise in acrylic chemistry uEssential component to detergents,diapers,cell phones,industrial coatings,and more u50 manufacturing,research,and technical facilities worldwide uSales in 100 countries,totaling$4 billion annuallyCompany ACompany BCompany A announced their intended

    4、 merger with Company B in 1999u1848,founding uLargest and most recognized business for a particular consumer productuMajor supplier of basic inorganic chemicals derived from saltuEssential ingredients in CDs,newspapers,magnetic tapes,sports equipment,and moreu36 mining and processing facilities,68 c

    5、hemical manufacturing,research,and technical facilities worldwideuSales total$2.5 billion annuallyA.T.Kearney1/8510Color/5 Drive the short-term value Exceed the markets expectationsIntegrate the Organizations as Seamlessly as PossibleuDevelop and communicate a shared strategic agenda uDefine organiz

    6、ation structures,key business processes and technology platform/architectureuSelect leaders and staff positionsuDevelop metrics and budgetsuIntegrate the business Integrate day-to-day operations Position for the future growthAchieve Business Value Goals as Quickly as PossibleuAchieve$200 million of

    7、savings within 12-18 months(running rate by 2001)Ensure customer retention Corporate Center rationalization Administrative overhead reduction Sourcing/Procurement savings Product line and operations rationalization Manufacturing productivity and supply chain improvements Reduction in technology cost

    8、s The focus of the integration was to quickly achieve operational synergies while combining the organizations to support top line revenue growthA.T.Kearney was asked to structure,drive and manage the entire integration process for what would become one of the largest specialty chemical companiesA.T.

    9、Kearney1/8510Color/6Latin America and Asia-Pacific Region Operations:10%ofsales20manufacturingfacilities10distributionsitesNorth American Region Operations60%ofsales60manufacturingfacilities230distributionsites(1)While the potential source of the synergies were somewhat clear,smooth and timely integ

    10、ration of the two companies was less assuredChallengesuSome manufacturing processes and technologies were incompatible between the two companiesuCombining two companies with both direct product overlap uAcquiring company was more of a“intermediates producer”and the acquired company was more of a“for

    11、mulator”uSignificant facilities consolidation opportunitiesuDistribution consolidation and improvement required changing the business model and the mindsetStandard lead timesStandard service levelsuSignificant customer overlapuSignificant EH&S issues needed to be addressed,competing away scarce capi

    12、tal resourcesEuropean Region Operations:30%ofsales40manufacturingfacilities60distributionsitesA.T.Kearney1/8510Color/7After an accelerated integration program,the merger was deemed a success by the CEO as well as the analyst communityu“By the end of 3Q,the new company had achieved cost reductions of

    13、$100MM on an annualized basis,three months ahead of schedule.”Morgan Stanley Dean Witteru“Already,the company has achieved a$100MM annual run rate in cost savings ahead of schedule”Janney Montgomery Scottu“The integration process is running smoothly and in fact better than expected achieving a$100 M

    14、M lower run rate”J.P.Morgan Securitiesu“The integration efforts continue to track ahead of plan”Deutsche Banc Alex Brownu“Considering the steep increase in raw material costs,the new company was able to meet expectations with its rapid integration of the acquired companys operations”Brown Brothers H

    15、arriman A.T.Kearney1/8510Color/8PerspectiveExternal FocusInternal FocusIncrementalTransformingValue Creation(P/E Ratio)New Business ModelNew SegmentsNew TechnologiesAcquisitionsShare GainTechnology ImprovementGeographic ExpansionPortfolio ManagementWork RedesignSupply ChainOperating Excellence2-3%Sa

    16、les Growth4-5%Sales Growth6-8%Sales GrowthFollowing the integration,the CEOs Agenda is to double the rate of growth while maintaining high levels of profitabilityCost improvement,customer service and retention and e-business have been identified as key areas of focusA.T.Kearney1/8510Color/9uRapid assimilation of acquisitions with limited additional financial staffuGlobal shared servicesuIT provides a strategic advantage in support of growth initiativesTarget CapabilitiesuGlobal processes and met

    展开阅读全文
    提示  搜弘文库所有资源均是用户自行上传分享,仅供网友学习交流,未经上传用户书面授权,请勿作他用。
    关于本文
    本文标题:IT战略规划_科尔尼.ppt
    链接地址:https://wenku.chochina.com/doc/3826.html
    关于我们 - 网站声明 - 网站地图 - 资源地图 - 友情链接 - 网站客服 - 联系我们

    Copyright@ 2010-2022 搜弘文库版权所有

    粤ICP备11064537号

    收起
    展开