AMR咨询公司IT治理资料
合集下载
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
第二页，共10页。
Technology Investment Gets Competitive
– Entering new markets & channels – Dealing with a network supply chain model
– Cost reduction in mainstream activities… – Industry leaders are focusing core
300% ROI in
First Year
第八页， Factors
Marketplace Benchmarks Compare
Corporate Financial Performance
Drive
KPIs
KPIs
KPIs
第九页，共10页。
The IT Win: Align Yourself with your
– Use Process and Technology to Impact Competitive Position.
• Tools:
– Extended ERP to Fully Realise Business Process Design
• Results:
• Build cycle-- 21 days down to 2.3 days
Business Strategy
Organisation design
Application Portfolio/ New investment requests
Market Needs/ Competitive strategy/
Benchmarks
IT Budget/constraints
IT Governance
• Middle of the Pack: 50% - Transitional players
• ERP steering committees- now concerned with wringing value out of systems
• The Rest: remaining 30% - Late starters
AMR咨询(zīxún)公司IT 治理资料
2021/11/9
第一页，共10页。
The Good News:
IT Has A Seat in the Boardroom Now…
The Bad News:
Major IT implementations targeting traditional cost savings haven’t achieved expectations Changing business models push the action beyond the ERP footprint The new focus: Strategic applications - Global processes – 2nd order benefits
competencies to dominate markets
第三页，共10页。
Pounds
High Tech Margin Model
Compete with innovation Capture market share & margins
Compete on price
Sell price
Business Partners
• Talk their language • Educate them • Provide Aggressive Assessments of Cost
and Time • Focus on Time-to-Benefit • Show them how to measure success for the
Council
Right team Right Agenda
Key Performance Indicators
Program management
Prioritised & funded IT Plans
Executive Ownership
Communication
ROI & Reporting
Initiatives
第十页，共10页。
Time
第四页，共10页。
IT Governance: Where Does the Corporate World Stand? • Leaders: Top 20% - The Value managers
• In place business-led IT governance councils
• Inventory cycle - 60 days down to 27 • Forecasting Accuracy - 70% up to 85% • On-time Deliveries - 80% up to 92%
• Sales doubled to $1.5B--headcount down 20%
Guidelines
第六页，共10页。
Seven Habits of Highly Effective IT Governance
1. Clarity of Mission 2. Organised for action 3. Well crafted agenda 4. Control of the Budget 5. Standardised processes 6. Messages that matter 7. Executive ownership of benefit delivery
• No formal business/IT operating models
第五页，共10页。
AMR IT Governance Council Model
Technology Strategy/ Infrastructure Requirements
Education
Business & IT Alignment
第七页，共10页。
When It All Goes Right…
• Industry example: Fujitsu
• Process Focus:
– Established Benchmarks, Process Improvement, Measurement…
• Chief strategic thrust:
Technology Investment Gets Competitive
– Entering new markets & channels – Dealing with a network supply chain model
– Cost reduction in mainstream activities… – Industry leaders are focusing core
300% ROI in
First Year
第八页， Factors
Marketplace Benchmarks Compare
Corporate Financial Performance
Drive
KPIs
KPIs
KPIs
第九页，共10页。
The IT Win: Align Yourself with your
– Use Process and Technology to Impact Competitive Position.
• Tools:
– Extended ERP to Fully Realise Business Process Design
• Results:
• Build cycle-- 21 days down to 2.3 days
Business Strategy
Organisation design
Application Portfolio/ New investment requests
Market Needs/ Competitive strategy/
Benchmarks
IT Budget/constraints
IT Governance
• Middle of the Pack: 50% - Transitional players
• ERP steering committees- now concerned with wringing value out of systems
• The Rest: remaining 30% - Late starters
AMR咨询(zīxún)公司IT 治理资料
2021/11/9
第一页，共10页。
The Good News:
IT Has A Seat in the Boardroom Now…
The Bad News:
Major IT implementations targeting traditional cost savings haven’t achieved expectations Changing business models push the action beyond the ERP footprint The new focus: Strategic applications - Global processes – 2nd order benefits
competencies to dominate markets
第三页，共10页。
Pounds
High Tech Margin Model
Compete with innovation Capture market share & margins
Compete on price
Sell price
Business Partners
• Talk their language • Educate them • Provide Aggressive Assessments of Cost
and Time • Focus on Time-to-Benefit • Show them how to measure success for the
Council
Right team Right Agenda
Key Performance Indicators
Program management
Prioritised & funded IT Plans
Executive Ownership
Communication
ROI & Reporting
Initiatives
第十页，共10页。
Time
第四页，共10页。
IT Governance: Where Does the Corporate World Stand? • Leaders: Top 20% - The Value managers
• In place business-led IT governance councils
• Inventory cycle - 60 days down to 27 • Forecasting Accuracy - 70% up to 85% • On-time Deliveries - 80% up to 92%
• Sales doubled to $1.5B--headcount down 20%
Guidelines
第六页，共10页。
Seven Habits of Highly Effective IT Governance
1. Clarity of Mission 2. Organised for action 3. Well crafted agenda 4. Control of the Budget 5. Standardised processes 6. Messages that matter 7. Executive ownership of benefit delivery
• No formal business/IT operating models
第五页，共10页。
AMR IT Governance Council Model
Technology Strategy/ Infrastructure Requirements
Education
Business & IT Alignment
第七页，共10页。
When It All Goes Right…
• Industry example: Fujitsu
• Process Focus:
– Established Benchmarks, Process Improvement, Measurement…
• Chief strategic thrust: