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


IBM SYMPOSIUM 2009

2

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.


IBM SYMPOSIUM 2009

3

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


IBM SYMPOSIUM 2009

4

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


IBM SYMPOSIUM 2009

5

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

X

XX

X

X

X

X

-

+/-+/-

+

+

+/-

-

- -

+/-

++

+/-+

+

+/-+

+/-

+

+

++

+/-

+/-

+

+++

+/-

+++

+

+

+

++

+

++

++

++++

Berück-sichtigt

Soll-Proz

Leichtig-keit

Implemen-tierung

Nutzen-PotenzialRelevanzStatus

X

XX

X

X

X

X

-

+/-+/-

+

+

+/-

-

- -

+/-

++

+/-+

+

+/-+

+/-

+

+

++

+/-

+/-

+

+++

+/-

+++

+

+

+

++

+

++

++

++++

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


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


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


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


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


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


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


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


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


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


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



Optimization


IT Optimization

Shared Services

& Outsourcing

Project Portfolio

& SLA Definition


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


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


Projekt Portfolio &

SLA Definition

Target

Operating Model


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


Help deskSales & service

Outbound tel

Sales & serviceOutbound telOutbound tel


Outbound 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


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


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


Key A/c serv. planning

Case & Except. Hdlg

Service Routing & Tr. Service Interface

Sales/Service Admin


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


Credit Policy & Planning

Asset &Liability Policy

& Planning

Risk/Portfo lioManagement

B ank Treasury

AccountingGeneralLedger

Fin. Control,Cons. & Rep.

FinancePolicies


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



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



Optimization


InfrastructureShared


Project Portfolio

& SLA Definition


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:


IBM SYMPOSIUM 2009


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



Optimization




Project Portfolio

& SLA Definition


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:


IBM SYMPOSIUM 2009

9

Unternehmensoptimierung Anpassen der Kundenorganisation an neue oder

bereits existierende erfolgreiche GeschäftsmodelleWorkforce

Optimization


Optimization




Project Portfolio

& SLA Definition


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


IBM SYMPOSIUM 2009

10

Prozessoptimierung durch LEAN Der Fokus liegt auf messbaren Resultaten und der Ausrichtung

der Prozesse an den KundenanforderungenWorkforce

Optimization


Optimization




Project Portfolio

& SLA Definition


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


IBM SYMPOSIUM 2009


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



Optimization




Project Portfolio

& SLA Definition



IBM SYMPOSIUM 2009


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 ..


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 ..


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 ..




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 ..


(Multi-) project management(Multi-) project management

IT OfficeIT Office



IT OfficeIT Office























Technical managementTechnical management

ProgramProgram

ProjectProject







-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.



Optimization




Project Portfolio

& SLA Definition


Bis zu 20 % desSourcing Volumen


IBM SYMPOSIUM 2009


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



Optimization




Project Portfolio

& SLA Definition


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


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



Optimization




Project Portfolio

& SLA Definition


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:


IBM SYMPOSIUM 2009


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



Optimization




Project Portfolio

& SLA Definition


Unterteilung auf sieben Bereiche: PPO erlaubt Kunden:


IBM SYMPOSIUM 2009

16

SLA Optimierung SLAs gemäß den Anforderungen der Business Units definieren Workforce

Optimization


Optimization




Project Portfolio

& SLA Definition


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


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


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

[email protected]

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