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

Size: px
Start display at page:

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

Transcription

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

2 Shared Services in Operations and IT: Additional Complexity or Real Synergies? In recent years, many companies have significantly improved the efficiency of both their operations and their information technology functions. Few, however, have taken the next step and exploited the synergies that can be developed by restructuring the relationship between these two functions. Yet the potential synergies are considerable. In many companies, operations and IT are effectively separate entities. True, they serve the same constituencies, and their staffs often report to the same executives. But their organizational structures, governance mechanisms, and channels of communication are seldom truly integrated. This translates into redundant platforms, higher interface costs, frustrated business users, unnecessary initiatives, and missed opportunities to leverage economies of scale and share best practices. But a few leading companies have found an innovative way to improve the situation. By integrating operations and IT into centers of processing excellence (COPEs), these companies have driven costs down significantly, created a user-friendly interface between the business process architecture and business users, eliminated redundant platforms, and improved the overall quality of service and delivery across their organizations. Lost Opportunities The traditional relationship between operations and IT is far from optimal. Individual business units typi-

3 cally have their own embedded subscale processes and systems, which prevent the company from leveraging internal volumes. At the same time, processes spanning multiple business units have no single, accountable owner, so there is no one pushing for overall efficiency. Cross-unit coordination between operations and IT with their separate, insular cultures is limited, creating navigational challenges for business users. The result is higher costs, systems fragmentation, lack of attention to the maintenance-cost iceberg, and limited sharing of best practices. A U.S. financial-services company is a case in point. The company had strong securities-processing capabilities, which it had developed into a thriving business serving external asset-management firms. Meanwhile, the company s retail and institutional asset-management operations had their own adequate but separate and less efficient versions of those same processing systems. The managers of the internal asset-management operations recognized the irony but were unwilling to relinquish control and adopt a new system, arguing that it would be foolish to tamper with a proven model. As a result, there was no sharing of platforms or best practices, and the company was losing opportunities to leverage internal economies of scale. Unfortunately, this company s situation is typical rather than unique. Indeed, it is much harder for most businesses to contract out processing operations from one part of the organization to another than to a third party outside the organization. The traditional relationship between operations and IT can also lead to poor investment decisions. Lacking a dedicated owner to champion them, opportunities to optimize key companywide processes typically get voted down in favor of revenue generation initia-

4 tives, even though the former may offer a larger payoff. In addition, decisions involving operations and IT tend to get made too high up in the organization at the COO and executive committee level resulting in lengthy decision making, inefficient use of top managers time, and, ultimately, more missed opportunities. A Better Alternative Integrating the operations and IT functions into COPEs addresses these issues in two ways. First, it bundles similar processes used throughout the company, enabling business process architects to design efficient and robust versions that can serve all the business units that need them. With related activities consolidated within a single COPE, the organization can eliminate redundancies, harness potential synergies, and achieve economies of scope and scale. Because of their size, COPEs also have the resources to drive process automation to the next level. (See the exhibit COPEs Maximize Efficiency by Consolidating Related Activities and Integrating Process Management. ) Second, COPEs improve performance by vesting ownership of operations and IT in a single entity. This ensures process and system consistency and adherence to the agreed-upon business architecture. The arrangement is also business-user friendly, providing a single interface and immediate accountability. With COPEs in place, business users no longer have to navigate and coordinate operations and IT to support a new initiative. Instead, businesses define their needs, and the COPEs design and execute the associated delivery processes and IT systems. The single-owner structure has other benefits as well. It maintains a clear distinction between those

5 COPEs Maximize Efficiency by Consolidating Related Activities and Integrating Process Management COPEs Consolidation of activities Integration of process management Operations are consolidated across business units into enterprisewide processes, resulting in substantial cost benefits: Economies of scale Sharing of best practices A higher degree of automation Delayering The scope of processes is expanded to cover complete back-office functions: Integration of related processes and IT development Consolidation of operations and IT budgets into a single entity SOURCE: BCG analysis. in the organization who focus on generating revenue and those who focus on enhancing margins by delivering and optimizing related processes. With a dedicated owner at the helm, a COPE has the power to standardize systems and processes across business units, reducing complexity and costs. Furthermore, it can optimize total spending on operations and IT. The head of the COPE, who is responsible for the full set of costs both run-the-company costs (day-today processing) and change-the-company costs (business architecture and systems development) has a unique vantage point from which to manage the necessary tradeoffs. The Financial Return The bottom-line benefits of COPE-driven shared services in operations and IT can be substantial. Indeed,

6 we believe that savings equivalent to 20 percent of the total addressable cost base are possible for many organizations. For others, the savings will be even more significant. In one organization, multiple groups worked on behalf of several business units on general ledger reconciliation, suspense account management, intercompany reconciliation, accounts payable, fixed-asset accounting, and reporting in essence, a collection of overlapping cottage industries that generated duplicative and fragmented processes and unnecessarily high costs. To remedy the problem, the company established a finance COPE, which centralized finance operations across the enterprise, established common processes and standards, and rationalized and consolidated the supporting IT platforms. The company expects to realize a savings in excess of 35 percent as a result of this initiative. Another company used a COPE to optimize the performance of its call centers a critical link in its customer-care and revenue-growth strategies. The COPE facilitated the delivery of high-quality, segment-specific services (from basic transactions to premium customer care), which the organization had long viewed as imperative but had been unable to achieve. The COPE also helped the company optimize its use of technology and better manage and monitor staff performance. The company expects this effort to translate into a 15 to 25 percent boost in margin contribution as well as a dramatic improvement in customer satisfaction. Getting Started Achieving a COPE-driven, process-centric organization is worthwhile but is not an easy task. In addition

7 to the logistical challenges, it requires a significant shift in mindset across the organization, as well as effective governance and change-management processes. The following six steps are necessary to get the process going: Conduct a high-level assessment of the potential impact of COPEs on the company s business model as well as of the potential savings, efficiency gains, and service-level improvements that could be achieved. Secure the commitment and explicit support of the CEO and the rest of the executive management team for the effort. The importance of management s commitment and support cannot be overstated. Commission a companywide, CEO-sponsored study to determine the number of COPEs that should be established and the processes and activities that should be assigned to each. Identify the maximum number of layers for each COPE and appoint the necessary personnel, specifying mandates and span of control for each position. Designate an overall operations and IT leader, whose role will be to maximize value by coordinating activities across the COPEs. Simultaneously, define governance mechanisms for enterprisewide project prioritization, portfolio funding, and interfaces between the COPEs and the various business units and functions. Establish a strong transition-management office, which will expedite issue resolution, manage critical interdependencies, and monitor overall progress. Office staff should report directly to the CEO and executive management.

8 Emphasize effective and consistent communications and ensure that the new culture and desired behaviors are constantly reinforced. * * * Centers of processing excellence can transform your enterprise. They can substantially reduce costs and allow your company to fully leverage economies of scale and streamline its internal processes. And they can improve performance by providing business users with a single interface and point of accountability. If you are eager to take service delivery and process efficiency to a significantly higher level in your organization, COPEs are a vehicle you need to explore. Antonio Riera Harold L. Sirkin Rainer Minz Antonio Riera is a senior vice president and director in the Boston office of The Boston Consulting Group. Harold L. Sirkin is a senior vice president and director in the firm s Chicago office. Rainer Minz is a senior vice president and director in BCG s Cologne office. You may contact the authors by at: This article is the result of a joint research initiative by BCG s Operations and Information Technology practice areas. For more information on the findings, please contact the authors. 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.

9 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 5/05

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 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 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 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

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 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 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 Operations. Production Excellence: Unleashing the Power of the Shop Floor

Opportunities for Action in Operations. Production Excellence: Unleashing the Power of the Shop Floor Opportunities for Action in Operations Production Excellence: Unleashing the Power of the Shop Floor Production Excellence: Unleashing the Power of the Shop Floor Many companies today have lost sight of

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 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

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

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

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 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

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 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

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

Opportunities for Action in Information Technology. Demonstrating the Value of IT: Mission Impossible? Opportunities for Action in Information Technology Demonstrating the Value of IT: Mission Impossible? Demonstrating the Value of IT: Mission Impossible? Over the last several years, many CIOs have worked

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

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

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 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 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 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

is no To fill the critical gap between strategy and execution plan and performance you must have the right people in the right jobs

is no To fill the critical gap between strategy and execution plan and performance you must have the right people in the right jobs Winning is no accident Proven assessments of performance and potential to improve organizational leadership at every level To fill the critical gap between strategy and execution plan and performance you

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

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

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

Perspectives. Taking Deflation Seriously

Perspectives. Taking Deflation Seriously Perspectives Taking Deflation Seriously Taking Deflation Seriously Two years after the biggest downturn in world stock markets since World War II, business executives need to take seriously the prospect

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

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

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

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

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

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

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 Organization. When People Strategy Drives Business Strategy

Opportunities for Action in Organization. When People Strategy Drives Business Strategy Opportunities for Action in Organization When People Strategy Drives Business Strategy When People Strategy Drives Business Strategy Companies have never faced more work-force choices, or more important

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

IT Cost Transformation

IT Cost Transformation IT Cost Transformation Getting the Biggest Business Impact From Your IT Organization For many IT departments, costs have been climbing steadily as demand and complexity grow. The rise in complexity has

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

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

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 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

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

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

From the Back Office to the Corner Office

From the Back Office to the Corner Office From the Back Office to the Corner Office Offshore Services Next Leadership Challenge The last two decades have seen a dramatic evolution in Global In-house Centers (GICs), as their value proposition has

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

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

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

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

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

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

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

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 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

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

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 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

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

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

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

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

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

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

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

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

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

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

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

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

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

Campaigns to Capabilities Social Media & Marketing 2011

Campaigns to Capabilities Social Media & Marketing 2011 Leading Research Christopher Vollmer Karen Premo Campaigns to Capabilities Social Media & Marketing 2011 Selected Insights October 2011 Facebook, Twitter, and YouTube are the cornerstones of most social

More information

Opportunities for Action in Financial Services. Trading Places: New Models for Old Exchanges

Opportunities for Action in Financial Services. Trading Places: New Models for Old Exchanges Opportunities for Action in Financial Services Trading Places: New Models for Old Exchanges Trading Places: New Models for Old Exchanges Globalization, deregulation, and new technologies are reshaping

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

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

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

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

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

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

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

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

Opportunities for Action in Industrial Goods. Launching a Successful Business-to-Business Consortium

Opportunities for Action in Industrial Goods. Launching a Successful Business-to-Business Consortium Opportunities for Action in Industrial Goods Launching a Successful Business-to-Business Consortium Launching a Successful Business-to-Business Consortium Titans of the Old Economy are busy reinventing

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

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

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

01/ 02/ 03/ 04/ 05/ Beyond borders Deloitte Discovery April 23 rd 2015 Cyprus 1 Going beyond borders to move our clients ahead Deloitte Discovery Services - Deloitte Legal 2 The Deloitte

More information

the leadership implications of saas

the leadership implications of saas the leadership implications of saas What do boards and CEOs need to know? The rapid pace of product innovation and implementation demanded by the Software as a Service (SaaS) business model requires executives

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

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

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

Cargo Sales & Service Presentation

Cargo Sales & Service Presentation Cargo Sales & Service Presentation Who is Air Logistics Group? Established in 1994 One of the world s leading cargo sales and service companies 55 offices spanning 32 countries and over 200 employees worldwide

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

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

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

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

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

In an era when new causes and cures for health

In an era when new causes and cures for health December 3 BCG FOCUS The Hidden Epidemic Finding a Cure for Unfilled Prescriptions and Missed Doses In an era when new causes and cures for health conditions are being discovered every day, one troublesome

More information

Understanding How to Lead Innovation: A New Model for a Transforming World

Understanding How to Lead Innovation: A New Model for a Transforming World Understanding How to Lead Innovation: A New Model for a Transforming World The Egon Zehnder/Paradox Strategies Innovation Quotient It should not be controversial to say that all organizations must be capable

More information