Utilising Predictive Analytics to optimise your organisation's indirect costs? The use of digital analytics now makes it possible to align Organisational data, with Vendor Framework data, and even down to the Individual data level! The future is an automated, self orientating operating environment that realigns itself to the organisations ever evolving operations, delivering the right people at the right time.
The document discusses the pros and cons of in-house versus outsourced project management. It provides discussion points on pros like security, familiarity with company procedures, and commitment for in-house management, while outsourced management allows access to world-class capabilities and reduces operating costs. Cons of in-house management include limited experience and fluctuating workloads, while outsourced risks sensitive information and lack of investment in human resources. Testimonials from companies discuss benefits of both approaches when communication and collaboration are strong.
The document discusses the Plan, Build, Run (PBR) operating model for IT organizations. It describes how the PBR model divides work into planning (Plan), development (Build), and support (Run) functions. The PBR model aims to improve efficiency, reduce costs for support activities, and better manage projects. It also includes a Manage & Enable function for cross-functional management and support. The document provides examples of how large organizations have implemented the PBR model when outsourcing IT services.
When assessing the possibility to in- or outsource often matrixes are used. The two axes of a matrix are however hardly sufficient to capture the complexity of a sourcing decision. More effective are so called sourcing decision trees. This presentations outlines one of them.
The document discusses defining a target operating model (TOM) for an organization. A TOM describes the future state of an organization across key dimensions like people, processes, technology, customers and markets. There is no single approach but it typically involves defining the organization's vision and business strategy, mapping out customer experiences and journeys, and modeling the processes, people and technology needed to meet customer and business needs in the future state. The TOM provides a holistic framework to guide the transformation from the current to the future state of the organization.
Your Challenge
It is difficult to start the project, engage the right people, and find the necessary requirements to drive the value of an enterprise architecture operating model.
It is challenging to navigate the common enterprise architecture (EA) frameworks and right-size them for your organization.
The EA practice may struggle to effectively collaborate with the business when making decisions, resulting in outcomes that fail to engage stakeholders.
Our Advice
Critical Insight
The benefits of an EA program are only realized when all components of the operating model enable the achievement of the program goals and objectives. Many times organizations overplay the governance card while ignoring the motivational aspects that can be addressed through the organization's structure or stakeholder relations.
Info-Tech’s methodology ensures that all components of an EA operating model are considered to optimize the performance of the EA program.
Impact and Result
Place and structure your EA team to address the needs of stakeholders and deliver on the previously created strategy.
Create an engagement model by understanding each relevant process of COBIT 5 and make stakeholder interaction cards to initiate conversations.
Recognize the need for governance and formulate the appropriate boards while considering various policies, principles, and compliance.
Develop a unique architecture development framework based on best-practice approaches with an understanding of the various architectural views to ensure the creation of a successful process.
Build a communication plan and roadmap to efficiently navigate through enterprise change and involve the necessary stakeholders.
An IT operating model defines the framework an IT organization uses to interface with business, develop applications to meet requirements, and deliver services to customers. It establishes key elements like processes, governance, sourcing, service support, service delivery, and organizational structure. Designing an effective operating model is important because it provides a standard interface between business and IT, standardized functions and processes, and an approved view of how IT operates. The methodology to design an operating model involves conducting interviews with stakeholders to understand roles, functions, information exchange, processes, procedures, governance, and responsibilities.
Strategy, Structure and Transformation - Dave Litwiller - May 2020Dave Litwiller
This document discusses strategies for internal evolution and transformation at scale-up technology companies during times of external change. It covers assessing strategies in the new environment, revising organizational structures to better execute strategies, and balancing differentiation and integration within the organization. Differentiation through specialized units is useful where skills face high change, but also requires increased integration to synthesize parts. Integration relies on both formal and informal practices, and identifying people motivated to work across boundaries to grow integration.
The document discusses the pros and cons of in-house versus outsourced project management. It provides discussion points on pros like security, familiarity with company procedures, and commitment for in-house management, while outsourced management allows access to world-class capabilities and reduces operating costs. Cons of in-house management include limited experience and fluctuating workloads, while outsourced risks sensitive information and lack of investment in human resources. Testimonials from companies discuss benefits of both approaches when communication and collaboration are strong.
The document discusses the Plan, Build, Run (PBR) operating model for IT organizations. It describes how the PBR model divides work into planning (Plan), development (Build), and support (Run) functions. The PBR model aims to improve efficiency, reduce costs for support activities, and better manage projects. It also includes a Manage & Enable function for cross-functional management and support. The document provides examples of how large organizations have implemented the PBR model when outsourcing IT services.
When assessing the possibility to in- or outsource often matrixes are used. The two axes of a matrix are however hardly sufficient to capture the complexity of a sourcing decision. More effective are so called sourcing decision trees. This presentations outlines one of them.
The document discusses defining a target operating model (TOM) for an organization. A TOM describes the future state of an organization across key dimensions like people, processes, technology, customers and markets. There is no single approach but it typically involves defining the organization's vision and business strategy, mapping out customer experiences and journeys, and modeling the processes, people and technology needed to meet customer and business needs in the future state. The TOM provides a holistic framework to guide the transformation from the current to the future state of the organization.
Your Challenge
It is difficult to start the project, engage the right people, and find the necessary requirements to drive the value of an enterprise architecture operating model.
It is challenging to navigate the common enterprise architecture (EA) frameworks and right-size them for your organization.
The EA practice may struggle to effectively collaborate with the business when making decisions, resulting in outcomes that fail to engage stakeholders.
Our Advice
Critical Insight
The benefits of an EA program are only realized when all components of the operating model enable the achievement of the program goals and objectives. Many times organizations overplay the governance card while ignoring the motivational aspects that can be addressed through the organization's structure or stakeholder relations.
Info-Tech’s methodology ensures that all components of an EA operating model are considered to optimize the performance of the EA program.
Impact and Result
Place and structure your EA team to address the needs of stakeholders and deliver on the previously created strategy.
Create an engagement model by understanding each relevant process of COBIT 5 and make stakeholder interaction cards to initiate conversations.
Recognize the need for governance and formulate the appropriate boards while considering various policies, principles, and compliance.
Develop a unique architecture development framework based on best-practice approaches with an understanding of the various architectural views to ensure the creation of a successful process.
Build a communication plan and roadmap to efficiently navigate through enterprise change and involve the necessary stakeholders.
An IT operating model defines the framework an IT organization uses to interface with business, develop applications to meet requirements, and deliver services to customers. It establishes key elements like processes, governance, sourcing, service support, service delivery, and organizational structure. Designing an effective operating model is important because it provides a standard interface between business and IT, standardized functions and processes, and an approved view of how IT operates. The methodology to design an operating model involves conducting interviews with stakeholders to understand roles, functions, information exchange, processes, procedures, governance, and responsibilities.
Strategy, Structure and Transformation - Dave Litwiller - May 2020Dave Litwiller
This document discusses strategies for internal evolution and transformation at scale-up technology companies during times of external change. It covers assessing strategies in the new environment, revising organizational structures to better execute strategies, and balancing differentiation and integration within the organization. Differentiation through specialized units is useful where skills face high change, but also requires increased integration to synthesize parts. Integration relies on both formal and informal practices, and identifying people motivated to work across boundaries to grow integration.
The document discusses outsourcing, including what it is, why companies do it, and some risks and myths involved. Specifically, it defines outsourcing as contracting business processes to an outside provider, discusses common reasons for outsourcing like reducing costs and focusing on core competencies, and outlines potential risks such as pricing issues, supplier non-performance, and lack of goal alignment between companies and suppliers.
The document discusses outsourcing as a business strategy that can provide significant cost savings. It summarizes the results of a survey of 100 companies that found 50-60% savings for large companies and 20-30% savings for small companies when outsourcing back office functions like accounting, payroll, and vendor management. The document then outlines various outsourcing models and functions that are good candidates for outsourcing as well as criteria for determining what to outsource. Both advantages and disadvantages of outsourcing are presented.
The document provides an overview of outsourcing, including definitions, reasons for outsourcing, key areas that are commonly outsourced, advantages and disadvantages, types of outsourcing models, and considerations for when and what functions to outsource. It defines outsourcing as procuring services from a third party to perform activities traditionally handled internally. Common reasons for outsourcing include reducing costs, focusing on core competencies, and improving quality. Areas frequently outsourced include IT, call centers, finance/accounting, and manufacturing. The document also discusses trends toward increasing outsourcing over time.
Innovation and Collaboration Pulse Surveys - Dave Litwiller - April 19 2020Dave Litwiller
This document provides suggestions for conducting pulse surveys to check in on collaborating technical teams working virtually. It includes sample questions in several categories: information flow, communication, performance, priorities, development execution, and learning. The questions are meant to identify areas going well and areas for improvement. The goal is to maximize productivity as teams work remotely for the long term. Conducting regular pulse surveys can help leadership support teams and address issues before they significantly impact work.
1) Organizational structure refers to how job tasks are divided, grouped, and coordinated through elements like work specialization, departmentalization, and span of control.
2) Common structures include bureaucracies, matrix structures, and team structures, with characteristics suited to different strategies, sizes, technologies, and environments.
3) While bureaucracy remains prevalent, new structures aim to be flexible through teams, outsourcing, and boundaryless designs, though tradeoffs exist for control and coordination.
Top 7 Benefits of Using a Shared Services Model for Agile and ALM Success CollabNet
The document discusses the top 7 benefits of using a shared services model for agile and application lifecycle management (ALM) success. It provides an example of how Sandia National Laboratories addressed challenges around disparate ALM solutions, source code management, and IT modernization by standardizing on a single ALM platform and creating a shared services group to support development teams. The top 7 benefits achieved included saving time and improving productivity, obtaining cost savings, decreasing legal fees, obtaining economies of scale, driving efficiency, providing high-quality applications, and accelerating speed to market.
Introduction to Enterprise architecture and the steps to perform an Enterpris...Prashanth Panduranga
The document provides an overview of enterprise architecture presented by Prashanth B P Panduranga, Director of Technology. Some key points include:
- Line of business workers and IT staff increasingly use unauthorized SaaS apps
- IT suppliers are targeting business users directly and line of business heads demand higher project velocity
- An enterprise architecture framework provides structures for developing architectures using common standards and building blocks
- Enterprise architecture applies principles and practices to guide business, information, process, and technology changes to execute organizational strategy
EY Human Capital Conference 2012: Service delivery model transformationEY
Current trends and recent experience:
► Challenges affecting HR today
► Anticipated benefits from HR service delivery model
transformation
► HR transformation experience and lessons learned
Intense competition and slow growth in mature markets have magnified uncertainty and put pressure on costs, just as regulators are escalating their demands. Research shows that CFOs and other senior finance executives believe that their function can play a key role but the ability to impact these challenges depends on levels of maturity and preparedness, which vary widely across companies and industries, as well by sub-functions. Here are the key findings from our research on how enterprises are driving transformation to achieve business impact.
Maximizing your Global Delivery Strategy (ADM Outsourcing)Steven Hall
Want to really understand how to maximize performance in an outsourced ADM environment? Global Delivery is powerful, and with some straigh-forward rules, can increase productivty and improve software quality.
Enterprise Architecture: An enabler of organizational agility PECB
The webinar covers:
In today`s rapid changes in the business environment; organizational agility is one of the top management concerns organizations face. Among enterprise architecture benefits, organizational agility has been one of them, perceived as a direct or indirect benefit. This webinar seeks show how the development and use of EA (Enterprise Architecture) contributes to organizational agility.
Presenter:
The webinar was hosted by Oluwaseyi Ojo. Mr. Ojo is currently the Chief Enterprise Security Architect (CESA) and Partner, AaronYoung Infosystem and a PECB Certified Trainer.
Link of the recorded session published on YouTube: https://youtu.be/4-vMSegwfEE
How to design Global Business Services and Shared Services Future ReadyAnirvan Sen
Most Global Business Services (GBS) and Shared Services Organizations (SSO) continue to operate with the management philosophies of the 20th century. It is based on traditional organizational structure, operating model of a command-and-control approach, cost-center thinking, and focusing on efficiency and timeliness.
Going into the 3rd decade of the 21st century, much of the thinking is jaded and outdated. On top of that, the digital technology revolution is disrupting industry after industry.
Given the 2 major forces, GBS and SSO's have no other option but to redefine and reconfigure themselves to become Future-ready.
But how do these organizations transform themselves?
That's where our framework S.C.O.R.E needs to be used for strategic design and right-fit leadership.
Based on some leading industry frameworks and tools, S.C.O.R.E Transformation provides a comprehensive design toolkit
Benefits Identification, Assessment, Validation and Realisation for Informati...Alan McSweeney
This document discusses approaches to identifying, assessing, validating, and realizing benefits from IT projects. It emphasizes that organizations often focus on technology implementation but not on achieving expected business benefits. A structured benefits management framework is needed to ensure benefits are identified upfront and plans are in place to track and achieve them. The framework should include identifying potential benefits, assessing and validating benefits, and ensuring their realization.
The Agile Learning Organization - Dave Litwiller - Sept 17 2020 - PublicDave Litwiller
Adapting Organizational Capabilities in Scale-up Technology Businesses to Thrive in the Strategic Environment using the Principles of TQM
- Enhance organizational learning capacity and agility
- Build connective capacity across functions and time horizons, to counter tendencies toward silos
- Develop leadership bandwidth at all levels to expand institutional capability for productive change
The document describes PRESTO, a software tool for continuous improvement. It allows users to (1) identify problems, share ideas, analyze costs and benefits, and prioritize initiatives to reduce waste and risks, (2) manage projects using kanban boards and track milestones, and (3) celebrate successes through a newsfeed that shares best practices. The tool aims to embed a sense of urgency, ownership, and purpose to drive ongoing improvements across various business functions like operations, finance, IT and more.
In the spring of 2018, I contracted with Huron Consulting in Chicago's West Loop to help update hundreds of slides and dozens of decks to their newly updated brand standards. I was supplied out-of-date decks and new brand templates. This presentation is one of the results, helping Huron communicate to prospective clients.
The path to implementing global payroll for international (MultiNational) com...Chris Bradshaw
Coordinating payroll on a global level can often be a daunting task. This session will focus on key success factors and offer tips and strategies to help ensure that your organization eliminates risk in coordinating global payroll.
Cap gemini business process transformation to deliver world class outcomesLoren Moss
Global enterprises face challenges in ensuring consistent best practices and execution across borders due to differences in culture, regulations, and resources. Business process transformation is often needed to maintain competitive advantages. Choosing a transformation partner with a proven methodology, best practices library, and industry experience can help drive successful transformation. The partner's methodology should assess processes, technology, locations, skills, and pricing to optimize operations and deliver world-class outcomes through a controlled implementation.
The document discusses outsourcing, including what it is, why companies do it, and some risks and myths involved. Specifically, it defines outsourcing as contracting business processes to an outside provider, discusses common reasons for outsourcing like reducing costs and focusing on core competencies, and outlines potential risks such as pricing issues, supplier non-performance, and lack of goal alignment between companies and suppliers.
The document discusses outsourcing as a business strategy that can provide significant cost savings. It summarizes the results of a survey of 100 companies that found 50-60% savings for large companies and 20-30% savings for small companies when outsourcing back office functions like accounting, payroll, and vendor management. The document then outlines various outsourcing models and functions that are good candidates for outsourcing as well as criteria for determining what to outsource. Both advantages and disadvantages of outsourcing are presented.
The document provides an overview of outsourcing, including definitions, reasons for outsourcing, key areas that are commonly outsourced, advantages and disadvantages, types of outsourcing models, and considerations for when and what functions to outsource. It defines outsourcing as procuring services from a third party to perform activities traditionally handled internally. Common reasons for outsourcing include reducing costs, focusing on core competencies, and improving quality. Areas frequently outsourced include IT, call centers, finance/accounting, and manufacturing. The document also discusses trends toward increasing outsourcing over time.
Innovation and Collaboration Pulse Surveys - Dave Litwiller - April 19 2020Dave Litwiller
This document provides suggestions for conducting pulse surveys to check in on collaborating technical teams working virtually. It includes sample questions in several categories: information flow, communication, performance, priorities, development execution, and learning. The questions are meant to identify areas going well and areas for improvement. The goal is to maximize productivity as teams work remotely for the long term. Conducting regular pulse surveys can help leadership support teams and address issues before they significantly impact work.
1) Organizational structure refers to how job tasks are divided, grouped, and coordinated through elements like work specialization, departmentalization, and span of control.
2) Common structures include bureaucracies, matrix structures, and team structures, with characteristics suited to different strategies, sizes, technologies, and environments.
3) While bureaucracy remains prevalent, new structures aim to be flexible through teams, outsourcing, and boundaryless designs, though tradeoffs exist for control and coordination.
Top 7 Benefits of Using a Shared Services Model for Agile and ALM Success CollabNet
The document discusses the top 7 benefits of using a shared services model for agile and application lifecycle management (ALM) success. It provides an example of how Sandia National Laboratories addressed challenges around disparate ALM solutions, source code management, and IT modernization by standardizing on a single ALM platform and creating a shared services group to support development teams. The top 7 benefits achieved included saving time and improving productivity, obtaining cost savings, decreasing legal fees, obtaining economies of scale, driving efficiency, providing high-quality applications, and accelerating speed to market.
Introduction to Enterprise architecture and the steps to perform an Enterpris...Prashanth Panduranga
The document provides an overview of enterprise architecture presented by Prashanth B P Panduranga, Director of Technology. Some key points include:
- Line of business workers and IT staff increasingly use unauthorized SaaS apps
- IT suppliers are targeting business users directly and line of business heads demand higher project velocity
- An enterprise architecture framework provides structures for developing architectures using common standards and building blocks
- Enterprise architecture applies principles and practices to guide business, information, process, and technology changes to execute organizational strategy
EY Human Capital Conference 2012: Service delivery model transformationEY
Current trends and recent experience:
► Challenges affecting HR today
► Anticipated benefits from HR service delivery model
transformation
► HR transformation experience and lessons learned
Intense competition and slow growth in mature markets have magnified uncertainty and put pressure on costs, just as regulators are escalating their demands. Research shows that CFOs and other senior finance executives believe that their function can play a key role but the ability to impact these challenges depends on levels of maturity and preparedness, which vary widely across companies and industries, as well by sub-functions. Here are the key findings from our research on how enterprises are driving transformation to achieve business impact.
Maximizing your Global Delivery Strategy (ADM Outsourcing)Steven Hall
Want to really understand how to maximize performance in an outsourced ADM environment? Global Delivery is powerful, and with some straigh-forward rules, can increase productivty and improve software quality.
Enterprise Architecture: An enabler of organizational agility PECB
The webinar covers:
In today`s rapid changes in the business environment; organizational agility is one of the top management concerns organizations face. Among enterprise architecture benefits, organizational agility has been one of them, perceived as a direct or indirect benefit. This webinar seeks show how the development and use of EA (Enterprise Architecture) contributes to organizational agility.
Presenter:
The webinar was hosted by Oluwaseyi Ojo. Mr. Ojo is currently the Chief Enterprise Security Architect (CESA) and Partner, AaronYoung Infosystem and a PECB Certified Trainer.
Link of the recorded session published on YouTube: https://youtu.be/4-vMSegwfEE
How to design Global Business Services and Shared Services Future ReadyAnirvan Sen
Most Global Business Services (GBS) and Shared Services Organizations (SSO) continue to operate with the management philosophies of the 20th century. It is based on traditional organizational structure, operating model of a command-and-control approach, cost-center thinking, and focusing on efficiency and timeliness.
Going into the 3rd decade of the 21st century, much of the thinking is jaded and outdated. On top of that, the digital technology revolution is disrupting industry after industry.
Given the 2 major forces, GBS and SSO's have no other option but to redefine and reconfigure themselves to become Future-ready.
But how do these organizations transform themselves?
That's where our framework S.C.O.R.E needs to be used for strategic design and right-fit leadership.
Based on some leading industry frameworks and tools, S.C.O.R.E Transformation provides a comprehensive design toolkit
Benefits Identification, Assessment, Validation and Realisation for Informati...Alan McSweeney
This document discusses approaches to identifying, assessing, validating, and realizing benefits from IT projects. It emphasizes that organizations often focus on technology implementation but not on achieving expected business benefits. A structured benefits management framework is needed to ensure benefits are identified upfront and plans are in place to track and achieve them. The framework should include identifying potential benefits, assessing and validating benefits, and ensuring their realization.
The Agile Learning Organization - Dave Litwiller - Sept 17 2020 - PublicDave Litwiller
Adapting Organizational Capabilities in Scale-up Technology Businesses to Thrive in the Strategic Environment using the Principles of TQM
- Enhance organizational learning capacity and agility
- Build connective capacity across functions and time horizons, to counter tendencies toward silos
- Develop leadership bandwidth at all levels to expand institutional capability for productive change
The document describes PRESTO, a software tool for continuous improvement. It allows users to (1) identify problems, share ideas, analyze costs and benefits, and prioritize initiatives to reduce waste and risks, (2) manage projects using kanban boards and track milestones, and (3) celebrate successes through a newsfeed that shares best practices. The tool aims to embed a sense of urgency, ownership, and purpose to drive ongoing improvements across various business functions like operations, finance, IT and more.
In the spring of 2018, I contracted with Huron Consulting in Chicago's West Loop to help update hundreds of slides and dozens of decks to their newly updated brand standards. I was supplied out-of-date decks and new brand templates. This presentation is one of the results, helping Huron communicate to prospective clients.
The path to implementing global payroll for international (MultiNational) com...Chris Bradshaw
Coordinating payroll on a global level can often be a daunting task. This session will focus on key success factors and offer tips and strategies to help ensure that your organization eliminates risk in coordinating global payroll.
Cap gemini business process transformation to deliver world class outcomesLoren Moss
Global enterprises face challenges in ensuring consistent best practices and execution across borders due to differences in culture, regulations, and resources. Business process transformation is often needed to maintain competitive advantages. Choosing a transformation partner with a proven methodology, best practices library, and industry experience can help drive successful transformation. The partner's methodology should assess processes, technology, locations, skills, and pricing to optimize operations and deliver world-class outcomes through a controlled implementation.
1) The document discusses implementing Lean principles in complex and knowledge-based work environments that were previously considered too difficult. It provides case studies of implementing Lean in a bank's fraud operations center and in parts of HMRC.
2) Through engaging employees, Lean was used to standardize processes, establish performance tracking, and separate simple and complex work. This increased productivity 15% at the bank and resolved tax cases faster at HMRC.
3) Knowledge transfer ensured benefits continued as employees strengthened Lean skills to continuously improve performance beyond initial implementations.
The document discusses strategies for running shared services centers like a business. It outlines an evolutionary path for shared services, from initial consolidation to establishing centers of excellence. As shared services mature, the goal is to transition them from cost centers to strategic business enablers that create additional value through activities like data analytics, process optimization, and innovation. The key to success is taking the time to align leadership, clearly defining the scope and governance of shared services, and planning realistically for a multi-year transformation.
The 12 Agile Principles document outlines 12 foundational principles derived from the Agile Manifesto's 4 basic statements. The principles emphasize delivering value to customers through working software, welcoming changing requirements, frequent delivery in short iterations, collaboration between business and development teams, self-organizing motivated teams, face-to-face communication, measuring progress through working software, sustainable development pace, technical excellence, simplicity, self-organizing teams, and continuous improvement. The document provides explanations and examples for each principle.
This presentation was provided by Daniel Calto of Elsevier during the NISO virtual conference, Research Information Systems: The Connections Enabling Collaboration, held on August 16, 2017.
Butch Landingin, CTO of Orange & Bronze Software Labs, talks about the Agile Methodology for the Philippine Software Industry Association's Enablement Seminar on April 27 at the AIM.
About O&B:
Orange & Bronze is an offshore product and software development firm in the Philippines, is one of the first companies in Asia to use and advocate Agile Software Development, and has been using it since our inception in 2005, back when Agile was still an emerging movement. O&B offers training courses for Agile with Scrum and XP - these classes were developed and are taught by some of the Philippines' well-known and respected Agile / Scrum coaches and practitioners, and uses the format trusted by some of the best companies in the Philippines.
Systems Management 2.0: How to Gain Control of Unruly & Distributed NetworksKaseya
You’d think that your networks are impossible to manage... But, we’ve seen worse.
We live in a new and ever-changing world of IT. This year has brought many advances in technology, however these new benefits have also created a plethora of challenges for you as the IT professional:
All of your organization’s devices are no longer safely under the same network, making it difficult to manage devices inside and outside the firewall
You still rely on siloed solutions, which hamper your efforts to collaborate and treat all devices equally
Your users have drastically evolved, increasing the need for 100% uptime and secure access despite their location or device
Join Jim Frey, Vice President of Research Network Management for analyst firm Enterprise Management Associates (EMA), on September 12th at 11am PDT and discover:
The diversity and complexity in IT: The big picture
Cross-team collaboration and the drive to service orientation in IT operations
Integration and convergence across management tools, technologies, and practices
Unifying infrastructure management: Objectives and requirements for success
Using Cost of Delay to de-scale your organisation through decentralised decis...Michael Fagan
It isn’t enough to break down our portfolio into small pieces and execute them in isolation from one another. We must acknowledge that variance in knowledge work is a fact of life, specialists are scarce, people find new jobs, life happens. Rather than think of an organisation as individual parts to be managed, think of it as a living organism which adapts and responds as a whole.
By empowering people to take decisions based on objective data linked to a shared vision people are not simply playing a game according to a set of rules, they are responsible for the game.
Don Reinertsen in his seminal book "The Principles of Product Development Flow" states:
"If you only quantify one thing, quantify the Cost of Delay. "
In this talk I will present how the Cost of Delay can be derived from data your organisation has lying around how you can super charge decision making speed and consequently the flow of value.
This document discusses approaches to implementing agile project management processes for distributed teams across multiple locations. It describes two case studies where distributed agile was successfully used. In the first case study, agile allowed for more frequent releases, reduced defects, and leveraged global talent. Best practices like daily stand-ups, estimation games, and tools like JIRA were used. The second case study involved a larger team across more locations developing mobile apps. Skill-based team structures and automated processes helped ensure success. Both cases saw benefits like improved velocity, faster turnaround, and time to market.
This document discusses approaches to implementing agile project management processes for distributed teams across multiple locations. It describes two case studies where distributed agile was successfully used. In the first case study, agile allowed for more frequent releases, reduced defects, and leveraged global talent. Best practices like daily stand-ups, estimation games, and tools like JIRA were used. The second case study involved a larger team across more locations developing mobile apps. Specialized teams and automated processes in tools allowed complex work to be completed successfully using distributed agile. Both cases saw benefits like improved velocity, faster turnaround, and time to market.
International Target Operating Model DesignChris Oddy
International Target Operating Model Design
Chris Oddy
SLIDE 1
• A Plan is only of value if it is successfully implemented
• A good Strategy is important… A Great Operating Model is more beneficial
• A Target Operating Model ensures everyone is aligned and knows what to do
SLIDE 2
What is an Operating Model?
• A breakdown of a business into its key components
• A framework for how an organization operates in terms of people, processes and technology
• A basis for formulating strategy and making informed decisions
What Is a Target Operating Model?
• A structure that dictates how the business should be organized
• A target state informed by strategy and opportunities for optimization
• An operational design that depicts how business objectives will be achieved
• A basis for developing operational improvement and transformation plans
• A framework that enables goal congruence
SLIDE 3
Why is a Target Operating Model Important?
• Without a Target Operating Model operations often evolve and do not fully align to the business vision and strategy
– This approach might work initially, however it has significant associated risk
– Clients and products are added, new markets are entered and acquisitions are integrated.
– People, processes and technologies build and a complicated web of inefficient and ineffective systems and processes is created
• A Target Operating Model based on the business strategy often leads to a significant competitive advantage:
– Faster decision making in areas such as launching new products, services and partnerships
– Improved client service through greater roles and responsibility definition across the organization
– Better investments as they can more easily be assessed and prioritized based on business impact
– Reduced risk from a more controlled and stable operating environment
– Higher colleague engagement and alignment from clearer strategic execution plans
– Greater long-term operational efficiency and optimization
• Businesses without a Target Operating Model typically:
– Deploy increasingly greater resources simply to manage the issue resolution and operational deficiencies.
– Decisions are slow due to the lack of clarity as to how to implement strategies
– Costs of adapting technology and processes increase exponentially
SLIDE 4
Where does the Target Operating Model Fit In?
• A Corporate Strategy must be reflected in a Target Operating Model for the Strategy to be successfully implemented
• The Target Operating Model comes below the vision and corporate strategy and above the operational planning and execution.
• The Target Operating Model can be created in layers
• The Target Operating Model for corporate, country and function level operations must be aligned and congruent with the Corporate Strategy
SLIDE 5 and 6
Focus Areas for Transformation and Optimization
1. Client Valu
Evolution of Shared Services - IAOP 6 February 2013Stuart Snowden
Presented at the IAOP Sydney meeting Feb. '13. An overview developed by Accenture of the evolution of Shared Services. It talks to
- geographic, Operating Model and Organisation trends;
- characteristics of the different models
- sourcing models
- High performance characteristics
1. The objectives are to share packaged software implementation strategies and challenge key players.
2. Key factors that impacted past results include using the wrong methodology, late validation of requirements, and focusing on software rather than business results.
3. A radical change is needed, not just incremental changes, to improve success rates for packaged software implementations.
The document discusses how non-profit organizations can improve productivity and reduce costs by moving workloads and applications to the cloud, providing an overview of public, private and hybrid cloud models, examples of productivity benefits from cloud computing, and a checklist and case study for non-profits considering a transition to cloud services.
The lecture discussed offshore outsourcing and offshoring of business services. It defined outsourcing as assigning peripheral business activities to external vendors, while offshoring refers to relocating entire business processes to another country. Offshoring provides benefits like lower labor costs, access to skilled talent, and ability to enter new markets. However, expected cost savings are often lower than anticipated due to hidden costs. Risks of offshoring include data security, loss of business knowledge, and vendor failure to deliver. Process maturity and contingency planning are important factors for successful offshoring. Outsourcing core competencies can allow companies to focus on innovation, but there is also risk of capabilities becoming non-core. Productivity measurement
This document discusses strategic portfolio management for IT. It covers several topics:
1. Understanding business goals and operating models to align IT strategy. There are four types of business operating models with varying degrees of process integration and standardization.
2. Developing a prototypical organization structure with roles like architects, service leaders, and project managers to manage the IT portfolio and demand.
3. Prioritizing projects based on cost, value, and alignment with business strategy using an annual planning model.
4. Establishing architecture principles and funding models to guide decisions as a responsible steward of resources.
The Ipsos - AI - Monitor 2024 Report.pdfSocial Samosa
According to Ipsos AI Monitor's 2024 report, 65% Indians said that products and services using AI have profoundly changed their daily life in the past 3-5 years.
06-04-2024 - NYC Tech Week - Discussion on Vector Databases, Unstructured Data and AI
Round table discussion of vector databases, unstructured data, ai, big data, real-time, robots and Milvus.
A lively discussion with NJ Gen AI Meetup Lead, Prasad and Procure.FYI's Co-Found
06-04-2024 - NYC Tech Week - Discussion on Vector Databases, Unstructured Data and AI
Discussion on Vector Databases, Unstructured Data and AI
https://www.meetup.com/unstructured-data-meetup-new-york/
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Talk Delivered at Valencia Codes Meetup 2024-06.
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It is no wonder time-series databases are now more popular than ever before. Join me in this session to learn about the internal architecture and building blocks of QuestDB, an open source time-series database designed for speed. We will also review a history of some of the changes we have gone over the past two years to deal with late and unordered data, non-blocking writes, read-replicas, or faster batch ingestion.
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#SQL #Views #Privacy #Compliance #DataLake
Analysis insight about a Flyball dog competition team's performanceroli9797
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STATATHON: Unleashing the Power of Statistics in a 48-Hour Knowledge Extravag...sameer shah
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Learn SQL from basic queries to Advance queriesmanishkhaire30
Dive into the world of data analysis with our comprehensive guide on mastering SQL! This presentation offers a practical approach to learning SQL, focusing on real-world applications and hands-on practice. Whether you're a beginner or looking to sharpen your skills, this guide provides the tools you need to extract, analyze, and interpret data effectively.
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Foundations of SQL: Understand the basics of SQL, including data retrieval, filtering, and aggregation.
Advanced Queries: Learn to craft complex queries to uncover deep insights from your data.
Data Trends and Patterns: Discover how to identify and interpret trends and patterns in your datasets.
Practical Examples: Follow step-by-step examples to apply SQL techniques in real-world scenarios.
Actionable Insights: Gain the skills to derive actionable insights that drive informed decision-making.
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#DataAnalysis #SQL #LearningSQL #DataInsights #DataScience #Analytics
2. | Property/Facility/Procurement Operations2
Overview of Organisational Efficiency 03
Support Services 04
Operations Delivery Framework 05
Identifying workstyle preferences 06
Workstyles in Frameworks 08
Identifying Optimal Framework 09
Data Analytics 12
Key Drivers 13
Data Mapping 14, 16
Accounting System 15
Data Integration 17
The Future 18
Contents
3. 3Property/Facility/Procurement Operations |
Driving Organisational
Efficiency
This article is designed to harness the digital age in
optimising the efficiency surrounding the management
of indirect costs, and is applicable to most functions that
support an organisations core business. Mostly those
functions that are deemed support and or infrastructure
related. The focus is on the way these functions are
delivered, and in particular focusing on the resource
frameworks such as outsourced or insourced or both.
The goal is to achieve the maximum efficiency (value
versus cost) by utilising the right resourcing strategy at
the right time.
An organisation’s unique “operating Environment”
is defined in general terms as the driver of what
resourcing strategy is required and when. This operating
environment is identified within the financial accounts
of the organisation.
The use of digital analytics is discussed as an intuitive way
of realising a real-time reporting environment that can
indicate if and when the right resources are applied to
the right operating environment at the right time.
4. | Property/Facility/Procurement Operations4
Singular
Delivery
Collective
Delivery
Individual
Delivery
AKA insourced delivery,
relies on an organisations
internal management
resources to delivery
the function. Not to be
confused with direct
emploment (although
this could be), but rather
focus is on the extent of
ownership of the end to
end process, whether by
direct means, or by indirect
means (EG sub contracting,
out tasking, etc.)
AKA outsourcing, relies
on external organisations
owning all or part of the end
to end process of a function.
Focus is given to how much
control and ownership this
external separate entity has
on the function on behalf of
the client organisation.
AKA GIG worker/workstyle
preferred, is defined as
any one of the proceeding
delivery methods, but
embodied in an individual
based on his or her workstyle
preference. The individual
delivers either one or the
other or a hybrid, but not
both separately.
Traditional Delivery of Support Services
5. 5Property/Facility/Procurement Operations |
Operational delivery frameworks
• Vertical Integration
• Internal collective
singular identity
• Horizontal
Integration
• External mutual
interest with
other vertically
integrated entities
• No longer the
predominate way
• Still maintains the core
of Global Organisational
efficiency
• Biggest potential to
harness digital efficiency
• Failed to dominate as
the Globally preferred
method
• Mainly complements
Insourcing through
specialisation
• Specialised Digital
• Platforms
• Talent is now an
Enterprise
• Powers all delivery
models but mostly
suitable only to one
method (preference)
• Highest recipient of
Digital Enhancement
• Individual Enterprise
• GIG Economy,
Flexible Contract
Working,
Transportable Skills,
Fluid Employment
and deployment
Insourcing Outsourcing Individual
History teaches that insourcing, outsourcing, and
sometimes individuals have all delivered operations for
organisations. Initially it was thought insourcing was to
dominate, but as infrastructure matured, outsourcing
became a viable alternative.
Neither framework has been made redundant, but neither
framework is dominating.
Also, It became evident that these two frameworks could
be further broken down to even the individual level,
which has led to the emergence of the Gig Worker, or
contract freelance worker; with each having a workstyle
preference embodying either of the frameworks.
So accepting that it is the individuals, ultimately, that
make up both frameworks and their unique workstyles,
then analysing organisational operating environments
specifically to look for which workstyle will bring the
most efficiency, becomes central.
6. | Property/Facility/Procurement Operations6
Insource Hybrid Outsource
• Workplaces that are
established and centralised.
• Fully associated in the
workplace and are in it for the
long term.
• Teaming is essential.
• Skills are very adaptable
and flexible.
• Do many things at once with
variety in a familiar workplace.
• Quality of work essential and
identifiable.
• Controls both internal and
external resources.
• Complexity that require many
decisions to be made.
• Both strategic and operational
environments, with work
autonomy
• Medium to large workplaces
involves risk situations.
• Workplaces that are established and
centralised.
• Associated as long term commitment.
• Teaming is used to get tasks done.
• Skills are adaptable and flexible.
Variety of tasks with multitasking
• QUALITY is focus predominately
using internal resources.
• Complex tasks that require multiple
decisions to be made.
• Strategic and operational
environments, autonomously. small to
large workplaces involves a medium
level of risk analysis.
• Projects to complete. specialised
person. project teams.
• Variety and moving onto other
projects after completion.
• Being a contracted worker or a Full
Time Employee (FTE) is fine.
• Networked locally and globally,
accountable for work outcomes.
Supporting the client and their goals.
• Simplify working environment to
make it more achievable.
• Involved in as much of the
organisation as possible.
• Workplaces that are projects
orientated.
• Specialised Skills forming
project teams.
• Deployed onto other projects
after completion.
• Other projects for different
organisations typical
• Directing and harnessing
resources to achieve the
specified outcomes.
• Uses outside providers.
• A contracted worker with a
portable skill set.
• Well networked locally and
globally, accountable for
work outcomes.
• Supporting the client and
their and simplifies working
environment to make it
achievable, and apply that to
others around you.
Identifying workstyle preferences
7. 7Property/Facility/Procurement Operations |
It is an emerging trend in understanding that individuals
have a workstyle preference, and that these workstyle
preferences sit into one of three frameworks, with a third
being a hybrid of both.
As frameworks are in essence made of individuals, then
understating individual workstyle preference is important.
Further, by understanding individual workstyles, it
becomes easier to identify the extent of insourcing
or outsourcing by the number of compatible workers
delivering the function.
It is uncommon for individuals to have multiple preferences
at once. Usually people lean towards a workstyle preference
and are happy and efficient in that working style.
Yes, it is true that outsource frameworks may be made
up of individuals who suit that framework, and the same
can be said for insourced frameworks, so therefore Job
compatibility drives efficiency.
This focus on understanding the individual workstyle
preference as a driver for efficiency has led to greater
flexibility both for individuals and for organizations. The
“one size (or contract) fits all” is no longer a mantra in
today’s digital age. With the emergence of big data,
artificial intelligence, and sophisticated database
technologies, information is allowing organizations to
more quickly change out their resource strategy to suit
their operating needs — especially down to the
individual level.
8. | Property/Facility/Procurement Operations8
Aligning Operations and Frameworks
Analyzing Operating Environments
Relatively new is the approach of aligning workstyles to an
organisations functional operating environment.
Many of the cost drivers associated with delivering functional
operations (indirects) can be attributed to a misalignment
of frameworks.
Delivering with insourced workstyles to a function that, at that
particular point in time, suits a more outsourced approach,
will drive up costs.
The reverse is also true, and true for all frameworks.
Workstyles in Frameworks
9. 9Property/Facility/Procurement Operations |
• High strategy
• Centralised
operations
• Large Scale
• Operational
Uncertainty
• Owned IP
• Unique Specific
Service or Asset
• Mixed
• Somewhere in the
middle
• Halfway between the
two
• Not many outliers
• Reduced reporting
requirements
• Higher teaming
resource output
• Stable contract costs
• Consistent Quality
• All benefits but at a
reduced level
• Reduced cost of delivery
• Lower unit costs
• Higher Quality
Faster Delivery
• Reduced Complexity
• High Flexibility
• Increased Technology
• Not Strategic
• Decentralised
operations
• Highly globalised
• Low internal
expertise
• Highly competitive
market
Insource Hybrid Outsource
Limited effectiveness —
Time diminished
Identifying Optimal Framework
10. | Property/Facility/Procurement Operations10
In various studies conducted it was found that singular,
Insourced workstyle delivery is best used when the
function is strategic, has centralised operations, is of
a large scale, has some operational uncertainty or risk,
has some inherent IP to protect, and consists of unique
specific service or asset.
Under these operating environments in-source workstyle
achieves the best results and can reduce reporting
requirements, create higher teaming resource output,
maintain stable contract costs, and achieve consistent
quality outcomes.
Conversely, the same studies have shown that collective,
outsourced workstyle delivery is best delivered when the
function is not strategic, has a decentralised operations,
is highly globalised in its distribution, has low internal
expertise, and supports a function which operates in
highly competitive markets.
Under these operating environments outsource workstyle
achieves the best results and can reduced the cost of
delivery, achieve lower unit costs, bring initial higher
quality with Faster Delivery, help in reducing complexity,
allow for Higher resource flexibility, and introduce
Increased Technology solutions.
A hybrid of these can be applied to most operating
environments but at a reduce benefit.
Centralised Large
Scale
IP to
protect
Specific Globalised
Highly
competitive
markets
So what happens when all or some of your workstyle
strategies are not fully or partially aligned with your
operating environment?
It depends on which workstyle framework is being applied.
For example, singular insourced workstyles that operate
mainly in an operating environment that is more aligned
to outsource workstyles will have an increase in resources
levels (staff, staff costs) for the same output. They will
have a decrease in quality outcomes for the customer
(stakeholder). That is, overly complex organisational
chart and operations requiring ever increasing
resource costs.
For outsource workstyles that operate in an environment
more suited to insourced workstyles, there will be
Increased contract costs, overall quality reduced to Client
or stakeholder, a loss of control of the function by the
organisation, and an eventual adverse impact on core
business, with a reduced speed of delivery of the support.
That is Vendor Monopoly, Skills shortages, Duplication of
management (multiple Vendors), Price hiking/litigation/
general stressed relationships.
To complicate things further, the same research has
found that an organisations operating environment is
constantly changing. More precisely, it is cycling at about
every 2.5 years when considering which framework to
deploy (or every 3.5 years for hybrid frameworks).
This means that your operational management strategy
must follow this cycle to keep your costs as low as
possible and maintain an acceptable level of value.
11. 11Property/Facility/Procurement Operations |
• Increase resources
(staff) same output
• Decrease quality
for customer
(stakeholder)
• Slower change but
no increase in value
• Status Quo and
eventually non
competitive
• Overly complex
organisational chart
and operations
• Ever increasing
resource costs
• Cost Value at
reduced levels
• Vendor Monopoly
• Skills shortages
• Duplication of
management
(multiple Vendors)
• Price hiking/litigation/
general stressed
relationship
• Increased Contract
costs
• Quality reduced
to Client
• Loss of control of
function
• Adverse impact
on Client
Insource Hybrid Outsource
2.5 years until
misalignment
3.5 years before
misalignment
2.5 years before
misalignment
12. | Property/Facility/Procurement Operations12
Data Analytics
Leveraging 10 Key Business Data sources using multiple
platforms to align workstyles to shifting operational service
delivery environments
If your organisation’s operating environment cycles every 2.5
years, with 5 years being a full end to end change (or 3.5 and 7
years for Hybrid frameworks), then how do we keep up and apply
the right workstyles framework to maximise efficiency? The answer
is hidden in the financial accounting system. After all, it’s the
eventual and final impact on the chart of accounts that is the
true indicator as to what is happening in your organisation’s
operating environment.
13. 13Property/Facility/Procurement Operations |
There are ten (10) key drivers of organisations
operations. These are the level of strategy to the
organisation that the operating environment represents.
How centralised the operations are being managed. How
relatively large the scale is of the operations . How much
direct ownership and control the organisation has on the
operating environment. The level of risk and uncertainty
that is inherent in the operational environment.
How much unique IP is inherent in the operating
environment. The level of competition that the
organisation has in the market for its core business. How
globalised the operating environment is geographically.
The level of internal competence on self delivering the
operating environment. And how complex the operating
environment is to deliver. These ten (10) key drivers of
operational environments change over time and require
monitoring so that the correct workstyle framework can
be applied as previously discussed.
Key
Drivers
Direct
Ownership &
Control
Size of
operation
Internal
Competence
Centralised
Globalised
Competition
Unique IP
Level of Risk
Complexity
Strategy
Key Drivers of Organisation’s Operations
14. | Property/Facility/Procurement Operations14
Data Mapping
30 months of
optimized services
delivery
30 months of
optimized services
delivery
42 months of
optimized services
delivery
• Reduced reporting requirements
• Higher teaming resource output
• Stable contract costs
• Consistent Quality
• Reduced cost of delivery
• Lower unit costs
• Higher Quality Faster Delivery
• Reduced Complexity
• High Flexibility
• Increased Technology application
• ► All benefits but at a reduced level
10 Key Data Analytic Feeds
15. 15Property/Facility/Procurement Operations |
Using data analytics to map an organisations operating
environment centres on extracting and manipulating
information in real-time from the firms data warehouse
or cloud environment databases. For example, Identifying
how strategic a function is can be found in the amount
of spend on a service compared to all services within the
organisation, and GL spend mapping ranking from highest
to lowest per vendor. Higher spend and focus can be
attributed to higher strategic value.
Determining centralisation can be found from the amount
of income generation at location level, and P&L mapping
ranked by total Headcount divided by Income generated by
location. Higher concentrations of staff and income derived
from singular locations can represent more centralised
operations. Size and scale can be derived by the number
of employees in the organisation, and P&L mapping by
ranking the total headcount receiving a particular service
divided by Income generated by that group or location. In
general larger organisations have a higher headcount with
higher revenue generation.
Operational ownership can be determined by the amount
of different vendors being used for the same service per
geography or profit centre, and GL mapping by the number
of vendors preforming same or similar service to the
same group or geography. Organisations that use multiple
vendors per function usually have higher ownership of
that function.
Risk and Uncertainty can be the amount of spend
variation on a particular Service through GL spend
mapping, ranking service spend variations at defined
periods. When a function’s cost varies wildly there is
usually more inherent risk in delivering that function.
Specific unique IP can be determined by the amount
of internal support resources assigned to a service per
geography or profit centre, and the head count mapping
divided by the services spend (GL). Organisations usually
have high management hours on functions they consider
uniquely specific to their organisation.
The Level of competition and its impact on operations is
the amount of different vendors being used for the same
service per geography or profit centre, plus total number of
different services used by that geography or profit centre.
And by the total headcount receiving a particular service
divided by Income generated by that group or location and
multiplied by number of unique services used.
The higher the vendors, per service, and the higher
the total number of different services, the higher the
competition assumed. To determine how globalised
the function or service is for the organisation, then the
extent of the different numbers of countries that vendors
are being paid (GL) for the same or similar service can
be measured. The higher the vendor count in different
countries for the function, the higher it can be considered
globalised. Also P&L mapping per profit centre per
geography. The more income generated outside geography
the more globalised the supporting function must be.
Number of unique vendors delivering the same service per
profit centre.
Determining the level of internal expertise can be found
in the GL spend mapping ranking per profit centre from
highest to lowest. That is, a high vendor per service per
profit centre means a high level of internal expertise for
that particular service.
The organisation is confident in managing multiple vendors
as opposed to outsourcing for specialisation. Commodity/
Service complexity can be measured by the amount
of internal support resources assigned to a service per
geography or profit centre combined with number of
different vendors providing the same service.
And Head Count mapping divided by the services spend
(GL) per profit centre multiplied by the number of different
vendors used (GL) for same service. The more support
staff required, combined with higher number of different
vendors (same service) for each profit centre is considered
high complexity function or service delivery requirement.
Accounting System
16. | Property/Facility/Procurement Operations16
What to look for in your accounting system
Strategic
• Amount of spend on a service compared to all services within the organisation
• GL spend mapping ranking from highest to lowest
• High spend equals more strategic
Centralised
• Income generation at location level
• P&L mapping ranked by total Headcount divided by Income generated
• The higher income generated at one geography the more centralised that geography
Size & Scale
• Number of Employees in the organisation
• P&L Mapping ranked by total headcount receiving a particular service divided by Income generated by that group or location
• The higher the HC per Income the larger the size and scale of that service
Service ownership
• Amount of different vendors being used for the same service per geography or profit centre
• GL mapping ranked by number of vendors preforming same or similar service to the same group or geography
• The higher the vendors, the higher the ownership by the organisation (as opposed to vendors)
Uncertainty & Risk
• Amount of spend variation on a particular Service
• GL spend mapping ranking service spend variations at defined periods
• Greater the spend variation then greater the complexity and uncertainty
Specific & Unique IP
• ►Amount of internal support resources assigned to a service per geography or profit centre
• Head Count mapping divided by the services spend (GL)
• The higher Headcount per spend, the greater the IP specific to that service
Competition
• ►Amount of different vendors being used for the same service per geography or profit centre, plus total number of different
services used by that geography or profit centre
• P&L Mapping ranked by total headcount receiving a particular service divided by Income generated by that group or location and
multiplied by number of unique services used
• The higher the vendors, per service, and the higher the total number of different services, the higher the competition
Globalised
• Amount of income generated outside of residing geography per profit centre
• P&L mapping per profit centre per geography
• The more income generated outside geography the more globalised
Internal Expertise
• Number of unique vendors delivering the same service per profit centre
• GL spend mapping ranking per profit centre from highest to lowest
• High vendor per service per profit centre means a higher level of internal expertise for that particular service
Commodity/Service Complexity
• ►Amount of internal support resources assigned to a service per geography or profit centre combined with number of different
vendors providing the same service
• Head Count mapping divided by the services spend (GL) per profit centre multiplied by the number of different vendors used
(GL) for same service
• The more support staff required, combined with higher number of different vendors (same service) for each profit centre is
considered high complexity
Data Mapping
17. 17Property/Facility/Procurement Operations |
The use of digital analytics now makes it possible to
align Organisational data, with Vendor Framework data,
and even down to Individual data. By aligning these
key data inputs, comparing all, and realigning to match,
organisations operations will run at optimum efficiency.
For example, data warehousing and cloud technologies
store data in such a way as accessibility in cross platform
environments makes it possible to store and retrieve in
real-time. Big data allows information to be managed in
large volumes making it a rich multifaceted data source.
The internet and internet of things (including wearable
technologies) is automatic data capture, enhancing existing
data sets.
The future is an automated, self orientating operating
environment that realigns itself to the organisations
ever evolving operations, delivering the right people
(workstyles) at the right time.
Organisational data
Vendor service data
Individual data
Data warehouse
Data warehouse
Big Data
Data warehouse
Internet
Internet of Things
Cloud
Cloud
Variables
Cloud
Data Integration
18. | Property/Facility/Procurement Operations18
The use of digital analytics now makes it possible to align Organisational data, with
Vendor Framework data, and even down to Individual data (and human resource and
recruitment data). By aligning these key data inputs, comparing all, and realigning to match,
organisations operations will run at optimum efficiency. For example, data warehousing and
cloud technologies store data in such a way as accessibility in cross platform environments
makes it possible to store and retrieve in real-time.
Big data allows information to be managed in large volumes making it a rich multifaceted
data source. The internet, and internet of things (including wearable technologies), is
automatic data capture and enhancing existing data sets — even down to the individual level.
The future is an automated, self orientating operating environment that realigns itself
to the organisations ever evolving operations, delivering the right people (workstyles) at
the right time in the right framework.
Understanding individual workstyles, whether the GIG worker, or as a part of outsourcing
organisations, or within the client organisation, and aligning them to the ever changing
operating environments via the ten (10) Key data sets in this article, is becoming the new
competitive advantage and is fast becoming a reality in the new digital age.
The Future