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Newcastle process2013 Presentation Transcript

  • 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
  • 4. ©2012 LHST sarl 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
  • 6. ©2012 LHST sarl Intro Value ApproachReality Concerns
  • 7. ©2012 LHST sarl Intro Value ApproachReality Concerns
  • 8. ©2012 LHST sarl Intro Value ApproachReality Concerns
  • 9. ©2012 LHST sarl Intro Value ApproachReality Concerns
  • 10. ©2012 LHST sarl 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
  • 13. ©2012 LHST sarl Market Share Analysis: ERP Software Worldwide, 2012 Intro Value ApproachReality Concerns
  • 14. ©2012 LHST sarl Gartner, 2010 Intro Value ApproachReality Concerns
  • 15. ©2012 LHST sarl Market Share Analysis: Customer Relationship Management Software, Worldwide, 2012 Intro Value ApproachReality Concerns
  • 16. ©2012 LHST sarl 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
  • 18. ©2012 LHST sarl Intro Value ApproachReality Concerns
  • 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
  • 20. ©2012 LHST sarl 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
  • 25. ©2012 LHST sarl Intro Value ApproachReality Concerns
  • 26. ©2012 LHST sarl 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
  • 29. ©2012 LHST sarl Intro Value ApproachReality Concerns
  • 30. ©2012 LHST sarl Intro Value ApproachReality Concerns
  • 31. ©2012 LHST sarl 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