Paine webber
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The document summarizes CoreTech's approach to helping clients manage technology change and achieve e-business goals. CoreTech offers a partnership approach using their e-metrics methodology, which involves a 2-day offsite workshop to develop an e-business strategy. The methodology examines driving forces, validates strategic scenarios, and defines metrics to ensure strategic agility. CoreTech then assists with planning, analysis, and implementation to transform the client's business through technology.
Paine webber
- 1. Leaders in Managing Technology Change Leaders in Managing Technology Change The CoreTech Story
- 2. Agenda Introductions CoreTech Overview ( 5 Min.) Partnership Approach (30 Min.) e-Business Methodology Brainstorming (25 Min.) Wrap-Up
- 3. First Off, Were Clients!!
- 4. CoreTechs Background Founded in 1992 New Technology Focus Privately-held Expanded Regional Presence in 1996 $40M Projected Sales in 1999 400+ Employees And, Coincidentally.Were Profitable
- 5. Our Charter CoreTech excels at helping companies achieve e-business through the application of new technologies, maximizing business value while minimizing risk.
- 6. What makes us e -special ? Our background provides a necessary and solid foundation for the Internet Business Applications Requirements Development Testing Technology Infrastructure Networks PCs Support Strategy & Management Services Strategic Planning Migrations Technology Migrations I/T People Services I/T HR Retention Transformation We added the e Creative Front-End e -Strategy e
- 7. Our e -business capabilities now include... Marketing Strategy/Positioning Branding Creative Design/Development Human EngineeringUser Program/Project Management Assimilation/Cultural Change Organizational Design Web Architecture/ Development Networks & Security Legacy Systems Integration Collaborative & Messaging Business Process Modeling Competitive Analysis Financial Modeling Business Analysis BUSINESS STRATEGY CREATIVE TECHNOLOGY TRANSFORMATIONAL
- 8. Finallywhat do our clients say ? Use CoreTech - theyre good at what they do and you can trust them. CIO, A Multi-national Pharmaceuticals Company headquartered in New Jersey When youre at 100,000 feet talk to Gartner, when youre at 50,000 feet talk to Andersen, when you want to get it done talk to CoreTech. Director, Advanced Technologies, A Multi-national Pharmaceuticals Company headquartered in PA
- 9. Some of our Clients. American Home Products Comcast Cellular Citibank Global Asset Management Credit Suisse Asset Management Electronic Payment Systems First USA Martha Stewart Living Pennsylvania Power & Light Pfizer SmithKline Beecham SunTrust Bank Sylvan Learning Centers Towers Perrin USX Corporation
- 10. Defining e-business e-business represents the transformation of key business activities by networking together employees, customers, suppliers and investors through the use of internet technologies and traditional business systems.
- 11. How do we do the e ? Framework Methodology Timing
- 12. Our Framework Continuous Improvement Strategy Planning Construction Assimilation TM
- 13. Our Methodology: e-metrics SM Merges strategic thinking & e-business A forum to change traditional thinking Adds structure and rigor Provides metrics = e-metrics SM Strategy
- 14. E-Metrics Components Transformation Innovation Strategy Development & Competitive Analysis Day 1 - Facilitation Day 2 - Facilitation Off-Site Analysis Follow-Up Meetings Next phase: Planning Strategy Strategy Components
- 15. Day 1 1. Defining the e-business direction Vision, Mission, Values, CSFs, objectives/metrics. 2. Defining the Current State Market Position, Capabilities Position - In the year 2003, Who will we be? Whom do we serve? What will we be known for? How will we know when we get there? - What are our values? Financial Strength, Industry Knowledge, Creativity, Adaptability/Flexibility... - What are our Success factors? New Customer Accounts, Brand Recognition, Income Growth?... Market Position Capabilities Position Where does Paine Webber fit now? Transformation e-business
- 16. Day 1: Continued 3. Transforming to e-business state Market Position, Capabilities Position Transforming to Strategic State If we could establish this market positioning, what would happen? What would Change? Pull the e-business lever(s) and Information Marketing & Transactional Content Category Killer Channel Transformation Transaction Processing Event Aggregation Market Segment Aggregation Value Net Integration Operational Efficiency Transformation e-business
- 17. Transformation e-business Day 1 Continued 4 Alignment and Action Steps Between direction and state Transformation steps Alignment Does the strategic state change the way we interaction with our marketplace? Do we fill a market void with our stakeholders? Can we leverage off of this change to sustain a leadership position? If we can validate the viability of this strategy, can we all get behind it? Transformation Steps Minimize efforts associated with non-value activities. Leverage increased customer knowledge to anticipate future customer needs.
- 18. Day 2 1. Define the Focal Issue Focal Issue (ex.) How will the Internet be embraced by Paine Webbers stakeholders in 2002? Innovation e-business
- 19. Day 2 Continued 2. Identify & Group the Driving Forces Questions. What forces are Local to Paine Webber? What forces are outside of our control? How do those outside forces drive those we control? To add rigor to our scenario designs and frame impact to our e-business choices, we need to prioritize and group the forces to validate our thinking. Competitive, Environmental, Political Organizational,Technological, Economic Identify Group To understand the scope and impact of e-business on our industry we need to take a holistic look at the forces that drive our decision making Innovation e-business
- 20. 3. The Wind Tunnel Test Validating the strategy Scenario Design Scenario Narratives Driving Forces Testing the viability of our transformation within the context of plausible futures. Day 2 Continued Innovation e-business
- 21. Innovation e-business 4. Define Metrics for Strategic Agility Need to understand when the course has change Metrics What are 3 indicators that would give us notice of our scenarios coming to fruition If these indicators begin to occur, how does it affect our strategic state? Pace of execution? Contingency Plans? What would we do if? Day 2 Continued
- 22. Strategy Development & Competitive Analysis e-business Offsite & Follow-Up Paine Webber selects the top 3 competitors within the marketplace. CoreTech will perform analysis of competitors reviewing internet content, capability, branding (strength & weakness of their approach) CoreTech will meet with Paine Webber to discuss analysis and adjust e-business strategy, where appropriate.
- 23. Planning Phase Overview Current Environment Technology Organization Process People High-Level Implementation Plans 1. Match these up 2. Using 3. To Produce GAP Analysis Planning Components TM Strategy Phase Output Strategy Planning
- 24. Overall Timing and Requirements Transformation (1 Day) Innovation (1 Day) Strategy Development & Competitive Analysis (13-18 Days) Final Strategy Implementation Plans Assessment of Current Environment (tbd) GAP Analysis (tbd) ~ 20-30 Days Strategy Phase (15-20 Days) Planning Phase (10-15 days)
- 25. Paine Webber Considerations Sr. Management Time Is a MUST 2 Day Facilitation Off-site On-site Follow-ups Establish Tie in to Corporate Initiatives? Scheduling Flexibility for Follow-up Meetings
- 26. CoreTech Clients Get... Highest Probability of Success Highest Value to the Business Lowest Risk of Failure/Disruption Realistic Expectations Knowledge Transfer Commitment An Agile & Flexible Partner A Long-Term Trusted Partner
- 27. Path Forward Follow-Up Investigation Key Documents Available? Next Steps ____________ ____________
Editor's Notes
- #13: Four primary components Strategy Is your organization prepared for the business of E-business? Planning Do you understand the plan to implement the solution? Construction Building the complete solution is critical... Assimilation Is your culture ready to accept the solution?
- #27: CoreTech clients get: Highest Probability of Success - our expertise has proved our success Lowest Risk of Failure/Disruption - our approach is designed to minimize risk to your organization through our TOPP Discipline. Realistic Expectations - As a partner well shoot it to you straight Highest Value to the Business - well bring solutions that make sense for your business, not for our bottom line. Knowledge Transfer Commitment - CoreTech is committed to working with you in a way that ensures that we give you knowledge you need to make sure the solutions work for your business. An Agile & Flexible Partner - CoreTech deliver flexibility in its delivery A Long-Term Trusted Partner - you can rest assured that we will operate in your best interests at all times.