Marty Bollinger. 1% IT in Aerospace And Defense Reducing Costs While Increasing Capability
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1 Perspective Jeff Bloom Marty Bolliger 1% IT i Aerospace Ad Defese Reducig Costs While Icreasig Capability
2 Booz & Compay is a leadig global maagemet cosultig firm, helpig the world s top busiesses, govermets, ad orgaizatios. Our fouder, Edwi Booz, defied the professio whe he established the first maagemet cosultig firm i Today, with more tha 3,300 people i 58 offices aroud the world, we brig foresight ad kowledge, deep fuctioal expertise, ad a practical approach to buildig capabilities ad deliverig real impact. We work closely with our cliets to create ad deliver essetial advatage. For our maagemet magazie strategy+busiess, visit Visit to lear more about Booz & Compay. CONTACT INFORMATION Chicago Jeff Bloom Pricipal jeff.bloom@booz.com McLea Marty Bolliger Seior Parter marty.bolliger@booz.com Origially published as: 1% IT i Aerospace ad Defese: Reducig Costs While Icreasig Capability, by Jeff Bloom ad Mike Joes, Booz Alle Hamilto, 2008.
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4 1 1% IT i Aerospace ad Defese Reducig Costs While Icreasig Capability The IT orgaizatio icreasigly fids itself caught betwee opposig imperatives beig ecouraged to provide greater support to the busiess while beig ordered to cut costs. This is particularly true i the aerospace ad defese (A&D) idustry, where compaies are turig to cost restructurig i the face of expected budget dowturs while maitaiig or icreasig the demads o IT. I respose, some IT orgaizatios have achieved a step chage i performace, deliverig higher value to the busiess with a cost structure approachig 1 percet of reveue. A IT orgaizatio that ca trasform its operatig model to act as both a cost ceter ad a strategic eabler will be poised to maage ot oly the cyclicality of the preset but the growth eeds of the future as well. Defese Budgets ad Cost Restructurig Mea Lea Times for IT Icreased defese spedig over the last few years has beefited the A&D idustry. However, reliace o budget growth has ofte come at the expese of a focus o operatig efficiecies. I the face of decliig defese budgets, idustry executives are ow turig to cost restructurig to create (or protect) value. May of those executives are focusig o the IT orgaizatio as a source for improvig operatioal efficiecy ad reducig costs. Meawhile, IT has ever bee asked to do more. The moder IT orgaizatio is expected to respod to requests for sigificat service level improvemets ad meet the demads for differetiated services from a expadig rage of stakeholders all while stayig curret o a wide variety of techologies. Moreover, IT orgaizatios are asked to explicitly prove their valueadd cotributio to the busiess. This push-pull dyamic of iterests risks geeratig a vicious cycle for IT. First, firms make spedig cuts a priority, slash service levels, ad put capability i the back seat to achieve targets. After a time, the busiess re-discovers the value of IT ad ifuses cash to address the most vocal complaits (which may ot represet the most critical eeds). Over time, IT budgets appear iflated oce agai ad the demad for cost reductio reews. The 1 Percet IT Orgaizatio But IT ca break out of this vicious cycle. Recetly, we have see IT orgaizatios i leadig-edge A&D firms achieve a step chage i performace, deliverig higher value to the busiess with a efficiet cost structure approachig 1 percet of reveue. I cotrast, may IT orgaizatios withi A&D still maitai a cost structure of 2.5 to 4 percet of reveue. The lea IT orgaizatios have implemeted a ew, best-practice operatig model that we call the 1 percet IT orgaizatio, which achieves the optimal balace of cost ad capability to drive superior performace. Becomig a 1 percet IT orgaizatio caot be doe with a busiess as usual approach; rather, the 1 percet IT orgaizatio trasforms its operatig model to become both a cost ceter ad strategic eabler, poised to maage the budget cyclicality of the preset ad the growth eeds of the future.
5 2 The desig objectives for the 1 percet IT orgaizatio are clear: Radically reduce the costs for ruig the busiess Restructure the IT orgaizatio to retai oly core, value-added capabilities Leverage the stregths ad efficiecies of the IT market to deliver o-core services Make the IT fuctio variable, providig trasparecy regardig costs, service levels, ad performace such that the busiess ca make iformed choices. Most importat, the IT orgaizatio must meet these goals while maitaiig a more affordable cost structure that is ear 1 percet of reveue. Easier Said Tha Doe Most IT orgaizatios adopt these objectives selectively, ot comprehesively, ad thus fail i the jourey. Usually they try a piecemeal approach, targetig spedig cuts or capability levels blidly, uder pressure from corporate directives. This method is highly ieffective ad couterproductive, typically depressig service levels ad cripplig the relatioship with the busiess. Too frequetly, the resultig profile is a IT fuctio perpetually egaged i coursecorrective programs to regai trust. Operatig model chage does ot come easily: The trasformatio is difficult, ad implemetig icremetally does ot work. I our experiece, best practices dictate that the 1 percet IT orgaizatio embark o a holistic program to reivet its operatig model, itegratig three major compoets: strategic sourcig, demad maagemet, ad a thi model IT orgaizatio (see Exhibit 1). Trasformatio Compoet #1: The 1 percet IT orgaizatio selects the right strategic sourcig strategy for its busiess. I our experiece, oe size does ot fit all. The right strategic sourcig strategy mixes strog iteral talet with appropriate capabilities from the service provider. Strategic sourcig of IT services is a prove costreductio measure. The art, however, is uderstadig with whom to parter, where to drive value, ad how to maage the relatioship questios that have differet aswers depedig o the cotext (see Exhibit 2). Too ofte, IT orgaizatios outsource to cut costs ad realize some early savigs beefits, but struggle to fid value beyod the iitial deal. A typical sceario: The IT orgaizatio demads favorable pricig to show quick savigs; the outsourcer offers low fixed rates to eter ito the deal but raises margis i subsequet project/chage work to recover costs. Not surprisigly, icetives for cotiuous improvemet vaish, the provider poaches talet to hadle ew opportuities, ad a adversarial relatioship esues betwee customer ad provider. Exhibit 1 1 Percet Trasformatio Program Compoets ad Sources of Value Cost Idex Potetial Results Curret State Cost Structure Impact 1 80 Strategic Sourcig 2 65 Demad Maagemet 3 55 Thi Model Orgaizatio Major Sources of Value Strategic Sourcig (15 20%) Offshorig or ear-shorig of o-iformtio sesitive applicatio maiteace ad selected developmet activities Ifrastructure operatios outsourcig Adoptio of vedor best practices ad budled cotracts Purchasig/efficiecy scale of vedor cosolidatio Demad Maagemet (10 15%) Discretioary spedig caps Service-level rightsizig (gold, silver, broze) High ROI hurdle ivestmet processes Role-based IT asset provisioig (e.g., codify who gets more expesive assets BlackBerries, cell phoes, laptops, etc.) Thi Model Orgaizatio (8 10%) Shared-service orieted Thi layer IT maagemet with geographic cost/skill leverage Focus o a few key processes (e.g., goverace, strategy, architecture) Career path maagemet Source: Booz Alle Hamilto
6 3 Exhibit 2 IT Strategic Sourcig Cost Curve ad Value Ladder Cost Per Trasactio (Idex) ILLUSTRATIVE Cliet today Cliet volume Cliet with shared services Cost Curve Outsourcer Outsourcer volume Impact of lower labor rates offset by higher goverace costs Outsourcer with offshore capabilities 10% 20% Trasactio Volume Value Creatio Potetial Cost Short-term cost reductio ad margi improvemets (e.g., labor cost) Appropriate value positio drive by idustry ad domai Quality Improved busiess quality (e.g., productivity, service access to stroger capabilities) Value Ladder Leverage Operatioal flexibility ad rapid scalability (e.g., ecoomies of scale, cost variability, capital efficiecy) Value Creatio Levers Growth Reveue geeratio from iovatio ad focus o core busiess (e.g., speed to market, 24x7 operatios, access to strog talet pool) Trasformatio Trasformatio of busiess with virtual operatig model of who does work whe, to be most effective ad efficiet 1 Duke Uiversity/Archstoe Cosultig Offshorig Research Network 2004 ad 2005 Surveys ad Duke Uiversity/Booz Alle Hamilto Offshorig Research Network 2006 Survey Source: Booz Alle Hamilto I cotrast, the 1 percet IT orgaizatio structures its relatioships with a log-term view i mid. It recogizes that outsourcers eed to be strategic parters, ot just body shops, ad uses a icetivebased, performace-drive model to capture ogoig value. The IT orgaizatio ad provider agree upo a clear set of delivery ad cotiuous improvemet metrics, such that gais accrue to both parties. This produces a trasparet set of motivators for the strategic parter to drive value ito the relatioship i a systematic, ogoig maer. I additio, the goverace mechaism, metrics, ad processes to maage the relatioship are rigorously co-developed, with shared accoutability for results. Trasformatio Compoet #2: The 1 percet IT orgaizatio builds a strog demad maagemet capability to alig priorities with the busiess. The prevailig source of IT demad maagemet takes o oe of two forms: uregulated or poorly regulated. If it is the former, IT is viewed as a free good, ad cosumptio reigs. Projects are resourced despite the lack of a clearly defied busiess case or scope. The delivery system becomes clogged with uchecked demad. Speed to market is lost, as lowervalue projects cosume resources at the expese of iitiatives with higher retur o ivestmet. As a result, IT is perceived as slow, with misaliged priorities. The poorly regulated sceario, which is where may A&D firms fid themselves, is sometimes eve worse. Multiple goverace forums ad steerig committees exist with o oe etity to aggregate demad. Small projects ted to latch o to higher-visibility projects to gai priority. If oe goverace body rejects a project, the project maagers appeal to others. Multiple demad sources, all categorized as priorities, overwhelm available capacity. I the ed, IT ca be perceived as overly bureaucratic i additio to beig slow with misaliged priorities. The 1 percet IT orgaizatio, i cotrast, has a strog demad maagemet capability build o four pillars: processes, performace measures, tools, ad accoutability (see Exhibit 3). Demad is effectively categorized, prioritized, ad addressed at a eterprise level. Commuicatio ad trasparecy are fudametal: Iformed debate serves to alig the ageda betwee IT ad the busiess. Seior IT maagers aliged with differet domais, such as maufacturig ad supply chai, offer their perspective
7 4 o what those fuctios eed ad esure that a rigorous process is i place for makig those requests. Gated fudig ad approval processes esure that IT pursues oly the highest-value projects. A strog demad maagemet capability has a further beefit: cost savigs. I fact, demad maagemet ca geerate sigificat savigs as much as ay supply or efficiecy opportuity. The 1 percet IT orgaizatio uses four quick hit iitiatives to deliver payback i less tha a year ad drop savigs to the bottom lie: Turig off the spigot to cotrol discretioary sped; removig discretioary sped i the ru budget; adjustig service levels to fit-for-purpose requiremets; ad istitutig a provisioig model that codifies ad eforces requiremets for expesive digital assets. Trasformatio Compoet #3: The 1 percet IT orgaizatio uses a thi model cliet to ru IT as a busiess. The 1 percet IT orgaizatio has a sigular missio: deliverig high-value services at best-i-class costs. This meas buildig core capabilities, movig o-core work outside the orgaizatio, ad makig every activity leaer all with a thi layer maagerial structure. This drives sigificat chages across the operatig model, from supplier resposibilities (strategic sourcig) to busiess cliet behaviors (demad maagemet). However, the most dyamic chage is closest to the orgaizatio: IT maagemet ad staffig. Exhibit 3 Demad Maagemet Best Practices for the 1 Percet IT Orgaizatio The 1 percet IT orgaizatio looks a lot differet from the typical IT orgaizatio; amely, it is largely staffed i expertise-based fuctios (e.g., IT strategy, architecture, demad maagemet, vedor maagemet) versus utility-based roles (e.g., help-desk support, applicatio maiteace). The proper goverace, rules, ad processes are put i place to esure work gets doe with a much smaller iteral footprit. This expertise-based staffig causes a dramatic shift i IT thikig. I the typical IT orgaizatio, most staff activity is directed to utility-based roles. Cosequetly, most of the executive attetio focuses o these trasactioal elemets. With the trasformatio to more expertise-based roles, IT executive focus shifts to more strategic, customer-cetric iterests. I tur, IT maagers develop a more forward-thikig focus, takig o the role of busiess eabler. A trickle-dow effect occurs i the orgaizatio: Priorities shift from operatioal, day-to-day firefightig to drivig value for the customer. This chage demads a differet type of IT talet idividuals who are equally techologically savvy ad customer aware. For mature, established techologies, seasoed maagers who ca hadle large solutio vedors or service providers are ideal. These maagers drive delivery through well-defied suppliermaagemet metrics (e.g., service level agreemets, bechmarked prices, scalable cost/capacity) ad Framework Typical Operatig Coditio The 1 Percet IT Orgaizatio I. Processes II. Performace Measures III. Portfolio & Project Maagemet Tools IV. Accoutability Varied processes by OpCo, goverace forum, steerig committee, ad project phase Portfolio maagemet cofied to OpCo or steerig committee levels ad ot widely commuicated Limited visibility over major iitiative pipelie ad short-term resource plaig Icosistet use of or lack of performace measures Limited use of SLAs, project scorig mechaisms, ad project phase reviews Need for stadard tools withi ad across OpCos Lack of a cross-eterprise project view throughout the project life cycle No likage betwee icomig/forecasted demad ad resource capacity No ultimate seior maagemet level authority Tiered decisio structure cosistig of disjoited goverace forums with little collaboratio Emergece of steerig committees with executive sposorship as stad-aloe goverace forums Uclear project paths ad owership Stadardized processes for each project phase from demad capture to post-implemetatio review Active portfolio maagemet at both the OpCo ad eterprise levels Thorough commuicatio of major iitiative forecastig to facilitate log-term resource plaig Rapid approval process for critical iitiatives Stadardized performace measures for resource base ad demad Scorecard views, stadardized busiess cases, ad stadardized performace reviews at each project milestoe Rewards for joit Busiess/IT success Stadardized tools for each step of the project life cycle Itegratio of tools to provide a eterprise view ad moitorig capability Demad/supply balace facilitated by cross-eterprise trackig mechaisms Ultimate authority of oe forum Tiered decisio structure that spas from corporate strategy level to implemetatio level Collaboratio betwee goverace structures Clearly defied decisio rights ad accoutability Source: Booz Alle Hamilto
8 5 Exhibit 4 Redistributio of Orgaizatioal Roles i the 1 Percet IT Thi Model Trasformatio CONCEPTUAL Redistributio by IT Resources Typical Outcomes of the Thi Model Orgaizatio Differetiated Capabilities Qualifiers (Desig, Build & Support) 20% 80% Maaged FTE Model 80% 20% Thi Model Orgaizatio Reductio of maaged FTE base by up to 65% is possible Differetiated Capabilities (Discretioary based o a cost-value trade-off) Retai i Compay Architecture & Stadards Strategic Sourcig, Procuremet & Vedor Maagemet Process Improvemet & Performace Maagemet Program Maagemet Employee Traiig & Developmet Security Plaig Elimiatio of high cost maaged FTE model; adoptio of a much less expesive maaged services model Global Shared Service that focuses majority of effort o geeratig value ad iovatio to power the busiess IT resources empowered to thik the art of the possible Iteral focus o value-added activities creates better trasparecy withi the busiess for the potetial for IT to make a real differece Cost of mudae/ lights-o work dramatically reduced by: Elimiatig the eed to maitai by usig may idustry stadard compoets Reducig complexity Fidig the most efficiet method Leveragig the specialist expertise of parters Source: Booz Alle Hamilto vigilatly search for opportuities to lower costs through process stadardizatio or techology refresh, as the case warrats. Correctly implemeted, the ew operatig model radically reduces ad redistributes the IT orgaizatio s talet (see Exhibit 4). Coclusio How do we recommed drivig such a eormous trasformatio? Booz Alle Hamilto employs a fourphase approach (see Exhibit 5). I the first phase baseliig we start by uderstadig total costs ad tyig them back to actioable budget items ad performace data. Through this process, we baselie costs, labor effort, ad workload drivers. Followig baseliig, we apply meaigful bechmarks ad best practices for each service area, fouded o hard (versus soft) aalytics. Because we thoroughly uderstad the best practices behid the bechmark, we ca esure their fit. We do ot co-migle itagible beefits with hard dollar savigs we keep the qualificatios out of the quatificatios. Oce the size of the prize is uderstood, Booz Alle works with our cliets to create actioable results with substatiated performace expectatios. We provide a roadmap of what to do ad quatify the expected results of pursuig a opportuity. Moreover, we help our cliets defie the metrics that will allow them to moitor actuals versus expected results. If you wat to pursue strategic sourcig, it is importat to either 1) clea up the eviromet prior to hadig it over to a outsourcer, or 2) uderstad the eviromet well eough that you ca verify that the outsourcer has cleaed up the eviromet to the extet you egotiated. Booz Alle ca ot oly help you uderstad the eviromet, but we ca also help you maage the outsourcig process. Our Outsourcig Advisory Services have helped cliets i may idustries maage the various itricacies associated with the sourcig of complex eviromets. Fially, Booz Alle will help you reach cosesus with the busiess o service levels, support ratios, discretioary projects, ad value projects. By helpig you provide trasparecy regardig your operatio s performace ad commuicatig that performace i laguage the busiess uderstads, you establish the foudatio for istat credibility, short-term cost reductios, ad log-term cotiuous improvemet. Exhibit 5 Booz Alle Hamilto s Approach to IT Trasformatio Buy-side/ Supply-drive Demad -drive 1 Baselie IT s Cost Orgaizatio-drive 2 Source: Booz Alle Hamilto Get the Basics Right Right-size Total Costs 3 Addressed Together Variable Cost Structure/Sourcig 4 Dialogue with the Busiess Baselie IT s Cost
9 6 About Our Aerospace ad Defese Team The focus ad breadth of Booz & Compay s Aerospace ad Defese (A&D) expertise differetiates us amog maagemet cosultig firms. Our team is focused o A&D we do ot hire or staff geeralists. We provide a rage of services from corporate strategy to busiess trasformatio. Booz & Compay s uique service delivery model combies expertise across both fuctioal ad idustry lies. We ca brig together a itegrated set of expertise to address the complex issues facig seior maagemet. For example: Our Iformatio Techology team bleds the uderstadig of IT from a busiess perspective ad a techical perspective. Our IT experts brig a strategy-drive systems approach to work from the busiess eeds back to the techical support requiremets to esure that the IT fuctios are focused o busiess requiremets. Our Orgaizatio ad Chage team focuses o issues o the CEO s ageda related to orgaizatio model issues (e.g., corporate ceter, service delivery, busiess uit cofiguratio, ad chage leadership challeges). Our Operatios team focuses o helpig cliets build competitive advatage through the developmet of differetiatig operatios. Our Strategy team focuses o helpig cliets idetify, build, ad deploy market-drivig capabilities to icrease competitive advatage.
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