In a world of "Exponential Manufacturing" Innovation is the key driver. However large firms are not always fast enough to bring Innovations to the market and use M&A to do that. Yet M&A driven Innovation that should fuel "Exponential Manufacturing" requires a specific M&A Integration approach! Listen to this webcast to unterstand the concepts and find the necessary tools to deal with "M&A Integration at the Edge of the Company" to ensure M&A driven Innovation generates value.
Exponential Manufacturing and M&A Integration discusses the concept of integration at the edge of the company. A concept that is focused on retaining the success-factors in acquisitions by only integrating what is absolutely necessary in order to preserve the value and success creating DNA of an acquisition and thus permitting exponential growth for the acquirer. This concept is geared towards ensuring that small and mid-sized companies can continue to operate successfully while limiting the degree of integration to the level that is retaining the success DNA and does not force the burden of s.th. complex processes required by larger organizations onto the acquisition targets. The concept has and will be applied successfully by Chinese outbound M&A investments to manage these acquisitions effectively. Companies that are integrated at the edge should identify all benefits they can gain from belonging to a larger group while protecting the nucleus of success and identifying the value docking points to transfer the value only at the stage it makes sense for the combined group.
Flatnut Ventures is a technology company providing Startups and Corporates with an Execution Task Force (ETF) helping them reach their Software Engineering and Performance Marketing objectives.
OMG 2014 Business Architecture Innovation Summit - Aligning design with Busin...Mike Clark
Aligning design with Business Architecture, enabling the creation of a 360 model of the business. The core focus of any business should be customers, and outcomes. These are key components of any business model. This presentation demonstrates how this is possible by combining design and business architecture. These combination of disciplines helps to create the elusive 360 model, and almost leads to a co-evolution of the customer, and the business.
5 Steps to Effectively Handle Digital Transformation and Business Disruption:...SVRTechnologies
Digital technology continues to change the business world dramatically. This article provides business and IT leaders’ helpful tools to drive and manage digital transformation effectively.
Flatnut Ventures is a technology company providing Startups and Corporates with an Execution Task Force (ETF) helping them reach their Software Engineering and Performance Marketing objectives.
OMG 2014 Business Architecture Innovation Summit - Aligning design with Busin...Mike Clark
Aligning design with Business Architecture, enabling the creation of a 360 model of the business. The core focus of any business should be customers, and outcomes. These are key components of any business model. This presentation demonstrates how this is possible by combining design and business architecture. These combination of disciplines helps to create the elusive 360 model, and almost leads to a co-evolution of the customer, and the business.
5 Steps to Effectively Handle Digital Transformation and Business Disruption:...SVRTechnologies
Digital technology continues to change the business world dramatically. This article provides business and IT leaders’ helpful tools to drive and manage digital transformation effectively.
A white paper describing Agile IT Strategy. Digitalization is increasing in size and speed changing business in a fundamental way - and especially business predictability. Here is a proven method to optimize value creation of IT in an unpredictable business environment. Please contact The Goodwind Company for more information and demo. Email: hans@thegoodwindcompany.se
Procurement 2015: Benchmarking the Best-in-Class Webinar SlidesSAP Ariba
Nine out of 10 CPOs believe their procurement and sourcing teams could be doing better. That’s according to a recent study by Andrew Bartolini of Ardent Partners, and he explains why in the slides from the recorded webinar. Andrew shares keen insights and key performance and operational benchmarks that he captured in his study, CPO Rising 2015: The Agility Agenda.
If you find yourself in that 90-percent segment of CPOs, you’ll appreciate this in-depth look at how you can improve your team’s performance, including:
The key drivers that enable best-in-class performance
The use of statistics in benchmarking performance
The strategies and approaches needed to improve processes, operations, and results
Webinar: Measuring And Monetizing Strategic Innovation Ali Zeeshan
To view recording, watch the video at end of the slide or visit https://youtu.be/AlBVmA3u37g
Measuring innovation can be difficult. Some assume that innovation is more of an art form. Or they realize that “innovation” is a word that means different things to different people, and so assume that it cannot be measured. This is unfortunate, because managing both innovation and measurement are critical to the successful execution of strategy and monetizing (or deriving tangible benefits from) your innovation efforts.
The webinar will provide valuable insights about these timely topics of performance management:
Webinar Topics
• The steps your organization can take to define what innovation means for your strategy
• The steps needed to design and implement a set of measures that will help you implement your strategy and achieve results
• Keys to monetizing innovation
• The critical factors for successfully introducing and managing strategic innovation
• How to develop and maintain a culture of innovation and entrepreneurship
Mastering the Dynamics of Innovation by Bernt Kristian Jensen and Tore Hundsn...Mobilskole AS
Presentation during the Gründerskolen Alumni event on September 12 2009. See grunderskolenalumni.wordpress.com.
Mastering the Dynamics of Innovation by Bernt Kristian Jensen and Tore Hundsnes, CapGemini Norway
Complete Business Frameworks Toolkit - Strategy, Marketing, Operations, Consu...Flevy.com Best Practices
Download this primer now from slideshare.
Full version here:
https://flevy.com/browse/business-document/complete-consulting-frameworks-toolkit-644
This is a very comprehensive document with over 350+ slides--covering 51 common management consulting frameworks and methodologies (listed below in alphabetical order). A detailed summary is provided for each business framework. The frameworks in this deck span across Corporate Strategy, Sales, Marketing, Operations, Organization, Change Management, and Finance.
These frameworks and templates are the same used by top tier consulting firms. With this comprehensive document in your back pocket, you can find a way to address just about any problem that can arise in your organization.
The level of detail varies by framework, depending on the nature of the management model. Examples, templates, and case studies are provided.
FULL LIST OF MANAGEMENT CONSULTING FRAMEWORKS & METHODOLOGIES:
1. ABC Analysis
2. Adoption Cycle ( Consumer Adoption Curve)
3. Ansoff Market Strategies
4. Balanced Scorecard
5. BCG Growth-Share Matrix
6. Benchmarking
7. Blue Ocean Strategy
8. Break-even Analysis
9. Business Unit Profitability
10. Economics of Scale
11. Environmental Analysis
12. Experience Curve
13. Cluster Analysis
14. Company & Competitor Analysis
15. Consumer Decision Journey ( McKinsey Consumer Decision Journey)
16. Core Competence Analysis
17. Cost Structure Analysis
18. Customer Experience
19. Customer Satisfaction Analysis
20. Customer Value Proposition
21. Fiaccabrino Selection Process
22. Financial Ratios Analysis
23. Gap Analysis
24. Industry Attractiveness & Business Strength Assessment
25. Key Purchase Criteria
26. Key Success Factors (KSF)
27. Market Sizing & Share
28. McKinsey 7-S
29. Net Present Value
30. PEST Analysis
31. Porter Competition Strategies
32. Porter's Five Forces
33. Portfolio Strategies
34. Price Elasticity
35. Product Life Cycle
36. Product Substitution
37. Relative Cost Positioning
38. Rogers' Five Factors
39. Scenario Techniques
40. Scoring Models
41. Segment Attractiveness
42. Segmentation & Targeting
43. Six Thinking Hats
44. Stakeholder Analysis
45. Strengths & Weaknesses Analysis
46. Structure-Conduct-Performance (SCP)
47. SWOT Analysis
48. SWOT Strategies
49. Treacy / Wiersema Market Positioning
50. Value Chain Analysis
51. Venkat Matrix
This whitepaper captures the state of Agile using the format of Wardley Maps. It evidences how the market is commoditising and how time is calling for novel approach to change.
Innovation should not be accidental, it can be managed! This short presentation walks us through different drivers, models, processes and engagement types around innovation.
Content of the presentation was tailored for Shared Service Centers.
Organazational and Strategic innovationAfrouz Hojati
Strategic Innovation is the creation of growth strategies, new product categories, services or business models that change the game and generate significant new value for consumers, customers and the corporation
Challenges and solution to innovation management. Framework for a) understanding the state of your innovation efforts, b) determine where to focus to improve - to find the "choke point", and c) examples of new tools to enable best practices to align work to what customers value, fast
Leveraging Design Thinking for Value Enhancement of Digital Transformation Innomantra
EXECUTIVE SUMMARY
Digital Transformation has been making waves and has found widespread recognition in most industries. What started as a driver of marginal efficiency is now rapidly shifting to become an enabler of fundamental innovation and disruption within an organization. The scope and scale of digital-driven change continue to grow immensely. However, organizations are still grappling with the nuances of the journey of digital transformation implementation, its implications or its impact. Digital transformation is not about adopting technologies but having an integrated approach involving people and leadership.
This white paper presents the context of digital transformation in manufacturing organizations. It redefines the process to incorporate important aspects such as breaking the silos, rescoping the challenge/ objectives, having an iterative approach and using design thinking to better understand the value implication of such an exercise. Case studies from clients have been used to illustrate the same.
Keywords: Design Thinking, Industry 4.0, Manufacturing industries, Smart factory, Value Assessment, Digital Transformation, Value Implementation
It’s not a secret that the need to modernize traditional finance operations and evolve into a “Digital Finance” organization has become a key priority for finance leaders.
In this video recap of the webinar held on 12/11/ 2019; Raul Vega, Auxis CEO, discussed the key risks and challenges organizations typically face as part of their transformation journey, and how to develop and execute a strategy that provides the business case and outcomes you expect based on your specific company size and needs.
What was covered:
- What does Modern Finance really mean?
- Digitization as a Key Element of the Modern Finance Organization
- Most Common Tools you should be implementing as part of your Digital Finance journey
- What’s driving RPA’s growth?
- Implementation Strategies & Alternatives
- How Outsourcing can help finance executives self-fund their Digital Finance Strategy and drive faster outcomes
For organisations that need to keep up with the velocity of change in their markets, customers and technology, Digital Agility is an end-to-end concept to market approach that enables you to deliver innovation faster and with less risk.
Unlike traditional product development and delivery models, Digital Agility is a lean, insight driven technique that helps you become more nimble, innovative, and responsive.
Sales, Marketing & Service Optimization: Strategies for Accelerating GrowthCognizant
Revenue growth requires more than IT cost-cutting and increased efficiencies. Across industries, top-line growth requires a focus on customer relevance and on sales, marketing and service effectiveness.
A white paper describing Agile IT Strategy. Digitalization is increasing in size and speed changing business in a fundamental way - and especially business predictability. Here is a proven method to optimize value creation of IT in an unpredictable business environment. Please contact The Goodwind Company for more information and demo. Email: hans@thegoodwindcompany.se
Procurement 2015: Benchmarking the Best-in-Class Webinar SlidesSAP Ariba
Nine out of 10 CPOs believe their procurement and sourcing teams could be doing better. That’s according to a recent study by Andrew Bartolini of Ardent Partners, and he explains why in the slides from the recorded webinar. Andrew shares keen insights and key performance and operational benchmarks that he captured in his study, CPO Rising 2015: The Agility Agenda.
If you find yourself in that 90-percent segment of CPOs, you’ll appreciate this in-depth look at how you can improve your team’s performance, including:
The key drivers that enable best-in-class performance
The use of statistics in benchmarking performance
The strategies and approaches needed to improve processes, operations, and results
Webinar: Measuring And Monetizing Strategic Innovation Ali Zeeshan
To view recording, watch the video at end of the slide or visit https://youtu.be/AlBVmA3u37g
Measuring innovation can be difficult. Some assume that innovation is more of an art form. Or they realize that “innovation” is a word that means different things to different people, and so assume that it cannot be measured. This is unfortunate, because managing both innovation and measurement are critical to the successful execution of strategy and monetizing (or deriving tangible benefits from) your innovation efforts.
The webinar will provide valuable insights about these timely topics of performance management:
Webinar Topics
• The steps your organization can take to define what innovation means for your strategy
• The steps needed to design and implement a set of measures that will help you implement your strategy and achieve results
• Keys to monetizing innovation
• The critical factors for successfully introducing and managing strategic innovation
• How to develop and maintain a culture of innovation and entrepreneurship
Mastering the Dynamics of Innovation by Bernt Kristian Jensen and Tore Hundsn...Mobilskole AS
Presentation during the Gründerskolen Alumni event on September 12 2009. See grunderskolenalumni.wordpress.com.
Mastering the Dynamics of Innovation by Bernt Kristian Jensen and Tore Hundsnes, CapGemini Norway
Complete Business Frameworks Toolkit - Strategy, Marketing, Operations, Consu...Flevy.com Best Practices
Download this primer now from slideshare.
Full version here:
https://flevy.com/browse/business-document/complete-consulting-frameworks-toolkit-644
This is a very comprehensive document with over 350+ slides--covering 51 common management consulting frameworks and methodologies (listed below in alphabetical order). A detailed summary is provided for each business framework. The frameworks in this deck span across Corporate Strategy, Sales, Marketing, Operations, Organization, Change Management, and Finance.
These frameworks and templates are the same used by top tier consulting firms. With this comprehensive document in your back pocket, you can find a way to address just about any problem that can arise in your organization.
The level of detail varies by framework, depending on the nature of the management model. Examples, templates, and case studies are provided.
FULL LIST OF MANAGEMENT CONSULTING FRAMEWORKS & METHODOLOGIES:
1. ABC Analysis
2. Adoption Cycle ( Consumer Adoption Curve)
3. Ansoff Market Strategies
4. Balanced Scorecard
5. BCG Growth-Share Matrix
6. Benchmarking
7. Blue Ocean Strategy
8. Break-even Analysis
9. Business Unit Profitability
10. Economics of Scale
11. Environmental Analysis
12. Experience Curve
13. Cluster Analysis
14. Company & Competitor Analysis
15. Consumer Decision Journey ( McKinsey Consumer Decision Journey)
16. Core Competence Analysis
17. Cost Structure Analysis
18. Customer Experience
19. Customer Satisfaction Analysis
20. Customer Value Proposition
21. Fiaccabrino Selection Process
22. Financial Ratios Analysis
23. Gap Analysis
24. Industry Attractiveness & Business Strength Assessment
25. Key Purchase Criteria
26. Key Success Factors (KSF)
27. Market Sizing & Share
28. McKinsey 7-S
29. Net Present Value
30. PEST Analysis
31. Porter Competition Strategies
32. Porter's Five Forces
33. Portfolio Strategies
34. Price Elasticity
35. Product Life Cycle
36. Product Substitution
37. Relative Cost Positioning
38. Rogers' Five Factors
39. Scenario Techniques
40. Scoring Models
41. Segment Attractiveness
42. Segmentation & Targeting
43. Six Thinking Hats
44. Stakeholder Analysis
45. Strengths & Weaknesses Analysis
46. Structure-Conduct-Performance (SCP)
47. SWOT Analysis
48. SWOT Strategies
49. Treacy / Wiersema Market Positioning
50. Value Chain Analysis
51. Venkat Matrix
This whitepaper captures the state of Agile using the format of Wardley Maps. It evidences how the market is commoditising and how time is calling for novel approach to change.
Innovation should not be accidental, it can be managed! This short presentation walks us through different drivers, models, processes and engagement types around innovation.
Content of the presentation was tailored for Shared Service Centers.
Organazational and Strategic innovationAfrouz Hojati
Strategic Innovation is the creation of growth strategies, new product categories, services or business models that change the game and generate significant new value for consumers, customers and the corporation
Challenges and solution to innovation management. Framework for a) understanding the state of your innovation efforts, b) determine where to focus to improve - to find the "choke point", and c) examples of new tools to enable best practices to align work to what customers value, fast
Leveraging Design Thinking for Value Enhancement of Digital Transformation Innomantra
EXECUTIVE SUMMARY
Digital Transformation has been making waves and has found widespread recognition in most industries. What started as a driver of marginal efficiency is now rapidly shifting to become an enabler of fundamental innovation and disruption within an organization. The scope and scale of digital-driven change continue to grow immensely. However, organizations are still grappling with the nuances of the journey of digital transformation implementation, its implications or its impact. Digital transformation is not about adopting technologies but having an integrated approach involving people and leadership.
This white paper presents the context of digital transformation in manufacturing organizations. It redefines the process to incorporate important aspects such as breaking the silos, rescoping the challenge/ objectives, having an iterative approach and using design thinking to better understand the value implication of such an exercise. Case studies from clients have been used to illustrate the same.
Keywords: Design Thinking, Industry 4.0, Manufacturing industries, Smart factory, Value Assessment, Digital Transformation, Value Implementation
It’s not a secret that the need to modernize traditional finance operations and evolve into a “Digital Finance” organization has become a key priority for finance leaders.
In this video recap of the webinar held on 12/11/ 2019; Raul Vega, Auxis CEO, discussed the key risks and challenges organizations typically face as part of their transformation journey, and how to develop and execute a strategy that provides the business case and outcomes you expect based on your specific company size and needs.
What was covered:
- What does Modern Finance really mean?
- Digitization as a Key Element of the Modern Finance Organization
- Most Common Tools you should be implementing as part of your Digital Finance journey
- What’s driving RPA’s growth?
- Implementation Strategies & Alternatives
- How Outsourcing can help finance executives self-fund their Digital Finance Strategy and drive faster outcomes
For organisations that need to keep up with the velocity of change in their markets, customers and technology, Digital Agility is an end-to-end concept to market approach that enables you to deliver innovation faster and with less risk.
Unlike traditional product development and delivery models, Digital Agility is a lean, insight driven technique that helps you become more nimble, innovative, and responsive.
Sales, Marketing & Service Optimization: Strategies for Accelerating GrowthCognizant
Revenue growth requires more than IT cost-cutting and increased efficiencies. Across industries, top-line growth requires a focus on customer relevance and on sales, marketing and service effectiveness.
Stop Pushing Sales! Focus on the Art and Science of Revenue Conversion Carpedia Consulting
We have just completed an assignment for an international systems integration company handling super-high value projects in the enterprise space. Essentially a professional services business, this company’s revenue growth was a key area of focus particularly in the area of account management and revenue expansion.
Using the definition
AS ALIGNED TO WHERE CHANGE CAN BE MOST AFFECTED: DIGITAL TRANSFORMATION IS… the re-alignment of, or new investment in – process, technology and
business models to more effectively engage Digital Consumers at every touchpoint
in the customer experience lifecycle.
The starting point is to frame the discussion.
Supply Chain Summit on Innovation Driven Procurement Business ModelRobbert den Braber
Presentation given on the Global SC Summit @ October 4 in Venlo, The Netherlands
It shows the change in Procurement business model required to contribute to innovation
Digital Transformation in B2B sales requires a strategic framework that takes into account business model, market, customer and corporate digital vision. The transition is implemented following the requirements of a customized process model.
CGS serves as a trusted partner, enabling some of the world's largest global enterprises with their technology rollouts, process adoption and culture transformations. We help clients to Inspire, Collaborate, Empower and Deliver.
Modern Services Marketing Session at TSIA/TSW 2017 San DiegoFred Isbell
Digital transformation and innovations including cloud, social media, and Big Data/analytics have redefined services marketing -- no one debates that. The modern services marketer must both combine art and science to meet changing needs of the services marketplace, including digital technologies, thought leadership and storytelling, and analytics for key insights. We addressed the skills of a successful modern services marketer, technology as a key enabler to transformation and innovation, and address key best practices in this session given at the TSIA Technology Services World (TSW) 2017 event in San Diego CA.
SaaStock 2019 - Moving Up Market Bootcamp - Enterprise Sales for SaaS companiesLukas Hertig
In order to engineer a move upmarket, SaaS companies need to tailor both their sales services and people to deploy a more comprehensive or expensive service offering.
Engineering this full-scale pivot includes tackling many challenges; from understanding different service requirements, tackling new processes in departmental selling vs large scale deals, to identifying the right people needed to close such multi-million dollar deals.
This interactive workshop discusses the key challenges involved in cultivating the people and processes needed to smoothen this transition from mid-market to enterprise. Lukas Hertig, SVP Bizdev at Plesk, Investor and Advisor to startups, shares his business development playbook from the last 15 years, including real-life business cases to ensure your sales teams are equipped with the practical strategies needed to sell and succeed.
تواصل_تطوير
المحاضرة رقم 189
المهندس / محمد العربي
بعنوان
"Digital Disruption Act- From
Value Chains to Value Networks"
يوم السبت 07 يناير 2023
السابعة مساء توقيت القاهرة
الثامنة مساء توقيت مكة المكرمة
و الحضور عبر تطبيق زووم من خلال الرابط
https://us02web.zoom.us/meeting/register/tZIvf-6oqTgsH9Dp3m-SA9-UvVdmBgjmwEYx
علما ان هناك بث مباشر للمحاضرة على القنوات الخاصة بجمعية المهندسين المصريين
ونأمل أن نوفق في تقديم ما ينفع المهندس ومهمة الهندسة في عالمنا العربي
والله الموفق
للتواصل مع إدارة المبادرة عبر قناة التليجرام
https://t.me/EEAKSA
ومتابعة المبادرة والبث المباشر عبر نوافذنا المختلفة
رابط اللينكدان والمكتبة الالكترونية
https://www.linkedin.com/company/eeaksa-egyptian-engineers-association/
رابط قناة التويتر
https://twitter.com/eeaksa
رابط قناة الفيسبوك
https://www.facebook.com/EEAKSA
رابط قناة اليوتيوب
https://www.youtube.com/user/EEAchannal
رابط التسجيل العام للمحاضرات
https://forms.gle/vVmw7L187tiATRPw9
ملحوظة : توجد شهادات حضور مجانية لمن يسجل فى رابط التقيم اخر المحاضرة.
Digital Value Creation for Portfolio CompaniesBjoernRoeber
Private Equity Funds can unlock substantial value creation with the digital transformation of their portfolio companies. The briefing, prepared together with my colleague Giovanni Calia, shows how we support digital value creation in three areas:
i) eCommerce - Even laggard industries see (B2B) eCommerce gain traction
ii) Process Automation - There is on average 20-40% attainable efficiency potential
iii) New Products & Services: Especially, value-added digital services represent a major growth driver
Most portfolio companies lack internal capabilities to identify and address this potential. goetzpartners applies sound diagnostics including our digital maturity survey, internal belief audits, and external market sounding to create full transparency on the digital value creation potential of portfolio companies. In an expedite second project phase the north star strategy and a roadmap with prioritized quick wins is developed jointly with the management of the companies. The subsequent implementation of initiatives is supported by applying agile methods, leading technology partners, effective tracking with a P&L link, and a hands-on enabling approach.
goetzpartners is a trusted partner of private equity clients with a strong track record of more than 450 projects. For our digital value creation work, we leverage the experience from various digital transformation and performance improvement programs with hundreds of implemented digitalization initiatives. We bring to the table a unique network of highly regarded digitalization experts and technology partners to assure that every recommendation and planned action is set up for success.
As always, feel free to let me know if you would like to discuss how this applies to your situation.
Applying an outcome driven design approach to strategy and protect delivery ensures the right things are delivered at the right place and time. This presentation shows how you can change your mindset to deliver the things that bring maximum value to the business and its customers, no matter the industry.
Accelerating Innovation through Portfolio FrameworksSheen Yap
This talk explains how to use a product portfolio approach to drive experimentation for more effective product strategy. Covers setting outcomes, lean value tree, strategic alignment and three horizons.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
The key differences between the MDR and IVDR in the EUAllensmith572606
In the European Union (EU), two significant regulations have been introduced to enhance the safety and effectiveness of medical devices – the In Vitro Diagnostic Regulation (IVDR) and the Medical Device Regulation (MDR).
https://mavenprofserv.com/comparison-and-highlighting-of-the-key-differences-between-the-mdr-and-ivdr-in-the-eu/
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
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1. "Exponential Manufacturing & M&A"
We will begin soon...
Presenter:
Thomas H Kessler,
Partner – Global PMI
Partners Germany
Moderator:
Ana Hasbun
Marketing Manager
Midaxo
4. Why is “Exponential Manufacturing”
important for M&A Integration?
“Exponential Manufacturing”
is a concept that
demonstrates how any
industry can create value
‘exponentially’
Creating growth & value
are two fundamental
concepts of
Mergers & Acquisitions
Therefore we need to ask us the question
How will we handle exponential growth in M&A Integrations?
M&A Value creation is linked to
exponential growth
4
6. The development steps of each and every exponential growth trend
The 6 D’s of any Exponential Framework
6
Source: Singularity University; Peter Diamandis
7. From Deceptive to
Democratization
Deceptive and Disruptive
Growth
Dematerialization
7
Demonetization
Making it digital means that the marginal cost
of replication and distribution is almost zero
Democratizing
by following the exponential path we can
reach all over a sudden 1 bn customers
Source: Singularity University; Peter Diamandis
IoT
9. … THAT WILL IMPACT Exponential Manufacturing
THE 8 ACCELERATING TECHNOLOGIES …
Network computing
Artificial Intelligence
Robotics (incl. Sensors)
Material science
Nanotechnology
Energy (Solar specifically)
Biotechnology
Medicine
9
Source: Singularity University; Peter Diamandis
10. Democratization multiplies the value
creation options!
10
WHERE WILL YOU DEMATERIALIZE
AND DEMONETIZE BEFORE
SOMEONE ELSE DOES IT TO YOU?
11. Case: The GE Appliance
approach to “Exponential
Manufacturing”
12. Traditional vs. exponential approach
How does GE Appliances use exponential
manufacturing to renew itself?
12
Traditional
OPTIMIZATION
Exponential
INNOVATION
Source: GE Appliances; Kevin F Nolan
13. Innovation at the edge of the company
13
Source: GE Appliances; Kevin F Nolan
14. Learnings from making a Pizza Oven
Innovation at the edge of the company
14
How is it made?
o Traditionally a USD 10 - 15 mn investment
¨ The tools (FLEXIBLE TOOLING) spent for this pizza oven have
been USD 150
o The first one sold is generating returns, this is all about LOW
VOLUME, VALIDATION, LEAN and PULL
¨ No product is made until there is a purpose or an order
o Even the WORKFORCE it is PULL
¨ ’1B-fistbuild’ is 80% student run
o Fabrication is all programmable and flexible
¨ 1B has capital invested in a maker space; but it is not
dedicated; its all about flexible machines
o Implementing 6 sigma 1B went back to the very basic
concepts
¨ It is about speed, flexibility and low cost
o Validation thru sales: Create the idea, Launch a competitive
web based design challenge, Sell via Indiegogo
Lessons learned
Source: GE Appliances; Kevin F Nolan
Results:
T2M extremely short, platform approach transforms an
engineered product into a scalable (democratized)
end product
16. What can we learn from ‘Exponential Manufacturing’ and GEA
How to bring “Exponential” to M&A
Integration
If we can innovate at the edge of the company …, like GEA to
exponentially accelerate new product introduction while
reducing the cost of innovation dramatically, …
… then we need to think about M&A integration at the edge of
the company to accelerate value creation exponentially
Therefore we need to ask us
the question, …
Why, When and How can we create exponential value in M&A Integration?
16
17. This framework can be used across several industries
How to bring “Exponential” to M&A
Integration
Questions to answer:
Why integration at the edge is important!
When to integrate at the edge?
How to integrate at the edge?
What are the ‘must do’s’ for integration at the edge?
17
19. Why integrating at the edge is important
19
Operational
Excellence
Product
Leadership
Customer
Intimacy
Major value can be destroyed when the target operating model is implemented
without taking note of the acquisitions existing value generation capability
Successful firms differentiate themselves
by focusing relentlessly on a single
value discipline, while achieving at
least industry average in the other two
– never seek the ‘mediocre middle’
Achieved by offering
of the best products
to the market by
focusing on product
or service innovation.
Achieved by a deep
and detailed under-
standing of customer
drivers and values the
cultivation of lasting
relationships with
customers, and
striving to satisfy their
unique needs
Achieved by product and
service provisions at the
lowest cost and with the least
inconvenience by focusing
on cost management and
operational effectiveness
20. Why integrating at the edge is important
20
Needfororganizationalautonomy
Depth of integration
ImportantUnimportant
Unimportant Important
Retention
• Strategic capabilities linked
to specific organizational
units
• Development of capabilities
requires a stable
environment
• How can sufficient value be
generated to justify the
purchase price of the
acquisition?
Merger
• Complete consolidation of
operations/organization/
culture
• Key is complete removal of
boundaries
• What time is best for
complete integration?
Partial integration
• Initial coexistence, then
increasing interdependence
• Balance between transfer
and interdependence
• Define ideal time horizon &
path to mutual
dependence?
• Brand management
• Sales channels
• R&D
• Decision making freedom
Value chain extension
• Complementary sales
channels
• Complementary
research and
development
• Special, non-transferable
competitive advantages
(e.g. modularization of
intellectual property)
Functional extension
• Research and development
• Sales channels
• Customer relationship
management
Functional consolidation
• Economies of scale
(e.g., capacity utilization)
• Procurement
• Sales channels
• Shared Service CentersQuestion the strategic
reasoning of the deal
Growthfocus
Cost / investment reduction focus
ImportantUnimportant
Unimportant Important
Major value can be destroyed when you select the wrong integration
approach, e.g. when you stifle the targets growth engine and / or its
organizational autonomy
21. Why integrating at the edge is important
21
Major value can be destroyed when the target operating model is
implemented without taking note of the acquisitions existing value streams
Value stream mapping
steps
Process steps
Information flows
Process data
Time line
Inventory optimization
Multiple suppliers and
customers
23. When to integrate at the edge (checklist)
q You recognize that the acquisition will fill a very important gap in your strategy
q You buy the business especially for its IP and talent
q The acquisitions organizational and management structure varies significantly
from yours
q The acquisitions business processes contrast yours
q The acquisitions talent resource capacity is not sufficient for a large scale
integration
q You understand that the acquisitions cultural environment is very different from
yours
q You observed that the communication within the acquisition and between the
acquisition and its stakeholders is very different from yours
23
24. How to integrate at the edge (ToDo’s vs. Don’t do’s)
Keep the target’s operating
model running!
q Keep the nimble structures and
existing business processes alive
q Keep autonomy, responsibilities,
span of control, decision making
freedom
Leverage IP and talent
q Adopt the spirit
q Become part of the team in a non
controlling, learning way
q Leverage knowhow / approach
into acquiring organization through
beachheads
Foster success culture
q Identify and continue to foster the
culture that lead to success prior to
the acquisition
Continue communication style
q Retain internal communication style
to support the success culture
q Connect with customers and suppliers
using the established communication
style
Define value streams and docking
points for value exchange
q Identify the best approach to channel
the value created within the acquired
company to the operating units of
the acquirer
q Take extra care to define the exact
point in time
Lean, pull and leverage
q Leverage the success through
additional investments that enable
the value generation to scale while
protecting the nucleus, eg. the
business approach
q Ensure full responsibility is clearly
delegated to the leadership team of
the acquired company
24
25. What are the ‘must do’s’ for integration
at the edge?
At the time of acquisition ENSURE:
o Financial integration (financial / tax accounting)
o IT integration (only within clearly defined parameters so that it does
not stifle growth, hinders proven business processes etc.)
o Legal integration (legal framework: tax and corporate laws, code
of conduct, confidentiality & insider rules, etc.)
o Implementation of key communication rules of acquirer with
stakeholders other than employees, customers, suppliers; e.g.
shareholders, press, government authorities
After 24 – 36 months of successful value transition:
o Test stronger operational and value stream integration to shift
overall organization towards more agile business processes
25
28. What our clients have said about us
“GPMIP greatly exceeded my expectations”
“You understood our culture, how we operate, how we work – you just got it”
“You weren’t just consultants, you were part of the team”
“Consulting differently is what we experienced. You are not a typical
consulting firm”
Our clients’ results are our currency, so we really care what they have
said about us:
In the next section, we show you more
specifically how GPMIP could work with
you on a European integration
programme.
28
29. Books & academic
Since 2009, GPMIP Partners have delivered knowledge through:
social networks (LinkedIn)
conferences (MergerMarket, HEC, DFCG, CSOEC, …)
university lectures (ZHAW, Pepperdine, Tilburg, TAU, Wharton, …)
dedicated corporate seminars and trainings (Ericsson, Airbus, Mölnlycke, …)
podcasts, newsletters
conferences (China Outbound M&A conference in Beijing, January 2016,
Global M&A Summit – Silicon Valley in Palo Alto, CA USA, October 26th 2016)
Next Training: M&A Integration Essentials for Executives - Stockholm
books (Wiley)
Our approach benefits from our academic and training activity.
29
31. The Berlin Airlift is a symbol for cultural
is described by many as the birthplace of the Industrial Revolution.
The United Kingdom continues to build on its long history as a global leader
in engineering, R&D and innovation of all kinds, be it technology, life sciences, media,
financial services, consulting or law.
The Berlin Airlift integrated two seemingly separate parts
of Germany. It build the cornerstone for the reunification
of East and West Germany and thus created significant
cultural and financial development.
A global consultancy specialized
in pre and post merger
integration separation and
transformation
Thomas Kessler
Partner GPMIP
Germany
+49 172 255 9788
thomas.kessler@gpmip.com
Thank you for
your attention!
32. Contact us:
team@midaxo.com
Thomas H Kessler
thomas.kessler@gpmip.com
If we didn’t answer your
question, we’ll reply by
email.
Stay tuned for our next
webinar!
Thank you for attending our
webinar!
We hope you found it useful.