Leaders in Managing Technology Change Leaders in Managing Technology Change The CoreTech Story
CoreTech Overview ( 5 Min.)
Partnership Approach (30 Min.)
Brainstorming (25 Min.)
First Off, We’re Clients!!
Founded in 1992
New Technology Focus
Expanded Regional Presence in 1996
$40M Projected Sales in 1999
And, Coincidentally….We’re Profitable
CoreTech excels at helping companies achieve e-business through the application of new technologies, maximizing business value while minimizing risk.
What makes us e -special ? “ Our background provides a necessary and solid foundation for the Internet” Business Applications
Strategy & Management Services
I/T People Services
We added the “ e ”
Our e -business capabilities now include…...
“ Human Engineering”User
Web Architecture/ Development
Networks & Security
Legacy Systems Integration
Collaborative & Messaging
Business Process Modeling
BUSINESS STRATEGY CREATIVE TECHNOLOGY TRANSFORMATIONAL
Finally…what do our clients say ?
Use CoreTech - they’re good at what they do and you can trust them.
CIO, A Multi-national Pharmaceuticals Company headquartered in New Jersey
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.
Director, Advanced Technologies, A Multi-national Pharmaceuticals Company headquartered in PA
Some of our Clients….
American Home Products
Citibank Global Asset Management
Credit Suisse Asset Management
Electronic Payment Systems
Martha Stewart Living
Pennsylvania Power & Light
Sylvan Learning Centers
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.
How do we do the “ e ”?
Our Framework Continuous Improvement Strategy Planning Construction Assimilation TM
Our Methodology: e-metrics SM
Merges strategic thinking & e-business
A forum to change traditional thinking
Adds structure and rigor
= e-metrics SM Strategy
E-Metrics Components Transformation Innovation Strategy Development & Competitive Analysis Day 1 - Facilitation Day 2 - Facilitation
Next phase: Planning Strategy Strategy Components
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
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
Transformation e-business Day 1 Continued 4 Alignment and Action Steps Between direction and state Transformation steps
Does the strategic state change the way we interaction with our marketplace?
Do we fill a market void with our stakeholders?
Can we leverage off of this change to sustain a leadership position?
If we can validate the viability of this strategy, can we all get behind it?
Minimize efforts associated with non-value activities.
Leverage increased customer knowledge to anticipate future customer needs.
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
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
3. The “Wind Tunnel Test” Validating the strategy
Testing the viability of our transformation within the context of plausible futures.
Day 2 Continued Innovation e-business
Innovation e-business 4. Define Metrics for Strategic Agility Need to understand when the course has change
What are 3 indicators that would give us notice of our scenarios coming to fruition
If these indicators begin to occur, how does it affect our strategic state? Pace of execution? Contingency Plans?
What would we do if?
Day 2 Continued
Strategy Development & Competitive Analysis e-business Offsite & Follow-Up
Paine Webber selects the top 3 competitors within the marketplace.
CoreTech will perform analysis of competitors reviewing internet content, capability, branding (strength & weakness of their approach)
CoreTech will meet with Paine Webber to discuss analysis and adjust e-business strategy, where appropriate.
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
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)