IT战略规划英文版(powerpoint 39页).pptx

IT StrategyFebruary 24, 2000Case Study of a Recent Client ExperienceRob Trollinger, Principal, DallasChris Wisler, Manager, AlexandriaKimberly Brown, Associate, AlexandriaA.T.Kearney1/8510Color/2Todays discussion uBackground of CompanyuCompany IT OverviewuCause for ActionuIT Strategy ApproachuApplication ArchitectureuTechnical ArchitectureuEstablish the IT Program OfficeuOrganizational Effectiveness and IT AlignmentuSummaryA.T.Kearney1/8510Color/3Background of companyA.T.Kearney1/8510Color/4uBegan in 1909 as a partnership between an innovative chemist and a businessmanuPioneering work in leather tanning uBest known for expertise in acrylic chemistry uEssential component to detergents, diapers, cell phones, industrial coatings, and more u50 manufacturing, research, and technical facilities worldwide uSales in 100 countries, totaling $4 billion annuallyCompany ACompany BCompany A announced their intended merger with Company B in 1999u1848, founding uLargest and most recognized business for a particular consumer productuMajor supplier of basic inorganic chemicals derived from saltuEssential ingredients in CDs, newspapers, magnetic tapes, sports equipment, and moreu36 mining and processing facilities, 68 chemical manufacturing, research, and technical facilities worldwideuSales total $2.5 billion annuallyA.T.Kearney1/8510Color/5Drive the short-term valueExceed the markets expectationsIntegrate the Organizations as Seamlessly as PossibleuDevelop and communicate a shared strategic agenda uDefine organization structures, key business processes and technology platform/architectureuSelect leaders and staff positionsuDevelop metrics and budgetsuIntegrate the businessIntegrate day-to-day operations Position for the future growthAchieve Business Value Goals as Quickly as PossibleuAchieve $200 million of savings within 12-18 months (running rate by 2001)Ensure customer retentionCorporate Center rationalizationAdministrative overhead reductionSourcing/Procurement savings Product line and operations rationalizationManufacturing productivity and supply chain improvementsReduction in technology costs The focus of the integration was to quickly achieve operational synergies while combining the organizations to support top line revenue growthA.T. Kearney was asked to structure, drive and manage the entire integration process for what would become one of the largest specialty chemical companiesA.T.Kearney1/8510Color/6Latin America and Asia-Pacific Region Operations:10%ofsales20manufacturingfacilities10distributionsitesNorth American Region Operations60%ofsales60manufacturingfacilities230distributionsites(1)While the potential source of the synergies were somewhat clear, smooth and timely integration of the two companies was less assuredChallengesuSome manufacturing processes and technologies were incompatible between the two companiesuCombining two companies with both direct product overlap uAcquiring company was more of a “intermediates producer” and the acquired company was more of a “formulator” uSignificant facilities consolidation opportunitiesuDistribution consolidation and improvement required changing the business model and the mindsetStandard lead timesStandard service levelsuSignificant customer overlapuSignificant EH&S issues needed to be addressed, competing away scarce capital resourcesEuropean Region Operations:30%ofsales40manufacturingfacilities60distributionsitesA.T.Kearney1/8510Color/7After an accelerated integration program, the merger was deemed a success by the CEO as well as the analyst communityu“By the end of 3Q, the new company had achieved cost reductions of $100MM on an annualized basis, three months ahead of schedule.” Morgan Stanley Dean Witteru“Already, the company has achieved a $100MM annual run rate in cost savings ahead of schedule” Janney Montgomery Scottu“The integration process is running smoothly and in fact better than expected achieving a $100 MM lower run rate” J.P. Morgan Securitiesu“The integration efforts continue to track ahead of plan” Deutsche Banc Alex Brownu“Considering the steep increase in raw material costs, the new company was able to meet expectations with its rapid integration of the acquired companys operations” Brown Brothers Harriman A.T.Kearney1/8510Color/8PerspectiveExternal FocusInternal FocusIncrementalTransformingValue Creation (P/E Ratio)New Business ModelNew SegmentsNew TechnologiesAcquisitionsShare GainTechnology ImprovementGeographic ExpansionPortfolio ManagementWork RedesignSupply ChainOperating Excellence2-3% Sales Growth4-5% Sales Growth6-8% Sales GrowthFollowing the integration, the CEOs Agenda is to double the rate of growth while maintaining high levels of profitabilityCost improvement, customer service and retention and e-business have been identified as key areas of focusA.T.Kearney1/8510Color/9uRapid assimilation of acquisitions with limited additional financial staffuGlobal shared servicesuIT provides a strategic advantage in support of growth initiati。