The document discusses how top-performing companies maximize enterprise value through operational improvement and business process optimization. It finds that maximum value can be derived from a small set of high-impact initiatives that are identified through performance benchmarking. Specifically, the document outlines some potential high-yield strategies for procurement, supply chain, and G&A expenses that top companies employ, such as driving more spend under contract and integrating planning processes. It also stresses the importance of taking an end-to-end process view and establishing governance structures to ensure continuous value creation.
Profitiviti Business Operations Intelligence ArticleSteve Raack
The document discusses a methodology called Business Operations Intelligence that helps companies gain insights into their business operations through data analysis. It involves defining all business processes, including both departmental and enterprise-wide processes. The methodology then ranks processes based on their impact and efficiency to identify opportunities for improvement. Implementing this methodology provides executives with information to make more informed decisions and pursue initiatives that can significantly improve profitability.
Transformational deals have become desirable, but business leaders agree that they are the most difficult transactions in M&A today. This article lists seven fundamental tenets of M&A integration that can help your company shift its business model and maybe reshape its industry.
Operational effectiveness involves performing activities better than competitors, but it is not a strategy. While operational effectiveness improvements can create advantages, they are temporary and easy for competitors to copy. A true strategy requires performing different activities than competitors or performing similar activities in unique ways to create sustained advantages. The article argues that many companies over-rely on operational effectiveness initiatives at the expense of developing a distinct strategic position, leading to competitive disadvantages over the long run.
Who is increasingly instrumental in helping CEOs and Boards make high-impact decisions – the choices and trade-offs that build or destroy enterprise value? CFOs.
Based on input from more than 1,900 CFOs and senior Finance leaders worldwide, the IBM Global CFO Study indicates that the demands on CFOs are rising and extend well beyond traditional financial control and supervision.
But in a constantly changing environment, how can CFOs provide their enterprises with a competitive edge? How can they help the business make not just faster but smarter decisions?
In the 2010 study, one group of Finance organizations – called Value Integrators – consistently outperforms their peers. They are not only more effective, but their enterprises also perform better financially.
Their secret? Driving a combination of two key capabilities – Finance efficiency and business insight – across their organizations. Although study results show that each capability provides important benefits, the highest performers excel at both.
Read the study to learn more about this multiplier effect and how to create it within your own organization.
The Performance Conference will be held May 3-5, 2011 in Chicago, IL. It will feature 12 comprehensive tracks on strategies for driving growth, sustaining results, managing organizational performance, and more. Business executives from various industries will gather to explore ways to overcome challenges in business performance, discover innovations in performance management, process improvement, customer experience, and business intelligence. The conference will focus on performance management systems, measures, metrics, employee performance, and customer experience. Attendees will include C-level executives, directors, managers, analysts, and others involved in business planning, corporate performance, and strategy execution from industries such as financial services, retail, healthcare, technology, and more.
Business Intelligence: Performance Management AXIS, Q1, 2009telcobiaas
This document provides an overview of performance management and key barriers to its success. It discusses how best-in-class companies focus on agility, growth, and bottom-line results through defining, tracking, and taking action on key performance indicators. The document also introduces Aberdeen's AXIS methodology for evaluating performance management software vendors and provides snapshots of four top vendors: Dundas, Microsoft, Oracle, and QlikTech.
The document provides an overview of performance management software and key performance indicators (KPIs). It discusses how top-performing companies focus on KPIs across financial, customer, process, and organizational areas to improve agility, growth, and bottom-line results. The document also identifies common barriers to successful performance management initiatives such as data quality issues and a lack of easy-to-use tools. It analyzes the performance of vendors in the space such as Dundas, Microsoft, Oracle, and QlikTech and provides recommendations for companies looking to select a performance management solution.
Improving business performance through the recession: Are your HR systems fit...Softworld
Chris Murray and Andrew Knight, HR Technology Consulting, PricewaterhouseCoopers
Practical advice on using HR technology to deliver business strategy, maximise return on investment and gain competitive advantage as you exit the recession.
Profitiviti Business Operations Intelligence ArticleSteve Raack
The document discusses a methodology called Business Operations Intelligence that helps companies gain insights into their business operations through data analysis. It involves defining all business processes, including both departmental and enterprise-wide processes. The methodology then ranks processes based on their impact and efficiency to identify opportunities for improvement. Implementing this methodology provides executives with information to make more informed decisions and pursue initiatives that can significantly improve profitability.
Transformational deals have become desirable, but business leaders agree that they are the most difficult transactions in M&A today. This article lists seven fundamental tenets of M&A integration that can help your company shift its business model and maybe reshape its industry.
Operational effectiveness involves performing activities better than competitors, but it is not a strategy. While operational effectiveness improvements can create advantages, they are temporary and easy for competitors to copy. A true strategy requires performing different activities than competitors or performing similar activities in unique ways to create sustained advantages. The article argues that many companies over-rely on operational effectiveness initiatives at the expense of developing a distinct strategic position, leading to competitive disadvantages over the long run.
Who is increasingly instrumental in helping CEOs and Boards make high-impact decisions – the choices and trade-offs that build or destroy enterprise value? CFOs.
Based on input from more than 1,900 CFOs and senior Finance leaders worldwide, the IBM Global CFO Study indicates that the demands on CFOs are rising and extend well beyond traditional financial control and supervision.
But in a constantly changing environment, how can CFOs provide their enterprises with a competitive edge? How can they help the business make not just faster but smarter decisions?
In the 2010 study, one group of Finance organizations – called Value Integrators – consistently outperforms their peers. They are not only more effective, but their enterprises also perform better financially.
Their secret? Driving a combination of two key capabilities – Finance efficiency and business insight – across their organizations. Although study results show that each capability provides important benefits, the highest performers excel at both.
Read the study to learn more about this multiplier effect and how to create it within your own organization.
The Performance Conference will be held May 3-5, 2011 in Chicago, IL. It will feature 12 comprehensive tracks on strategies for driving growth, sustaining results, managing organizational performance, and more. Business executives from various industries will gather to explore ways to overcome challenges in business performance, discover innovations in performance management, process improvement, customer experience, and business intelligence. The conference will focus on performance management systems, measures, metrics, employee performance, and customer experience. Attendees will include C-level executives, directors, managers, analysts, and others involved in business planning, corporate performance, and strategy execution from industries such as financial services, retail, healthcare, technology, and more.
Business Intelligence: Performance Management AXIS, Q1, 2009telcobiaas
This document provides an overview of performance management and key barriers to its success. It discusses how best-in-class companies focus on agility, growth, and bottom-line results through defining, tracking, and taking action on key performance indicators. The document also introduces Aberdeen's AXIS methodology for evaluating performance management software vendors and provides snapshots of four top vendors: Dundas, Microsoft, Oracle, and QlikTech.
The document provides an overview of performance management software and key performance indicators (KPIs). It discusses how top-performing companies focus on KPIs across financial, customer, process, and organizational areas to improve agility, growth, and bottom-line results. The document also identifies common barriers to successful performance management initiatives such as data quality issues and a lack of easy-to-use tools. It analyzes the performance of vendors in the space such as Dundas, Microsoft, Oracle, and QlikTech and provides recommendations for companies looking to select a performance management solution.
Improving business performance through the recession: Are your HR systems fit...Softworld
Chris Murray and Andrew Knight, HR Technology Consulting, PricewaterhouseCoopers
Practical advice on using HR technology to deliver business strategy, maximise return on investment and gain competitive advantage as you exit the recession.
Strategic Human Resource Design & linking it with Corporate Realities - "Bra...Farooq Omar
This is a real time brainstorming exercise for the business managers and Human Resource executives to analyze this artistically to enhance critical and creative skills to get into a 'Today's Future' . I tried it in academics in EMBA programs and workshops and got excellent results, from those who are more inclined to 'unlearn & learn' at the same time.
If done correctly, they will learn that the CV's at a glance means just gaps and real competencies which an organization demands to feed its functional and operational efficiency to perform par excellence are missed.
The net result is inefficiencies rather than efficiency and productiveness. The selection from using 'keywords' is a stone age practice, still in practice in many organizations. The careful analysis and coming out with value answers will help HR as a part of company's performance indicators, rather than just 'fiddling with papers and judging the applicant with his shinny CV and good looks.
Looks matter, but looks with a competencies person, who may not have a long tail of corporate attachments may very well be the best person for your organization. Such people are usually left out in the initial or first phase of our typical fancy HR rater models.
Annually, billions of dollars are lost in loss of innovation and wrongly applauded ROIs due to lost opportunities which are missed by using wrong 'fishing techniques' and rigid rules of engagement !Interestingly, there are still organizations who even modern times, gives more importance and interested in finding 20 years old 'terminal weakness', and over ride the newer expertise, talent and competencies. For example, some HR people will reject an applicant who had a bad CG PA in high school, but managed excellent outcomes later on in academics and working environment as well...'The poor cap'.!!!
1) Air Products and Chemicals Inc. (APCI) introduced a vision called "Deliver the Difference" to unify the organization and establish a "one company" focus on customers.
2) APCI is transforming itself to become more process-focused in order to drive productivity and customer value. Executive process owners were appointed to lead this effort and drive process convergence across the company.
3) APCI established a global process board and identified 13 global processes to standardize work processes on a global scale and improve efficiency. Extensive training was provided to employees on process management.
Interactive Intelligence was awarded the 2011 Company of the Year Award in Contact Center Systems in North America by Frost & Sullivan based on its strong growth strategy and execution. Interactive Intelligence grew its business in all six sub-segments of the contact center market in 2010, while also growing its market share. It was the only top vendor to experience organic growth through the economic downturn. Interactive Intelligence provides innovative products and technologies and delivers strong customer value through its Customer Interaction Center software suite.
Lead-to-Win 2012: Managing People, Process and Technology to Optimize the Las...DocuSign, Inc.
The document discusses optimizing the "last mile" of the sales cycle through managing people, processes, and technology. It analyzes research on 295 organizations to identify best practices. Best-in-Class organizations were defined as having 92% sales quota attainment, a 10.7% increase in proposals per rep monthly, and a 4.2% reduction in sales cycle. These top performers ensure legal compliance and have executive support for initiatives to shorten cycles. The document recommends reducing friction in the last mile by focusing on process/technology to shrink cycles and win more deals.
Driving Operation Innovation Using Lean Six SigmaLakesia Wright
IBM Global Business Services provides strategic insights to business executives through the IBM Institute for Business Value. This document discusses how leading companies like Caterpillar, POSCO, and ScottishPower have used Lean Six Sigma to drive broad operational innovation and financial performance beyond just process improvement. These companies established innovation-focused cultures and capabilities by using Lean Six Sigma to surface customer insights, analyze data, align business units, and establish enduring innovation processes.
The sample strategy maps document provides examples of strategy maps for different types of organizations, including a software company, healthcare organization, community bank, state department of transportation, federal government printing office, IT department, and finance function. The maps illustrate how each organization connects objectives across financial, customer, internal process, and learning & growth perspectives to achieve their overall vision or goals.
World-class procurement organizations are redefining their approach to focus on improving the stakeholder experience. To gain additional value and trust, procurement must view itself as customer-centric by understanding stakeholders, gathering feedback, analyzing results, and taking a holistic approach to customer service including self-service tools. This involves segmenting stakeholders, conducting formal surveys, communicating findings, and providing intuitive interfaces for common inquiries.
Workplace Diversity, Advancing The World Of WorkLakesia Wright
The document discusses how organizations can develop their human capital to better execute strategic plans. It argues that human capital should be at the core of strategy, rather than an afterthought. An effective approach integrates three elements: talent optimization to align workforce with strategy, promoting learning agility through collaboration, and developing innovation capabilities. By focusing on these areas and making human capital central, organizations can build an agile workforce that drives strategic change through creativity and new ideas.
Definitive Guide to Strategic Human Capital ManagementSumTotalSystems
The Definitive Guide to Strategic Human Capital Management” provides insight into:
The visibility and information needed to proactively manage your business and your talent
Keys to recruiting and hiring the best talent
Ways to nurture and optimize your existing talent, including best practices in assessing and developing employees
Mitigating risks and lost productivity due to employee absence
Benefits of developing a high-level view of the health of the company using HCM data and KPIs
The document discusses how technology companies can increase shareholder returns through effective strategic planning and business alignment. It argues that companies often fail to achieve their strategic goals because their corporate decision model is not properly aligned with their new strategy. It provides examples of large tech companies that improved performance by realigning their corporate structure to better support their strategic objectives of innovating, integrating solutions, or focusing on operations. The document advocates analyzing a company's strategy, decision model, and making changes to the model before implementing strategic plans in order to improve investment returns.
This document defines terms related to strategic management. It provides definitions for accountability, action plans, agency theory, and aim. It also defines terms like appraisal and staff development, attractiveness-strength matrix, barriers to entry and exit, baseline, and basket of indicators.
Turning Market Complexity and Uncertainty into Competitive AdvantageCGN & Associates
The most successful companies of the future will use Lean and Six Sigma to gain a strategic and competitive advantage. CGN & Associates is helping global organisations get ahead of the curve by working with them to create a strategic framework in which to implement these tools and drive transformational change to achieve dramatic and sustainable benefits.
Tyco International developed a customized procurement organizational strategy that balances centralized and decentralized functions. As a large conglomerate formed through acquisitions, Tyco previously lacked integration and coordination across its diverse business units. The new strategy involved stakeholder mapping to understand each unit's needs, then developing sourcing teams tailored to each situation. For example, IT spend was managed by a team led by subject matter experts with minimal corporate support. This flexible, customized approach allowed Tyco to leverage its spending while meeting units' unique requirements. The energy sourcing team delivered $17.5 million in savings over four years, showing the benefits of Tyco's custom-designed strategy.
This Aberdeen Group report charts how Enterprises are using mobility to help them create a better user environment using mobile devices and applications. The report also benchmarks the best in breed mobile enterprise applications.
meer dan 50% van de waarde van inkoop wordt bepaald door de mens en organisatie. investeren in ontwikkelen van mensen loont en selecteer op competenties en talent
Enterprise resource planning solutions for wholesale distributorsGuy Blissett
This document discusses how enterprise resource planning (ERP) solutions can help wholesale distributors drive operational excellence and profitable growth. It describes how ERP solutions can replace multiple legacy IT systems, unify business processes and data, and improve efficiency. The document also outlines key challenges wholesale distributors face related to growth, complexity from mergers and acquisitions, and meeting rising customer expectations. It argues that ERP solutions provide powerful functionality tailored for the wholesale distribution industry to help companies address these challenges.
The document discusses Prime Value Chain Analysis (PVC), a technique used to analyze an organization's critical activities that deliver value to customers. PVC helps organizations realign around key priorities by breaking down silos and prioritizing improvement efforts. It creates a dynamic view of major value-creating activities across the organization, regardless of functional boundaries. This helps organizations understand how different parts of the business support strategic goals and identify opportunities to improve performance through better alignment, structure, and execution. The document provides an example of a company that used PVC analysis to improve product development efficiency and effectiveness across silos.
Cement plant catalog for operational excellenceMattcons
The document discusses strategies for improving operational excellence in cement industries. It outlines major challenges like volatile commodity markets and high energy consumption. Adopting an operational excellence model can help standardize processes, integrate operations, and support business strategies. Mattcons consultants can assist with increasing value through strategies to improve equipment uptime, reduce costs, drive culture change, and support growth initiatives. Their approach aims to maximize profitability and cash flow through techniques like Lean Manufacturing, TPM, and supply chain management.
Human resources management in early stage technology companies june 2011 - ...Dave Litwiller
The document discusses three dominant human resources management (HRM) systems for early and growth stage technology companies: founder aristocracy, technical supremacy, and high commitment. It provides descriptions of each system, including their suitability, advantages, disadvantages, success factors, and best fits. The high commitment HRM system is described as the most scalable and adaptable over time. Key elements of implementing a high commitment system include selective hiring, challenging training, strong leadership, a results-focused culture, and emphasis on customer focus, communication, and accountability.
Accelerate Value Creation: The Virtuous Cycle of Using Technology to Maximize...FindWhitePapers
Explore the relationship between IT investment and performance and productivity gains. This paper describes how companies can best maximize value from their IT investments and can take part in the virtuous cycle of IT.
Operational Excellence: The New Lever for Profitability and Competitive Advan...FindWhitePapers
This white paper discusses operational excellence and how it can be leveraged as a new source of profitability and competitive advantage. It defines operational excellence as achieving efficiency through continuous improvement of business processes. The paper argues that operational excellence must be aligned with strategy to be most effective, and that integrating people, processes, and technology enables this alignment and drives optimal performance. Research findings show that companies achieving such alignment through a strategy management system outperform their peers.
How to Use Technology to Support the Lean EnterpriseFindWhitePapers
This SAP Executive Insight addresses the following questions: . What is the Lean enterprise? . What impact do Lean initiatives have on profitability? . What role does IT play in enabling Lean initiatives? . How is technology connected to the success of Lean initiatives?
Strategic Human Resource Design & linking it with Corporate Realities - "Bra...Farooq Omar
This is a real time brainstorming exercise for the business managers and Human Resource executives to analyze this artistically to enhance critical and creative skills to get into a 'Today's Future' . I tried it in academics in EMBA programs and workshops and got excellent results, from those who are more inclined to 'unlearn & learn' at the same time.
If done correctly, they will learn that the CV's at a glance means just gaps and real competencies which an organization demands to feed its functional and operational efficiency to perform par excellence are missed.
The net result is inefficiencies rather than efficiency and productiveness. The selection from using 'keywords' is a stone age practice, still in practice in many organizations. The careful analysis and coming out with value answers will help HR as a part of company's performance indicators, rather than just 'fiddling with papers and judging the applicant with his shinny CV and good looks.
Looks matter, but looks with a competencies person, who may not have a long tail of corporate attachments may very well be the best person for your organization. Such people are usually left out in the initial or first phase of our typical fancy HR rater models.
Annually, billions of dollars are lost in loss of innovation and wrongly applauded ROIs due to lost opportunities which are missed by using wrong 'fishing techniques' and rigid rules of engagement !Interestingly, there are still organizations who even modern times, gives more importance and interested in finding 20 years old 'terminal weakness', and over ride the newer expertise, talent and competencies. For example, some HR people will reject an applicant who had a bad CG PA in high school, but managed excellent outcomes later on in academics and working environment as well...'The poor cap'.!!!
1) Air Products and Chemicals Inc. (APCI) introduced a vision called "Deliver the Difference" to unify the organization and establish a "one company" focus on customers.
2) APCI is transforming itself to become more process-focused in order to drive productivity and customer value. Executive process owners were appointed to lead this effort and drive process convergence across the company.
3) APCI established a global process board and identified 13 global processes to standardize work processes on a global scale and improve efficiency. Extensive training was provided to employees on process management.
Interactive Intelligence was awarded the 2011 Company of the Year Award in Contact Center Systems in North America by Frost & Sullivan based on its strong growth strategy and execution. Interactive Intelligence grew its business in all six sub-segments of the contact center market in 2010, while also growing its market share. It was the only top vendor to experience organic growth through the economic downturn. Interactive Intelligence provides innovative products and technologies and delivers strong customer value through its Customer Interaction Center software suite.
Lead-to-Win 2012: Managing People, Process and Technology to Optimize the Las...DocuSign, Inc.
The document discusses optimizing the "last mile" of the sales cycle through managing people, processes, and technology. It analyzes research on 295 organizations to identify best practices. Best-in-Class organizations were defined as having 92% sales quota attainment, a 10.7% increase in proposals per rep monthly, and a 4.2% reduction in sales cycle. These top performers ensure legal compliance and have executive support for initiatives to shorten cycles. The document recommends reducing friction in the last mile by focusing on process/technology to shrink cycles and win more deals.
Driving Operation Innovation Using Lean Six SigmaLakesia Wright
IBM Global Business Services provides strategic insights to business executives through the IBM Institute for Business Value. This document discusses how leading companies like Caterpillar, POSCO, and ScottishPower have used Lean Six Sigma to drive broad operational innovation and financial performance beyond just process improvement. These companies established innovation-focused cultures and capabilities by using Lean Six Sigma to surface customer insights, analyze data, align business units, and establish enduring innovation processes.
The sample strategy maps document provides examples of strategy maps for different types of organizations, including a software company, healthcare organization, community bank, state department of transportation, federal government printing office, IT department, and finance function. The maps illustrate how each organization connects objectives across financial, customer, internal process, and learning & growth perspectives to achieve their overall vision or goals.
World-class procurement organizations are redefining their approach to focus on improving the stakeholder experience. To gain additional value and trust, procurement must view itself as customer-centric by understanding stakeholders, gathering feedback, analyzing results, and taking a holistic approach to customer service including self-service tools. This involves segmenting stakeholders, conducting formal surveys, communicating findings, and providing intuitive interfaces for common inquiries.
Workplace Diversity, Advancing The World Of WorkLakesia Wright
The document discusses how organizations can develop their human capital to better execute strategic plans. It argues that human capital should be at the core of strategy, rather than an afterthought. An effective approach integrates three elements: talent optimization to align workforce with strategy, promoting learning agility through collaboration, and developing innovation capabilities. By focusing on these areas and making human capital central, organizations can build an agile workforce that drives strategic change through creativity and new ideas.
Definitive Guide to Strategic Human Capital ManagementSumTotalSystems
The Definitive Guide to Strategic Human Capital Management” provides insight into:
The visibility and information needed to proactively manage your business and your talent
Keys to recruiting and hiring the best talent
Ways to nurture and optimize your existing talent, including best practices in assessing and developing employees
Mitigating risks and lost productivity due to employee absence
Benefits of developing a high-level view of the health of the company using HCM data and KPIs
The document discusses how technology companies can increase shareholder returns through effective strategic planning and business alignment. It argues that companies often fail to achieve their strategic goals because their corporate decision model is not properly aligned with their new strategy. It provides examples of large tech companies that improved performance by realigning their corporate structure to better support their strategic objectives of innovating, integrating solutions, or focusing on operations. The document advocates analyzing a company's strategy, decision model, and making changes to the model before implementing strategic plans in order to improve investment returns.
This document defines terms related to strategic management. It provides definitions for accountability, action plans, agency theory, and aim. It also defines terms like appraisal and staff development, attractiveness-strength matrix, barriers to entry and exit, baseline, and basket of indicators.
Turning Market Complexity and Uncertainty into Competitive AdvantageCGN & Associates
The most successful companies of the future will use Lean and Six Sigma to gain a strategic and competitive advantage. CGN & Associates is helping global organisations get ahead of the curve by working with them to create a strategic framework in which to implement these tools and drive transformational change to achieve dramatic and sustainable benefits.
Tyco International developed a customized procurement organizational strategy that balances centralized and decentralized functions. As a large conglomerate formed through acquisitions, Tyco previously lacked integration and coordination across its diverse business units. The new strategy involved stakeholder mapping to understand each unit's needs, then developing sourcing teams tailored to each situation. For example, IT spend was managed by a team led by subject matter experts with minimal corporate support. This flexible, customized approach allowed Tyco to leverage its spending while meeting units' unique requirements. The energy sourcing team delivered $17.5 million in savings over four years, showing the benefits of Tyco's custom-designed strategy.
This Aberdeen Group report charts how Enterprises are using mobility to help them create a better user environment using mobile devices and applications. The report also benchmarks the best in breed mobile enterprise applications.
meer dan 50% van de waarde van inkoop wordt bepaald door de mens en organisatie. investeren in ontwikkelen van mensen loont en selecteer op competenties en talent
Enterprise resource planning solutions for wholesale distributorsGuy Blissett
This document discusses how enterprise resource planning (ERP) solutions can help wholesale distributors drive operational excellence and profitable growth. It describes how ERP solutions can replace multiple legacy IT systems, unify business processes and data, and improve efficiency. The document also outlines key challenges wholesale distributors face related to growth, complexity from mergers and acquisitions, and meeting rising customer expectations. It argues that ERP solutions provide powerful functionality tailored for the wholesale distribution industry to help companies address these challenges.
The document discusses Prime Value Chain Analysis (PVC), a technique used to analyze an organization's critical activities that deliver value to customers. PVC helps organizations realign around key priorities by breaking down silos and prioritizing improvement efforts. It creates a dynamic view of major value-creating activities across the organization, regardless of functional boundaries. This helps organizations understand how different parts of the business support strategic goals and identify opportunities to improve performance through better alignment, structure, and execution. The document provides an example of a company that used PVC analysis to improve product development efficiency and effectiveness across silos.
Cement plant catalog for operational excellenceMattcons
The document discusses strategies for improving operational excellence in cement industries. It outlines major challenges like volatile commodity markets and high energy consumption. Adopting an operational excellence model can help standardize processes, integrate operations, and support business strategies. Mattcons consultants can assist with increasing value through strategies to improve equipment uptime, reduce costs, drive culture change, and support growth initiatives. Their approach aims to maximize profitability and cash flow through techniques like Lean Manufacturing, TPM, and supply chain management.
Human resources management in early stage technology companies june 2011 - ...Dave Litwiller
The document discusses three dominant human resources management (HRM) systems for early and growth stage technology companies: founder aristocracy, technical supremacy, and high commitment. It provides descriptions of each system, including their suitability, advantages, disadvantages, success factors, and best fits. The high commitment HRM system is described as the most scalable and adaptable over time. Key elements of implementing a high commitment system include selective hiring, challenging training, strong leadership, a results-focused culture, and emphasis on customer focus, communication, and accountability.
Accelerate Value Creation: The Virtuous Cycle of Using Technology to Maximize...FindWhitePapers
Explore the relationship between IT investment and performance and productivity gains. This paper describes how companies can best maximize value from their IT investments and can take part in the virtuous cycle of IT.
Operational Excellence: The New Lever for Profitability and Competitive Advan...FindWhitePapers
This white paper discusses operational excellence and how it can be leveraged as a new source of profitability and competitive advantage. It defines operational excellence as achieving efficiency through continuous improvement of business processes. The paper argues that operational excellence must be aligned with strategy to be most effective, and that integrating people, processes, and technology enables this alignment and drives optimal performance. Research findings show that companies achieving such alignment through a strategy management system outperform their peers.
How to Use Technology to Support the Lean EnterpriseFindWhitePapers
This SAP Executive Insight addresses the following questions: . What is the Lean enterprise? . What impact do Lean initiatives have on profitability? . What role does IT play in enabling Lean initiatives? . How is technology connected to the success of Lean initiatives?
The Shared Services Imperative: Evolve from Cost-Killer to Value-DriverCognizant
By applying new 'SMAC Stack' technologies to enterprise work, shared services leaders can standardize and automate process work activities, while at the same time delivering greater value through process innovation, reducing risk and revealing new sources of revenue for stakeholders.
The document discusses mergers and acquisitions (M&A) activity in the global chemicals industry in the second quarter of 2010. It provides an analysis of M&A deals, focusing on the importance of integration to realize synergies and maximize deal value. Key points discussed include identifying synergy targets, the emphasis on cost containment during integration, and strategies for successful integration such as securing leadership commitment and executing quickly.
Spanning people, processes, and technologies: The business case for Collabora...IBM Rational software
This document discusses the business case for a collaborative DevOps approach between development and operations teams. DevOps at IBM takes a broader view than just deployment automation, aiming to improve automation, integration, collaboration, and optimization across the development and operations lifecycle to achieve better business outcomes. Key benefits of collaborative DevOps include aligning metrics and priorities between teams to reduce conflicting incentives, adopting a shared view of technical debt to minimize costs passed between teams, and gaining efficiencies across the entire software development and delivery process.
Sales enablement solutions have shown dramatic impact for both sales and marketing departments by increasing efficiency. As buyers have become more risk-averse and seek efficiencies, companies are deploying sales enablement platforms to help sales teams add value and communicate effectively while handling wider product offerings. Case studies demonstrate sales enablement platforms can boost productivity and revenue generation while reducing costs.
Accenture: Commercial analytics insights CPG Companies 27-7-12 Brian Crotty
A fully integrated analytics operating model can help consumer packaged goods (CPG) companies focus commercial analytics resources on high-value processes to grow market share and sustain profit margins.
Market and economic uncertainty is making it difficult for CPG companies to achieve sustainable growth. Value-driven consumers are more demanding than ever before, and retailers are increasingly pushing private labels and looking for ways to control the consumer relationship. Additionally, “big data” has left many marketing and sales organizations with an information overload, yielding little insight into how to win consumer loyalty. This uncertain environment requires CPG companies to make faster, better-informed commercial decisions and take concrete action to improve market performance.
In this point of view, Accenture outlines an approach that can help CPG companies improve their commercial analytics capability to generate significant value.
June 27, 2012
Delivering outcome based Business TransformationBrowne & Mohan
In this paper we present an empirical framework of business transformation based on our experience of implementing business changes across several organization. The paper covers the PSPD Framework, drivers of integration framework used and some DOs and Don'ts of Organizational Transformation.
The Path To Operational Excellence 5 Components Of SuccessNat Evans
The document discusses operational excellence and provides a definition and framework. It argues that operational excellence must be strategically focused on areas where an organization can outperform competitors to provide competitive advantage. It emphasizes that leadership must select a tight focus area and guide implementation, and that operational excellence initiatives should align with strategic goals to ensure support and sustainability. The framework identifies five drivers of operational competitive advantage: safety, asset productivity, human capabilities, process excellence, and supply chain management.
Source to Pay 2.0: Using Smart Enterprise Processes to Drive Global Effective...Genpact Ltd
This document discusses how procurement organizations can achieve higher effectiveness and better business outcomes through the use of smart enterprise processes. It outlines that effective organizations focus on outcomes rather than just efficiency, and achieve performance levels 2-3 times higher than average organizations. The document then introduces Genpact's Smart Enterprise Processes methodology, which takes a scientific approach to creating smarter processes that drive greater effectiveness across the source-to-pay lifecycle. Key aspects of the methodology include establishing clear linkages between activities and desired outcomes, managing processes at a granular level, and removing non-value adding activities. The methodology helps organizations achieve significant improvements such as 30-40% increased spend visibility and 5-10% reduced working capital.
Ariba Knowledge Nuggets: Technology Alone is not a Silver BulletSAP Ariba
This document discusses driving adoption and maximizing value from business commerce initiatives. It notes that technology alone is not enough and that successful commerce requires a combination of technology, capabilities, and community. It then lists several critical success factors for driving adoption and maximizing solution value, including developing executive sponsorship and change management, creating a category roadmap, and establishing an organizational structure centered around specialized skill sets. Finally, it presents a model for the journey to best-in-class spend management that progresses from launching and leveraging early on to specializing and sustaining capture of more complex areas over time.
Best practice finance diagnostic review longconradfsr
The document outlines a blueprint for integrating the finance function after a merger and acquisition. It discusses seven critical issues facing Chief Financial Officers as the role of finance shifts from scorekeeper to business partner. The issues include business partnering, performance measurement, information as a competitive asset, organizational skills, cost management, financial risk management, and coordinating improvement projects.
Building a Best-Run Finance Organization: A New Role to Address Today's Busin...FindWhitePapers
Is your company seeking to incorporate finance as a core line of business? This SAP Executive Insight examines the changing role of the finance organization in today's business environment - and describes how companies can develop best-run finance organizations.
This document discusses how organizations can improve customer experience through analytics. It notes that to thrive, organizations need to maximize value from limited resources by understanding customer needs and making smart data-driven decisions. The future of competition lies in analytics, which enables predictive models and fact-based management. Companies that champion analytics from the top and establish an analytics culture will gain a lasting competitive advantage. Organizations must embed analytics across the customer lifecycle, identify key pain areas, and use analytics to drive retention and share of wallet. Common reasons analytical efforts fail include lack of change management, training, data quality, and embedding outputs into processes. The key to success is capturing data, building expertise, embracing an analytical culture, embedding outputs, and monitoring
The document discusses how HR departments can use scorecards and dashboards to translate HR strategies into meaningful metrics and stay focused. It explains that the balanced scorecard approach involves setting objectives and metrics across four categories or "legs" - customer focus, financial performance, internal processes, and employee learning and growth. An effective balanced scorecard involves creating a strategic map linking these categories to overall organizational goals, then developing metrics at strategic, operational and tactical levels to monitor performance. HR plays an important role by ensuring employees have the skills and competencies needed to achieve goals in each category.
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Private Equity Value Creation
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COMMUNITY COMMENTARY
Rethinking Value Creation
Studies show how top-performing companies maximize
enterprise value
By Tamas Hevizi
he reduction of access to capital has caused private company can optimize performance with the right opera-
T equity firms to rethink their value-creation strate-
gies. As significant efficiencies can be achieved
through operational improvement, more firms are focus-
tional initiatives, showing that private companies tend to
achieve the same operational performance as their pub-
lic peers but with more effective use of working capital
ing on business process optimization to improve their own and balance-sheet management.
as well as their portfolio companies’ internal rate of return A common pitfall for companies focused on maximum
(IRR). value creation is that they often focus on improving busi-
The SAP Private Equity Performance Improvement ness processes that they have already mastered, simply be-
Team, a group that helps maximize enterprise value and cause they have significant expertise in these areas. In-
portfolio synergies, analyzed data from more than 2,000 stead, to derive maximum value from the smallest set of
“
companies in an effort to identify a road map for operational initiatives, these companies should focus on identifying
value creation. The information accumulated sheds light high-yield value strategies by assessing which business
on the critical question: How do best-performing compa- process improvements will have the largest positive impact
nies maximize business value? on the company’s operations. Maximum
SAP’s investigation uncovered Performance benchmarking is value can be
three guiding principles to maximiz- a key tool to identify which busi-
ing business value. The first princi- ness areas have the highest value
derived from a
ple calls for investors to understand potential. It can point to the parts of small set of
the highest value-potential through a company that would benefit the initiatives.
performance benchmarking. The most from new management prac-
second requires sponsors to iden- tices, or the departments where IT-
tify high-yield strategies that max-
imize value creation. The third prin-
ciple guides investors to implement
governance for continuous business
value creation.
Maximum value can be derived
driven process improvement and
technology automation will provide
maximum value-add.
Many organizations tend to
over-emphasize pursuit of either
new management practices or IT-
”
from a small set of initiatives. In to- driven process improvement. But
day’s economy, companies must fact-based data analysis shows that
strive for optimal use of working it is a combination of these ap-
capital, focusing on select, high-im- Tamas Hevizi proaches that leads to maximum
pact initiatives that drive maximum results, stressing the importance of
business value. targeted identification of high-yield value areas.
SAP’s research shows that regardless of whether com- The SAP Private Equity Performance Improvement
panies are public or private, high-growth or distressed, Team helps PE groups and their portfolio companies max-
outperformers adopt consistent, high-impact strategies imize enterprise value and portfolio synergies by leverag-
that spur better performance. These high-yield value strate- ing SAP’s industry and process benchmarking, high yield
gies provide 80% of the value creation from 20% of the ini- value strategies and rapid implementation solutions.
tiatives. The benchmark studies support the notion that a VALUE CREATION continued on page 60
58 ACG > MERGERS & ACQUISITIONS November 2009
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COMMUNITY COMMENTARY
VALUE CREATION continued from page 58 rework multiple touch points; simplifying and automating work efforts
for compliance; reducing manual entries with simplification and automa-
The 4,000 SAP customers that participated in our benchmarking stud- tion; and leveraging self service for employees, managers, suppliers.
ies identified a few of the most common high-yield strategies that pro- End-to-end process view is critical to maximize value. Along with
vide maximum value creation. identifying high-yield strategies, SAP research also reveals that top-per-
SAP has outlined some of the potential key high-yield strategies for forming companies take an end-to-end process view of the examined
procurement, supply chain, and general and administrative expense (G&A) business operation.
- three areas with cross industry relevance. Many companies try to improve accounts receivable activity through
Of the companies we surveyed, top-performers have 95% of direct better collections and credit management - two processes that are part
spend under contract, as opposed to average performers, which have of the same department. However, often the best way to improve ac-
only 71% under contract. counts receivable efficiency is to focus on processes that are part of oth-
Similarly, we found that unplanned indirect purchases at top-per- er departments yet still affect accounts receivable, such as higher order
forming companies occur less than 3% of the time, compared with 14% fill rates, product quality and improved transportation planning.
at average companies. Also, to achieve sustainable value creation and management, it is
Key strategies identified by our group to improve procurement through critical for companies to establish a framework that pulls data and input
extended spend management include driving negotiated pricing to non- from a diverse range of sources. This helps ensure more accurate identi-
managed categories; strengthening spend controls and enforce compli- fication of the high-yield value areas.
ance; simplifying the employee purchasing process with direct ordering Today, many leading companies establish value management offices
and extended coverage; and improving regional contract terms for local to provide a governance structure for value creation. Ideally, a combina-
performance and compliance. tion of benchmarking, business case-based governance, value realiza-
With regards to the supply chain, top performing companies inte- tion processes, and value creation measurement should be employed.
grate their planning processes across supply, distribution and production The pursuit of high-yield value strategies leads to competitive ad-
areas to drive execution performance. While leading organizations achieve vantages. With a critical eye on operations and a road map to identify-
on-time delivery 98% of the time, average organizations have an 87% ing high-yield value areas such as those outlined above, private equity com-
on-time delivery performance. panies can improve the management of their assets to meet today’s
We identified a number of key strategies to improve supply chain increasing market and shareholder pressures. Teaming up with a partner
performance through integrated planning processes. For instance, com- such as SAP’s Private Equity Performance Improvement Team can help
panies should ensure supply, distribution and production plans are con- with the identification and pursuit of high-yield value strategies, allow-
sistent in the short-term; gain cross-functional, executive alignment on mid- ing private equity companies obtain better exit values from the capital they
term operating plans; keep plans up to date with feedback from execution invest while providing a competitive advantage that will foster long-term
systems; and provide visibility of availability to customers. success.
As it relates to G&A or support functions, simplification, standardi-
zation and automation of business processes have significant impact on Tamas Hevizi is SVP of Private Equity Performance Improvement at SAP.
support function costs. SAP research shows that leading organizations Tamas has over 20 years experience in business transformation in Asia,
spend 1.4% of revenue on support functions such as finance, HR, pro- Europe and North America. He was Vice President at Deloitte & Touche’s
curement and IT, whereas the average organization spends almost three SAP business, National Partner in Ernst & Young’s Performance Improve-
times as much - 3.9% of revenue. ment practice and recently spent 7 years as a leader at SAP’s Value Engi-
Key strategies to improve support function include driving end-to- neering organization focusing on value creation strategies in consumer
end process workflows across organizational boundaries to reduce and products, technology and manufacturing.
OUTSOURCING continued from page 59 in search of opportunities for market growth and consolidation.
hance penetration in particularly attractive industry segments, such as Tye, Hamilton and Walker lead the Business Services practice at Edgeview,
healthcare. Also, a weakening US dollar may attract foreign strategics look- a Charlotte-based middle-market investment bank. This article is based
ing to benefit from favorable exchange rates and put cash reserves to on essays that appeared in recent editions of Edgeview’s Business Ser-
work in the United States. Thawing of the credit markets for leveraged vices Industry Insights newsletter. Please write to business-
buyouts is also likely to bring financial sponsors back to the BPO space services@edgeview.com if you would like to be added to the subscriber list.
60 ACG > MERGERS & ACQUISITIONS November 2009