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Manufacturing Company
Oracle and Business Process Assessment (Report Card)
Business Strategy Drives IT Direction Session
1
Agenda
10:30 – 10:40 Introductions & Scope Review
10:40 - 11:30 Understand Horton’s Go-to-Market approach and
competitor / customer environment
11:30 – 11:50 Highlight key areas of opportunity and pain points in
the business
11:50 – 12:00 Wrap up and next steps
Project Objectives and Scope
 Evaluate company’s investment and effectiveness in leveraging Oracle
EBS in supporting business goals and objectives
 Evaluate People, Process and Technology against industry best
practices
 Document significant gaps and provide process improvement and
solution recommendations
 Establish capability roadmap and business case to support
recommendations
 Mary Cotch, Director of IT
OBJECTIVES
EXECUTIVE
SPONSORS
TEAM
 All core business processes using Oracle as their backbone application
 Other processes which ultimately drive processes in Oracle or use
Oracle as a source of data
 Management information and business analytics supporting those
processes
BUSINESS
FUNCTIONS
 CFO
 Director IT
 Company management and professionals from business units and IT
participated in workshops
 Services Firm, Functional Lead and Technical Lead
3
Discussion to help us understand you
 Understand your ‘go to market’ strategy or ‘Value
Proposition’
 Do a rudimentary competitor / customer mapping
 Talk a bit about ‘Enterprise Architecture’ (how you
think about the structure of the organization)
 Get your assessment of your core business processes
4
How do you compete?
5
Operational
Excellence
Operational excellent companies deliver a
combination of quality, price, and ease of
purchase that no one else in the market can
match:
• They are not product or service innovators,
nor do they cultivate one-to-one relationships
with the customers
• They execute extraordinarily well, and their
proposition to customers is guaranteed low
price and/or hassle-free service
Customer
Intimate
A company that delivers value via customer
intimacy makes bonds with customers like
those between good neighbors:
• Does not deliver what the market wants, but
what a specific customer wants
• Makes business of knowing the people it sells
to and the products and services they need
• It tailors the products and services, and do so
at reasonable prices
Product
Leadership
A company pursuing product leadership continually
pushes its products into the realm of the unknown. A
product leader consistently strives to provide its
market with leading-edge products. Characteristics
of PL companies include:
• Creativity
• Commercialize the ideas quickly
• Relentlessly pursue ways to leapfrog the latest
product or service
Apple - Harley-Davidson –
Nike
Dell – Walmart – McDonald –
Toyota
Rule #1 is that a company must choose
one discipline to excel in.
Rule #2 is that companies must also be
"good enough" at the other two
disciplines, where good enough depends
on how well their competitors do.
Nordstrom - IBM
How do you compete?
6
Operational
Excellence
Customer
Intimate
Product
Leadership
Apple - Harley-Davidson –
Nike
• The company sees itself as a
customer intimate company:
Wanting the customer to not
even consider going with anyone
else
• The company sees its
challenges in product
leadership focusing about half
of their change ‘energy’ in that
area.
Nordstrom - IBM
How we are
going to market
Where we are
focusing our
change efforts
~40
~40
~20
~30
~50
~20
Short exercise
 Help us understand how you believe the company
competes today and how you think it will change in the
next 1 – 3 years.
– Take 100 points and allocate them to each of the axes
(operational excellence, customer intimacy, product leadership)
describing how you think the Horton fares today…
– Then take another 100 points and allocate them to where you
would want the organization to improve
For example: if your go to market position is heavily weighted by
operational excellence, then followed by product leadership with some
attention to customer intimacy the score might be:
– OE – 50; PL – 35, CI – 15
If you believe that the competitive environment requires a focus on
Product leadership and customer intimacy followed by operational
excellence, your change agenda might look like:
– OE – 10; PL – 45, CL – 35
7
How do you look at your customers / competitors?
8
• Price
• Reliability &
Durability
• Unique
Features
• Brand
Experience
• Service
Dependability
• Convenience
• Service Advice
• Personalized
Services
Low Cost
Differentiated
/ Value add
Product
Service
Key customers:
• Volvo
• Paccar
• Freightliner
• Navistar
• Aftermarket
Key competitors:
• Borg Warner
• Behr
• Siemens
Best Total Cost
• “Great prices and
quality”
• “Their products last and
last”
• “A no-hassle firm”
• “Consistency is their
middle name”
Best Product
• “Premium priced, but worth
it”
• “Consumers ask for it by
name”
Best Total Solution
“They are experts in my
business”
“Their services are exactly
what I need”
What do your key customer value?
9
Low Cost
High Quality
Better features
Low Cost
Dependable
Customized /
Personalized
Product
Service
Low Cost
High Quality
Better features
Low Cost
Dependable
Customized /
Personalized
Product
Service
Low Cost
High Quality
Better features
Low Cost
Dependable
Customized /
Personalized
Product
Service
Freightliner
Volvo
Paccar
What do your key customer value (continued)?
10
Low Cost
High Quality
Better features
Low Cost
Dependable
Customized /
Personalized
Product
Service
Low Cost
High Quality
Better features
Low Cost
Dependable
Customized /
Personalized
Product
Service
Low Cost
High Quality
Better features
Low Cost
Dependable
Customized /
Personalized
Product
Service
Aftermarket
CAT
Deere
How do the competitors play?
11
Low Cost
High Quality
Better features
Low Cost
Dependable
Customized /
Personalized
Product
Service
Low Cost
High Quality
Better features
Low Cost
Dependable
Customized /
Personalized
Product
Service
Low Cost
High Quality
Better features
Low Cost
Dependable
Customized /
Personalized
Product
Service
Low Cost
High Quality
Better features
Linneg
Behr
Borg Warner
How do the competitors play?
12
Low Cost
High Quality
Better features
Low Cost
Dependable
Customized /
Personalized
Product
Service
Low Cost
High Quality
Better features
Low Cost
Dependable
Customized /
Personalized
Product
Service
Low Cost
High Quality
Better features
Low Cost
Dependable
Customized /
Personalized
Product
Service
Multiwing
TruFlo
ACS
Describe needed / anticipated changes in how you run
the company?
13
Coordination
• Operationally unique
functions
• Autonomous
Management
• Consensus approach
to designing processes
Unification
• Globally integrated
business processes
• Centralized
management
• Standardized
processes
Diversification
• Operationally
independent BU’s
• Autonomous
management teams
• Local control over
business process
design
Replication
• Similar business units
• Limited discretion
over processes
• Centralized (or
federal) control over
process design
High
Low
Process standardization
Today
Target
Business Process
• New product development (NPD)
• Lead to Close (SLS)
• Forecast to Plan(SCP)
• Schedule to Make (MFG)
• Order to Cash (ORD)
• Post sale service (Wnty)
• Purchase to Pay (Purch)
• Maintain Equipment (Maint)
• Hire to retire (HR)
• Record to Report (Fin)
• Advertise & Promote (MKT)
BusinessProcess/
OrganizationIntegration
HighLow
Enterprise Architecture Models
Are there changes in how you run the Horton?
14
High
Low
Process standardization
Today
Target
Business Process
• New product development
(NPD)
• Lead to Close (SLS)
• Forecast to Plan(SCP)
• Schedule to Make (MFG)
• Quality (QTY)
• Order to Cash (ORD)
• Post sale service (Wnty)
• Purchase to Pay (Purch)
• Maintain Equipment (Maint)
• Hire to retire (HR)
• Record to Report (Fin)
• Advertise & Promote (MKT)
BusinessProcess/
OrganizationIntegration
HighLow
Enterprise Architecture
Models
•NPD
•MAINT
•MFG
•SCP
•ORD
•WNTY
•MKT
•QUAL
•SLS
Where are you targeting process improvements?
New product dev. (NPD)
Lead to Close (SLS)
Forecast to Plan(SCP)
Schd to Make (MFG)
Quality (QUAL)
Order to Cash (ORD)
Post sale service (Wnty)
Purchase to Pay (Purch)
Maintain Equip. (Maint)
Hire to retire (HR)
Record to Report (Fin)
Adv. & Promote (MKT)
15
Key Process
Today
Target
Process capabilityPoor World Class
What will we do with these results
 This information, combined with the strategic plans, interviews, workshops and
assessment questionnaires will give us a good picture of:
– How well IT and specifically Oracle serves the business today
– What needs to change to fix today’s issues and provide support for your future direction
 This will lead us to a legacy modernization strategy:
16
Extend
(new modules)
Don’t fix – it
ain’t broke
Rip and Replace
Upgrade and
extend
Abilitytosupport
today’sneeds
Ability to support tomorrows
needs
Low
Low
High
High
Next Steps
 Over the next two weeks we will be in headquarters for
interviews
 Between Thanksgiving and Christmas we will be travelling
to the plants
 Over the holiday we will be consolidating findings, options
and recommendations to be presented early January
 After getting aligned with you at that meeting we will be
developing the roadmap and estimates for costs and time.
Target delivery – late January
17

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Manufacturing Company Business Strategy Drives IT Assessment Goals

  • 1. Manufacturing Company Oracle and Business Process Assessment (Report Card) Business Strategy Drives IT Direction Session 1
  • 2. Agenda 10:30 – 10:40 Introductions & Scope Review 10:40 - 11:30 Understand Horton’s Go-to-Market approach and competitor / customer environment 11:30 – 11:50 Highlight key areas of opportunity and pain points in the business 11:50 – 12:00 Wrap up and next steps
  • 3. Project Objectives and Scope  Evaluate company’s investment and effectiveness in leveraging Oracle EBS in supporting business goals and objectives  Evaluate People, Process and Technology against industry best practices  Document significant gaps and provide process improvement and solution recommendations  Establish capability roadmap and business case to support recommendations  Mary Cotch, Director of IT OBJECTIVES EXECUTIVE SPONSORS TEAM  All core business processes using Oracle as their backbone application  Other processes which ultimately drive processes in Oracle or use Oracle as a source of data  Management information and business analytics supporting those processes BUSINESS FUNCTIONS  CFO  Director IT  Company management and professionals from business units and IT participated in workshops  Services Firm, Functional Lead and Technical Lead 3
  • 4. Discussion to help us understand you  Understand your ‘go to market’ strategy or ‘Value Proposition’  Do a rudimentary competitor / customer mapping  Talk a bit about ‘Enterprise Architecture’ (how you think about the structure of the organization)  Get your assessment of your core business processes 4
  • 5. How do you compete? 5 Operational Excellence Operational excellent companies deliver a combination of quality, price, and ease of purchase that no one else in the market can match: • They are not product or service innovators, nor do they cultivate one-to-one relationships with the customers • They execute extraordinarily well, and their proposition to customers is guaranteed low price and/or hassle-free service Customer Intimate A company that delivers value via customer intimacy makes bonds with customers like those between good neighbors: • Does not deliver what the market wants, but what a specific customer wants • Makes business of knowing the people it sells to and the products and services they need • It tailors the products and services, and do so at reasonable prices Product Leadership A company pursuing product leadership continually pushes its products into the realm of the unknown. A product leader consistently strives to provide its market with leading-edge products. Characteristics of PL companies include: • Creativity • Commercialize the ideas quickly • Relentlessly pursue ways to leapfrog the latest product or service Apple - Harley-Davidson – Nike Dell – Walmart – McDonald – Toyota Rule #1 is that a company must choose one discipline to excel in. Rule #2 is that companies must also be "good enough" at the other two disciplines, where good enough depends on how well their competitors do. Nordstrom - IBM
  • 6. How do you compete? 6 Operational Excellence Customer Intimate Product Leadership Apple - Harley-Davidson – Nike • The company sees itself as a customer intimate company: Wanting the customer to not even consider going with anyone else • The company sees its challenges in product leadership focusing about half of their change ‘energy’ in that area. Nordstrom - IBM How we are going to market Where we are focusing our change efforts ~40 ~40 ~20 ~30 ~50 ~20
  • 7. Short exercise  Help us understand how you believe the company competes today and how you think it will change in the next 1 – 3 years. – Take 100 points and allocate them to each of the axes (operational excellence, customer intimacy, product leadership) describing how you think the Horton fares today… – Then take another 100 points and allocate them to where you would want the organization to improve For example: if your go to market position is heavily weighted by operational excellence, then followed by product leadership with some attention to customer intimacy the score might be: – OE – 50; PL – 35, CI – 15 If you believe that the competitive environment requires a focus on Product leadership and customer intimacy followed by operational excellence, your change agenda might look like: – OE – 10; PL – 45, CL – 35 7
  • 8. How do you look at your customers / competitors? 8 • Price • Reliability & Durability • Unique Features • Brand Experience • Service Dependability • Convenience • Service Advice • Personalized Services Low Cost Differentiated / Value add Product Service Key customers: • Volvo • Paccar • Freightliner • Navistar • Aftermarket Key competitors: • Borg Warner • Behr • Siemens Best Total Cost • “Great prices and quality” • “Their products last and last” • “A no-hassle firm” • “Consistency is their middle name” Best Product • “Premium priced, but worth it” • “Consumers ask for it by name” Best Total Solution “They are experts in my business” “Their services are exactly what I need”
  • 9. What do your key customer value? 9 Low Cost High Quality Better features Low Cost Dependable Customized / Personalized Product Service Low Cost High Quality Better features Low Cost Dependable Customized / Personalized Product Service Low Cost High Quality Better features Low Cost Dependable Customized / Personalized Product Service Freightliner Volvo Paccar
  • 10. What do your key customer value (continued)? 10 Low Cost High Quality Better features Low Cost Dependable Customized / Personalized Product Service Low Cost High Quality Better features Low Cost Dependable Customized / Personalized Product Service Low Cost High Quality Better features Low Cost Dependable Customized / Personalized Product Service Aftermarket CAT Deere
  • 11. How do the competitors play? 11 Low Cost High Quality Better features Low Cost Dependable Customized / Personalized Product Service Low Cost High Quality Better features Low Cost Dependable Customized / Personalized Product Service Low Cost High Quality Better features Low Cost Dependable Customized / Personalized Product Service Low Cost High Quality Better features Linneg Behr Borg Warner
  • 12. How do the competitors play? 12 Low Cost High Quality Better features Low Cost Dependable Customized / Personalized Product Service Low Cost High Quality Better features Low Cost Dependable Customized / Personalized Product Service Low Cost High Quality Better features Low Cost Dependable Customized / Personalized Product Service Multiwing TruFlo ACS
  • 13. Describe needed / anticipated changes in how you run the company? 13 Coordination • Operationally unique functions • Autonomous Management • Consensus approach to designing processes Unification • Globally integrated business processes • Centralized management • Standardized processes Diversification • Operationally independent BU’s • Autonomous management teams • Local control over business process design Replication • Similar business units • Limited discretion over processes • Centralized (or federal) control over process design High Low Process standardization Today Target Business Process • New product development (NPD) • Lead to Close (SLS) • Forecast to Plan(SCP) • Schedule to Make (MFG) • Order to Cash (ORD) • Post sale service (Wnty) • Purchase to Pay (Purch) • Maintain Equipment (Maint) • Hire to retire (HR) • Record to Report (Fin) • Advertise & Promote (MKT) BusinessProcess/ OrganizationIntegration HighLow Enterprise Architecture Models
  • 14. Are there changes in how you run the Horton? 14 High Low Process standardization Today Target Business Process • New product development (NPD) • Lead to Close (SLS) • Forecast to Plan(SCP) • Schedule to Make (MFG) • Quality (QTY) • Order to Cash (ORD) • Post sale service (Wnty) • Purchase to Pay (Purch) • Maintain Equipment (Maint) • Hire to retire (HR) • Record to Report (Fin) • Advertise & Promote (MKT) BusinessProcess/ OrganizationIntegration HighLow Enterprise Architecture Models •NPD •MAINT •MFG •SCP •ORD •WNTY •MKT •QUAL •SLS
  • 15. Where are you targeting process improvements? New product dev. (NPD) Lead to Close (SLS) Forecast to Plan(SCP) Schd to Make (MFG) Quality (QUAL) Order to Cash (ORD) Post sale service (Wnty) Purchase to Pay (Purch) Maintain Equip. (Maint) Hire to retire (HR) Record to Report (Fin) Adv. & Promote (MKT) 15 Key Process Today Target Process capabilityPoor World Class
  • 16. What will we do with these results  This information, combined with the strategic plans, interviews, workshops and assessment questionnaires will give us a good picture of: – How well IT and specifically Oracle serves the business today – What needs to change to fix today’s issues and provide support for your future direction  This will lead us to a legacy modernization strategy: 16 Extend (new modules) Don’t fix – it ain’t broke Rip and Replace Upgrade and extend Abilitytosupport today’sneeds Ability to support tomorrows needs Low Low High High
  • 17. Next Steps  Over the next two weeks we will be in headquarters for interviews  Between Thanksgiving and Christmas we will be travelling to the plants  Over the holiday we will be consolidating findings, options and recommendations to be presented early January  After getting aligned with you at that meeting we will be developing the roadmap and estimates for costs and time. Target delivery – late January 17

Editor's Notes

  1. Horton helps restore hope, healing, and health to people affected by addiction to alcohol and other drugs.