The document discusses strategies for maximizing value from mergers and acquisitions (M&A) and managing innovation portfolios. It outlines challenges with M&A integration and portfolio management. Key steps in the M&A process are described, from due diligence to post-acquisition integration. Effective portfolio management involves gaining visibility, aligning investments, prioritizing projects, and developing execution discipline. Tools and approaches can help address common issues and improve the ability to create value through M&A and innovation portfolios.
The power of being understood
presented by Mike Ward
RSM and Sellafield
Shaping your portfolio to realise Organisational Strategy (design and prioritisation through to implementation and success)
APM Portfolio SIG conference
Thursday 12th May 2016
Designing the portfolio
presented by Dan Jones
Nationwide Building Society
Shaping your portfolio to realise Organisational Strategy (design and prioritisation through to implementation and success)
APM Portfolio SIG conference
Thursday 12th May 2016
Portfolio Management Fundamentals training conveys the instruments and techniques to help you screen the portfolio and task sources to upgrade the portfolio management execution in your enterprise.
Portfolio Management Fundamentals training offers a methodical technique to producing and management of a venture portfolio.
TONEX Training Format
Portfolio Management Fundamentals training is consolidated of hypothesis and hands-on modules.
Hypothesis and ideas are conveyed through intelligent talks and introductions
Down to earth exercises are given through hands-on workshops, classes, and gathering exercises
Audience
Portfolio Management Fundamentals training is a 3-day course intended for:
Program administrators
Item administrators
Portfolio administrators
Senior officials responsible for enterprise arrangements/Managers responsible for creating authoritative approaches or for offering key suggestions
Training Objectives
Upon the culmination of Portfolio Management Fundamentals training, participants can:
Recognize portfolio management from other management types
Interface ventures to corporate key objectives
Portray what is remembered for venture prioritization in huge, complex enterprises
Determine and utilize a model of venture prioritization to coordinate
Encourage the portfolio management methodology
Consider portfolio management viability
Assess the benefits of portfolio management
Dissect the job of venture portfolio management in the authoritative accomplishments
Build up an example for deciding and utilizing choice prerequisites
Clarify and expound the bases of vital resourcing
Course Outline
Review of Portfolio Management
Components of Portfolio Management
Beginning on the Project Portfolio Management
Dealing with the Project Portfolio
Dynamic Portfolio Management Fundamentals
Anticipated Revenues and Assessment
Dynamic Portfolio Management Performance
Learn more.
Portfolio management training
https://www.tonex.com/training-courses/portfolio-management-fundamentals-training/
As Associate Principal at The Monitor Group (now Monitor Deloitte) in China, part of my of my role was helping train 1st Year consultants. This is the summary presentation from a day long Masterclass in the commonly used techniques in assessing a firm's "true" value.
The power of being understood
presented by Mike Ward
RSM and Sellafield
Shaping your portfolio to realise Organisational Strategy (design and prioritisation through to implementation and success)
APM Portfolio SIG conference
Thursday 12th May 2016
Designing the portfolio
presented by Dan Jones
Nationwide Building Society
Shaping your portfolio to realise Organisational Strategy (design and prioritisation through to implementation and success)
APM Portfolio SIG conference
Thursday 12th May 2016
Portfolio Management Fundamentals training conveys the instruments and techniques to help you screen the portfolio and task sources to upgrade the portfolio management execution in your enterprise.
Portfolio Management Fundamentals training offers a methodical technique to producing and management of a venture portfolio.
TONEX Training Format
Portfolio Management Fundamentals training is consolidated of hypothesis and hands-on modules.
Hypothesis and ideas are conveyed through intelligent talks and introductions
Down to earth exercises are given through hands-on workshops, classes, and gathering exercises
Audience
Portfolio Management Fundamentals training is a 3-day course intended for:
Program administrators
Item administrators
Portfolio administrators
Senior officials responsible for enterprise arrangements/Managers responsible for creating authoritative approaches or for offering key suggestions
Training Objectives
Upon the culmination of Portfolio Management Fundamentals training, participants can:
Recognize portfolio management from other management types
Interface ventures to corporate key objectives
Portray what is remembered for venture prioritization in huge, complex enterprises
Determine and utilize a model of venture prioritization to coordinate
Encourage the portfolio management methodology
Consider portfolio management viability
Assess the benefits of portfolio management
Dissect the job of venture portfolio management in the authoritative accomplishments
Build up an example for deciding and utilizing choice prerequisites
Clarify and expound the bases of vital resourcing
Course Outline
Review of Portfolio Management
Components of Portfolio Management
Beginning on the Project Portfolio Management
Dealing with the Project Portfolio
Dynamic Portfolio Management Fundamentals
Anticipated Revenues and Assessment
Dynamic Portfolio Management Performance
Learn more.
Portfolio management training
https://www.tonex.com/training-courses/portfolio-management-fundamentals-training/
As Associate Principal at The Monitor Group (now Monitor Deloitte) in China, part of my of my role was helping train 1st Year consultants. This is the summary presentation from a day long Masterclass in the commonly used techniques in assessing a firm's "true" value.
Better business cases overview presentation and notesMartyn Kinch
Better Business Cases Presentation to the SPPMG with notes covering the 5 Case Model and Business case structure, with the key 10 steps broken down and explained. Please contact me if you would like the powerpoint version with comprehensive notes, as these do not seem to appear on the uploaded version.
BBC Is a great liitle method - give it a try on your next Business Case!
Portfolio Rationalization - Making Sound Financial and Strategic Decisions in...Robert Greiner
This presentation outlines a methodology and set of frameworks useful for making strategic product portfolio rationalization decisions in times of uncertainty intelligently and quickly (rapid vs. rushed) regardless of organization size.
Additionally, we provide thoughts and ideas around the current emergent state of the world & market due to COVID-19 and how organizations can effectively navigate through three key phases.
Delivering Value with Financial Performance: Leading FP&A Practices of High-G...Proformative, Inc.
The FP&A organization along with the rest of finance is undergoing a transformation, with increasing responsibilities and their accompanying challenges, all of which have to be undertaken with limited resources. FP&A leaders, like their peers in other finance groups, are being asked to elevate their focus and extend their reach across the organization, while still delivering on traditional blocking and tackling activities. Hear from FP&A leaders who have created significant company value while navigating high growth business environments. Learn how best practices – on KPIs, planning cycles, rolling forecasts, and other techniques – have enabled high performance, both for their functions and for their overall business.
Speakers: Eileen Tobias, Sr. Director of FP&A, NetSuite
Eric Zimmerman, Manager of Financial Planning and Analysis, Infusionsoft
Presentation delivered at ProformaTECH 2014 - http://www.proformatech.com
Track: Operational Advantage | Session: 4
Mergers and Acquisitions Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey & Deloitte Consultants, and JP Morgan Investment Bankers, after more than 2,000 hours of work. It is considered the world's best & most comprehensive Mergers and Acquisitions Toolkit. It includes all the Frameworks, Tools & Templates required to improve the M&A capability of your organization and boost your personal career. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Financial Metrics to Drive Strategic Portfolio Performance Sopheon
While all companies forecast the financial impact of their new product development investments, not all realize that the specific metrics that are used to rank and select projects heavily influence the performance of portfolios, possibly towards an unintended outcome.
This webinar explores typical project and portfolio valuation metrics with respect to what these metrics specifically indicate, and the decision-making behaviors they drive.
Given that the most successful portfolios are guided by a focused innovation strategy, which metrics should your organization be using to measure and maximize investment performance?
During this session you will learn:
How to choose the right financial metrics to drive your innovation strategy
Understand the unintended consequences of picking the wrong financial metrics
How financial metrics drive different decision-making behavior.
View the webinar in its entirety at: http://budurl.com/ld4g
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
Do You have the Key Processes and Capabilities for Exceptional Innovation?Sopheon
Andy Michuda, CEO & President of Sopheon, speaks to the innovation and NPD challenge - closing the business strategy and execution gap - along with four innovation trends to watch. This was presented at the Chief Innovation Officer Summit (CINO) 2014 in London.
Beyond Budgeting offers a proven and coherent alternative to serious problem in management today. The main purpose is not to get rid of budgets, but to take reality seriously, both the world around us and people in the organisation. The three different (and often conflicting) budget purposes of target setting, forecasting and resource allocation are not abolished, but separated and improved in ways not possible when all three are crammed into one annual set of budget numbers.
Company Intro of Proactive M&A, a partnership of senior alumni of global top tier strategy consulting firms (such as BCG, A.T. Kearney) and of the Big Four.
In 2013, as a result of successful projects the „Attracting capital” business unit of the Proactive Group has grown into an independent affiliate under the name Proactive M&A.
Leveraging the synergy between PM&A and other member of the Proactive Group we offer full range of services to our Clients in all phases of the M&A process.
Buy-side: We support our Clients from development of growth strategy until purchasing the company fit best to their strategic objectives.
Sell-side: As coordinating the preparation and the negotiation process we support our Clients to reach the highest selling price possible.
With presence in many countries worldwide (including Switzerland, Serbia, Germany, France, Romania) we are able to support multinational M&A activities and expansions to foreign markets as well.
In case we may be assistance or you have found our Intro interesting, please do not hesitate to contact us.
Value creation through M&A - A best practice framework for management and boa...Exemplum
This paper provides management teams and boards with a best practice framework to help them pursue, evaluate, and effect M&A and partnership opportunities. It also includes detailed management and board checklists.
Better business cases overview presentation and notesMartyn Kinch
Better Business Cases Presentation to the SPPMG with notes covering the 5 Case Model and Business case structure, with the key 10 steps broken down and explained. Please contact me if you would like the powerpoint version with comprehensive notes, as these do not seem to appear on the uploaded version.
BBC Is a great liitle method - give it a try on your next Business Case!
Portfolio Rationalization - Making Sound Financial and Strategic Decisions in...Robert Greiner
This presentation outlines a methodology and set of frameworks useful for making strategic product portfolio rationalization decisions in times of uncertainty intelligently and quickly (rapid vs. rushed) regardless of organization size.
Additionally, we provide thoughts and ideas around the current emergent state of the world & market due to COVID-19 and how organizations can effectively navigate through three key phases.
Delivering Value with Financial Performance: Leading FP&A Practices of High-G...Proformative, Inc.
The FP&A organization along with the rest of finance is undergoing a transformation, with increasing responsibilities and their accompanying challenges, all of which have to be undertaken with limited resources. FP&A leaders, like their peers in other finance groups, are being asked to elevate their focus and extend their reach across the organization, while still delivering on traditional blocking and tackling activities. Hear from FP&A leaders who have created significant company value while navigating high growth business environments. Learn how best practices – on KPIs, planning cycles, rolling forecasts, and other techniques – have enabled high performance, both for their functions and for their overall business.
Speakers: Eileen Tobias, Sr. Director of FP&A, NetSuite
Eric Zimmerman, Manager of Financial Planning and Analysis, Infusionsoft
Presentation delivered at ProformaTECH 2014 - http://www.proformatech.com
Track: Operational Advantage | Session: 4
Mergers and Acquisitions Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey & Deloitte Consultants, and JP Morgan Investment Bankers, after more than 2,000 hours of work. It is considered the world's best & most comprehensive Mergers and Acquisitions Toolkit. It includes all the Frameworks, Tools & Templates required to improve the M&A capability of your organization and boost your personal career. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Financial Metrics to Drive Strategic Portfolio Performance Sopheon
While all companies forecast the financial impact of their new product development investments, not all realize that the specific metrics that are used to rank and select projects heavily influence the performance of portfolios, possibly towards an unintended outcome.
This webinar explores typical project and portfolio valuation metrics with respect to what these metrics specifically indicate, and the decision-making behaviors they drive.
Given that the most successful portfolios are guided by a focused innovation strategy, which metrics should your organization be using to measure and maximize investment performance?
During this session you will learn:
How to choose the right financial metrics to drive your innovation strategy
Understand the unintended consequences of picking the wrong financial metrics
How financial metrics drive different decision-making behavior.
View the webinar in its entirety at: http://budurl.com/ld4g
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
Do You have the Key Processes and Capabilities for Exceptional Innovation?Sopheon
Andy Michuda, CEO & President of Sopheon, speaks to the innovation and NPD challenge - closing the business strategy and execution gap - along with four innovation trends to watch. This was presented at the Chief Innovation Officer Summit (CINO) 2014 in London.
Beyond Budgeting offers a proven and coherent alternative to serious problem in management today. The main purpose is not to get rid of budgets, but to take reality seriously, both the world around us and people in the organisation. The three different (and often conflicting) budget purposes of target setting, forecasting and resource allocation are not abolished, but separated and improved in ways not possible when all three are crammed into one annual set of budget numbers.
Company Intro of Proactive M&A, a partnership of senior alumni of global top tier strategy consulting firms (such as BCG, A.T. Kearney) and of the Big Four.
In 2013, as a result of successful projects the „Attracting capital” business unit of the Proactive Group has grown into an independent affiliate under the name Proactive M&A.
Leveraging the synergy between PM&A and other member of the Proactive Group we offer full range of services to our Clients in all phases of the M&A process.
Buy-side: We support our Clients from development of growth strategy until purchasing the company fit best to their strategic objectives.
Sell-side: As coordinating the preparation and the negotiation process we support our Clients to reach the highest selling price possible.
With presence in many countries worldwide (including Switzerland, Serbia, Germany, France, Romania) we are able to support multinational M&A activities and expansions to foreign markets as well.
In case we may be assistance or you have found our Intro interesting, please do not hesitate to contact us.
Value creation through M&A - A best practice framework for management and boa...Exemplum
This paper provides management teams and boards with a best practice framework to help them pursue, evaluate, and effect M&A and partnership opportunities. It also includes detailed management and board checklists.
Narrated copy of "Project Portfolio Selection" presentation made to the PMI Symposium 2008 in Ottawa. Puts forward a scoring model for selecting projects which are best aligned against organizational strategies and goals.
Can be downloaded and listened to.
Delivering engagement in integration webinar
Thursday 3 September 2020
presented by
Jon Burke
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/delivering-engagement-in-integration-webinar/
Research and development can be the most productive and successful part of a company. With a business value driven R&D process and good portfolio optimization tools one can even tenfold the R&D value, making it by far the most successful part of the company.
Leading Transition From Strategy Development to DeploymentHuman Capital Media
The world’s best strategy is useless without employees mobilized to execute it. While there are hundreds of business books dedicated to how to develop a strategy, few explain its deployment and why 80 percent of new strategies fail to yield results. In this session, David Dart, vice president of human resources at Celanese Corp., will discuss key steps in transitioning a strategy from development to deployment and how the human resources function should lead this activity.
In this session, attendees will learn:
• The definition of an operating model and how it fits into strategy deployment.
• The key steps in developing an operating model for your organization.
• Methods of deploying an operating model effectively to ensure anticipated results are achieved.
Speaker: David Dart, Vice President, Human Resources – Specialized Materials, Celanese, Inc.
Similar to Mergers & Acquisition Puzzle + Innovation Management (20)
Neural Aerospace Manufacturing – a highly networked ecosystem that is connected, intelligent, resilient, automated, adaptive, personalized, and cognitive
Ac 9 academic research - san jose state university _ scorecard _ institution...Sandeep (Sandy) Muju
AASHE STARS Gold Report
The Sustainability Tracking, Assessment & Rating System™ (STARS®) is a transparent, self-reporting framework for colleges and universities to measure their sustainability performance
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
3. 1.0 M&A and Integration Puzzle:
creating value in-organically
Contents
2.0 Corporate Portfolio Management:
sustaining value creation organically
4. 1.0 M&A and Integration
Pre-deal
analysis
Due diligence
and contract negotiation
Pre-close planning
and integration launch
Portfolio Hold Period
( 3 to 5 years typical)
LOI/Term Sheet Sign / Announce Close / Day 1
Control and stabilize Capture and create valueFinalize financial plan of record
• Revise key model
assumptions based on
diligence findings
• Estimate synergies
• Finalize deal terms
Develop preliminary
Target Operating Model
• High-level decisions
regarding products,
customers, distribution, IT
and operations
• Estimate key integration costs
• Identify key personnel to
retain
Develop detailed
Target Operating Model
• Perform confirmatory
synergy analysis
• Detailed future
organizational
design, plan,
execution strategy
and performance
measurements for
combined business
Characteristics:
• Developed and
communicated early
• Clear and
unambiguous
• Cross-functional
Build integration foundation
• Integration strategy and
guiding principles
• High-level roadmap
• IMO capabilities, structure
and tool set
• Communications plan
Refine and launch IMO
• Prioritize Day-1
mission critical
requirements
• Day-100 planning
• Identify “quick wins”
and “keep list”
• Ongoing
communication
Post Deal Integration Phase
•Strategic
rationale
(the 9 C’s)
•Key value
drivers
(12 Metrics)
•Preliminary
financial
model
•Transaction
structure
Completecriticaloperating
tasks
Day1communications
Execute the Day 100 Plan
• Operations / back-office
/ facility integration
• Implement required post-
close control actions
Perform Day 100+ planning
• Begin execution of
detailed integration plans
Roll out the operational plan
• Implement new operating
model
• Align skills with key
integration activities
Post Deal Business Value
creation
• Transform to new
operating model
• Complete workforce
transition
• Manage country and
regional differences
• Implement, track and
monitor integration plan
and value capture
initiatives
• Operational efficiency
and increasing operating
margins.
• Working capital,
Inventory and Cash flow
optimization
• Sustainable growth
strategies (a) for existing
products/services, (b)
for existing markets/
customers
Ensure business continuity
Execute “quick wins”
5. Post Deal: Portfolio Company Value Enhancement
through “Operational” improvements
Working Capital,
Inventory, Cash Flow
Improvement
Operational
Efficiencies, Operating
Margin Improvement
Growth – New
Markets/Customers,
New Products/Services
Sustainable Business
Value Enhancement
Pre
Buyout
Phase
Sell
Phase
Portfolio Hold Phase (3-5 yr period) – Enhancing EV/EBITDA
…….
…..
…….
…..
…….
…..
6. Working Capital, Inventory, Cash
Flow Improvement
Lean Enterprise
Operational streamlining,
Cash-flow improvements,
Inventory - JIT, VMI
S&OP/SIOP/IBP
Cash Flow
Operational Efficiencies, Operating
Margin Improvement
Value Stream Mapping
Supply chain and sourcing
Cost reduction strategies
Spend Analysis
Profitability Analysis
SG&A Analysis
Profitability (Cost)
Growth – New Markets/Customers,
New Products/Services
New products
NPI/IPDS, PLM, PMO, BPM,
Technology planning, New
product portfolio balancing
New markets
Marketing processes,
Sales incentives structure
Adjacent markets
Globalization
Revenue (Growth)
Organizational
Development & IT
Organizational Assessment,
HCM Best Practices,
Organizational Design,
Employee Engagement
IT infrastructure assessment
& improvements
Human Capital and IT
Infrastructure
Enterprise
Value
Post Deal: Portfolio Company Value Enhancement
through “Operational” improvements
7. Gain visibility on the projects portfolio
Align the innovation investments with stakeholder objectives
Make the right choices when prioritizing investments and projects
2.0 Corporate Innovation Portfolio Management
Improve ability to execute on innovation value generation
Organic Value Creation & Management Approach
8. Project information is hard to collect
◦ No standardized way to document projects
◦ Incomplete documentation
◦ Non-centralized information
◦ Projects at different stages of their life cycle
Inadequate portfolio view
◦ Project investments are unorganized No
framework, no tool, no time, no resource
◦ Too many projects or information to analyze
◦ Programs reflect capital authorization instead of
logical sequencing
Ineffective communication about the
portfolio
◦ Business is not interested
◦ Unsure about what to communicate
◦ No clear executive view of the portfolio and its
business impacts
◦ Unclear strategy execution
Gain Portfolio-wide Visibility into Projects
The issues The propositions
A simple format to
collect project
information and to
guide project
managers about
what to document
A logical grouping of
initiatives in a
project-program
portfolio hierarchy
A single view of current
and proposed portfolios
(which projects, when,
at what cost, for what
purpose) highlighting
financial & non-
financial benefits, risks,
and payback periods
Project
B
Project
C
Project
D
Project
A
Program
1
Program
2
Portfolio
Project
E
9. Project value is hard to define
◦ Unable to scope projects to deliver optimum
value
◦ Can’t measure where the portfolio will have
the most impact on value
◦ No link between portfolio and share price
Project performance targets are not
specified
◦ Measurement is different for each project
◦ Hard to capitalize on project process maturity
◦ Too many variables (or inconsistent variables)
complicate comparison of projects
Strategic Alignment is unclear
◦ Unable to obtain clear sponsorship from
business (CSD versus BSD)
◦ No clear linkage between corporate strategic
objectives and investment strategy
◦ Can’t identify where the portfolio fails to
support business
◦ Corporate, Business and Innovation group
roles and responsibilities are unclear
Align Investments with Stakeholder Objectives
The issues
Our Objective: improve growth through innovation
Our Portfolio: 65% of initiatives support cost reduction?
(Better start asking questions…)
A standard
framework for
identifying project
impacts on balance
sheet, income
statement and share
price
MAINTENANCE
A clear categorization of
investment types, allowing
alignment to business
objectives (CSD, BSD)
An adapted business case that
reflects project diversity and
enables comparison and
prioritization of projects
The propositions
10. Projects can’t be compared
◦ Investments underway are not the ones with
the most value
◦ Projects types and benefits are too different
Project prioritization process is unclear
◦ Business Units don’t participate in project
selection
◦ No common criteria to prioritize projects
Investments can’t be justified
◦ Politics play a bigger role than business
value
◦ Incomplete or non-existent financial data
◦ Undocumented benefits
◦ Difficult to justify some types of projects
Prioritizing Investments
The issues
A value / risk matrix
clearly identifying
the projects with the
most enterprise
value and the least
risk or complexity
A view of the planned
benefits and their
impact on the
company for the next
several years, which
allows you to control
the portfolio’s
execution and impact
on the company.
The propositions
A1
A2
A3
A4
A5
A6
A7
A8
A9
A10
A11A12
A13
I1
I2
I3
I4
I5
I6
I7
I8
O1
O2
O3
O4
O5 O6
O7
O8
T1
T2
T3T4
T5T6
T7
T8
Low Risk
High Value
Low Value
High Risk
Overall
Benefits
11. Unable to adapt to changes
◦ Difficult to identify and discontinue troubled projects
◦ Portfolio does not adapt to changing objectives
◦ Business case evolves, but projects not re-assessed
Lack of comprehensive, continuous view of the
portfolio
◦ Projects have conflicting objectives, timelines,
and priorities
◦ Redundant or overlapping projects with double-
counted benefits
◦ New opportunities at mid-year aren’t considered
Inadequate integration with the other business
management processes and approaches
◦ Program Management not blended with 6-Sigma
◦ Portfolio management not linked with strategic
planning and budgeting processes
◦ Continuous reviews not tied to PMO
gates/checkpoints
Develop Strategy Execution Discipline
The issues The propositions
A rolling execution process
to monitor and maintain
portfolio alignment with
objectives.
An ability to compare and
prioritize projects of
different length, styles,
status at any stage of their
execution.
A consistent framework to
integrate all rewards
systems, standards,
governance approaches
into Risk/Reward balanced
Value generation.
Monitor Portfolio
Status and
Performance
Identify New
Opportunities
Reprioritize /
Optimize
Portfolio
Policies
and
Rewards
Roles
and
Respons.
Methods &
Approaches
Tools and
Enablers
Organizational
Structure
Deployment
and
Monitoring
12. Determine Most
Relevant Costs and
Benefits for Each
Project Type with
Business Cases
Innovation Portfolio Management Landscape
Portfolio Landscape helps speed-up the journey through every step of Portfolio Management.
Set up
Portfolio
Develop
Prioritization
Model
CollectCollect
ProjectProject
InformationInformation
Collect
Project
Information
AnalyzeAnalyze
PortfolioPortfolio
Analyze
Portfolio
PrioritizePrioritizePrioritize
Project &
Programs
Communicate
& Report
Deploy &
Execute
Portfolio
Monitor
Programs
& Projects
Monitor
Changes
Determine your
prioritization criteria, input
constraints, success KPIs,
performance thresholds.
Collect project data
with standardized
template
Consolidate information
and produce reports to
highlight key Portfolio
and Project data in
support of the
prioritization process
A1
A2
A3
A4
A5
A6
A7
A8
A9
A10
A11A12
A13
I1
I2
I3
I4
I5
I6
I7
I8
O1
O2
O3
O4
O5 O6
O7
O8
T1
T2
T3T4
T5T6
T7
T8
Low Risk
High Value
Low Value
High Risk
Monitor the portfolio
performance
Completed per initiative sponsors
Team Established/
Well Underway
Target Identified
$x$x
$x
$x
$x
$x
Revised Original
Target Identified
Team Established/ Well Underway
Completed per Initiative Sponsors
Translates to a
$x MM annual
run rate
Benefit Tracking Report
Time
EBITDAImpact($M)
FY03 Opportunity
FY05 Target - ΔEP=$200M ΔEBITDA=$330M
13. Contact
Cell: (323) 947-7029
Email: smuju@ibtransform.com
LinkedIn: https://www.linkedin.com/in/sandeepsandymuju/
Sandeep (Sandy) Muju brings a versatile and seasoned techno-commercial leadership background. He believes that
in today’s global environment, effective enterprise value creation needs to not only focus on organic value creation levers
but also explore in-organic avenues to fill-gaps and keep pace with hyper-competitive external environment.
Building on his engineering technology foundation, he brings broad-based experience in business strategy, P&L
financial management, startup/greenfield projects launch, programs (PMO) and technology management, lean six sigma
business process improvements, product marketing and NPI, global operations and supply chain management, M&A and
post-M&A integration, business transformations, personnel management and organizational development. He has served in
senior leadership capacities with Fortune 500 corporations, served in management consulting capacity guiding and
influencing global organizations as large as $60B+ in revenues with 100,000+ employees, as well as has hands-on P&L
experience with mid-sized companies, and high-growth startup and entrepreneurial organizations.
Sandeep “Sandy” Muju