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Best strategy presentation De Beers e business programme

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James AH Campbell
James AH Campbell

The document discusses De Beers' e-business program and strategy. It outlines De Beers' goal of using e-business to transform its operations and create value for stakeholders. The program includes initiatives like developing a corporate internet, a sightholder network, and a group intranet. It analyzes the business cases, risks, and benefits of these different capabilities. Finally, it provides examples of how specific capabilities within the program can help achieve De Beers' strategic objectives."

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The De Beers e-Business Programme: ‘From Strategy to Adding Value …’ 3rd Annual SA Best Strategy Practices Symposium 21st August 2002 Midrand, South Africa “To fully exploit all e-business opportunities to transform De Beers’ way of doing business, internally and externally, in a way that creates value for stakeholders, especially shareholders ”
De Beers e-Business ProgrammeAugust 2002 2 What is De Beers? n World’s No. 1 Producer of rough Gem diamonds ð 12 mining complexes across southern Africa ð 45% of world production in 2001 ð Probable reserves spanning 8 years at current production rates n World’s No. 1 operation in sorting, valuing and marketing of rough Gem diamonds ð Supplied 60% of world requirements in 2001 n Global end market ð $55bn sales of diamond jewellery in 2001 world-wide n New Strategic Plan
De Beers e-Business ProgrammeAugust 2002 3 Agenda n Strategy n Business Case n Governance n Capabilities n The Future De Beers e-Business Programme
De Beers e-Business ProgrammeAugust 2002 4 From supply control to driving demand Controlling supply as custodian Driving demand as leader Strategy - De Beers’ strategic thrust
De Beers e-Business ProgrammeAugust 2002 5 US$3 bn 2000 US$10 bn 2010 Strategy - The Corporate BHAG Diamond Business Value at US$10bn by 2010
De Beers e-Business ProgrammeAugust 2002 6 As is Plus Significantly improving operating efficiencies and economies From seller of last resort to ‘Supplier of Choice’ Supplier of Choice Driving greater demand by working more closely with our customers ( = Sightholders) Driving Demand Branding Initiatives Seeking ways to develop multiple brands, including De Beers, to drive significant additional demand Strategy - The Strategic Plan
De Beers e-Business ProgrammeAugust 2002 7 Strategic Tactical Focus BHAG Impact HighLow Trade Network Sightholder Network Group Intranet Group Intranet Corporate Internet Strategy - Connecting to Business Value
De Beers e-Business ProgrammeAugust 2002 8 n Common global infrastructure ð Outsourced for outward facing nets ð Insourced for intranets n Common e-Business approach, standards, methodologies, etc n Single service provider with prime accountability ð Accenture (SA & UK) in alliance with Microsoft and Tinderbox ð Gartner providing a strategic quality assurance role n Single programme ð Spanning all the Functional Units (FU) of De Beers ð Central strategy driven ‘seed’ funding, with FU justification n Strong executive support ð e-Business Steering Group chaired by Finance Director Strategy - E-Business Strategy
De Beers e-Business ProgrammeAugust 2002 9 n Strategy n Business Case n Governance n Capabilities n The Future Agenda De Beers e-Business Programme
De Beers e-Business ProgrammeAugust 2002 10 Business Case - Scope Consolidated eBusiness Programme Corporate Internet Sightholder Network Group Intranet Trade Network Core Group Intranet Site Migrations & New Communities Document Management Knowledge Exchange Human Performance Organisational Learning Core Internet eRecruiting Core Sightholders Network Applications & Announcements Extended marketing capabilities Individual capability areasCore applications Marketing Collaboration & Support Retail Effectiveness DTC Reach & Effectiveness Safety, Health & Environment Status Completed Completed Completed Completed Completed Ongoing Pilot completed Pilot completed Proposed Proposed Proposed Proposed Tangible: Original BHAG Goals ($10bn by 2010) Intangible: Image ‘Maintaining Position’ Etc. Completed Pilot completed Completed
De Beers e-Business ProgrammeAugust 2002 11 Sightholder Network Corporate Internet Group Intranet Trade Network Contributions to total NPV 23% 2% 39% 36% NB: Relative contribution between SN and TN may vary depending on where sub-capabilities actually reside Net Cashflow ($) -8,000,000 -6,000,000 -4,000,000 -2,000,000 - 2,000,000 4,000,000 6,000,000 8,000,000 10,000,000 2000 2001 2002 2003 2004 2005 2006 Business Case - Segmental View
De Beers e-Business ProgrammeAugust 2002 12 Agenda n Strategy n Business Case n Governance n Capabilities n The Future De Beers e-Business Programme
De Beers e-Business ProgrammeAugust 2002 13 Governance - Programme Structure Group Intranet e-Business Steering Group Sightholder Network Project n Project n Programme Director Technical Direction Business Project Leader Business Project Leader Business Project Leader Business Project Leader Programme Organisation Technical Manager Project Manager Project Manager Project Manager Project Manager Programme View • Solution Build Services • Creative Services • Outsourcing Services • CM Cross Project team • Infrastructure • Solutions (Core Team) • Security Business Project Leaders 1… n* • Project Managers 1… n* Programme Director Legal & Commercial Administration Project Definition & Planning Change Management Technical Management Quality Assurance Partner Services Provider Business View
De Beers e-Business ProgrammeAugust 2002 14 • Minimize risk & investment loss • Prove the concept • Quick pilots - clear route to aspirational goal - strong local business sponsorship Start Smart – Small Pilots that add value but at low risk • A vision – 3 to 5 years out • Draw on external examples • Think beyond current limitations Think Big – Aspirational Goals • Scale quickly – as benefits can be proven • Scale by user, business function or functionality • Leverage new technology alongside current technology Scale Fast Pilots Roll out to wider community Realise benefits 1 3 2 In general our approach is to undertake pilots first – to prove benefits, test the implementation approach and ensure ‘business appetite’… before scaling Governance - Implementation Philosophy
De Beers e-Business ProgrammeAugust 2002 15 Agenda n Strategy n Business Case n Governance n Capabilities ð Corporate Internet ð Sightholder Network ð Group Intranet n The Future De Beers e-Business Programme
De Beers e-Business ProgrammeAugust 2002 16 Corporate Internet - Overarching Goals n Promote the De Beers company, not directly our product n Leverage the powerful reach of the Internet to deliver image- enhancing, authoritative, compelling and timely information to key audiences n Remain [stock]market responsive, owing to continued exposure through Anglo American PLC n Provide a world-class site, emblematic of De Beers’ willingness and ability to embrace the new economy n Through meeting these goals, contribute to the business goals of De Beers in a way which can ultimately be measured n Promote image of De Beers as ‘Employer of Choice’; support ‘War for Talent’ programme … The Corporate Internet sites are the public face of De Beers and it’s partners …
De Beers e-Business ProgrammeAugust 2002 17 Commentary on financials: n Base case NPV of $325K and IRR of 25% n Key upside is in e-Recruitment Commentary on risks: n One of the strong value drivers behind the corporate internet was removed when De Beers went private ð The corporate internet was originally conceived when De Beers was a publicly quoted company ð As a private company the issue of communicating effectively with numerous Shareholders is no longer an issue ð The lower requirement to distribute materials has lowered the disintermediation benefits n eRecruiting functionality has been added to the site to drive additional value ð The value of web-enabled recruitment will be dependent on the numbers of applicants using this facility NetBenefits Risks HighLow HighLow Core Internet eRecruiting Corporate Internet - Commentary on Risks and Benefits
De Beers e-Business ProgrammeAugust 2002 18 Searchable applicant database with rich back-end administration capability Tracking and reporting on recruiting process Line Managers submit job vacancies on-line Immediately accessible by all employees Vacancies seamlessly migrated to Internet site
De Beers e-Business ProgrammeAugust 2002 19 Corporate Internet - Benefits Measurement Visits: Feb 2001 – June 2002 Visit length: Feb 2001 – June 2002 Benefits Measurement Feb 2001 - June 2002 Top 5 Downloads Feb 2001 - June 2002
De Beers e-Business ProgrammeAugust 2002 20 0 5 10 15 20 25 30 35 40 45 50 Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec 0 100 200 300 400 500 600 700 800 Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec 0 20000 40000 60000 80000 100000 120000 Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec Corporate Internet - Benefits Measurement (e-Recruitment) Placement & Advertising cost savings No.of job ads placed No.of applicants No.of registered candidates Over 2,300 resumes in data base Over 168 jobs advertised 75% reduction in advertising expenses 0 50 100 150 200 250 300 350 400 450 Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec
De Beers e-Business ProgrammeAugust 2002 21 n Strategy n Business Case n Governance n Capabilities ð Corporate Internet ð Sightholder Network ð Group Intranet n The Future Agenda De Beers e-Business Programme
De Beers e-Business ProgrammeAugust 2002 22 § Change attitudes: provide a range of information services that encourage ‘downstream’ thinking … in support of Supplier of Choice. § Build partnerships (the core of Supplier of Choice principle): § Establish a common ethos and identity; § Make the DTC, its people, processes and strategies more accessible to clients; § Promote the secure exchange of information. § Introduce efficiencies § Govern and manage the common B2B identity - initially the DTC Sightholder Signature, and eventually the Forevermark § Online Applications and Announcements - eventually moving to an ‘active’ online account. § Manage the key account management planning cycle § Differentiate the DTC as a dynamic, value-adding service provider Sightholder Network - Overarching Goals … The Sightholder Network is central to Supplier of Choice - especially in supporting clients’ quality downstream marketing activities
De Beers e-Business ProgrammeAugust 2002 23 Commentary on financials: n Base case NPV of $2.97M and IRR of 43% n High variation in benefits results from level of client user acceptance Commentary on risks: n Client acceptance ð The addition of Applications and Announcements functionality should move take-up towards 100% n Benefits realisation ð The Sightholders Network is core to the Supplier of Choice initiative. Therefore the benefits gained will be contingent on external factors relating to this critical programme n Security ð Although a great deal of care has been taken to analyse, select and implement the security approach, security is a risk, and a high profile security incident would undermine credibility n Legal ð As with other Supplier of Choice initiatives NetBenefits Risks HighLow HighLow Applications & Announcements Core S/H Network Marketing Material Sightholders Network - Commentary on Risks and Benefits
De Beers e-Business ProgrammeAugust 2002 24 Link to Secure Mail Service Drawn at random from a carousel of current DTC ‘generic’ consumer adverts. (With click-through background info)
De Beers e-Business ProgrammeAugust 2002 25 Comprehensive planning info on this category of jewellery
De Beers e-Business ProgrammeAugust 2002 26 Draft artwork attached in .pdf or .jpeg format Workflow information
De Beers e-Business ProgrammeAugust 2002 27 Personalisation determines which client information a user can view Provides a history of comments. Link through to Applications
De Beers e-Business ProgrammeAugust 2002 28 n Strategy n Business Case n Governance n Capabilities ð Corporate Internet ð Sightholder Network ð Group Intranet n The Future Agenda De Beers e-Business Programme
De Beers e-Business ProgrammeAugust 2002 29 Group Intranet - Overarching Goals § Improve the efficiency and effectiveness of internal communications and information dissemination § Improve the capability of the organisation to collaborate, share knowledge and innovate § Support realisation of benefits arising from re-engineering of both primary and support business processes (through full or partial web access / enablement of process applications) § Support the drive towards ‘one company, one purpose’ § Support migration from the current 19 divisional / departmental systems to a De Beers Group approach, with common standards (security, technical, brand) thereby reducing long-term maintenance costs … The Group Intranet is how we will fundamentally change the way we work in De Beers...
De Beers e-Business ProgrammeAugust 2002 30 Core Group Intranet Site Finsch Premier New Communities EDMS eLearning Knowledge Xchange Human Performance SHE The Central group Intranet site accessible by all employees Migration of existing and new websites onto the GI infrastructure and/or standards Basic capabilities & applications Deeper Capabilities supporting particular requirements or business units The management and/or delivery of learning solutions using web-based technologies A collaborative forum to support the development and dissemination of innovative solutions to business problems Tools to support the development and management of performance targets, appraisals, feedback mentoring and leadership planning Functionality to support the capture, management and dissemination of safety, health and environment information Search Webboard Calculators Etc. Etc. Etc. Group Intranet – Portfolio of projects
De Beers e-Business ProgrammeAugust 2002 31 Commentary on financials: n Base case NPV of $1.7M and IRR of 26% n The large benefits from the high scenario result if the intranet capabilities can be scaled effectively Commentary on risks: n The general level of risks of the GI portfolio of projects is low (no external customer interaction) n However, there are important constraints: ð Variable technical bandwidth ð Immature Enterprise Directory Services – which significantly impedes usability (multiple logins, login management) and impedes personalisation ð Multiple data sources residing on different legacy systems ð Effective strategies to provide framework for deployment and scaling of existing implementations (e.g. Knowledge Management Strategy and Plan) NetBenefits Risks HighLow HighLow GI Migration& Communities Human Performance Document Mgt. SHE Core Group Intranet eLearning Knowledge Xchange Group Intranet - Commentary on Risks and Benefits
De Beers e-Business ProgrammeAugust 2002 32 Streaming news feeds. Events calendar Consistent navigation paradigm and styles with core functionality (discussion forums, org charting, document libraries, search etc) Dynamic information Individual community identity Each community site contains content and functionality that is specifically relevant to that community
De Beers e-Business ProgrammeAugust 2002 33 Group Intranet - Enabling knowledge sharing ‘Knowledge Providers’ ‘Knowledge Seekers’ Typical Characteristics • Deep expertise in a particular area • May know the answer • Willing to share knowledge • Plays this role formally at the moment – but possibly not recognised for it • Tells you who the ‘Providers’ are • Tells you what skills they have • Connects Providers and Seekers • Records previous problems and solutions in a ‘knowledge base’ • Tells you where to look first • Records usage Knowledge Xchange Typical Characteristics • Struggling with a particular issue • Does not know who to ask or where to look • Knows that the ‘right answer’ might save time and money or reduce risk For example, in the Knowledge Xchange (KX), a key step is to identify the ‘informal roles’ that currently exist – and think through the steps required to help people perform these roles more effectively using the KX toolset
De Beers e-Business ProgrammeAugust 2002 34 Personalised home page, based on subscriptions, challenges raised, and experience profile. Full administration features for maintaining users and categories, as well as, reporting. Powerful search capabilities.
De Beers e-Business ProgrammeAugust 2002 35 Group Intranet – Unlocking our structural capital assets De Beers already has a vast collection of ‘structural capital’, stored and categorised using different approaches at the different organisational units or locations. ‘Structural Capital’ That which will be left behind in De Beers should every employee walk out of the door. Examples include copyrights, procedures, and patents. Typical Situation • Specialists create ‘structural capital’; • Structural capital is inconsistenlymanaged across sites/ locations; • Users have inefficient/ inadequate access to, and awareness of, existing structural capital; • Inconsistent application/ understanding of security. • Consistent and efficient categorising and storage of structural capital across sites/ locations; • Efficient access to stored structural capital; • Consistent application of security policy across sites/ locations; • Consistent user interface and navigation across sites/ locations; • Users determine degree of targeted information; • Enables optimum exposure/ access to structural capital. Typical Situation • Struggles with a particular technical or business issue; • Information overload vs. ‘knowledge starvation’ (inefficient or insufficient access/ awareness); • Knows that access to the righ information might save time and money or reduce risk. ‘Users’ Employees who need access to available ‘structural capital’ to perform their tasks efficiently. EDMS
De Beers e-Business ProgrammeAugust 2002 36 Allows you to search the document repository (full-text or meta data only). Documents may be associated with any number of custom- defined categories. This allows a document to be stored once, but be accessible via a number of ‘paths’. Subscriptions allow information to be pushed
De Beers e-Business ProgrammeAugust 2002 37 Group Intranet – e-Learning § Dependent upon attendance & instructors’ skills § Instructor explains job-relevant situations § Timing may not be appropriate § High cost, low learning retention Teaching People Things Teacher Students KnowledgeExperience Unpredictable Business Results § Puts individual in control of own learning § Individual experiences job- relevant situations, in a safe environment § On demand at point-of-need § Low cost, high learning retention Helping People Perform Performing Performers Superior Business Results eLearning provides a more flexible and employee-centric method of training that helps learners to perform better, faster. It is a fundamental shift in the way businesses can address training needs through web-enabling technologies. eLearning
De Beers e-Business ProgrammeAugust 2002 38 On-line submission with tracking and reporting capability Support through access to experts Tracks progress and triggers e-mail reminders Repository of useful information always accessible Collaboration tools encourage peer interaction Integrates classroom and web based components
De Beers e-Business ProgrammeAugust 2002 39 Personalised learner access to learning schedule and progress Includes 50 Courses covering aspects of: • Self Mastery • Team Mastery • Business Mastery • Technical Mastery • Multi-Culturalism On-line course registration On-line tracking and reporting for training coordinators and administrators Leaver, Jeff
De Beers e-Business ProgrammeAugust 2002 40 Group Intranet - Benefits Measurement Visitors Average no of visitors per day Documents downloaded/ accessed: Newsroom visits Top pages visited Top docs downloaded from web Top documents accessed from doc repository: Jan 2002 – June 2002 July 2001 – June 2002 Over 1,000 visits per working day
De Beers e-Business ProgrammeAugust 2002 41 n Strategy n Business Case n Governance n Capabilities ð Corporate Internet ð Sightholder Network ð Group Intranet n The Future Agenda De Beers e-Business Programme
De Beers e-Business ProgrammeAugust 2002 42 Technical infrastructure: sourcing, security, web content management, standards, etc E-Business strategy: methodology, governance, QA, contract, brand, technical Phase 1 Phases 2a, 2b (2001), 3a, 3b (2002) 2003 + CI SN GI ‘Reliance’ XX ? SN ‘Free to Choose’ (self-managing) Time Central Programme investment (£) (actual – money of the day) 3.02M 2.54M 2.15M 1.16M e-Business Programme - The Future Technical -> IT Sustainability -> Business Development -> Business Nov 2000 Aug 2001 Aug 2002Apr 2001 Jan 2002 DevelopmentProjects SN ‘Partnership’ NCI ü DCI üCI ü RFP ‘ 5yr plan’ c.£20M GI eL EDMS HPKX GI eL EDMS HPKX ‘Backbone’ Limited Complete Limited Complete ? Business expenditure ü ü
The De Beers e-Business Programme: ‘From Strategy to Adding Value …’ 3rd Annual SA Best Strategy Practices Symposium 21st August 2002 Midrand, South Africa “To fully exploit all e-business opportunities to transform De Beers’ way of doing business, internally and externally, in a way that creates value for stakeholders, especially shareholders ”

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Best strategy presentation De Beers e business programme

  • 1. The De Beers e-Business Programme: ‘From Strategy to Adding Value …’ 3rd Annual SA Best Strategy Practices Symposium 21st August 2002 Midrand, South Africa “To fully exploit all e-business opportunities to transform De Beers’ way of doing business, internally and externally, in a way that creates value for stakeholders, especially shareholders ”
  • 2. De Beers e-Business ProgrammeAugust 2002 2 What is De Beers? n World’s No. 1 Producer of rough Gem diamonds ð 12 mining complexes across southern Africa ð 45% of world production in 2001 ð Probable reserves spanning 8 years at current production rates n World’s No. 1 operation in sorting, valuing and marketing of rough Gem diamonds ð Supplied 60% of world requirements in 2001 n Global end market ð $55bn sales of diamond jewellery in 2001 world-wide n New Strategic Plan
  • 3. De Beers e-Business ProgrammeAugust 2002 3 Agenda n Strategy n Business Case n Governance n Capabilities n The Future De Beers e-Business Programme
  • 4. De Beers e-Business ProgrammeAugust 2002 4 From supply control to driving demand Controlling supply as custodian Driving demand as leader Strategy - De Beers’ strategic thrust
  • 5. De Beers e-Business ProgrammeAugust 2002 5 US$3 bn 2000 US$10 bn 2010 Strategy - The Corporate BHAG Diamond Business Value at US$10bn by 2010
  • 6. De Beers e-Business ProgrammeAugust 2002 6 As is Plus Significantly improving operating efficiencies and economies From seller of last resort to ‘Supplier of Choice’ Supplier of Choice Driving greater demand by working more closely with our customers ( = Sightholders) Driving Demand Branding Initiatives Seeking ways to develop multiple brands, including De Beers, to drive significant additional demand Strategy - The Strategic Plan
  • 7. De Beers e-Business ProgrammeAugust 2002 7 Strategic Tactical Focus BHAG Impact HighLow Trade Network Sightholder Network Group Intranet Group Intranet Corporate Internet Strategy - Connecting to Business Value
  • 8. De Beers e-Business ProgrammeAugust 2002 8 n Common global infrastructure ð Outsourced for outward facing nets ð Insourced for intranets n Common e-Business approach, standards, methodologies, etc n Single service provider with prime accountability ð Accenture (SA & UK) in alliance with Microsoft and Tinderbox ð Gartner providing a strategic quality assurance role n Single programme ð Spanning all the Functional Units (FU) of De Beers ð Central strategy driven ‘seed’ funding, with FU justification n Strong executive support ð e-Business Steering Group chaired by Finance Director Strategy - E-Business Strategy
  • 9. De Beers e-Business ProgrammeAugust 2002 9 n Strategy n Business Case n Governance n Capabilities n The Future Agenda De Beers e-Business Programme
  • 10. De Beers e-Business ProgrammeAugust 2002 10 Business Case - Scope Consolidated eBusiness Programme Corporate Internet Sightholder Network Group Intranet Trade Network Core Group Intranet Site Migrations & New Communities Document Management Knowledge Exchange Human Performance Organisational Learning Core Internet eRecruiting Core Sightholders Network Applications & Announcements Extended marketing capabilities Individual capability areasCore applications Marketing Collaboration & Support Retail Effectiveness DTC Reach & Effectiveness Safety, Health & Environment Status Completed Completed Completed Completed Completed Ongoing Pilot completed Pilot completed Proposed Proposed Proposed Proposed Tangible: Original BHAG Goals ($10bn by 2010) Intangible: Image ‘Maintaining Position’ Etc. Completed Pilot completed Completed
  • 11. De Beers e-Business ProgrammeAugust 2002 11 Sightholder Network Corporate Internet Group Intranet Trade Network Contributions to total NPV 23% 2% 39% 36% NB: Relative contribution between SN and TN may vary depending on where sub-capabilities actually reside Net Cashflow ($) -8,000,000 -6,000,000 -4,000,000 -2,000,000 - 2,000,000 4,000,000 6,000,000 8,000,000 10,000,000 2000 2001 2002 2003 2004 2005 2006 Business Case - Segmental View
  • 12. De Beers e-Business ProgrammeAugust 2002 12 Agenda n Strategy n Business Case n Governance n Capabilities n The Future De Beers e-Business Programme
  • 13. De Beers e-Business ProgrammeAugust 2002 13 Governance - Programme Structure Group Intranet e-Business Steering Group Sightholder Network Project n Project n Programme Director Technical Direction Business Project Leader Business Project Leader Business Project Leader Business Project Leader Programme Organisation Technical Manager Project Manager Project Manager Project Manager Project Manager Programme View • Solution Build Services • Creative Services • Outsourcing Services • CM Cross Project team • Infrastructure • Solutions (Core Team) • Security Business Project Leaders 1… n* • Project Managers 1… n* Programme Director Legal & Commercial Administration Project Definition & Planning Change Management Technical Management Quality Assurance Partner Services Provider Business View
  • 14. De Beers e-Business ProgrammeAugust 2002 14 • Minimize risk & investment loss • Prove the concept • Quick pilots - clear route to aspirational goal - strong local business sponsorship Start Smart – Small Pilots that add value but at low risk • A vision – 3 to 5 years out • Draw on external examples • Think beyond current limitations Think Big – Aspirational Goals • Scale quickly – as benefits can be proven • Scale by user, business function or functionality • Leverage new technology alongside current technology Scale Fast Pilots Roll out to wider community Realise benefits 1 3 2 In general our approach is to undertake pilots first – to prove benefits, test the implementation approach and ensure ‘business appetite’… before scaling Governance - Implementation Philosophy
  • 15. De Beers e-Business ProgrammeAugust 2002 15 Agenda n Strategy n Business Case n Governance n Capabilities ð Corporate Internet ð Sightholder Network ð Group Intranet n The Future De Beers e-Business Programme
  • 16. De Beers e-Business ProgrammeAugust 2002 16 Corporate Internet - Overarching Goals n Promote the De Beers company, not directly our product n Leverage the powerful reach of the Internet to deliver image- enhancing, authoritative, compelling and timely information to key audiences n Remain [stock]market responsive, owing to continued exposure through Anglo American PLC n Provide a world-class site, emblematic of De Beers’ willingness and ability to embrace the new economy n Through meeting these goals, contribute to the business goals of De Beers in a way which can ultimately be measured n Promote image of De Beers as ‘Employer of Choice’; support ‘War for Talent’ programme … The Corporate Internet sites are the public face of De Beers and it’s partners …
  • 17. De Beers e-Business ProgrammeAugust 2002 17 Commentary on financials: n Base case NPV of $325K and IRR of 25% n Key upside is in e-Recruitment Commentary on risks: n One of the strong value drivers behind the corporate internet was removed when De Beers went private ð The corporate internet was originally conceived when De Beers was a publicly quoted company ð As a private company the issue of communicating effectively with numerous Shareholders is no longer an issue ð The lower requirement to distribute materials has lowered the disintermediation benefits n eRecruiting functionality has been added to the site to drive additional value ð The value of web-enabled recruitment will be dependent on the numbers of applicants using this facility NetBenefits Risks HighLow HighLow Core Internet eRecruiting Corporate Internet - Commentary on Risks and Benefits
  • 18. De Beers e-Business ProgrammeAugust 2002 18 Searchable applicant database with rich back-end administration capability Tracking and reporting on recruiting process Line Managers submit job vacancies on-line Immediately accessible by all employees Vacancies seamlessly migrated to Internet site
  • 19. De Beers e-Business ProgrammeAugust 2002 19 Corporate Internet - Benefits Measurement Visits: Feb 2001 – June 2002 Visit length: Feb 2001 – June 2002 Benefits Measurement Feb 2001 - June 2002 Top 5 Downloads Feb 2001 - June 2002
  • 20. De Beers e-Business ProgrammeAugust 2002 20 0 5 10 15 20 25 30 35 40 45 50 Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec 0 100 200 300 400 500 600 700 800 Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec 0 20000 40000 60000 80000 100000 120000 Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec Corporate Internet - Benefits Measurement (e-Recruitment) Placement & Advertising cost savings No.of job ads placed No.of applicants No.of registered candidates Over 2,300 resumes in data base Over 168 jobs advertised 75% reduction in advertising expenses 0 50 100 150 200 250 300 350 400 450 Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec
  • 21. De Beers e-Business ProgrammeAugust 2002 21 n Strategy n Business Case n Governance n Capabilities ð Corporate Internet ð Sightholder Network ð Group Intranet n The Future Agenda De Beers e-Business Programme
  • 22. De Beers e-Business ProgrammeAugust 2002 22 § Change attitudes: provide a range of information services that encourage ‘downstream’ thinking … in support of Supplier of Choice. § Build partnerships (the core of Supplier of Choice principle): § Establish a common ethos and identity; § Make the DTC, its people, processes and strategies more accessible to clients; § Promote the secure exchange of information. § Introduce efficiencies § Govern and manage the common B2B identity - initially the DTC Sightholder Signature, and eventually the Forevermark § Online Applications and Announcements - eventually moving to an ‘active’ online account. § Manage the key account management planning cycle § Differentiate the DTC as a dynamic, value-adding service provider Sightholder Network - Overarching Goals … The Sightholder Network is central to Supplier of Choice - especially in supporting clients’ quality downstream marketing activities
  • 23. De Beers e-Business ProgrammeAugust 2002 23 Commentary on financials: n Base case NPV of $2.97M and IRR of 43% n High variation in benefits results from level of client user acceptance Commentary on risks: n Client acceptance ð The addition of Applications and Announcements functionality should move take-up towards 100% n Benefits realisation ð The Sightholders Network is core to the Supplier of Choice initiative. Therefore the benefits gained will be contingent on external factors relating to this critical programme n Security ð Although a great deal of care has been taken to analyse, select and implement the security approach, security is a risk, and a high profile security incident would undermine credibility n Legal ð As with other Supplier of Choice initiatives NetBenefits Risks HighLow HighLow Applications & Announcements Core S/H Network Marketing Material Sightholders Network - Commentary on Risks and Benefits
  • 24. De Beers e-Business ProgrammeAugust 2002 24 Link to Secure Mail Service Drawn at random from a carousel of current DTC ‘generic’ consumer adverts. (With click-through background info)
  • 25. De Beers e-Business ProgrammeAugust 2002 25 Comprehensive planning info on this category of jewellery
  • 26. De Beers e-Business ProgrammeAugust 2002 26 Draft artwork attached in .pdf or .jpeg format Workflow information
  • 27. De Beers e-Business ProgrammeAugust 2002 27 Personalisation determines which client information a user can view Provides a history of comments. Link through to Applications
  • 28. De Beers e-Business ProgrammeAugust 2002 28 n Strategy n Business Case n Governance n Capabilities ð Corporate Internet ð Sightholder Network ð Group Intranet n The Future Agenda De Beers e-Business Programme
  • 29. De Beers e-Business ProgrammeAugust 2002 29 Group Intranet - Overarching Goals § Improve the efficiency and effectiveness of internal communications and information dissemination § Improve the capability of the organisation to collaborate, share knowledge and innovate § Support realisation of benefits arising from re-engineering of both primary and support business processes (through full or partial web access / enablement of process applications) § Support the drive towards ‘one company, one purpose’ § Support migration from the current 19 divisional / departmental systems to a De Beers Group approach, with common standards (security, technical, brand) thereby reducing long-term maintenance costs … The Group Intranet is how we will fundamentally change the way we work in De Beers...
  • 30. De Beers e-Business ProgrammeAugust 2002 30 Core Group Intranet Site Finsch Premier New Communities EDMS eLearning Knowledge Xchange Human Performance SHE The Central group Intranet site accessible by all employees Migration of existing and new websites onto the GI infrastructure and/or standards Basic capabilities & applications Deeper Capabilities supporting particular requirements or business units The management and/or delivery of learning solutions using web-based technologies A collaborative forum to support the development and dissemination of innovative solutions to business problems Tools to support the development and management of performance targets, appraisals, feedback mentoring and leadership planning Functionality to support the capture, management and dissemination of safety, health and environment information Search Webboard Calculators Etc. Etc. Etc. Group Intranet – Portfolio of projects
  • 31. De Beers e-Business ProgrammeAugust 2002 31 Commentary on financials: n Base case NPV of $1.7M and IRR of 26% n The large benefits from the high scenario result if the intranet capabilities can be scaled effectively Commentary on risks: n The general level of risks of the GI portfolio of projects is low (no external customer interaction) n However, there are important constraints: ð Variable technical bandwidth ð Immature Enterprise Directory Services – which significantly impedes usability (multiple logins, login management) and impedes personalisation ð Multiple data sources residing on different legacy systems ð Effective strategies to provide framework for deployment and scaling of existing implementations (e.g. Knowledge Management Strategy and Plan) NetBenefits Risks HighLow HighLow GI Migration& Communities Human Performance Document Mgt. SHE Core Group Intranet eLearning Knowledge Xchange Group Intranet - Commentary on Risks and Benefits
  • 32. De Beers e-Business ProgrammeAugust 2002 32 Streaming news feeds. Events calendar Consistent navigation paradigm and styles with core functionality (discussion forums, org charting, document libraries, search etc) Dynamic information Individual community identity Each community site contains content and functionality that is specifically relevant to that community
  • 33. De Beers e-Business ProgrammeAugust 2002 33 Group Intranet - Enabling knowledge sharing ‘Knowledge Providers’ ‘Knowledge Seekers’ Typical Characteristics • Deep expertise in a particular area • May know the answer • Willing to share knowledge • Plays this role formally at the moment – but possibly not recognised for it • Tells you who the ‘Providers’ are • Tells you what skills they have • Connects Providers and Seekers • Records previous problems and solutions in a ‘knowledge base’ • Tells you where to look first • Records usage Knowledge Xchange Typical Characteristics • Struggling with a particular issue • Does not know who to ask or where to look • Knows that the ‘right answer’ might save time and money or reduce risk For example, in the Knowledge Xchange (KX), a key step is to identify the ‘informal roles’ that currently exist – and think through the steps required to help people perform these roles more effectively using the KX toolset
  • 34. De Beers e-Business ProgrammeAugust 2002 34 Personalised home page, based on subscriptions, challenges raised, and experience profile. Full administration features for maintaining users and categories, as well as, reporting. Powerful search capabilities.
  • 35. De Beers e-Business ProgrammeAugust 2002 35 Group Intranet – Unlocking our structural capital assets De Beers already has a vast collection of ‘structural capital’, stored and categorised using different approaches at the different organisational units or locations. ‘Structural Capital’ That which will be left behind in De Beers should every employee walk out of the door. Examples include copyrights, procedures, and patents. Typical Situation • Specialists create ‘structural capital’; • Structural capital is inconsistenlymanaged across sites/ locations; • Users have inefficient/ inadequate access to, and awareness of, existing structural capital; • Inconsistent application/ understanding of security. • Consistent and efficient categorising and storage of structural capital across sites/ locations; • Efficient access to stored structural capital; • Consistent application of security policy across sites/ locations; • Consistent user interface and navigation across sites/ locations; • Users determine degree of targeted information; • Enables optimum exposure/ access to structural capital. Typical Situation • Struggles with a particular technical or business issue; • Information overload vs. ‘knowledge starvation’ (inefficient or insufficient access/ awareness); • Knows that access to the righ information might save time and money or reduce risk. ‘Users’ Employees who need access to available ‘structural capital’ to perform their tasks efficiently. EDMS
  • 36. De Beers e-Business ProgrammeAugust 2002 36 Allows you to search the document repository (full-text or meta data only). Documents may be associated with any number of custom- defined categories. This allows a document to be stored once, but be accessible via a number of ‘paths’. Subscriptions allow information to be pushed
  • 37. De Beers e-Business ProgrammeAugust 2002 37 Group Intranet – e-Learning § Dependent upon attendance & instructors’ skills § Instructor explains job-relevant situations § Timing may not be appropriate § High cost, low learning retention Teaching People Things Teacher Students KnowledgeExperience Unpredictable Business Results § Puts individual in control of own learning § Individual experiences job- relevant situations, in a safe environment § On demand at point-of-need § Low cost, high learning retention Helping People Perform Performing Performers Superior Business Results eLearning provides a more flexible and employee-centric method of training that helps learners to perform better, faster. It is a fundamental shift in the way businesses can address training needs through web-enabling technologies. eLearning
  • 38. De Beers e-Business ProgrammeAugust 2002 38 On-line submission with tracking and reporting capability Support through access to experts Tracks progress and triggers e-mail reminders Repository of useful information always accessible Collaboration tools encourage peer interaction Integrates classroom and web based components
  • 39. De Beers e-Business ProgrammeAugust 2002 39 Personalised learner access to learning schedule and progress Includes 50 Courses covering aspects of: • Self Mastery • Team Mastery • Business Mastery • Technical Mastery • Multi-Culturalism On-line course registration On-line tracking and reporting for training coordinators and administrators Leaver, Jeff
  • 40. De Beers e-Business ProgrammeAugust 2002 40 Group Intranet - Benefits Measurement Visitors Average no of visitors per day Documents downloaded/ accessed: Newsroom visits Top pages visited Top docs downloaded from web Top documents accessed from doc repository: Jan 2002 – June 2002 July 2001 – June 2002 Over 1,000 visits per working day
  • 41. De Beers e-Business ProgrammeAugust 2002 41 n Strategy n Business Case n Governance n Capabilities ð Corporate Internet ð Sightholder Network ð Group Intranet n The Future Agenda De Beers e-Business Programme
  • 42. De Beers e-Business ProgrammeAugust 2002 42 Technical infrastructure: sourcing, security, web content management, standards, etc E-Business strategy: methodology, governance, QA, contract, brand, technical Phase 1 Phases 2a, 2b (2001), 3a, 3b (2002) 2003 + CI SN GI ‘Reliance’ XX ? SN ‘Free to Choose’ (self-managing) Time Central Programme investment (£) (actual – money of the day) 3.02M 2.54M 2.15M 1.16M e-Business Programme - The Future Technical -> IT Sustainability -> Business Development -> Business Nov 2000 Aug 2001 Aug 2002Apr 2001 Jan 2002 DevelopmentProjects SN ‘Partnership’ NCI ü DCI üCI ü RFP ‘ 5yr plan’ c.£20M GI eL EDMS HPKX GI eL EDMS HPKX ‘Backbone’ Limited Complete Limited Complete ? Business expenditure ü ü
  • 43. The De Beers e-Business Programme: ‘From Strategy to Adding Value …’ 3rd Annual SA Best Strategy Practices Symposium 21st August 2002 Midrand, South Africa “To fully exploit all e-business opportunities to transform De Beers’ way of doing business, internally and externally, in a way that creates value for stakeholders, especially shareholders ”