The document discusses how organizations can leverage technology and business process improvements to better understand their internal and external clients. It explores how enterprise resource planning, supply chain management, and customer relationship management systems allow firms to improve production, logistics, finance, human resources, and marketing. However, obstacles like technology limitations, inflexible processes, and risk-averse corporate cultures can inhibit organizations from enriching the customer experience. The key is modifying one or more of these elements to facilitate a higher quality of conversation between a firm and its clients.

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Process
Centric Systems
Productivity is a measure of
your ability to act on real-time
information

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What is our organizational focus?
What are we trying to improve?
What knowledge do we need to
capture?
What can we leverage to improve
the system?
How will we measure the results?
Focus Improve Knowledge Leverage Measure
Organization Processes Explicit Transactions Efficiency
IntroIntro ValueValue ApproachApproachRealityReality ConcernsConcerns

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•What is the frame (beliefs, prejudices,
experience) that determines what we see?
•Which figures are important (what do they
mean, how can we compare them, how do
they provide a call to action)?
•What determines the horizon (one, two or
three point perspective of where we need to
direct our attention)?
•What is the role of the Oracle (in this case
technology) : to do it for us,? tell us what to
do? to provoke discussion?
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To help us understand the motivations, experience and objectives of the
internal and external clients of the organization
 ROI
 Real time data
 ...
Stockholders
 Competition
 “made in” “made by”
 ...
The State
 Peu de barrières d’entrée
 Acquisitions, OPA...
Partners
 Loyalty
 Real costs
 ...
Clients
The Enterprise
 Mobility
 Empowerment
 ...
Employees
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The financial perspective
(enterprise resource planning)
The logistics perspective (supply
chain management)
The client perspective(client
relationship management)
The community perspective(social
media)
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ERP SCM CRM
History MRP Total Quality
Management
Client contact
systems
Measure Quantitative
Static
Quantitative
Dynamic
Qualitative
Perimeters Inside a firm Between firms Between firms
and clients
ROI 5 to 7 years 1 to 3 years 6 months to 1
year
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Market Share Analysis: ERP Software Worldwide, 2012
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Gartner, 2010
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Market Share Analysis: Customer
Relationship Management Software,
Worldwide, 2012
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• The obstacles are technology, process
and corporate culture
• The solution is to modify one of
several of these elements to enrich the
« customer » experience
• It is not a question of the quantity of
the data but of the quality of the
conversation.
“The gap between our objectives, our
actions and results continues to
grow…”
IntroIntro PerspectivePerspective MirrorMirrorValueValue DeliverablesDeliverables

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Business value comes from how technology
allows a firm to better understand its internal
and external clients.
Today’s success stories are firms that have used
internet technologies :
 to improve production and logistics
 finance (
 human resources, and
 marketing).
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L. SCHLENKER
L. SCHLENKER
L. SCHLENKER
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Focus Benefits
Within a Company Cost, Speed, Accuracy,
Communication
Across the Value Chain Visibility, Collaboration, Stock,
Design
Restructuring the Value Chain Optimizing, Modifying,
Virtualizing
Across Multiple Chains Auctions, Procurement,
Communities
New Business Opportunities New Channels, Markets, Mass
Personalization

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L. SCHLENKERL. SCHLENKERL. SCHLENKER
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L. SCHLENKER
Interfaces using “batch” operations
L. SCHLENKERL. SCHLENKERL. SCHLENKER
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• A unique data model
• Data dictionnary
• Single data base
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What is our organizational focus?
What are we trying to improve?
What knowledge do we need to
capture?
What can we leverage to improve
the system?
How will we measure the results?
Focus Improve Knowledge Leverage Measure
Organization Processes Explicit Transactions Efficiency
IntroIntro ValueValue ApproachApproachRealityReality ConcernsConcerns

28. ©2012 LHST sarl
•What is the frame (beliefs, prejudices,
experience) that determines what we see?
•Which figures are important (what do they
mean, how can we compare them, how do
they provide a call to action)?
•What determines the horizon (one, two or
three point perspective of where we need to
direct our attention)?
•What is the role of the Oracle (in this case
technology) : to do it for us,? tell us what to
do? to provoke discussion?
IntroIntro ValueValue ApproachApproachRealityReality ConcernsConcerns

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Traditional
Enterprise
1.Normalized Transactions
2.Single-Owner
3.Generalized Interfaces
4.Applications
5.Synchronous
6.Tightly Coupled
1.Multiowned
Transactions
2.Single Owner
3.Personalized
Interfaces
Business Community
Matthew J. Dovey
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