Alisdair Bach -SAP programme director, SAP CTO, CIO Advisory, Consulting Partner #sapguru

1. ALISDAIR BACH
BusinessTransformation
Programme Director
Engagement Examples

2. Digital Bi-Modal – The digital transformation challenge

3. Alisdair Bach – watch my bio video
I am a hybrid BusinessTransformation Programme Director & CTO.
Acting as the bridge between the transformation programme, the C level leadership
team and the operational business, I help organisations deliver sustainable and rapid
transformation.
I work with organisations to define and deliver complex digital transformation, balancing
business priorities against the ability of the organisation to sustain and embed change.
I help develop an iterative (the term agile isn’t appropriate) art of the possible approach
based upon 27 years business transformation delivery expertise.
I know why complex business change programmes fail and help organisations achieve
their required outcomes without loss of reputation.

4. Bio – Credentials
Context:
Accountant Background: ACMA / MBA
- Developed own practice 1990
- Developed Automated management
accounting and Business Planning Solution 1996
- Speciality contract accounting
- SAP BI Academy 2007
Consulting Background:
- McKinsey 7 years SAPTelco & Defence
-Various SAP SI’s including Fujitsu SAPCTO
- Speciality complex manufacturing
Career Highlights: The Scars
- Being part of world com and Global Crossing
Turnaround –Why we have SOX
- Boxman Implementation, .Com Bubble
- Cable andWireless move to IP fromTelco
- Philip Morris Altria Fortune No7 – Head of SAP
delivery Europe
- JLR – Head of SAP delivery & CISO
Methodologies:
MSP, Scrum, 6Sigma,TOGAF, SAP Launch, SAPActivate, ASAP,
Agile, Design thinking, ITIL, CLAS, Prince2,TOC
KEY DELIVERY METRICS
39 Complex Business
Change Programmes
Average team
size 100+
4 Turn around
Programmes in 6 years
Average Budget
£10m-100m+
8 Global Programmes 9 Agile Projects
Methodologies: MSP, Scrum, TOGAF, SAP Launch, SAPActivate, ASAP, ITIL, CLAS, Prince2, TOC
4 Turnaround Programmes in 6 years
Post Office(UK) = Finance & Cash Transit Supply Chain Optimisation
Jaguar Landrover= Global TargetOperating Model Template, ChinaJV,
new manufacturing facilities, Engine plant
BAT – Agile Global and Regional S&OP
TATA Steel UK - Supply Chain stabilisation
EXPERIENCEBYLINES OFBUSINESSAND INDUSTRY
TECH EXPERIENCEBYLINESOF BUSINESS
Lines ofBusiness
Transformed
SAP Modules&
SOAApplications
Finance & Treasury /
Finance SharedServices
+Machine Learning
SAP month end cockpit SAP Simple Finance, S4 HANA 1503, 1610, 1709, Cloud 1802 ECC6 HANASuite EHP8, ECC6 EHP7 FI-CO, Fundtech (SaaS), Oracle FI, Netsuite, BPC on HANA 1503and 1610
Order to Cash /
Sales Order Processing + S&OP
SAP S4 HANA 1802, 1709, AATP 1610, 1503 EHP8,ECC6 HANA Suite, SAP C4C, SD/ CRM7 + Telephony, SAP C4C (Cloud) SalesForce, Webcom, Oracle
Fulfilment /
Logistics Supply Chain
/ Field Force Mobility
SAP S4 HANA 1709, 1610, 1503 EHP8, ECC6 HANA Suite, HANA1503EHP7 SAP MM, WM,PLM, SCM, WSO,YM,Microsoft Dynamics AX, Red Prairie, Click, ClickMobile, FSA, Kony
Manufacturing / MES / PP SAP S4 HANA, ECC6 HANA Suite, HANA1709 PP, MRP, 1503EHP7 SAP APO / MRP / SCM, Click WS,MES,MII
Procure to Pay SAP ARIBA, CONCUR, EBP 3-4 / SRM 7-(P2P) & Bizaps AP, SAP AP, ITsoft, OpenText VIM, HANA 1709 + 1802
Human Capital Mgt&
Contingent Workers
SAP Success Factors, SAP HCM All 1709 Oracle HRAC, ESS, MSS,Cornerstone, HRA, Click, Kronos, Workday, Fieldglass
SAPCloud Platform
MI / KPI / MDM
Business Intelligence
SAP Hybris, HANA PAAS,HANA BI, SAP BI 7, BW, BO 4.0, Oracle 11, Qlikview,Cognos, MDM, Tableau, Design studio, Xcelsius, Leonardo Foundation with 1709. SAP digitalboardroom. (BI7 academy
and Bank analyser trained)
Global 24/7 Follow the SunService
Delivery - AMS
ITIL3, Solution Mgr, HP Openview, Service Now, CA
Document Management/ Archiving /
Data Delivery
Documentum, Ixos, SAP EP (6.0 &7.0) Oracle, Moss, SharePoint, Opentext, Adobe forms
Social / OmniChannel Tech Hybris, SAP JAM, Facebook workplace
Mobility SAP FIORI, SAP Syclos, SAP SAP CRM Field Force, Hitachi, Click, SAP Sybase, Kony
Middleware Intergration / Cloud
platform
SAP Leonardo. HANA Cloud, EAI, EDI, SAP PO, XI &PI, SAMBA,Biztalk,Fusion, Webmethods, IBM Websphere
In-Memory/ HANA Cloud S4H, HANA 1610, 1503, SOH / Qlickview / Board MIT/ Tableu
SAPUpgrades R2 > R3> ECC6> S4HANA S4 HANA 1610, 1503, HANA BI, ERP 6.0 , ECC6 EHP8, EHP7, ECC5 4.7, 4.6C
BW 3.5> BI7 > BO EBP > SRM7 EP6 &7
Oracle Upgrades Oracle 12 Upgrade, Oracle BS + CRM, Oracle 10g, PII Data encryption

5. Bio - Depth of delivery subject matter expertise (hands on)
Context:
To build and lead a business transformation delivery team you need to understand every role within the programme
Cable &
Wireless
Philip
Morris
Kraft Wrigleys
/ Keane
Metronet Thistle T Mobile EDF Various
IBM
Met
Police
Post
Office
(Fujitsu)
Fujitsu JLR BAT /
Bluefin
TCS
Portfolio
CxO Solution and Delivery
Advisory
x x x x x x
Digital Programme Director x x x x x x
SAP / Digital CTO x x x x x x
SAP Programme Manager x x x x x x x x x x x x x x x
Delivery Assurance x x x
Delivery Practice Development x x x x x
Digital CISO x x x x x x x
Target Operating Model Design /
Business Architecture –TOGAF 9
x x x x x x x X x x x x x x x
Six Sigma / Lean Reviews x x x x x x
Digital IT Strategy and IT TOM
Design (ITIL)
x x x x x x x X x x x x x x x
Bid Leadership x x x x x x x
AMS outsource design and
leadership
x
Business Organisational Change x x x x x x x x x x x x x x x
Six Sigma Lean Review x x x x x x x x x x x x x x
Blueprint (Holistic) Leadership x x x x x x x x x x x x
Data Migration Leadership x x x x x x x x x x x x x x x
Test Management Leadership x x x x x x x x x x x x
Training Management x x x x x x x x x x
PMO Establish & Management x x x x x x x x x x x x x x
SI Management x x x x x x x x x x x x x x x
ITIL – Service design and
Transition
x x
CLAS security x x x x x x x x
Competency Centre
Establishment
x x x x x x x x x x x x x
Offshore team leadership x x x x x x x x x x x x
BI Team management x x x x x x x x x x x x
Middleware Basis / XI / EAI Team
management
x x x x x x x x x x x x x x
ICT Management x x x x x x x x x x x x x x x
Off-Shore Service Delivery x x x x x x x x x x x x

6. Bio -TOM is my passion = criticalTier 2 success / failure point
C level leadership team –What is aTarget Operating Model ?
Context:
Company: Regional Agri FMCG– FTSET/O £.5BN
Audience: C level operational leadership – CFO, CIO, COO +
Purpose: Educate leadership team as toTarget Operating Model concept, business and process health and opportunities
for process improvement.
Approach: Fully document and visualise the AS-IS operating model, all business areas. Carry out full six sigma process
health check. Look at industry drivers and process enablers which would add business benefit. 2 x half day playbacks.
3
All companiesundertake Change for the same reason – to try to close the gap between Strategy & Execution, irrespective of type and scale of change
undertaken, the fundamental purpose remainsthe same; to better link all day to day activities consistently to the stated purpose & priorities of the business.
SO, The true purpose of an Operating Model is to explicitly support the successful delivery of business strategy.
The operating model servesasa ‘bridge’ connecting Strategy with Execution, and encompassesdecisionsaround the 5 key elementsof a robust operating
model that must be explicitly designed to best support the businessstrategy
Why Change & What is an Operating Model?
Source Bain & Co
Enterprise Architecture Domain = Operating Model (Togaf)
Métier
Applications & Systems
Information & Data
Strategy - Process L0 MSF
Processes L1
Setting Strategy – Managing BAU and
Transformation
Responsible & Accountable
Business Process Areas: Day to day management
supporting BAU and executing the TOM strategy
Responsible and Accountable
The Applications support the Business,
implement the business functions in the IT systems
KPI’s and Master Date
MACK Data Architecture
Infrastructure that supports the IS:
-Technical components: servers, networks, etc.
-Technology: platforms, etc.
Network & Infrastructure
The Concept of the Target Operating Model (TOM)
Processes L2
Business Processes: Processes executed in support of the
operating model
Procurement
Qtly
Rolling
Reforecast
inc profit
FP01
Mid Term
Plan
-13 wks
FP02
Seasonal
Procure
Plan (Cal)
P01
Mid-Term
(Seasonal)
Seasonal
Contracts
(erp)
P02
Monitor
Grower
Performance
P04
Purchase
Req
P07
Purchase
Order
P08 + P08a
Vendor
Master
Create / Main
P06
In-Bound
Logistics
Book
L01
GR
P09 – P09a
Allocate
Stock
PHJ – OS
Ripening
L02
Quality
Check-in
Q02
Grower
Certification
Q01
Manage non
conformance
materials
P011
Product Life Cycle (Consignment Accounting)
Consignment
Closure
SO19
Product
costing
P03
Prod
Daily
SC
KP06
Warehouse
Daily
SC
KP05
Resource
Daily
SC
KP07
OTIF
SC
KP08
KPI’s
Agency
SC
KP04
Short Term
Plan
-1 wks
FP03
Manufacturing & Supply Chain
Arrivals
Variance
SC
KP02
H&S
SC
KP10
- 1 Week
Daily
SC
T
Create / Main
Product / Service
Master / BOM
M10
Schedule
Production
M02
Perform set
up
change over
M03
Production
Order
M04
Manage
inventory
Movements
L03
Manage
Waste
M09
Third
Party
Services
M014
Manage
Consignment
L06
Material
Master
Create / Main
P05
Transport
Out
Planning
L07
Transport
Purchase
INV REC
L09
Transport
Service levels
KP11
Allocate
Raw
Material
M07
Execute
Production
M08
Release
Job
M05
SC
Pack House
SC
KP03
Control
Production
Operation
M06
Manage
Non
Conformance
M015
End of line
QC
Q03
SO
Manu Order
(Pick-pack)
M12
Quality
Check-Out
Q04
Assemble
Order
M13
Transport
Out
L08
Third
Party
Service
M14
OS
Logistics
Demand
Fulfilment
L04
Plan
Replen
L05
Inventory
Off Stock – Pack House – 3rd Party (inc packaging) - Direct
PH
Grower
Performance
KP01
Claims
Mgt
P010
Product
(manu)
Costings
M11
B
PP
Create /
Maintain
Production
MD
P00
Procurement
Prepare
Annual
Budgets
MB02
Strategic
Business
Plan
MB01
Generate
Sales
Plan
MB03
Develop
Sales
Targets
MB04
Grower
Supply
Plan
MB13
Manu
Pack House
Plan
MB07
Procure
Strategy /
Policies
MB12
Customer
Eng
Planning
MB06
Marketing
Plan
MB05
Strategic
Operational Planning
(Managing the business)
Holistic
Account
Perform Mgt
S01
Tender
/ RFI
New
S03
Tender
/ RFI
Existing
S04
Product
Innovation
/ Campaign
S05
Long Term
Opportunity
Innovation
S06
Lead
Management
S02
New
Business
Dev
NB01
Service
Innovation
S07
Inter
Company
S08
Marketing
Plan
NB11
MDBUDNBBUDNBBUDNB
BUD
?
BUDNB?
BUDBUDBUDBUD
OD
NBBUDNB
SOP
Process
Sales
Orders
SO08
Capture
Sales
Orders
SO06
Pricing
Negotiations
SO01
Process
Complaints
SO02
Evaluate
Product
Performance
SO03
Process
Enquiries
SO04
Calc Order
and
Maintain
SO07
Maintain
Customer
Master
SO20
Customer
Credit
Exposure
SO14
Invoice
SO10
Process
Receipts
SO12
Manage
Rebates
SO15
Emergency
Customer
Withdrawals
(Fine) SO17
Manage
Deductions
SO16
Receive
Returns
SO18
Manage
Returns
SO09
Consignment
Reporting
P1
Customer
Profitability
Reporting
P2
Weekly
Sales
P3
POD
Matching
SO13
Manage
Returns
SO05
Self Bill
(Services)
SO11
TAM
SC
SC
FPA
AR AR AR
SCT AM TAR
SCSC
FPA TMAR
FPA
SC
AR
FPAFPA
AR
FPA
New Business
New Business
Service
Design
NB03
New Business
On-board
Hyper care
NB04
SDM
ODFDTB
BB
BB
AM
PM
FPA
CM
AM
FPA
CMAM
FPA
CM
MACK, DGM and MMG (Service) FMCG Agri Industry Operating Model (L2 Process Taxonomy)
@ 1st September 2015
Customer
KPI.sKPI15
EC
SC SC QC
PM
AP
BT
SC
SC SCB
P QC
IN
SC
SC PM TM
TMPPSC PP PP PC
PM
FPA
T
SC PP SC FPA
PM
WT
QC
SDM
Dry Packaging
Master data
M016
DM
Dry Packaging
Stock W/O
L11
Pack
SC
SC SC
SC B AP
Labelling
Master
DATA
M017
T
Q OA OA OA OA OA OA OA HS TMT
?
IT
Planning
MB0x
T
T
Residue
Analysis
Q04
QC T
Label
Check
M18
SDM
FPA
T
Monthly
Consignment
Accounting
IA04 BFPA
Stock
Take D/W/M
L14
Pack TM
SDM
TM
Roll stock / Packaging /
Ripening / Production / SC
Super market
Grower Visits
SO21
T B
Waste
KP23
Directs
KP24
OA OA
3 year
Supermarket
Tech Plan
MB20
MDT
Transformation
Continuous
Improvement
Plan
MB22
MSF
Inventory
Valuation
L10
OA
Inventory
Monitoring
L13
WM
After
Market
S0x
?
Inventory
Master data
Create / main
L12
WM
Corporate
Risk - Register
MB21
MSF
Purchase
Inv
Processing
P14
AP
P12+P12a
Purchasing
other
P13
??
APTM B
AP
AP
Purchasing
Manual
payment
P15
B PM
Execute
Production
Ripening
M08a
B
Seasonal
Farm
Accounting
IA00
SC
Arrivals
Mgt
(Board)
L01A
Agency
Daily Demand
plan
S21PM
Agency Self
Bill
M20
AP
Agency
Cost
Allocation
M21PM
Market
Analysis
S22IH
BUD
Customer
Dev
Plan
S21
BOBO
The business change issues to be addressed
- Resistance to change from legacy sales and marketing organisation
- C level leadership team differing priorities

7. Why me:
I build and lead high performing business transformation teams.
My skill is too listen and understand the organisational culture, identify the problem and
rapidly develop viable mitigation plans which regain the momentum, establish the critical
path and recover loss of reputation or I recommend STOP
I develop an open and inclusive delivery culture with business empathy at its core.
I understand how complex organisations work and every element required within a
complex transformation programme to enable sustainable change
I have the skills to mentor and challenge / push back the business in terms of fit to
standard (80/20 standardTOM – Profitability, addess process alignement now
I understand why tier 2 transformation programmes fail and how to deliver
transformation within heavily optimised organisations. (Did a blog on this)

8. C level leadership team – BusinessTransformation Briefing
Context:
Company: GlobalTech Cyber Software
Company – FTSET/O £1.5 BN
Audience: C level operational leadership –
CFO, CIO, COO +
Purpose: Align senior leadership team
around their transformation aspirations and
how transformation should be delivered
Approach: One page napkin concept
based on the golden circle approach,
getting the leadership team to reconfirm
key aspects of the programme by walking
through the slide and the leadership team
providing the missing detail.
Transformation? Leadership Calibration
Why ?
How ? #Agile
Revenue ,Cost, EBIDTA
“I’m flying Blind”
“What are our priorities”
“What does good look like”
Golden Circle
Concept
Great organizations seem
to create their foundation
by first addressing Why
they exist, then How they
go about their mission, and
then finally, What they do
Vision - Blank Sheet of paper
Business Priorities – Small wins
RequirementsTraceability
Operating Model Health
Leverage & AugmentTech
Sprints –Time / Cost Ringfenced
What? #Simple
Benefits Driven + Dis Benefits
Manufacturing Interoperability
Supply Chain Collaboration
Process Compliance
S&OP Optimisation
System stability
Pipe
Ops Reporting - KPI’s
Strategic
plan and
forecast
BID Plan Deliver Renew
Drumbeat
<Products & Services>
QEME HE YE
The leadership issues to be addressed (My personal favourite)
- Business Priorities & Required outcomes
- IT disconnect and lack of credibility with the business
- Lack of understanding as to the holistic operating model and
end to end processes.

9. C level leadership team – FinanceTransformation Briefing
Context:
Company: Global Energy Utility (State Owned)T/O £2.5BN
Audience: C level operational leadership – CFO, CIO
Purpose: Align senior leadership team around agile transformation approach aligned to conflicting business priorities
Approach: Reconfirmation of required outcomes and a pragmatic benefit driven iterative delivery approach.
“Finance &Treasury Project Digital” High Level Alignment
Why:
• Add greater value to business “Guiding and facilitating the business”
• Address audit points (internal and external) (PCF)
• F&T becomes “Cheaper, quicker and more controlled”
What:
> Transition to finance as a service (TOM)
> Front office - value add “operational” business services”
> Transactional finance- Opportunity to adopt / leverage optimised best of breed standard business processes (ML/AI)
> Head office – xxx stakeholder support
How:
• Align to new organisation structure (FAAS)Target operating model (CFI)
• New value add business services + service framework ! (Question)
• AdoptCommon Finance Infrastructure (will enable change at speed if implemented correctly)
• Rolling evolution ofTOM and CFI
Our understanding of the plan tells us that the next three months are key, but we can not judge programme
performance or critical path……….
F&TTransformation Roadmap
People
Process
Digital
Data
Assessment Plan & Shape
Kickstart & Embed
Prioritised and
Industrialised
Planning
&
Dependency
PPM
Delivery
Model
Governance
Metrics
Measuring
Benefit &
Business
Value
Financial
&
Supplier
Mgt
Stakeholder
Analysis
TOM
CFI
Global
Structure
SCOPE
(RTM)
Change
Control
Process
People
Capability
Capacity
Quality
Portfolio
BAU
Integration
Business
Change
Shared
Values
Business
Priorities/
Fatigue
Performance
MgtBusiness
Readiness
Risk
MGT
ongoing support
Kickstart andEmbed
• Provide hands on shadow programme
leadership
• Work alongside teamand business to
regain momentumand focus
• Focus teamon priority actions and
quick wins
• Embed structuresand new delivery
organisations
TrustedAdvisory
Ongoing support, for example:
• At the end of each week, review delivery
metrics and priorities
• Re-plan the next rolling 3-week period
• Examinevariances
• ValidateCAB output
• Define or re-define workload for next
period
Plan and Shape
• Detailed short term prioritised
recovery plan including quick
wins (All activities)
• Long term programme
Roadmap
• Areas which require change to
enablerecovery (P.P,D,T)
Assessment
Reviewing the totality of the programme (META approach)
to determinethe extent and severity of programme
challenges
• Reviewing programmes processes against key areas of
risk / common areas of failure
• Reviewing key programmeproducts / documentation
• Meeting with key stakeholders
• Observingthe programmein operation
• Top down & Bottom up
Kick Off
• Onboard
• Terms of Reference
• Stakeholder engagement
Output
• OutlineAssessment
Overview Document
• High level RTM
• Plan for the plan
Output
• Problem Statements
• Prioritised
Recommendations
Output
• Meta Recovery Plan
• Final AssessmentOverview
Document
First 3 Months
Leveraging xxx strengths and culture
Agile
Agile
The leadership issues to be addressed
- Institutional investors with alternate set of priorities
- C level leadership team schism, leading to opposing priorities delaying commencement of programme
- IT loss or reputation, lack of IT delivery credibility

10. Clear Level 1 Planning – Methodologies & Governance
Context:
Company: Global FMCG No3
Audience: C level & Regional Business Leaders
Purpose: Visualise delivery approach & RACI
Approach: Visualisation walk through – focus on BCM and operational readiness
The business issues to be addressed
- Rapid mobilisation, lack of
- Develop hybrid approach to support forming of department and product development
2
Mobilization and Blueprint “TOM metadata”
Kick-Off
Mobalize Global Team
KDD Wkshp
Blueprint Workshop Prep
KDD
Prep
BPDDraft PDD, PFL, URS
W1 W2 W3 W4 W5 W6 W7 W8 W9 W10 W11 W12 W13 W14 W15 W16 W17 W18 W19 W20 W21 W22
Month 1 Month 2 Month 3 Month 4 Month 5
Functional Specifications
Workshop Scheduling
AS Is Topologies
W23 W24 W25 W26 W27
Month 6
Blueprint Playback/Sign Off
W23 W24 W25 W26 W27
Month 6
RTM / Charter
Establish Global Template Iteration 1 – GT Playback Iteration 2 –Process Harmonization
-
UK & Turkey Fit gap
Gate
BPML / KDS / Config
Gate
RICEFW - Closure
Iteration 3 – Variant
GAP closure
Gate
Snagging List
Form Holistic AS-IS & Short terms Basis & IT Project requirements (Redundancy)
Establish Pladis TOM required outcomes ,L1 to L3 BPML Turkey and UK
Organization structure, SAP Enterprise Structure ,Data model
Integration Topology and Integration catalogue, Run basis process usage reports to
establish RICEFW / detailed bespoke, Process health heat map , Programme ITIL
model and SLA’s. Immediate environment requirements.
0
Complete
Form Global Business Change Team
Establish Requirements catalogue
Pladis BCM Capability and Capacity to leverage
Pladis core team strengths and support measures
Exec Alignment approach (Pass 1) Impact Assessment Empowerment
Early identification of Organization vision (Linked back to L2 BPML)
Capture as-is performance mgt metrics
0
Complete
4
Mobilization and Blueprint
Mobalize Global Team
Blueprint Workshop Prep
KDD
Prep
BPDDraft PDD, PFL, URS
W1 W2 W3 W4 W5 W6 W7 W8 W9 W10 W11 W12 W13 W14 W15 W16 W17 W18 W19 W20 W21 W22
Month 1 Month 2 Month 3 Month 4 Month 5
Functional Specifications
Workshop Scheduling
AS Is Topologies
W23 W24 W25 W26 W27
Month 6
Blueprint Playback/Sign Off
W23 W24 W25 W26 W27
Month 6
RTM / Charter
Establish Global Template Iteration 1 – GT Playback
Gate
BPML / KDS / Config
Gate
RICEFW - Closure
Iteration 3 – Variant
GAP closure
Gate
Snagging List
Innovation readiness – BI / Fiorii/ Personas / Portal
Establish Hybrid Global Template – Key Design Decisions
Establish Enterprise structure and key design decisions centering on Chart of Accounts
Document Enterprise Architecture
Establishing core template reference model (2 weeks) Split team
Map As-IS BPML to CG Template BPML 4 and identify PDD’s for blueprint & exclusions
Understand As-IS process innovation and enablers to be retained
- understand process maturity / process hot spots / gaps
- Draft blueprint workshop plan
0
Complete
Establish Hybrid Global Template – Business Elements
Identify main business impacts and priorities BCM activity to support
Pressure valve to business conflict through business change board
Confirm future business architecture
Develop stakeholder engagement and communications strategy plan
0
Complete
GateGate
Iteration 2 –Process Harmonization
-
UK & Turkey Fit gap

11. C level leadership team – Methodologies & Governance
Context:
Company: UK Central Government – E Programme
Audience: C level
Purpose: Visualise delivery approach, governance and delivery and design methodologies
Approach: Visualisation walk through
The business issues to be addressed
- New government department with lack of delivery DNA
- Develop hybrid approach to support forming of department and product development
DeliveryTransformation Defining Principles - Due Diligence
What
Why
Who
How
When
Design Build Test Deploy Embed
People
Process
Digital
Data
People
Process
Digital
Data
People
Process
Digital
Data
People
Process
Digital
Data
‘Evidence based, metric driven monitoring and
management throughout’
+
Blend of Methodologies and Accelerators
30%40% 30%
Shared
Vision
CAB /
AOD /
Gates
CAB /
AOD /
Gates
Repeatable-Playbook
DigitalTransformation – Managing the Complexities
“Technology is the easy bit ! So why do DigitalTransformations go so wrong ?”
Linking Process &Technology =TOGAF
CMpTechnology
Universe
Services
FUJITSU RESTRICTED - UK & IRELAND EYES ONLY8
ITFunctions
Supporting
Business
Functions
Business
Functions
Business Architecture functional domains
Facilities Legal
Human Resources
Corporate
Governance
Shareholder Management
Strategy & Direction
Monitoring & Measurement
Research & Development
Analysts Management
Legal & Regulatory
Compliance
Finance
Open Innovation
Learning & Development
Business Change &
Consulting
Information Assurance
Enterprise & Solution
Architecture
Sourcing & Supply
Programme / Project
Management
SI & Application Development
Application Management Infrastructure Development
Data Migration &
Master Data Mgmt
Business Continuity
Enterprise Complaints
Management
Field Engineering (inc desk
side support & managed
Maintenance)
ID & Access Management
Security Compliance
Security Professional
Services
Security Management
Physical Security
Management
Resourcing
Testing & Validation
Market Analysis
Product Development
Manufacturing Procurement
Marketing
Billing
SalesDelivery Customer Support
ServiceManagement
IT Operations
Service Development &
Transition
Service Governance &
Strategy
User contact & Management
Network & comms
Management
Remote Management
Service Management
Development
Service Integration &
Management
+Add Digital Services
Quickly @ low risk
Spend
Analytics
Sourcing
Contract
Supplier
Mgt
Catalogue
Mgt
Operational
Procurement
AP
Invoice
Mgt
Commoditised Customer Resolution Lifecyle

12. C level leadership team – Benefit Case Realisation
Context:
Company: Global Automotive – £24BN
Audience: C level operational leadership – CFO, CIO, COO + Global ProcessOwners (2nd tier leadership)
Purpose: Define and report upon tangible business benefits to Global leadership team.
Approach: Benefits and approach agreed with business owners and auditors (baseline), visualised reporting
24
Cumulative TARR
Invoice
Speed
Cashflow
Benefit
TURBO – Cashable Benefit Realisation (Oct 14)
0.9%
IT Cost
Reduction
0.2%
Finance
FTE Cost
Reduction
3.4%
Warranty
Spend
Reduction
Reduced
Invoicing
Errors
0.3%
0.5%
IT Cost
Avoidance
3.8%
Savings On
Indirect
Purchases
0.2%
Finance
Controller
Budget
Savings
0.3%
Finance FTE
Cost
Avoidance
0.6% 0.5%
Invoice
Speed Cost
Of Capital
Benefit
0.9% 1.1% 4.5% 4.8% 5.4% 5.9% 6.2% 6.5% 7.0% 10.8%
Other Un-Quantified Benefits
• One Source Of Master Data
• Enhanced Reporting Capabilities
• Template For Rollout To New Plants
• Improved HR Processes
• Flexible Organisational Structure
Cost Avoidance
Original
PA Hard
TARR
10.5%
Cost Reduction / Revenue Increase
Current
Hard
TARR
6.0%
0.1%
Finance
Controller
FTE Savings
6.0%
The leadership issues to be addressed
- Programme credibility to deliver benefits
- Benefit ownership and reporting
- Clearer benefit reporting and visualisation to leadership team

13. Business and Programme stakeholder –Transformation Play Book
Context:
Company: Global Automotive – £24BN
Audience: Global ProcessOwners (2nd tier leadership) and middle ranking business leaders and programme resources
Purpose: Align all business programme stakeholders and programme team as to why, what, how, who, when, programme
“scope, benefits, governance, delivery method”, key business change aid designed to help break down resistance to change.
Approach: Detailed visual programme playbook / master transformation guide / bible. Distributed at kick off.
The
eSMART
Playbook
Delivering eSMART to the NSCs
3
Executive summary
At a time when Jaguar Land Rover is undergoing a period of significant growth and transformational change, IT
is playing an increasingly important role in supporting business processes. The eSMART programme is
changing how the business carries out processes in Finance, Tax, Order to Cash, Purchasing, Vehicles, and
Warranty Management. These changes will be implemented by creating and deploying a global template
enabled by SAP, a leading provider of enterprise application software. The use of a template will enable the
Jaguar Land Rover to operate using common business processes and data, providing the NSCs with more
useful information upon which to base business decisions and making them better aligned and more efficient in
the long term.
The Transformation Playbook identifies the key activities that Jaguar Land Rover must undertake in order to
deliver SAP to the country NSCs using an industrialised rollout. The global template, governed initially by a
central programme team and subsequently transferred to local teams for maintenance, will underpin this
industrialised implementation approach.
Making use of common processes, tools and methodologies will also drive global SAP and business process
alignment. This will not only facilitate continuous improvement of service delivery effectiveness, efficiency and
consistency, but will also allow for quicker and more efficient project deployments. KPMG have leveraged
leading industry practices, our experience and insight, and the Tata Technologies methodology to develop this
guide to the nine key areas that Jaguar Land Rover and Tata Technologies should focus on in order to deliver
SAP to the NSCs in a sustainable and economical manner:
■ Centralised governance aligned
to services (maintenance and
development)
■ Centralised demand and
production scheduling
■ Centralised change
management across JLR and
other technologies
■ Single face-offs to business
customers to manage change,
escalation and continuous
improvement
Governance
eSMART
‘Better’
Improved quality
of services
delivered
‘Faster’
Improved time to
market
‘Cheaper’
Getting more for
your money
■ Common business processes,
master data
■ IT & Business process alignment
■ Enforcing process and workflow
adherence
■ Introducing greater controls
■ Leveraging tools for development
of reusable enterprise assets
Technology
■ Standardising ways of working
across JLR
■ Enabling improved performance
reporting and service delivery
transparency
Process
■ Maintaining process expertise and
focus in the business and project
teams
■ Offering opportunities for career
progression in all locations
■ Improves retention
■ Broadening the scope of roles in
SAP delivery services
People
■ Definition of KPIs and Metrics
that measure the performance of
business processes
■ Definition of KPIs and metrics
that measure the performance of
development services and
projects
■ Improved MI
■ Improved Financial reporting
Metrics and reporting
Process Model Data Management Cutover
Org Structures and
Configuration
Requirements
Testing
Change Management
and Training
User Access and
Security
RICEFW
Catalogue
Project and Programme
Management
The business change issues to be addressed
Lack of business transformation culture, shift from regional to global operating model not understood, middle
management resistance to change due to lack of long term investment. Poor system integrators and lack of change
methodology. Global process owners and business process support structure not understood or in place.

14. Target Operating Model / Blueprint Sign off - Day in the life of (DITLO)
Context:
Company:Tier 2 Regional Port, EnergyGenerator & Land Regeneration – FTSET/O £.5BN
Audience: Institutional Investors, C level, 2 tier leadership, regional process owners (21 ports)
Purpose: Facilitate operating model alignment and aligned best of breed process template (operational and back office)
Approach: Video day in life of the business new (TOM), visualise new process, business impact and benefits.
The business change issues to be addressed
- 21 automatous ports able to trade against each other no wish to align, lack of process Subject matter experts
- Institutional investors a) lack of belief in legacy business model b) divergence in business priorities investors v C level
- Parallel shadow programme team led by Deloittes CFO practice developing alternate model for CFO

15. C level leadership team –What is aTarget Operating Model ?
Context:
Company: RegionalAgri FMCG– FTSET/O £.5BN
Audience: C level operational leadership – CFO, CIO, COO +
Purpose: Educate leadership team as toTarget Operating Model concept, business and process health and opportunities
for process improvement.
Approach: Fully document and visualise the AS-IS operating model, all business areas. Carry out full six sigma process
health check. Look at industry drivers and process enablers which would add business benefit. 2 x half day playbacks.
3
All companiesundertake Change for the same reason – to try to close the gap between Strategy & Execution, irrespective of type and scale of change
undertaken, the fundamental purpose remainsthe same; to better link all day to day activitiesconsistently to the stated purpose & priorities of the business.
SO, The true purpose of an Operating Model is to explicitly support the successful delivery of business strategy.
The operating model servesas a ‘bridge’ connecting Strategy with Execution, and encompassesdecisionsaround the 5 key eleme ntsof a robust operating
model that must be explicitly designed to best support the businessstrategy
Why Change & What is an Operating Model?
Source Bain & Co
Enterprise Architecture Domain = Operating Model (Togaf)
Métier
Applications & Systems
Information & Data
Strategy - Process L0 MSF
Processes L1
Setting Strategy – Managing BAU and
Transformation
Responsible & Accountable
Business Process Areas: Day to day management
supporting BAU and executing the TOM strategy
Responsible and Accountable
The Applications support the Business,
implement the business functions in the IT systems
KPI’s and Master Date
MACK Data Architecture
Infrastructure that supports the IS:
-Technical components: servers, networks, etc.
-Technology: platforms, etc.
Network & Infrastructure
The Concept of the Target Operating Model (TOM)
Processes L2
Business Processes: Processes executed in support of the
operating model
Procurement
Qtly
Rolling
Reforecast
inc profit
FP01
Mid Term
Plan
-13 wks
FP02
Seasonal
Procure
Plan (Cal)
P01
Mid-Term
(Seasonal)
Seasonal
Contracts
(erp)
P02
Monitor
Grower
Performance
P04
Purchase
Req
P07
Purchase
Order
P08 + P08a
Vendor
Master
Create / Main
P06
In-Bound
Logistics
Book
L01
GR
P09 – P09a
Allocate
Stock
PHJ – OS
Ripening
L02
Quality
Check-in
Q02
Grower
Certification
Q01
Manage non
conformance
materials
P011
Product Life Cycle (Consignment Accounting)
Consignment
Closure
SO19
Product
costing
P03
Prod
Daily
SC
KP06
Warehouse
Daily
SC
KP05
Resource
Daily
SC
KP07
OTIF
SC
KP08
KPI’s
Agency
SC
KP04
Short Term
Plan
-1 wks
FP03
Manufacturing & Supply Chain
Arrivals
Variance
SC
KP02
H&S
SC
KP10
- 1 Week
Daily
SC
T
Create / Main
Product / Service
Master / BOM
M10
Schedule
Production
M02
Perform set
up
change over
M03
Production
Order
M04
Manage
inventory
Movements
L03
Manage
Waste
M09
Third
Party
Services
M014
Manage
Consignment
L06
Material
Master
Create / Main
P05
Transport
Out
Planning
L07
Transport
Purchase
INV REC
L09
Transport
Service levels
KP11
Allocate
Raw
Material
M07
Execute
Production
M08
Release
Job
M05
SC
Pack House
SC
KP03
Control
Production
Operation
M06
Manage
Non
Conformance
M015
End of line
QC
Q03
SO
Manu Order
(Pick-pack)
M12
Quality
Check-Out
Q04
Assemble
Order
M13
Transport
Out
L08
Third
Party
Service
M14
OS
Logistics
Demand
Fulfilment
L04
Plan
Replen
L05
Inventory
Off Stock – Pack House – 3rd Party (inc packaging) - Direct
PH
Grower
Performance
KP01
Claims
Mgt
P010
Product
(manu)
Costings
M11
B
PP
Create /
Maintain
Production
MD
P00
Procurement
Prepare
Annual
Budgets
MB02
Strategic
Business
Plan
MB01
Generate
Sales
Plan
MB03
Develop
Sales
Targets
MB04
Grower
Supply
Plan
MB13
Manu
Pack House
Plan
MB07
Procure
Strategy /
Policies
MB12
Customer
Eng
Planning
MB06
Marketing
Plan
MB05
Strategic
Operational Planning
(Managing the business)
Holistic
Account
Perform Mgt
S01
Tender
/ RFI
New
S03
Tender
/ RFI
Existing
S04
Product
Innovation
/ Campaign
S05
Long Term
Opportunity
Innovation
S06
Lead
Management
S02
New
Business
Dev
NB01
Service
Innovation
S07
Inter
Company
S08
Marketing
Plan
NB11
MDBUDNBBUDNBBUDNB
BUD
?
BUDNB?
BUDBUDBUDBUD
OD
NBBUDNB
SOP
Process
Sales
Orders
SO08
Capture
Sales
Orders
SO06
Pricing
Negotiations
SO01
Process
Complaints
SO02
Evaluate
Product
Performance
SO03
Process
Enquiries
SO04
Calc Order
and
Maintain
SO07
Maintain
Customer
Master
SO20
Customer
Credit
Exposure
SO14
Invoice
SO10
Process
Receipts
SO12
Manage
Rebates
SO15
Emergency
Customer
Withdrawals
(Fine) SO17
Manage
Deductions
SO16
Receive
Returns
SO18
Manage
Returns
SO09
Consignment
Reporting
P1
Customer
Profitability
Reporting
P2
Weekly
Sales
P3
POD
Matching
SO13
Manage
Returns
SO05
Self Bill
(Services)
SO11
TAM
SC
SC
FPA
AR AR AR
SCT AM TAR
SCSC
FPA TMAR
FPA
SC
AR
FPAFPA
AR
FPA
New Business
New Business
Service
Design
NB03
New Business
On-board
Hyper care
NB04
SDM
ODFDTB
BB
BB
AM
PM
FPA
CM
AM
FPA
CMAM
FPA
CM
MACK, DGM and MMG (Service) FMCG Agri Industry Operating Model (L2 Process Taxonomy)
@ 1st September 2015
Customer
KPI.sKPI15
EC
SC SC QC
PM
AP
BT
SC
SC SCB
P QC
IN
SC
SC PM TM
TMPPSC PP PP PC
PM
FPA
T
SC PP SC FPA
PM
WT
QC
SDM
Dry Packaging
Master data
M016
DM
Dry Packaging
Stock W/O
L11
Pack
SC
SC SC
SC B AP
Labelling
Master
DATA
M017
T
Q OA OA OA OA OA OA OA HS TMT
?
IT
Planning
MB0x
T
T
Residue
Analysis
Q04
QC T
Label
Check
M18
SDM
FPA
T
Monthly
Consignment
Accounting
IA04 BFPA
Stock
Take D/W/M
L14
Pack TM
SDM
TM
Roll stock / Packaging /
Ripening / Production / SC
Super market
Grower Visits
SO21
T B
Waste
KP23
Directs
KP24
OA OA
3 year
Supermarket
Tech Plan
MB20
MDT
Transformation
Continuous
Improvement
Plan
MB22
MSF
Inventory
Valuation
L10
OA
Inventory
Monitoring
L13
WM
After
Market
S0x
?
Inventory
Master data
Create / main
L12
WM
Corporate
Risk - Register
MB21
MSF
Purchase
Inv
Processing
P14
AP
P12+P12a
Purchasing
other
P13
??
APTM B
AP
AP
Purchasing
Manual
payment
P15
B PM
Execute
Production
Ripening
M08a
B
Seasonal
Farm
Accounting
IA00
SC
Arrivals
Mgt
(Board)
L01A
Agency
Daily Demand
plan
S21PM
Agency Self
Bill
M20
AP
Agency
Cost
Allocation
M21PM
Market
Analysis
S22IH
BUD
Customer
Dev
Plan
S21
BOBO
The business change issues to be addressed
- Resistance to change from legacy sales and marketing organisation
- C level leadership team differing priorities

16. C level leadership team – Governance & PMO
Context:
Company:Tier 2 Regional Port, EnergyGenerator & Land Regeneration – FTSET/O £.5BN
Audience: Institutional Investors, C level, 2 tier leadership, regional process owners (21 ports)
Purpose: Visualise key critical path reporting metrics
Approach: Evidence based, daily, in a format agreed with PWC external programme auditors
Work
stream
Team Ref Issue
Priori
ty
Com
plexit
y
Owner
OM&A
OM&A-
Architecture
I-17
Solution for Contract & Pricing not explained to ABP
Directors
Colin Inglis
I-213 GL1 process scope unclear Evan Long
Solution
QTC I-152
Legacy invoicing systems/process allows post invoice
creation system changes
David Evans
Sol-Build
I-52 Delivery of "Billing Engine" FS
Venkatraman
Jayaraman
I-87
Primary Build RICEFW Development/Unit Test
behind schedule
Venkatraman
Jayaraman
Sol-Reporting
I-27
Late delivery of technical specs for reports will cause
delays to report development (WBS 02.3)
Venkatraman
Jayaraman
I-57
Q2C Commercial report and metric specs are late
(WBS 02.3)
David Evans
I-58
Q2C Finance report and metric specs are late (WBS
02.3)
David Evans
I-60 PBS report and metric specs are late (WBS 02.3) Vicki Mackintosh
I-61 Finance Dashboard Spec is late (WBS 02.3) Mark Powell
I-62 S2D report and metric specs are late (WBS 02.3) Mark Powell
Implementation
CTC I-206 IM Early Release - Sept Go live Impacted Maria Jones
Local
Implementation -
South Wales
I-110
Lack of appropriate KPIs to support CST post Go Live
reporting/assessment
Dulal Chowdhury
I-130 Putaway Process / Logic not working as required Dulal Chowdhury
I-139 Vessel putaway logic Dulal Chowdhury
I-140 Can't remove damaged flag/status from a bundle Matthias Platzer
I-142 Can't search for damaged bundles Matthias Platzer
IT Future State IT Future State I-3 YM Data Administrator not identified Ross McPherson
PMO PMO - General I-210
Some key BTP Process - including Recruitment - are
in 'essentials ony' mode
Chris Wright
0 I-102
Internal Controls review not received for Sales, Billing
and Collections (QTC GL1)
David Evans
Implementation,P
BS
Imp-Change
Management
I-146 Case management - Commercial team go-live timing Stuart Beech
Grid truncated at 20 items (1 not reported).
Priority
HighMediumLow
Low Medium High
Issue Complexity
Red Amber Green Complete
Key
Deteriorating
Improving
New item Open item High Medium Low
I-17
I-213
I-152
I-52I-87
I-27
I-57 I-58
I-60 I-61 I-62 I-206
I-110
I-130
I-139
I-140 I-142
I-3
I-210
I-102
I-146
Note: Issues related to late reporting specs are
highlighted in red
The business issues to be addressed
- Heavy governance wrapper required to satisfy investors and third party auditors
- Appropriate to the programme a) enabling b) sustainable
- Adopted by all projects within portfolio and partners