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Alisdair Bach is a business transformation programme director and CTO who helps organizations deliver digital transformations. He has over 27 years of experience leading complex change programmes across various industries. Some key details: - He works with leadership teams and operational businesses to define and deliver digital transformations in an iterative manner based on proven methodologies. - He has led over 39 complex change programmes with average team sizes of 100+ people and budgets between £10m-100m+. Programmes include turnarounds, global implementations, and agile projects. - His experience spans various SAP modules, Oracle, and other systems across areas like finance, supply chain, manufacturing, and human capital management. - He

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ALISDAIR BACH BusinessTransformation Programme Director Engagement Examples
Digital Bi-Modal – The digital transformation challenge
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.
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
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
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
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)
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.
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
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
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
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
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.
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
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
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

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Alisdair bach bio-show

  • 1.
  • 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: AccountantBackground: 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 - Depthof 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 ismy 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 buildand 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 leadershipteam – 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 leadershipteam – 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 1Planning – 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 leadershipteam – 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 leadershipteam – 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 Programmestakeholder –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 leadershipteam –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 leadershipteam – 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