Opportunities for Action in Information Technology. Demonstrating the Value of IT: Mission Impossible?

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Opportunities for Action in Information Technology. Demonstrating the Value of IT: Mission Impossible?"

Transcription

1 Opportunities for Action in Information Technology Demonstrating the Value of IT: Mission Impossible?

2 Demonstrating the Value of IT: Mission Impossible? Over the last several years, many CIOs have worked hard to increase the value of IT to their organizations, raising performance levels and reducing unit costs on a range of services. Yet even after cutting costs 10 percent, 20 percent, or more, they continue to face considerable pressure to justify their budgets. CEOs, CFOs, and business unit managers still suspect that at least some IT spending is unnecessary, and they want to know where the waste is and how to eliminate it. For the CIO, this can be a tough discussion. Although some IT spending lends itself to straightforward costbenefit analysis, most doesn t. New IT investments implementation of supply-chain-management applications, for example are usually made in conjunction with non-it investments, such as new-process design and training. The combined inputs create measurable value, but it can be hard to gauge the contribution of each. Calculating the value of ongoing IT operations spending on hardware, systems software, and the like is even more difficult. Such spending is typically the result of hundreds or even thousands of investments, made over 20 to 30 years. These IT assets become interwoven in the fabric of the business, with its multiple layers of policies, processes, roles, and equipment. This complex environment defies a ready parsing of value. How should the CIO demonstrate the value of IT? A recent study by The Boston Consulting Group of more than 20 global companies, with revenues ranging from $8 billion to more than $160 billion, yielded a pair of key insights. First, the CIO should frame the discussion in a way that removes ambiguity: here s

3 what is measurable, here s what isn t, here s why, and here are the implications for decision making. Second, and perhaps more important, the CIO should continue to drive the effort to maximize IT s value to the business and do so in a highly visible manner. Our study suggests that, recent progress aside, opportunities still exist in most organizations to expand IT s value substantially. But seizing those opportunities will take a coordinated push from both the IT and business sides of the company. The Problem with Measurement Ideally, a company could measure the value its IT assets generate in the same manner that real estate management companies assess their holdings. These companies have a host of metrics at their disposal: occupancy rates, rental income, depreciation, and operating expenses, among others. With such information, they can easily determine whether a given property is providing the right ROI, whether to make capital improvements, and, ultimately, whether to hold or sell the property. If CIOs had analogous data for each IT application, personal computer, mobile phone, or router their companies owned, they might have a better sense of their net contribution. Unfortunately, such data almost never exist. Most companies have only a general idea what IT assets cost individually. And even if a company has a good cost-accounting system for those assets and most don t ascertaining the rental income they generate is almost impossible because many IT assets, unlike buildings, are not physically distinct or are used in multiple IT value chains (for example, a database used by many applications). Several companies in our study have tried to determine IT s net value by going back to the original business justification for a partic-

4 ular asset to see if it delivered the benefits it promised. But measurement problems inevitably arise because what were discrete investments have become part of the broader business environment, where boundaries are blurred. Given the inherent measurement difficulties, it is not surprising that most companies lack a systematic approach to analyzing the value produced by their IT assets. Nor is it surprising that, as a result, IT remains a perennial target for the cost cutters. To escape this fate, companies need to use a new lens for determining where and how IT generates value. Two Separate Processes: The IT and Business Value Chains To understand how IT builds value, it helps to recognize the separate contributions of two distinct processes: the IT value chain and the business value chain. (See the exhibit A New Lens for Assessing IT s Value. ) In the first process, the IT organization buys IT-related inputs (for example, routers and network management software) from external vendors, adds the efforts of IT people, and creates services (such as data network services) that it provides to the rest of the company, often with performance guarantees, service-level options, and charge-back pricing. By contrast, in the business value chain, members of business units, corporate functions, and shared-service centers take a variety of inputs one of which is IT services and build a business architecture that generates value for end customers. Increasing IT s value ultimately requires squeezing more out of both chains. Getting more from the IT value chain is relatively straightforward; indeed, most of IT s recent gains are the result of improvements

5 here. Three basic strategies have worked well for companies in our study: Adopting Professional Procurement Techniques. Study participants used the same tactics that procurement departments use for direct and indirect materials. These include reducing the variety of products purchased, leveraging scale to maximize purchasing power, buying from fewer suppliers, and using automated auction tools. Reengineering IT Operations. Companies consolidated and streamlined data centers, help desks, application development groups, and network administrators. One company, for example, cut the number of data centers from 155 to 11; another reduced its centers from 125 to 5. They also outsourced certain activities, especially when that option provided scale advantages or access to special talent at attractive rates. Redesigning the Product and Service Catalogs. Participants attempted to optimize their IT organizations product and service offerings. Several companies, for example, decided to offer business users more choices in service levels rather than just the highest possible level. They found that many users were paying for platinum service when bronze would have been just fine. Using these techniques, companies lowered the unit cost of IT services and defined service levels in ways that provided more value and flexibility to business users, thereby demonstrating an improvement in the value of IT that no one could debate. But the IT value chain is only half of the equation: an equal or even greater amount of value can be unlocked by maximizing IT s contribution to the business value chain.

6 A New Lens for Assessing IT s Value IT Value Chain Business Value Chain Obtain inputs Convert inputs to services Deploy services Choose business architecture ingredients Build business architecture Execute business processes Circuits Employees Internet access PCs, laptops, PDAs, etc. Routers Servers Services Software Space Storage Switches Application development Database administration Data center Deskside support Help desks Maintenance Network management Security management Applications Data storage End-user devices Network access Phone service Planning Problem solving Videoconferencing Buildings Direct materials Equipment Indirect materials IT services Logistics Other services People Business processes Customer segments Geographic footprint Incentive systems Performance measures Products and services Roles Value propositions Design Procurement Production Marketing Sales Distribution Customer service Measurement Payment SOURCE: BCG analysis. A Largely Untapped Opportunity Even if a company maximizes the output of the IT value chain, IT s value to the company will fall short of its potential if IT services are not combined effectively with other elements of the business architecture, such as buildings, equipment, people, and direct and indirect materials. In the worst-case scenario, business users may take a very efficient IT service and waste it completely. A simple case in point (most cases are far more complex): top management at one company was concerned that the cost of network bandwidth was increasing at an alarming rate. The IT organization demonstrated that the cost, on a per unit basis, was actually dropping sharply. The problem was that bandwidth consumption by business users was rising faster than unit costs were falling, thus driving up total costs. From the IT group s perspective, the surge in overall costs was solely the responsibility of the business users. It felt that its job was to provide as much bandwidth as the users demanded period. Top management, however, believed that the IT organization was at least partly to blame for the cost increase. Prodded to take action, the IT group used network management tools to analyze the nature of network traffic and found that a high percentage was non-business-related Web surfing by employees. The group implemented blocking mechanisms, and bandwidth usage dropped considerably. Too often, the business and IT components of the business architecture are misaligned and therefore fail to create a mutually reinforcing, value-producing business system. Perhaps the right information is pro-

7 vided to a person who is not trained to use it correctly. Or perhaps the business process design does not quite match the functionality of an application system. Regardless, the outcome is the same: IT is underutilized, and its contribution to the company is substantially limited. Fortunately, companies can take the following remedial steps: Don t waste time trying to calculate the return on IT spending across large chunks of the business (for example, an entire enterprise or business unit). The effort required to make such a calculation far exceeds the value of knowing the number. You don t calculate the ROI on enterprise-wide spending for payroll, rent, health care, airfare, copy machines, or other such business ingredients, so why try to do it for IT? Instead, focus on getting the business architecture right in critical areas. In these areas, inspect the role of each ingredient (both IT and non-it) and make sure that together they create as much business value as possible. Develop comprehensive business-process metrics and take measurements periodically. Where possible, benchmark your measurements against those of relevant companies, and use them to evaluate the performance of the business architecture supporting the key processes. Don t focus on the value added by each ingredient focus on whether the whole business system is performing well. If the business metrics show disappointing results in important areas, assign a team to diagnose flaws in the business architecture and suggest improvements. This is the time to look at various ingredients and consider tweaking or even radically overhauling them. A drugstore chain, for example, was losing customers to its competitors. It found that slight changes to its business processes and pharmacy IT applications

8 increased customer retention substantially. The key was to start with the frustrating aspects of the customer experience and identify coordinated, but small, changes to the business architecture that would improve that experience. When optimizing areas of the business architecture, use the same kind of value-engineering mentality that product designers use on automobiles. Automobile designers evaluate each part of a car to determine whether the value perceived by the customer is worth the cost of including it in the vehicle. The same approach can be applied to the IT and non-it aspects of the business architecture. Various designs should be considered. For customer service, for example, a company could employ low-skilled call-center reps but support them with online scripts and suggestion popup screens. Or it could use highly skilled reps and give them quick access to information on more than 20 applications but no automated suggestions. The CIO s Role CIOs, who have a unique vantage point, should take a leadership role in making sure IT s value is maximized in both the IT and business value chains. Specifically, they should adopt the following strategies: Use value-engineering techniques on the IT value chain to lower the unit costs of IT services, pushing for commonality wherever possible. 1 Benchmark IT unit costs against relevant best-practice companies. One of the companies in our study 1. See From IT Complexity to Commonality: Making Your Business More Nimble, BCG Opportunities for Action, May 2004.

9 has been using an external firm to help it benchmark business process and IT costs every three years since Work closely with the company s leaders to refine the IT organization s product and service offerings on an ongoing basis and to determine the right level of flexibility. In one company that started to implement charge-back of IT costs to its business units, the units started negotiating for lower service levels almost immediately. Show senior management how IT creates value as part of a comprehensive business architecture. Help the company develop rigorous cases for new business projects that include IT, without worrying too much about attributing the expected value to each ingredient. Instead, show how coordinated investments and changes to IT and the business ingredients will create value. Make sure that planning teams for all IT-related business projects consider multiple designs for the new business architecture. Teams should look at various combinations of IT, process changes, roles, skills, outsourcing, and the like to arrive at a design that is close to optimal. Ensure that the company takes baseline business measurements before and after changes are implemented. Help the business interpret those measurements to evaluate whether the changes created value. Work with senior managers to apply value-engineering techniques to the business architecture. Don t focus only on new, exciting business requirements; ongoing operations also need attention. As

10 part of this effort, make sure that a group inside the IT organization is assigned to monitor existing IT assets for their value-creation capability. Each application, for example, should have a life cycle plan. * * * Over the last several years, the companies in our study have substantially increased the value IT provides to their businesses, primarily through improvements to the IT value chain. Most of these companies could achieve further increases by focusing now on the business value chain. To make that happen, however, they will need to take a more holistic approach, looking closely at how IT and non-it elements work together to create value. CIOs, who are in a unique position to evaluate how well the business architecture works across functions, business units, and geographies, can and should lead that effort. Stuart Scantlebury Wolfgang Thiel Stuart Scantlebury is a vice president and director in the Boston office of The Boston Consulting Group. Wolfgang Thiel is a senior vice president and director in the firm s Cologne office. You may contact the authors by at: To receive future publications in electronic form about this topic or others, please visit our subscription Web site at The Boston Consulting Group, Inc All rights reserved.

11 Amsterdam Athens Atlanta Auckland Bangkok Barcelona Beijing Berlin Boston Brussels Budapest Buenos Aires Chicago Cologne Copenhagen Dallas Düsseldorf Frankfurt Hamburg Helsinki Hong Kong Houston Istanbul Jakarta Kuala Lumpur Lisbon London Los Angeles Madrid Melbourne Mexico City Miami Milan Monterrey Moscow Mumbai Munich Nagoya New Delhi New York Oslo Paris Prague Rome San Francisco Santiago São Paulo Seoul Shanghai Singapore Stockholm Stuttgart Sydney Taipei Tokyo Toronto Vienna Warsaw Washington Zürich BCG 9/04

Opportunities for Action. Shared Services in Operations and IT: Additional Complexity or Real Synergies?

Opportunities for Action. Shared Services in Operations and IT: Additional Complexity or Real Synergies? Opportunities for Action Shared Services in Operations and IT: Additional Complexity or Real Synergies? Shared Services in Operations and IT: Additional Complexity or Real Synergies? In recent years, many

More information

Opportunities for Action. Achieving Success in Business Process Outsourcing and Offshoring

Opportunities for Action. Achieving Success in Business Process Outsourcing and Offshoring Opportunities for Action Achieving Success in Business Process Outsourcing and Offshoring Achieving Success in Business Process Outsourcing and Offshoring The list of companies that have launched efforts

More information

Opportunities for Action in Industrial Goods. Winning by Understanding the Full Customer Experience

Opportunities for Action in Industrial Goods. Winning by Understanding the Full Customer Experience Opportunities for Action in Industrial Goods Winning by Understanding the Full Customer Experience Winning by Understanding the Full Customer Experience The old adage What gets measured gets done is fine

More information

Opportunities for Action in Operations. Working Capital Productivity: The Overlooked Measure of Business Performance Improvement

Opportunities for Action in Operations. Working Capital Productivity: The Overlooked Measure of Business Performance Improvement Opportunities for Action in Operations Working Capital Productivity: The Overlooked Measure of Business Performance Improvement Working Capital Productivity: The Overlooked Measure of Business Performance

More information

Opportunities for Action in Industrial Goods. The Price Is Right: Optimizing Industrial Companies Pricing of Services

Opportunities for Action in Industrial Goods. The Price Is Right: Optimizing Industrial Companies Pricing of Services Opportunities for Action in Industrial Goods The Price Is Right: Optimizing Industrial Companies Pricing of Services The Price Is Right: Optimizing Industrial Companies Pricing of Services Industrial companies

More information

Customer Relationship. Opportunities for Action in the Pulp and Paper Industry. Management in the Paper Industry

Customer Relationship. Opportunities for Action in the Pulp and Paper Industry. Management in the Paper Industry Customer Relationship 2/9/04 1:42 PM Page 1 Opportunities for Action in the Pulp and Paper Industry Customer Relationship Management in the Paper Industry Customer Relationship Management in the Paper

More information

Opportunities for Action in Consumer Markets. To Spend or Not to Spend: A New Approach to Advertising and Promotions

Opportunities for Action in Consumer Markets. To Spend or Not to Spend: A New Approach to Advertising and Promotions Opportunities for Action in Consumer Markets To Spend or Not to Spend: A New Approach to Advertising and Promotions To Spend or Not to Spend: A New Approach to Advertising and Promotions Trying to outshout

More information

Opportunities for Action in Financial Services. Transforming Retail Banking Processes

Opportunities for Action in Financial Services. Transforming Retail Banking Processes Opportunities for Action in Financial Services Transforming Retail Banking Processes Transforming Retail Banking Processes The retail banking environment is undergoing major change. Retail banking customers

More information

Opportunities for Action in Financial Services. Sales Force Effectiveness: Moving Up the Middle and Managing New Prospects

Opportunities for Action in Financial Services. Sales Force Effectiveness: Moving Up the Middle and Managing New Prospects Opportunities for Action in Financial Services Sales Force Effectiveness: Moving Up the Middle and Managing New Prospects Sales Force Effectiveness: Moving Up the Middle and Managing New Prospects Good

More information

Opportunities for Action in Financial Services. Growing Profits Under Pressure: Integrating Corporate and Investment Banking

Opportunities for Action in Financial Services. Growing Profits Under Pressure: Integrating Corporate and Investment Banking Opportunities for Action in Financial Services Growing Profits Under Pressure: Integrating Corporate and Investment Banking Growing Profits Under Pressure: Integrating Corporate and Investment Banking

More information

Opportunities for Action in Consumer Markets. The Antidote to Mismanaged CRM Initiatives

Opportunities for Action in Consumer Markets. The Antidote to Mismanaged CRM Initiatives Opportunities for Action in Consumer Markets The Antidote to Mismanaged CRM Initiatives The Antidote to Mismanaged CRM Initiatives Most companies don t know who their best customers are. They enjoy the

More information

Opportunities for Action in Information Technology. IT Outsourcing Rediscovered: Getting Your Share This Time Around

Opportunities for Action in Information Technology. IT Outsourcing Rediscovered: Getting Your Share This Time Around Opportunities for Action in Information Technology IT Outsourcing Rediscovered: Getting Your Share This Time Around IT Outsourcing Rediscovered: Getting Your Share This Time Around Is your IT-outsourcing

More information

Opportunities for Action in Consumer Markets. Paying for Performance: An Overlooked Opportunity

Opportunities for Action in Consumer Markets. Paying for Performance: An Overlooked Opportunity Opportunities for Action in Consumer Markets Paying for Performance: An Overlooked Opportunity Paying for Performance: An Overlooked Opportunity Every time a sales representative considers which customers

More information

Opportunities for Action in Industrial Goods. Asset Productivity: A Potent Lever for Competitive Advantage

Opportunities for Action in Industrial Goods. Asset Productivity: A Potent Lever for Competitive Advantage Opportunities for Action in Industrial Goods Asset Productivity: A Potent Lever for Competitive Advantage Asset Productivity: A Potent Lever for Competitive Advantage With economic growth stubbornly elusive,

More information

Digital Infrastructure and Economic Development. An Impact Assessment of Facebook s Data Center in Northern Sweden executive summary

Digital Infrastructure and Economic Development. An Impact Assessment of Facebook s Data Center in Northern Sweden executive summary Digital Infrastructure and Economic Development An Impact Assessment of Facebook s Data Center in Northern Sweden executive summary The Boston Consulting Group (BCG) is a global management consulting firm

More information

Opportunities for Action in Technology and Communications. Creating Value in Mobile Telecom: Beyond ARPU

Opportunities for Action in Technology and Communications. Creating Value in Mobile Telecom: Beyond ARPU Opportunities for Action in Technology and Communications Creating Value in Mobile Telecom: Beyond ARPU Creating Value in Mobile Telecom: Beyond ARPU After investing huge sums of money in recent years

More information

Opportunities for Action in Consumer Markets. Competitive Advantage from Mobile Applications

Opportunities for Action in Consumer Markets. Competitive Advantage from Mobile Applications Opportunities for Action in Consumer Markets Competitive Advantage from Mobile Applications Competitive Advantage from Mobile Applications The mobile commerce revolution, heralded periodically since the

More information

Opportunities for Action in Financial Services. The Three Golden Rules of Cross-Selling

Opportunities for Action in Financial Services. The Three Golden Rules of Cross-Selling Opportunities for Action in Financial Services The Three Golden Rules of Cross-Selling The Three Golden Rules of Cross-Selling Most banks and insurance companies recognize the value to be captured from

More information

Opportunities for Action in the Automotive Industry. Winning in Today s Chinese Automotive Market

Opportunities for Action in the Automotive Industry. Winning in Today s Chinese Automotive Market Opportunities for Action in the Automotive Industry Winning in Today s Chinese Automotive Market Winning in Today s Chinese Automotive Market These are challenging times for executives in China s automotive

More information

Opportunities for Action in Financial Services. Untapped Riches: The Myths and Realities of Wealth Management

Opportunities for Action in Financial Services. Untapped Riches: The Myths and Realities of Wealth Management wealth management FS 09/01 9/13/01 1:41 PM Page 1 Opportunities for Action in Financial Services Untapped Riches: The Myths and Realities of Wealth Management Untapped Riches: The Myths and Realities of

More information

Indian E-Retail Congress 2013

Indian E-Retail Congress 2013 The Retail Track The Omni Channel Retail Supply Chain Indian E-Retail Congress 2013 Subhendu Roy Principal Consumer Industries and Retail Practice 15 February, 2013 Disclaimer This document is exclusively

More information

Greater than the Sum of its Parts: Professionalizing the Supervisory Board

Greater than the Sum of its Parts: Professionalizing the Supervisory Board Greater than the Sum of its Parts: Professionalizing the Supervisory Board Jörg Thierfelder and Michael Ensser In the current business environment, supervisory boards are responding to significantly higher

More information

Goodbye Spokesperson, Hello Steward

Goodbye Spokesperson, Hello Steward Goodbye Spokesperson, Hello Steward The Transformation of Corporate Communications Once heralded as the seat held by the best storyteller in the company, corporate communications is no longer about amplifying

More information

Opportunities for Action in Financial Services. The Business-to-Business Race Is On

Opportunities for Action in Financial Services. The Business-to-Business Race Is On Opportunities for Action in Financial Services The Business-to-Business Race Is On The Business-to-Business Race Is On Financial institutions have the chance to play leading and profitable roles in shaping

More information

The Data Center of the Future: Creating New Jobs in Europe

The Data Center of the Future: Creating New Jobs in Europe The Data Center of the Future: Creating New Jobs in Europe New data centers will create hundreds of thousands of new jobs for Europe by 2020. But there is work to be done to capture this opportunity fully.

More information

Opportunities for Action in Organization. If Cops Can Change, So Can Corporations

Opportunities for Action in Organization. If Cops Can Change, So Can Corporations CopsChange 2/17/06 1:50 PM Page 1 Opportunities for Action in Organization If Cops Can Change, So Can Corporations If Cops Can Change, So Can Corporations The organization operated in a fast-paced environment

More information

Opportunities for Action in Financial Services. Making the Most of Mortgage Markets

Opportunities for Action in Financial Services. Making the Most of Mortgage Markets Mortgage Apr 03 4/23/03 8:44 AM Page 1 Opportunities for Action in Financial Services Making the Most of Mortgage Markets Making the Most of Mortgage Markets In much of the industrialized world, mortgage

More information

Seamus McMahon Ashish Jain Kumar Kanagasabai. Redefining the Mission for Banks Call Centers Cut Costs, Grow Sales, or Both

Seamus McMahon Ashish Jain Kumar Kanagasabai. Redefining the Mission for Banks Call Centers Cut Costs, Grow Sales, or Both Perspective Amit Gupta Seamus McMahon Ashish Jain Kumar Kanagasabai Redefining the Mission for Banks Call Centers Cut Costs, Grow Sales, or Both Contact Information Chicago Ashish Jain Principal 312-578-4753

More information

How CPG manufacturers and retailers can collaborate to create offers that will make a difference. Implications of the Winning with Digital Study

How CPG manufacturers and retailers can collaborate to create offers that will make a difference. Implications of the Winning with Digital Study Implications of the Winning with Digital Study How CPG manufacturers and retailers can collaborate to create offers that will make a difference 1 To shed light on retailers shift from traditional to digital

More information

Opportunities for Action in Industrial Goods. Curing Supply Chain Indigestion

Opportunities for Action in Industrial Goods. Curing Supply Chain Indigestion Opportunities for Action in Industrial Goods Curing Supply Chain Indigestion Curing Supply Chain Indigestion The pressure to improve supply chain performance has never been greater. The rise of e-commerce

More information

The Real Supply Chain Challenge Leadership and Talent Management

The Real Supply Chain Challenge Leadership and Talent Management The Real Supply Chain Challenge Leadership and Talent Management The best supply chains appear to be complex, precise machines with millions of moving parts that mesh efficiently and function flawlessly.

More information

Human Resources Specialty Practice. www.stantonchase.com

Human Resources Specialty Practice. www.stantonchase.com Human Resources Specialty Practice www.stantonchase.com Established in 1990, Stanton Chase has grown to be ranked among the leading global executive search firms as rated by all major industry market research

More information

DHL Global Energy Conference 2015 Outsourcing logistics Enhancing innovation or increasing risk?

DHL Global Energy Conference 2015 Outsourcing logistics Enhancing innovation or increasing risk? DHL Global Energy Conference 2015 Outsourcing logistics Enhancing innovation or increasing risk? Introduction to panel discussion Houston, October 13 th What has happened since the last DHL conference?

More information

Opportunities for Action in Financial Services. Winning with Wireless: A Challenge for Auto Insurers

Opportunities for Action in Financial Services. Winning with Wireless: A Challenge for Auto Insurers Opportunities for Action in Financial Services Winning with Wireless: A Challenge for Auto Insurers Winning with Wireless: A Challenge for Auto Insurers Telematics, the wireless technology that delivers

More information

Opportunities for Action in Health Care. Unleashing Managerial Advantage In Pharma R&D

Opportunities for Action in Health Care. Unleashing Managerial Advantage In Pharma R&D Opportunities for Action in Health Care Unleashing Managerial Advantage In Pharma R&D Unleashing Managerial Advantage In Pharma R&D Over the past 15 years, R&D productivity has fallen and the number of

More information

France A.T. Kearney Foreign Direct Investment Confidence Index (FDICI)

France A.T. Kearney Foreign Direct Investment Confidence Index (FDICI) France 20 A.T. Kearney Foreign Direct Investment Confidence Index (FDICI) 20 A.T. Kearney FDI Confidence Index 20 2 6 4 0 20 Rankings 20 2 4 0 6 20 24 20 2 4 6 0 20 24 2 US China Canada Germany UK Japan

More information

10Steps to Optimize Retail Operations. A guide to enable, deliver and drive store value

10Steps to Optimize Retail Operations. A guide to enable, deliver and drive store value 10Steps to Optimize Retail Operations A guide to enable, deliver and drive store value Achieving Excellence in Retail Operations (AERO TM ) Enable store value Use customer and market insights to set strategic

More information

What Makes Cities Successful Randstad on the World Stage

What Makes Cities Successful Randstad on the World Stage What Makes Cities Successful Randstad on the World Stage 1966 7 World Cities London Moscow New York Paris Randstad Rhein-Ruhr Tokyo Today: JLL City Commercial Attraction Index Top 20 Population Economic

More information

Freight Forwarders: Thinking Outside the Box

Freight Forwarders: Thinking Outside the Box Freight Forwarders: Thinking Outside the Box Given its size, profitability, and expected growth rates, freight forwarding is among the most attractive segments in the North American transportation services

More information

ROLE SPECIFICATION INTERNATIONAL FINANCE CORPORATION

ROLE SPECIFICATION INTERNATIONAL FINANCE CORPORATION ROLE SPECIFICATION for the position of with GENERAL COUNSEL INTERNATIONAL FINANCE CORPORATION AMSTERDAM ATHENS ATLANTA BARCELONA BEIJING BERLIN BOGOTÁ BOSTON BRUSSELS BUDAPEST BUENOS AIRES CALGARY CHICAGO

More information

Opportunities for Action in Financial Services. Passage to India: The Rewards of Remote Business Processing

Opportunities for Action in Financial Services. Passage to India: The Rewards of Remote Business Processing Opportunities for Action in Financial Services Passage to India: The Rewards of Remote Business Processing Passage to India: The Rewards of Remote Business Processing Over the past two decades, financial

More information

Internet of Things, a key lever to reduce CO 2 emissions

Internet of Things, a key lever to reduce CO 2 emissions COP21 Internet of Things, a key lever to reduce CO 2 emissions November 13 th, 2015 Exponential technologies combined with Internet global model drive a new industrial revolution: the Internet of Thing

More information

Aiming for Outsourcing Excellence

Aiming for Outsourcing Excellence by Mike Connolly mike.connolly@booz.com Vinay Couto vinay.couto@booz.com Gil Irwin gil.irwin@booz.com Karl Kellner karl.kellner@booz.com Aiming for Outsourcing Excellence The New Knowledge-Based Outsourcing

More information

Opportunities for Action in Consumer Markets. Fast Is Good, but Smart Is Better

Opportunities for Action in Consumer Markets. Fast Is Good, but Smart Is Better Opportunities for Action in Consumer Markets Fast Is Good, but Smart Is Better Fast Is Good, but Smart Is Better Last spring, the first dot-com failures were reported, and most of them were of so-called

More information

Real Estate. Expertise of a boutique. Reach of a global firm.

Real Estate. Expertise of a boutique. Reach of a global firm. Real Estate Expertise of a boutique. Reach of a global firm. Inside Expertise of a boutique, reach of a global firm 1 Broad global coverage 2 Industry coverage 3 Our search process 4 Proprietary assessment

More information

Opportunities for Action in Technology and Communications. Achieving a Competitive Edge in Mobile Telecom: Managing Work Forces to Advantage

Opportunities for Action in Technology and Communications. Achieving a Competitive Edge in Mobile Telecom: Managing Work Forces to Advantage Opportunities for Action in Technology and Communications Achieving a Competitive Edge in Mobile Telecom: Managing Work Forces to Advantage Achieving a Competitive Edge in Mobile Telecom: Managing Work

More information

Walid Tohme Jad Bitar. Healthy Links Bringing Interoperability to Healthcare Delivery

Walid Tohme Jad Bitar. Healthy Links Bringing Interoperability to Healthcare Delivery Perspective Ramez Shehadi Walid Tohme Jad Bitar Healthy Links Bringing Interoperability to Healthcare Delivery Contact Information Beirut Ramez Shehadi Partner +961-1-985-655 ramez.shehadi@booz.com Walid

More information

Opportunities for Action in the Automotive Industry. How Electronics Will Revolutionize Innovation in Autos

Opportunities for Action in the Automotive Industry. How Electronics Will Revolutionize Innovation in Autos Opportunities for Action in the Automotive Industry How Electronics Will Revolutionize Innovation in Autos How Electronics Will Revolutionize Innovation in Autos The Age of Electronics has hit the auto

More information

Opportunities for Action in Consumer Markets. A Holistic Approach to Trade Spending

Opportunities for Action in Consumer Markets. A Holistic Approach to Trade Spending Opportunities for Action in Consumer Markets A Holistic Approach to Trade Spending A Holistic Approach to Trade Spending Trade spending the financial deals that manufacturers offer retailers to market

More information

Opportunities for Action in Financial Services. Banking s Changing Dynamics

Opportunities for Action in Financial Services. Banking s Changing Dynamics Opportunities for Action in Financial Services Banking s Changing Dynamics Banking s Changing Dynamics The banking industry, like many others, is changing fundamentally. Interest rates in some regions

More information

Coaching Executives: Building Emotional Intelligence

Coaching Executives: Building Emotional Intelligence IMPACT STORY Coaching Executives: Building Emotional Intelligence How a Global Airline Developed Emotionally Intelligent Leaders via an Integrated Coaching Solution The Challenge The Columbia Leadership

More information

I. THE GOAL: VALUE CREATION 3 II. THE PROCESSES: VALUE-ORIENTED HR MANAGEMENT 4 III. THE IMPLICATIONS: CHANGING THE HR FUNCTION 8

I. THE GOAL: VALUE CREATION 3 II. THE PROCESSES: VALUE-ORIENTED HR MANAGEMENT 4 III. THE IMPLICATIONS: CHANGING THE HR FUNCTION 8 TABLE OF CONTENTS I. THE GOAL: VALUE CREATION 3 II. THE PROCESSES: VALUE-ORIENTED HR MANAGEMENT 4 III. THE IMPLICATIONS: CHANGING THE HR FUNCTION 8 IV. WHAT NEEDS TO BE DONE 9 APPENDIX: CHECKLIST FOR BEST-PRACTICE

More information

Role Charters. Faster Decisions; Stronger Accountability

Role Charters. Faster Decisions; Stronger Accountability Role Charters Faster Decisions; Stronger Accountability The Boston Consulting Group (BCG) is a global management consulting firm and the world s leading advisor on business strategy. We partner with clients

More information

seeing the whole picture HAY GROUP JOB EVALUATION MANAGER

seeing the whole picture HAY GROUP JOB EVALUATION MANAGER seeing the whole picture SM HAY GROUP JOB EVALUATION MANAGER for organizations of any size, job evaluation can be a complex task. hay group job evaluation manager sm (jem) builds hay group s class-leading

More information

Opportunities for Action in Industrial Goods. Made in China: Why Industrial Goods Are Going Next

Opportunities for Action in Industrial Goods. Made in China: Why Industrial Goods Are Going Next Opportunities for Action in Industrial Goods Made in China: Why Industrial Goods Are Going Next Made in China: Why Industrial Goods Are Going Next Shopping at Wal-Mart in the United States or at Carrefour

More information

Robert Hutchens. Procurement s New Operating Model

Robert Hutchens. Procurement s New Operating Model Perspective Patrick W. Houston Robert Hutchens Procurement s New Operating Model Contact Information Florham Park, NJ Patrick W. Houston Partner +1-973-410-7602 pat.houston@booz.com New York Robert Hutchens

More information

Opportunities for Action in Industrial Goods. Synchronize Your Demand Chain

Opportunities for Action in Industrial Goods. Synchronize Your Demand Chain Opportunities for Action in Industrial Goods Synchronize Your Demand Chain Synchronize Your Demand Chain The implications of inaccurate demand forecasts are well known. Forecast too low, and you miss out

More information

SRM How to maximize vendor value and opportunity

SRM How to maximize vendor value and opportunity Operations Excellence: Supplier Relationship Management SRM How to maximize vendor value and opportunity 27th November 2014 Zagreb DDr. Michael Strohmer, Partner, A.T. Kearney michael.strohmer@atkearney.com

More information

Ken Favaro Ashish Jain Samuel Bloustein. Small Business Banking Customers An Attractive Segment for Organic Growth

Ken Favaro Ashish Jain Samuel Bloustein. Small Business Banking Customers An Attractive Segment for Organic Growth Leading Research Paul Hyde Ken Favaro Ashish Jain Samuel Bloustein Small Business Banking Customers An Attractive Segment for Organic Growth Small Business Customers Are Among the Most Profitable Segments

More information

of business Leadership development at the pace The Leadership Express Series Calgary, AB

of business Leadership development at the pace The Leadership Express Series Calgary, AB at the pace Leadership development of business The Leadership Express Series Calgary, AB Join other successful and like-minded leaders committed to becoming their absolute best. Learn powerful ways to

More information

Opportunities for Action in Financial Services. The Asset Management Battle: Using Tools of Other Trades to Win

Opportunities for Action in Financial Services. The Asset Management Battle: Using Tools of Other Trades to Win Opportunities for Action in Financial Services The Asset Management Battle: Using Tools of Other Trades to Win The Asset Management Battle: Using Tools of Other Trades to Win Not so long ago, in the late

More information

Opportunities for Action in Financial Services. India Beyond Outsourcing: The Opportunities for International Banks

Opportunities for Action in Financial Services. India Beyond Outsourcing: The Opportunities for International Banks Opportunities for Action in Financial Services India Beyond Outsourcing: The Opportunities for International Banks India Beyond Outsourcing: The Opportunities for International Banks India s banking market

More information

Opportunities for Action in Financial Services. Hidden Treasure: Finding the Keys to Profitability in Wealth Management

Opportunities for Action in Financial Services. Hidden Treasure: Finding the Keys to Profitability in Wealth Management Opportunities for Action in Financial Services Hidden Treasure: Finding the Keys to Profitability in Wealth Management Hidden Treasure: Finding the Keys to Profitability in Wealth Management Wealth managers

More information

at the pace of business Leadership development In-house programs available! The Leadership Express Series Ottawa, ON

at the pace of business Leadership development In-house programs available! The Leadership Express Series Ottawa, ON Africa Cape Town Johannesburg Pretoria Asia Bangkok Beijing Ho Chi Minh City Hong Kong Jakarta Kuala Lumpur Mumbai New Delhi Seoul Shanghai Shenzhen Singapore Tokyo Europe Amsterdam Athens Barcelona Berlin

More information

Fact sheet DTZ Fair Value Index TM methodology

Fact sheet DTZ Fair Value Index TM methodology Fact sheet DTZ Fair Value Index TM methodology DTZ Fair Value Index TM launched to measure investor opportunity in world s commercial property markets First ever forward-looking commercial property value

More information

Supply chain, logistics & transportation. We are where you are and we go where you go.

Supply chain, logistics & transportation. We are where you are and we go where you go. Supply chain, logistics & transportation We are where you are and we go where you go www.stantonchase.com Stanton Chase is a leader in executive search consulting and board recruitment with a global footprint,

More information

Building a Customer-Centric Operating Model Aligning Segments, Products, and Channels

Building a Customer-Centric Operating Model Aligning Segments, Products, and Channels Leading Research Paul Hyde Frank Ribeiro Ashish Jain Kumar Kanagasabai Building a Customer-Centric Operating Model Aligning Segments, Products, and Channels Financial Institutions can expect to compete

More information

Perspectives. Assuming Leadership: The First 100 Days

Perspectives. Assuming Leadership: The First 100 Days Perspectives Assuming Leadership: The First 100 Days Assuming Leadership: The First 100 Days During his first 100 days in office, President Franklin D. Roosevelt sent 15 messages to Congress, guided 15

More information

cybersecurity dinner 2015

cybersecurity dinner 2015 cybersecurity dinner 2015 Discussion Highlights In February 2015, President Obama, speaking at a White House Summit on cybersecurity and consumer protection, declared that the Internet has become a sort

More information

Opportunities for Action in Technology and Communications. The Battle for the Digital Nomad

Opportunities for Action in Technology and Communications. The Battle for the Digital Nomad Opportunities for Action in Technology and Communications The Battle for the Digital Nomad The Battle for the Digital Nomad The world is becoming simultaneously mobile, digital, and broadband. Cellular

More information

Managing the IT cost challenge

Managing the IT cost challenge 1 Competence Center InfoCom 2 I. Entering the next round of IT cost reduction The economic downturn has forced companies to dramatically reduce their production capacity and to lay off staff in both operational

More information

Global Real Estate Outlook

Global Real Estate Outlook Global Real Estate Outlook August 2014 The Hierarchy of Economic Performance, 2014-2015 China Indonesia India Poland South Korea Turkey Australia Mexico United Kingdom Sweden United States Canada South

More information

Energy Management: Can Utilities Seize the Opportunity?

Energy Management: Can Utilities Seize the Opportunity? Energy Management: Can Utilities Seize the Opportunity? Energy management is generating plenty of buzz. But will it help utilities meet their growth numbers? Not until market trends shake out and partnerships

More information

Opportunities for Action in Consumer Markets. Riding the Next Wave of Outsourcing

Opportunities for Action in Consumer Markets. Riding the Next Wave of Outsourcing Opportunities for Action in Consumer Markets Riding the Next Wave of Outsourcing Riding the Next Wave of Outsourcing Consumer electronics, footwear, and apparel blazed a path to low-cost countries (LCCs)

More information

Denied Boarding Eligibility

Denied Boarding Eligibility Option 1 Denied Boarding Compensation voucher may be used for a single Emirates operated two sector return journey between Dubai and the adjoining list of cities. (OR) Between Australia & New Zealand or

More information

Be clear about your talent management goals

Be clear about your talent management goals Take Be clear about your talent management goals It s tough to get talent management right, particularly when market conditions and strategy are in constant flux. But take a whole systems approach to talent

More information

The High-Performance Manufacturing Organization

The High-Performance Manufacturing Organization The High-Performance Manufacturing The Boston Consulting Group (BCG) is a global management consulting firm and the world s leading advisor on business strategy. We partner with clients in all sectors

More information

Opportunities for Action in Consumer Markets. Taking Care of Brands Through Vertical Integration

Opportunities for Action in Consumer Markets. Taking Care of Brands Through Vertical Integration Opportunities for Action in Consumer Markets Taking Care of Brands Through Vertical Integration Taking Care of Brands Through Vertical Integration Esprit, H&M, Zara, and other vertically integrated brands

More information

2015 City RepTrak The World s Most Reputable Cities

2015 City RepTrak The World s Most Reputable Cities REPUTATION LEADERS NETWORK 2015 City RepTrak The World s Most Reputable Cities The World s View on Cities: An Online Study of the Reputation of 100 Cities RepTrak is a registered trademark of Reputation

More information

board solutions litigation support services Executive compensation

board solutions litigation support services Executive compensation board solutions litigation support services Executive compensation i Deep experience, strong partnerships Hay Group s Board Solutions business assists attorneys in various types of engagements that involve

More information

Safeguarding. your. organisation s. future. A strategic workforce planning approach for the oil and gas sector using the five rights.

Safeguarding. your. organisation s. future. A strategic workforce planning approach for the oil and gas sector using the five rights. your Safeguarding organisation s future A strategic workforce planning approach for the oil and gas sector using the five rights. www.haygroup.co.uk Safeguarding your organisation s future Planning for

More information

Synopsis: In the first September TripCase product release there will be several big updates.

Synopsis: In the first September TripCase product release there will be several big updates. TripCase Document Delivery 15.09 Implementation: 10 nd Sep2015 SIN time Synopsis: In the first September TripCase product release there will be several big updates. 1) Frontline agents will have access

More information

Executive remuneration

Executive remuneration Executive remuneration in high definition A high definition, risk-adjusted approach to benchmarking Instinctively executives know that one pound of base salary, one pound of target bonus and one pound

More information

AOS STUDLEY OCCUPANCY COST INDEX

AOS STUDLEY OCCUPANCY COST INDEX AOS STUDLEY OCCUPANCY COST INDEX 2011 THE MEDIAN TOTAL COST PER WORKPLACE PER YEAR BRUSSELS, JUNE 13 TH, 2012 Agenda 1 Welcome 2 Who is AOS Studley? 3 The AOS Studley Occupancy Cost Index 4 2011 OCI figures

More information

Your Leadership Partner

Your Leadership Partner Your Leadership Partner www.stantonchase.com We live in a global village teeming with the rhythms of many diverse cultures. The norms of business are as diverse as the cultures themselves, from Paris

More information

Opportunities for Action in Financial Services. The Next Wave: Wireless Financial Services

Opportunities for Action in Financial Services. The Next Wave: Wireless Financial Services Opportunities for Action in Financial Services The Next Wave: Wireless Financial Services The Next Wave: Wireless Financial Services Wireless financial services, an important part of m- commerce, can offer

More information

How to Become a Procurement Champion

How to Become a Procurement Champion How to Become a Procurement Champion What is the secret to building a prosperous, valuedriven procurement organization? A holistic procurement transformation (HPT), and the right balance between your business

More information

STREAMLINE YOUR TRADING COMMUNITY TRADING COMMUNITY SERVICES

STREAMLINE YOUR TRADING COMMUNITY TRADING COMMUNITY SERVICES STREAMLINE YOUR TRADING COMMUNITY TRADING COMMUNITY SERVICES Etrali Trading Solutions CONNECTING YOU TO THE WORLD S FINANCIAL MARKETS Electronic trading is revolutionising our industry, but its impact

More information

Prescription for cutting costs

Prescription for cutting costs Prescription for cutting costs By Fred Reichheld Loyal relationships In the current downturn, many companies are tightening belts. But too many are missing their biggest opportunity to keep costs down:

More information

Denied Boarding Eligibility

Denied Boarding Eligibility Option 1 Denied Boarding Compensation voucher may be used for a single Emirates operated two sector return journey between Dubai and the adjoining list of cities. (OR) Between Australia & New Zealand or

More information

We should have started earlier.

We should have started earlier. We should have started earlier. CEO Succession Study 2013 CEO succession planning: We should have started earlier. Chairmen and CEOs share best practices and challenges in preparing for a change at the

More information

The Hidden Supply-Chain Engine. Sales and Operations Planning

The Hidden Supply-Chain Engine. Sales and Operations Planning The Hidden Supply-Chain Engine Sales and Operations Planning The Boston Consulting Group (BCG) is a global management consulting firm and the world s leading advisor on business strategy. We partner with

More information

SOCIAL MEDIA STRATEGY EXECUTION 10 STEPS DIGITAL SERIES

SOCIAL MEDIA STRATEGY EXECUTION 10 STEPS DIGITAL SERIES SOCIAL MEDIA STRATEGY EXECUTION 10 STEPS DIGITAL SERIES LIFESTYLE AS BASE FOR CONSUMPTION A strategy that pays off for your business Social Media can be crucial for digital business success if used strategically

More information

Opportunities for Action in Technology and Communications. Broadband, the Promised Land: How to Make It Keep Its Promise

Opportunities for Action in Technology and Communications. Broadband, the Promised Land: How to Make It Keep Its Promise Opportunities for Action in Technology and Communications Broadband, the Promised Land: How to Make It Keep Its Promise Broadband, the Promised Land: How to Make It Keep Its Promise Throughout the world

More information

Eight Best Practices for Conducting a Successful General Counsel Search

Eight Best Practices for Conducting a Successful General Counsel Search legal, compliance & regulatory Eight Best Practices for Conducting a Successful General Counsel Search by Catherine Nathan, Jennifer Herrmann, Kimberly Fullerton and David Love The general counsel is a

More information

Competing for Small Business P&C Insurance. Strategy for growth

Competing for Small Business P&C Insurance. Strategy for growth Competing for Small Business P&C Insurance Strategy for growth Property and casualty (P&C) insurance for small businesses is a challenge in today s economy. Growth is slow, prices are falling due to a

More information

Vinay Couto Ashok Divakaran. Outsourcing and the CFO The Balanced Delivery Model for Finance and Accounting

Vinay Couto Ashok Divakaran. Outsourcing and the CFO The Balanced Delivery Model for Finance and Accounting Perspective Eduardo Alvarez Vinay Couto Ashok Divakaran Outsourcing and the CFO The Balanced Delivery Model for Finance and Accounting Booz & Company is a leading global management consulting firm, helping

More information

Opportunities for Action in Technology and Communications. The SME Market for Telecom Providers: Sailing into the Winds of Change

Opportunities for Action in Technology and Communications. The SME Market for Telecom Providers: Sailing into the Winds of Change Opportunities for Action in Technology and Communications The SME Market for Telecom Providers: Sailing into the Winds of Change The SME Market for Telecom Providers: Sailing into the Winds of Change For

More information

Opportunities for Action in Consumer Markets. Consumer Services: The Master Brands of the Twenty-First Century

Opportunities for Action in Consumer Markets. Consumer Services: The Master Brands of the Twenty-First Century Opportunities for Action in Consumer Markets Consumer Services: The Master Brands of the Twenty-First Century Consumer Services: The Master Brands of the Twenty-First Century For many years, consumer service

More information

Zia Khan. A Conversation with Jon Katzenbach and Zia Khan, Authors of Leading outside the Lines

Zia Khan. A Conversation with Jon Katzenbach and Zia Khan, Authors of Leading outside the Lines Interview Jon Katzenbach Zia Khan A Conversation with Jon Katzenbach and Zia Khan, Authors of Leading outside the Lines Contact Information New York Jon Katzenbach Senior Partner +1-212-551-6115 jon.katzenbach@booz.com

More information