Paine webber


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  • Four primary components Strategy Is your organization prepared for the business of E-business? Planning Do you understand the plan to implement the solution? Construction Building the complete solution is critical... Assimilation Is your culture ready to accept the solution?
  • CoreTech clients get: Highest Probability of Success - our expertise has proved our success Lowest Risk of Failure/Disruption - our approach is designed to minimize risk to your organization through our TOPP Discipline. Realistic Expectations - As a partner we’ll shoot it to you straight Highest Value to the Business - we’ll bring solutions that make sense for your business, not for our bottom line. Knowledge Transfer Commitment - CoreTech is committed to working with you in a way that ensures that we give you knowledge you need to make sure the solutions work for your business. An Agile & Flexible Partner - CoreTech deliver flexibility in it’s delivery A Long-Term Trusted Partner - you can rest assured that we will operate in your best interests at all times.
  • Paine webber

    1. 1. Leaders in Managing Technology Change Leaders in Managing Technology Change The CoreTech Story
    2. 2. Agenda <ul><li>Introductions </li></ul><ul><li>CoreTech Overview ( 5 Min.) </li></ul><ul><li>Partnership Approach (30 Min.) </li></ul><ul><ul><li>e-Business Methodology </li></ul></ul><ul><li>Brainstorming (25 Min.) </li></ul><ul><li>Wrap-Up </li></ul>
    3. 3. First Off, We’re Clients!!
    4. 4. CoreTech’s Background <ul><li>Founded in 1992 </li></ul><ul><ul><li>New Technology Focus </li></ul></ul><ul><ul><li>Privately-held </li></ul></ul><ul><li>Expanded Regional Presence in 1996 </li></ul><ul><li>$40M Projected Sales in 1999 </li></ul><ul><ul><li>400+ Employees </li></ul></ul><ul><li>And, Coincidentally….We’re Profitable </li></ul>
    5. 5. Our Charter <ul><li>CoreTech excels at helping companies achieve e-business through the application of new technologies, maximizing business value while minimizing risk. </li></ul>
    6. 6. What makes us e -special ? “ Our background provides a necessary and solid foundation for the Internet” Business Applications <ul><li>Requirements </li></ul><ul><li>Development </li></ul><ul><li>Testing </li></ul>Technology Infrastructure <ul><li>Networks </li></ul><ul><li>PC’s </li></ul><ul><li>Support </li></ul>Strategy & Management Services <ul><li>Strategic Planning </li></ul><ul><li>Migrations </li></ul><ul><li>Technology Migrations </li></ul>I/T People Services <ul><li>I/T HR </li></ul><ul><li>Retention </li></ul><ul><li>Transformation </li></ul>We added the “ e ” <ul><li>Creative </li></ul><ul><li>Front-End </li></ul><ul><li>e -Strategy </li></ul>e
    7. 7. Our e -business capabilities now include…... <ul><li>Marketing Strategy/Positioning </li></ul><ul><li>Branding </li></ul><ul><li>Creative Design/Development </li></ul><ul><li>“ Human Engineering”User </li></ul><ul><li>Program/Project Management </li></ul><ul><li>Assimilation/Cultural Change </li></ul><ul><li>Organizational Design </li></ul><ul><li>Web Architecture/ Development </li></ul><ul><li>Networks & Security </li></ul><ul><li>Legacy Systems Integration </li></ul><ul><li>Collaborative & Messaging </li></ul><ul><li>Business Process Modeling </li></ul><ul><li>Competitive Analysis </li></ul><ul><li>Financial Modeling </li></ul><ul><li>Business Analysis </li></ul>BUSINESS STRATEGY CREATIVE TECHNOLOGY TRANSFORMATIONAL
    8. 8. Finally…what do our clients say ? <ul><li>Use CoreTech - they’re good at what they do and you can trust them. </li></ul><ul><ul><ul><ul><li>CIO, A Multi-national Pharmaceuticals Company headquartered in New Jersey </li></ul></ul></ul></ul><ul><li>When you’re at 100,000 feet talk to Gartner, when you’re at 50,000 feet talk to Andersen, when you want to get it done talk to CoreTech. </li></ul><ul><ul><ul><ul><li>Director, Advanced Technologies, A Multi-national Pharmaceuticals Company headquartered in PA </li></ul></ul></ul></ul>
    9. 9. Some of our Clients…. <ul><li>American Home Products </li></ul><ul><li>Comcast Cellular </li></ul><ul><li>Citibank Global Asset Management </li></ul><ul><li>Credit Suisse Asset Management </li></ul><ul><li>Electronic Payment Systems </li></ul><ul><li>First USA </li></ul><ul><li>Martha Stewart Living </li></ul><ul><li>Pennsylvania Power & Light </li></ul><ul><li>Pfizer </li></ul><ul><li>SmithKline Beecham </li></ul><ul><li>SunTrust Bank </li></ul><ul><li>Sylvan Learning Centers </li></ul><ul><li>Towers Perrin </li></ul><ul><li>USX Corporation </li></ul>
    10. 10. Defining e-business <ul><li>e-business represents the transformation of key business activities by networking together employees, customers, suppliers and investors through the use of internet technologies and traditional business systems. </li></ul>
    11. 11. How do we do the “ e ”? <ul><li>Framework </li></ul><ul><li>Methodology </li></ul><ul><li>Timing </li></ul>
    12. 12. Our Framework Continuous Improvement Strategy Planning Construction Assimilation TM
    13. 13. Our Methodology: e-metrics SM <ul><li>Merges strategic thinking & e-business </li></ul><ul><li>A forum to change traditional thinking </li></ul><ul><li>Adds structure and rigor </li></ul><ul><li>Provides metrics </li></ul>= e-metrics SM Strategy
    14. 14. E-Metrics Components Transformation Innovation Strategy Development & Competitive Analysis Day 1 - Facilitation Day 2 - Facilitation <ul><li>Off-Site Analysis </li></ul><ul><li>Follow-Up Meetings </li></ul>Next phase: Planning Strategy Strategy Components
    15. 15. Day 1 1. Defining the e-business direction Vision, Mission, Values, CSF’s, objectives/metrics. 2. Defining the Current State Market Position, Capabilities Position - In the year 2003, Who will we be? Whom do we serve? What will we be known for? How will we know when we get there? - What are our values? Financial Strength, Industry Knowledge, Creativity, Adaptability/Flexibility... - What are our Success factors? New Customer Accounts, Brand Recognition, Income Growth?... Market Position Capabilities Position Where does Paine Webber fit now? Transformation e-business
    16. 16. Day 1: Continued 3. Transforming to e-business state Market Position, Capabilities Position Transforming to “Strategic State” If we could establish this market positioning, what would happen? What would Change? Pull the e-business lever(s) and… Information Marketing & Transactional Content Category Killer Channel Transformation Transaction Processing Event Aggregation Market Segment Aggregation Value Net Integration Operational Efficiency Transformation e-business
    17. 17. Transformation e-business Day 1 Continued 4 Alignment and Action Steps Between direction and state Transformation steps <ul><li>Alignment </li></ul><ul><li>Does the strategic state change the way we interaction with our marketplace? </li></ul><ul><li>Do we fill a market void with our stakeholders? </li></ul><ul><li>Can we leverage off of this change to sustain a leadership position? </li></ul><ul><li>If we can validate the viability of this strategy, can we all get behind it? </li></ul><ul><li>Transformation Steps </li></ul><ul><li>Minimize efforts associated with non-value activities. </li></ul><ul><li>Leverage increased customer knowledge to anticipate future customer needs. </li></ul>
    18. 18. Day 2 1. Define the Focal Issue Focal Issue (ex.) How will the Internet be embraced by Paine Webber’s stakeholders in 2002? Innovation e-business
    19. 19. Day 2 Continued 2. Identify & Group the Driving Forces Questions. What forces are Local to Paine Webber? What forces are outside of our control? How do those outside forces drive those we control? To add rigor to our scenario designs and frame impact to our e-business choices, we need to prioritize and group the forces to validate our thinking. Competitive, Environmental, Political Organizational,Technological, Economic Identify Group To understand the scope and impact of e-business on our industry we need to take a holistic look at the forces that drive our decision making Innovation e-business
    20. 20. 3. The “Wind Tunnel Test” Validating the strategy <ul><li>Scenario Design </li></ul><ul><li>Scenario Narratives </li></ul><ul><li>Driving Forces </li></ul><ul><li>Testing the viability of our transformation within the context of plausible futures. </li></ul>Day 2 Continued Innovation e-business
    21. 21. Innovation e-business 4. Define Metrics for Strategic Agility Need to understand when the course has change <ul><li>Metrics </li></ul><ul><li>What are 3 indicators that would give us notice of our scenarios coming to fruition </li></ul><ul><li>If these indicators begin to occur, how does it affect our strategic state? Pace of execution? Contingency Plans? </li></ul><ul><li>What would we do if? </li></ul>Day 2 Continued
    22. 22. Strategy Development & Competitive Analysis e-business Offsite & Follow-Up <ul><li>Paine Webber selects the top 3 competitors within the marketplace. </li></ul><ul><li>CoreTech will perform analysis of competitors reviewing internet content, capability, branding (strength & weakness of their approach) </li></ul><ul><li>CoreTech will meet with Paine Webber to discuss analysis and adjust e-business strategy, where appropriate. </li></ul>
    23. 23. Planning Phase Overview Current Environment Technology Organization Process People High-Level Implementation Plans 1. Match these up 2. Using 3. To Produce “ GAP Analysis” Planning Components TM Strategy Phase Output Strategy Planning
    24. 24. Overall Timing and Requirements Transformation (1 Day) Innovation (1 Day) Strategy Development & Competitive Analysis (13-18 Days) Final Strategy Implementation Plans Assessment of Current Environment (tbd) GAP Analysis (tbd) ~ 20-30 Days Strategy Phase (15-20 Days) Planning Phase (10-15 days)
    25. 25. Paine Webber Considerations <ul><li>Sr. Management Time Is a MUST </li></ul><ul><ul><li>2 Day Facilitation Off-site </li></ul></ul><ul><ul><li>On-site Follow-ups </li></ul></ul><ul><li>Establish Tie in to Corporate Initiatives? </li></ul><ul><li>Scheduling Flexibility for Follow-up Meetings </li></ul>
    26. 26. CoreTech Clients Get... <ul><li>Highest Probability of Success </li></ul><ul><li>Highest Value to the Business </li></ul><ul><li>Lowest Risk of Failure/Disruption </li></ul><ul><li>Realistic Expectations </li></ul><ul><li>Knowledge Transfer Commitment </li></ul><ul><li>An Agile & Flexible Partner </li></ul><ul><li>A Long-Term Trusted Partner </li></ul>
    27. 27. Path Forward <ul><li>Follow-Up Investigation </li></ul><ul><li>Key Documents Available? </li></ul><ul><li>Next Steps </li></ul><ul><li>____________ </li></ul><ul><li>____________ </li></ul>
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