HR s role in implementing JTI s global ERP system

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "HR s role in implementing JTI s global ERP system"

Transcription

1 by Khalil Cotran, JT International and Ursula Buchmeiser, Jean-Luc Seguin and Bill Pelster, Deloitte HR s role in implementing JTI s global ERP system How HR s focus on change management was key to a successful ERP project In 1999, JT International was comprised of over 100 disparate companies. A global ERP system was vital to transform the company into a modern multinational. Find out how HR and the change management team focused on the people side of change to ensure the four-year project came in on time and on budget. JT INTERNATIONAL (JTI), IS part of the world s third largest manufacturer of tobacco products, Japan Tobacco. JTI is five years old and culturally diverse, with almost 12,000 employees from 90 different nationalities in 40 locations worldwide. Employees speak over 20 languages and work across more than a dozen time zones. Over the past four years, JTI has invested over US$200 million its largest ever project investment in a major Enterprise Resource Planning (ERP see sidebox, right) project. At its foundation were new global processes built on one of the most complex and geographically widespread SAP implementations to date, taking in 13 factories, 50 markets and almost 5,000 end-users. Allied to that were huge efforts in process redesign and change management. The project was rolled out to an aggressive timeline worldwide, in three geographical waves. Each went live smoothly and the project was completed on time and under budget. Senior resources and considerable effort were devoted to change management, training and communication. The change management effort is the focus of this article and we will attempt to share some of our lessons learned about what HR can contribute. Unifying disparate companies JTI began life in 1999 when Japan Tobacco acquired the international operations of the American tobacco giant, RJ Reynolds. At that point JTI was a group of disparate, inward-focused local companies. Its markets and factories, spread over 100 legal entities, had many different IT systems and individual business practices. The new company s business strategy was to position for growth by bringing all 40 locations together with common systems and processes, universal business practices and shared service centers. The global ERP system was to be a fundamental part of JTI s transformation into a modern multinational. HR s role as global change management team HR became involved in the ERP project in the role of global change management team when the pilot phase held in Turkey was coming to an end. The pilot began in January 2002 and successfully went live 10 months later. A global rollout was then planned in three waves, with an aggressive timetable: Wave Timeline Region 1 October 13, 2003 Europe (including Geneva HQ) and Russia 2 June 13, 2004 Eastern Europe, Africa, the Middle East, Greece and Asia 3 November 13, 2004 The Americas The change management team had five key areas of focus: 1. Managing the transition from old to new ways of working. 2. Defining the global organization s new structure. 3. Caring for the ERP project teams. 24 Volume 4 Issue 5 July/August 2005

2 4. Helping people in the business embrace the changes. 5. SAP knowledge transfer and training end-users on the new global system. The system configuration, logistics and project management were within others remit. A separate team was also established to manage communications. 1. Managing the change to a new way of working The first challenge was to define a structured approach and governance model to help us manage change on an extremely large and complex project. More than 700 people would work in the project teams over four years, peaking at 300 at any one time. Each wave was to roll out from a regional hub, a campus-style base for the regional teams. These teams were made up of people from the relevant factories and markets. The business was already stretched, but it was essential that the markets provide enough members to ensure the local business environment was well understood. The global change management team was built on a concept of key stewards, with clearly defined responsibilities. In each wave, a transformation steward led the change management activity, working alongside a training steward and a communications steward (see Figure 1, right). The training steward was supported by a number of trainers. The stewards brought not only business expertise but also valuable local knowledge and contacts, and each was a person of standing in the regional markets. Each transformation and training steward was brought on board during an initial two-day workshop. These workshops clearly defined the roles and responsibilities of all involved, the channels for communication within the change management structure, knowledge transfer and the feedback mechanism. The structure seen here was effective and remained the same for all three waves. The personnel in the global change management team remained in place throughout the project. Their role was to define the scope of the change management, set out a clear methodology, provide the tools to be used and guide the regional teams. 2. Defining the global organization s new structure Early in the project, the business raised the question of what the changes would be. It was our role to define! KE WHAT IS AN ERP? Enterprise resource planning is a term derived from material resource planning. ERP systems typically handle the manufacturing, logistics, distribution, inventory, shipping, invoicing and accounting for a company. ERP software can aid in the control of many business activities like sales, delivery, billing, production, inventory management and human resources management. ERPs are often called back-office systems indicating that customers and the general public are not directly involved. ERPs are cross-functional and enterprise wide. All functional departments that are involved in operations or production are integrated in one system. In addition to manufacturing, warehousing and shipping, this would include accounting, HR, marketing and strategic management. Figure 1. JTI s change governance model precisely the areas of change. The starting point for this was a master list of new processes, drawn up by process experts working with functional experts. We were able to consolidate the enormous amount of information and extract 20 key change areas including the introduction of a Professional Purchasing Organization (PPO); introduction of a global chart of accounts; and a new way of processing sales and delivery. The next step was to enable the markets and factories to understand and prepare for these changes. We developed a spreadsheet-based impact assessment tool which allowed each location to analyze how the changes would affect their operations and organization. Each market/factory/function was asked to review the key changes and determine whether they would apply to t Khalil Cotran joined JTI s HR function in He is currently based in Geneva, Switzerland and leads the HR function for WorldWide Duty Free. Ursula Buchmeiser has 10 years consulting experience, focusing on change management, communication and strategic HR support for business transformation, cost-reduction and process-improvement initiatives. Jean-Luc Seguin is a senior manager in the human capital practice of Deloitte Belgium, where he leads the change leadership and learning service line. Bill Pelster is a partner in Deloitte s human capital practice, specializing in HR business transformation, learning systems and ERP technology adoption. He has over 12 years experience leading technology adoption projects. Volume 4 Issue 5 July/August

3 Figure 2. The performance dip at JTI t their local entity. If yes, then they needed to determine the impact of these changes in terms of operations and organization (structure, roles and responsibilities, span of control, decision making, reporting lines). Through the template teams were required to document changes in terms of: How the targeted activities are currently processed. How they will be processed in future, what are the expected benefits, what actions are required to ensure the implementation of the new way of working, by when and who is in charge. Mapping SAP roles to existing jobs At the same time, we identified 195 new global SAP roles. The challenge was to fit these roles to jobs in the business and then to people. Our goal was to ensure that JTI would have the right people in the right place at the right time. We embarked on intensive workshops to map the SAP roles to jobs in the local organization. The workshops brought together functional and business experts, HR, process owners and system security experts in order to ensure the new roles were correctly mapped to jobs in the business. These workshops were held during each wave and lasted between two and three weeks. They were a major communication event and an important step in bringing the project to the business. As a later step, local HR, working with the transformation stewards, matched employees to jobs. 3. Caring for the project teams The regional teams needed to be highly effective. They were given support in two areas: the information and the skills to act in the right way; and the personal and emotional support to work effectively. It was vital to meet their personal needs in terms of employment conditions, motivation, career management and the emotional disruption of being away from home and family. Personal and career needs People from different countries assigned to the project had differing employment conditions. Guidelines were drawn up to ensure each person s financial situation was protected, with their net income remaining the same as if they were working in their home location. Career management was also an issue. What jobs would people go back to after the project was completed? Regional team members were assigned for, on average, eight months. Many, but not all, had jobs to go back to. This was not true of most of the global team members, who served around two-and-a-half years on the project and had matured professionally. The challenge was finding them new roles. Once the project closed, all team members, bar those who wished to further their careers elsewhere, were re-integrated to the business. The lessons we learned about re-integrating people are that the process needs to start early, and that it can only be done with strong executive management support and a proactive HR effort. Emotional needs and work-life balance Project team members worked from a regional hub, of which there were two for each wave. Most of them were away from their home and family for long periods, putting them under great social and emotional pressure. The project work with its long hours and complexity was often more demanding than the jobs they had come from. And they were isolated from former colleagues and home locations. We were able to care for these needs to some degree. Anyone assigned to a hub away from his/her home country was, on a three-weeks-on, one-week-off schedule, allowed to invite his/her partner to join them during the three weeks on, rather than the project team member returning home for a visit. 4. Helping people in the business embrace change As well as caring for the project teams, we needed to ensure that people in the business were open to change, a role we shared with the communication team. Our belief was that people don t fear change, but uncertainty. Communication was paramount in helping employees deal with the emotional and organizational change. JTI put such importance on communication that it was embodied in the governance model, as detailed in Figure 1. Thanks to the huge and complex communication effort, the project gained a very strong identity and expectations were well managed. As a further step, we drew up a set of guiding principles for local HR functions to assist them in helping affected employees to deal with change. It was important to give employees emotional support, allowing them to mourn the passing of the old ways. Principles included: Managing legal and contractual issues (e.g., through a Works Council). Timely communication of the project impact (e.g., department or position changes) to staff. 26 Volume 4 Issue 5 July/August 2005

4 When possible, timely communication of new opportunities to impacted staff. Provide outsourcing support when needed. 5. Knowledge transfer and training for end-users Training was provided for almost 5,000 new end-users. We used the Train the Trainer concept, which is well known and proved effective for us at JTI. There were 200 trainers, selected for their business expertise. Each underwent a month-long program including soft skills and SAP training. Using this approach, JTI knowledge was kept in the company and continuous support was available to endusers. Trainers performed another vital role in adapting the training materials to local needs. SAP knowledge was passed on through informal channels as well as training courses. The project started out with 80 external consultants, but we planned to transfer knowledge to JTI via informal coaching. This was achieved and only 20 consultants remained by Wave 3. Fine-tuning the new organization Six months after rollout, every market and factory was asked to report on its progress to date. We asked them particularly whether there were any impediments to implementation, about outstanding activities and for their comments in general. We discovered that in Waves 1 and 2 there was a high degree of adoption of the new system and processes at this point. We are currently revisiting Wave 3. This fine-tuning helped identify the need for further training and process improvement. The final wave rolled out at 8 a.m. EST on November 13, 2004, but far from being the end of the ERP story, it was just the beginning. There are already many initiatives in place to extend the scope of SAP, improve processes and realize more benefits. For example, JTI s ERP Center of Excellence (CoE) is currently improving processes or adding new ones in response to business needs. This will be achieved by aligning to meet customer needs, providing stewardship and governance, leveraging knowledge, and acting globally, cross-functionally and seamlessly. The staff within the CoE are functional experts from the business as well as former ERP project team members. Conclusions The ERP project at JTI was a success and a major accomplishment. A dip in performance is inevitable after such a project. At JTI, the dip (see Figure 2, above left) became less disruptive as the project moved through its three waves. This was evidenced by the diminishing number of requests to the global helpdesk for support. We hope that, in part, this was due to the improving change management. The tangible and intangible benefits to date exceed expectations and the business objectives are being met. Benefits are being realized in numerous areas, many! KE JT INTERNATIONAL JT International (JTI) is an operating division of Japan Tobacco Inc., the world s third largest tobacco manufacturer. It handles the international production, marketing and sales of the group s cigarette brands. JTI employs 12,000 people around the world and sells 90 different cigarette brands in over 120 countries. tangible, others intangible. These benefits have generated significant cost savings. Some examples include the introduction of a Professional Purchasing Organization and effective negotiations, inventory reduction, reduced days of sales outstanding and major centralization of support services such as financial processing and systems support. A cultural change is also taking place as people grow in confidence, having successfully overcome the huge challenges of the ERP transformation. The numerous initiatives that followed it are beginning to instill a spirit of learning and a risk-taking culture at JTI. It s important to emphasize that this success was due to many factors: the efforts of everyone involved; the strong executive support and governance; and the positioning of the ERP project as vital to JTI s transformation into a modern multinational. Key learnings for the HR professional What perhaps set our ERP project apart from others is the senior resources and considerable effort devoted to change management, training and communication. We showed that, given the right conditions and support, HR can take the lead in change management in a complex, long-term and demanding ERP project. HR worked as a true business partner, contributing to the achievement of business objectives by adding value. We played a large part in defining the new organization and its roles and managed the change through governance, methodology and concrete support to the business. We ensured that almost 5,000 people were trained on the new global system, and helped facilitate the transfer of SAP knowledge to JTI. We also learned the value of having dedicated HR support for those working on a large project. The HR contact was able to take care of day-to-day and longterm concerns such as salary, insurance, taxes, performance measurement and career management after the project. Perhaps the most important lesson was that companies must plan for HR involvement in ERP projects from the beginning. It s essential for HR to be proactive and lead from the front with other senior management involved. HR has a responsibility to deliver its part of the transformation process and be passionate about what it can achieve., CONTACT Khalil Cotran Volume 4 Issue 5 July/August

5

Enterprise resource planning

Enterprise resource planning Enterprise resource planning Air Force Journal of Logistics, Summer, 2007 by Glenn Dredden, Jeffrey C. Bergdolt Enterprise resource planning (ERP) systems are information systems that integrate processes

More information

ORGANIZED FOR BUSINESS: BUILDING A CONTEMPORARY IT OPERATING MODEL

ORGANIZED FOR BUSINESS: BUILDING A CONTEMPORARY IT OPERATING MODEL ORGANIZED FOR BUSINESS: BUILDING A CONTEMPORARY IT OPERATING MODEL Time is running out for the traditional, monopolistic IT model now that users have so many alternatives readily available. Today s enterprises

More information

Crucial development areas for organizations and how to succeed in them. Leadership Development & Coaching

Crucial development areas for organizations and how to succeed in them. Leadership Development & Coaching INNONews Crucial development areas for organizations and how to succeed in them Innotiimi newsletter 2010 Leadership Development & Coaching Change Team Innovation Meaningful Meetings Global Challenges

More information

strategic workforce planning: building blocks to success

strategic workforce planning: building blocks to success strategic workforce planning: building blocks to success Foreword by Tom Kaminsky The ability to attract and retain people with valuable skills that meet business objectives is vital for companies seeking

More information

THE REAL ROI MICROSOFT DYNAMICS GP IN THE SMB MARKET THE BOTTOM LINE

THE REAL ROI MICROSOFT DYNAMICS GP IN THE SMB MARKET THE BOTTOM LINE THE REAL ROI MICROSOFT DYNAMICS GP IN THE SMB MARKET THE BOTTOM LINE Nucleus found 87 percent of Microsoft Dynamics GP small and mediumsized business customers had already achieved a positive ROI from

More information

The Success Profile for Shared Services and Centres of Expertise

The Success Profile for Shared Services and Centres of Expertise 1 The Success Profile for Shared Services and Centres of Expertise Contents Role and models 3 Great minds think alike 4 Five factors that make the difference 5 Five factors in action 7 What can we take

More information

About Storewars THE WORLD S LEADING BUSINESS MANAGEMENT SIMULATION

About Storewars THE WORLD S LEADING BUSINESS MANAGEMENT SIMULATION CORPORATE COURSES About Storewars The Mini-MBA with an 18-year history Uniquely high quality training via computerized business simulation For consumer-facing companies across the globe Launched in 1995

More information

A Guide to Developing a Workflow System for Your Financial Advisory Firm

A Guide to Developing a Workflow System for Your Financial Advisory Firm A Guide to Developing a Workflow System for Your Financial Advisory Firm A financial advisory firm cannot deliver a high level of service to its clients efficiently and profitably without a workflow system

More information

Program Support and Quality Assurance Smooth HR Outsourcing Consolidation

Program Support and Quality Assurance Smooth HR Outsourcing Consolidation Case Study Series Program Support and Quality Assurance Smooth HR Outsourcing Consolidation Case Study: CA Technologies 2014 Case Study Series 1 Chazey was engaged to provide a neutral perspective and

More information

Using SAP Master Data Technologies to Enable Key Business Capabilities in Johnson & Johnson Consumer

Using SAP Master Data Technologies to Enable Key Business Capabilities in Johnson & Johnson Consumer Using SAP Master Data Technologies to Enable Key Business Capabilities in Johnson & Johnson Consumer Terry Bouziotis: Director, IT Enterprise Master Data Management JJHCS Bob Delp: Sr. MDM Program Manager

More information

OPEN TRAINING COURSES 2015 FROM CULTUREWISE

OPEN TRAINING COURSES 2015 FROM CULTUREWISE OPEN TRAINING COURSES 2015 FROM CULTUREWISE WORKING WORKING EFFECTIVELY ACROSS CULTURES COURSE DURATION: ONE DAY LONDON: 16 MARCH 2015 and 14 SEPTEMBER 2015 395 + VAT PER DELEGATE EFFECTIVELY ACROSS CULTURES

More information

Migration Planning guidance information documents change ManageMent Best Practices October 7, 2011

Migration Planning guidance information documents change ManageMent Best Practices October 7, 2011 Migration Planning guidance information documents change ManageMent Best Practices October 7, 2011 Table Of Contents 1. Purpose... 1 2. Change Management Approach... 1 2.1 Change Management Objectives...

More information

CASE STUDY: IIS GIVES A GLOBAL BEAUTY AND FASHION COMPANY AN IT MAKE-OVER MISSION ACCOMPLISHED

CASE STUDY: IIS GIVES A GLOBAL BEAUTY AND FASHION COMPANY AN IT MAKE-OVER MISSION ACCOMPLISHED CASE STUDY: IIS GIVES A GLOBAL BEAUTY AND FASHION COMPANY AN IT MAKE-OVER MISSION ACCOMPLISHED IIS GIVES A GLOBAL BEAUTY AND FASHION COMPANY AN IT MAKE-OVER IIS is a long-time trusted resource to one of

More information

Agile Master Data Management A Better Approach than Trial and Error

Agile Master Data Management A Better Approach than Trial and Error Agile Master Data Management A Better Approach than Trial and Error A whitepaper by First San Francisco Partners First San Francisco Partners Whitepaper Executive Summary Market leading corporations are

More information

A Blueprint for: Microsoft Dynamics CRM Success

A Blueprint for: Microsoft Dynamics CRM Success A Blueprint for: Microsoft Dynamics CRM Success An I.B.I.S., Inc. Whitepaper by Clinton Weldon VP, Professional Services Kevin Johnson VP, Professional Services I.B.I.S., Inc. 2015 All Rights Reserved.

More information

A Blueprint for Business Software Implementation Success

A Blueprint for Business Software Implementation Success A Blueprint for Business Software Implementation Success An I.B.I.S., Inc. Whitepaper by Kevin Johnson VP, Professional Services Clinton Weldon VP, Professional Services I.B.I.S., Inc. 2015 All Rights

More information

The New Value of Change Management: Success at Microsoft

The New Value of Change Management: Success at Microsoft The New Value of Change Management: Success at Microsoft by Molly Cooper, Microsoft IT Page 1 of 8 Summary Microsoft recently completed a significant IT transformation effort by replacing the existing

More information

Optimum Solutions Supplied Globally by Hitachi s Consulting Service

Optimum Solutions Supplied Globally by Hitachi s Consulting Service Optimum Solutions Supplied Globally by Hitachi s Consulting Service 40 Optimum Solutions Supplied Globally by Hitachi s Consulting Service Sachiko Tsutsui Takashi Hayashi Yasushi Miura Motoki Tsumita OVERVIEW:

More information

Your asset is your business. The more challenging the economy, the more valuable the asset becomes. Decisions are magnified. Risk is amplified.

Your asset is your business. The more challenging the economy, the more valuable the asset becomes. Decisions are magnified. Risk is amplified. Asset management Your asset is your business. The more challenging the economy, the more valuable the asset becomes. Decisions are magnified. Risk is amplified. Data is about more than numbers. It tells

More information

Recruitment and Selection

Recruitment and Selection Recruitment and Selection The recruitment and selection belongs to value added HR Processes. The recruitment is about: the ability of the organization to source new employees, to keep the organization

More information

Are you diluting the value of your outsourced recruitment process?

Are you diluting the value of your outsourced recruitment process? Are you diluting the value of your outsourced recruitment process? Are you capturing the full ROI of RPO? Many enterprises have an outsourced recruitment process solution in place. But is the solution

More information

Explore the Possibilities

Explore the Possibilities Explore the Possibilities Seize the Moment 2013 HR Service Delivery and Technology Survey Executive Summary Report 2 towerswatson.com Explore the Possibilities Seize the Moment Table of Contents What the

More information

Achieving Business Analysis Excellence

Achieving Business Analysis Excellence RG Perspective Achieving Business Analysis Excellence Turning Business Analysts into Key Contributors by Building a Center of Excellence Susan Martin March 5, 2013 11 Canal Center Plaza Alexandria, VA

More information

Designing and Implementing IT Infrastructure Standardization for a Large Energy Company

Designing and Implementing IT Infrastructure Standardization for a Large Energy Company Customer Success Stories TEKsystems Global Services Designing and Implementing IT Infrastructure Standardization for a Large Energy Company ENERGY SERVICES NETWORK INFRASTRUCTURE SERVICES TECHNOLOGY DEPLOYMENT

More information

Accenture Overview Page 1

Accenture Overview Page 1 Accenture Overview Page 1 Company Overview Accenture is one of the world s leading management consulting, technology services and outsourcing organizations, with more than 246,000 employees; offices and

More information

Anatomy of an Enterprise Software Delivery Project

Anatomy of an Enterprise Software Delivery Project Chapter 2 Anatomy of an Enterprise Software Delivery Project Chapter Summary I present an example of a typical enterprise software delivery project. I examine its key characteristics and analyze specific

More information

BENEFITS REALIZATION ENSURES CHANGE DELIVERS GREATER BUSINESS VALUE

BENEFITS REALIZATION ENSURES CHANGE DELIVERS GREATER BUSINESS VALUE BENEFITS REALIZATION ENSURES CHANGE DELIVERS GREATER BUSINESS VALUE Focusing on the delivery of value-adding benefits is an excellent way to achieve greater ROI from change. Benefits & Value Management

More information

White Paper On Pilot Method Of ERP Implementation

White Paper On Pilot Method Of ERP Implementation White Paper On Pilot Method Of ERP Implementation Rod Clarke Rod Clarke provides guidance, advice and support to businesses in successfully applying IS/IT in support of their business goals. He brings

More information

White Paper. CRM a successful business strategy. Succeed!

White Paper. CRM a successful business strategy. Succeed! WHITE PAPER CRM A SUCCESSFUL BUSINESS STRATEGY 1 White Paper CRM a successful business strategy IN THIS WHITE PAPER CRM a successful business strategy by Zync Customer Management AB This document is guide

More information

An Enterprise Resource Planning Solution (ERP) for Mining Companies Driving Operational Excellence and Sustainable Growth

An Enterprise Resource Planning Solution (ERP) for Mining Companies Driving Operational Excellence and Sustainable Growth SAP for Mining Solutions An Enterprise Resource Planning Solution (ERP) for Mining Companies Driving Operational Excellence and Sustainable Growth 2013 SAP AG or an SAP affi iate company. All rights reserved.

More information

3 Keys to Preparing for CRM Success: Avoid the Pitfalls and Follow Best Practices

3 Keys to Preparing for CRM Success: Avoid the Pitfalls and Follow Best Practices CRM Expert Advisor White Paper 3 Keys to Preparing for CRM Success: Avoid the Pitfalls and Follow Best Practices Ten years ago, when CRM was nascent in the market, companies believed the technology alone

More information

Philips Case Study. Enterprise Social Networking Enables Philips to Extend Knowledge and Accelerate Innovation

Philips Case Study. Enterprise Social Networking Enables Philips to Extend Knowledge and Accelerate Innovation Philips Case Study Enterprise Social Networking Enables Philips to Extend Knowledge and Accelerate Innovation 2014 VMware, Inc. Web: socialcast.com Twitter: @socialcast We were driven to connect the organization

More information

Measuring & Developing Emotional Intelligence

Measuring & Developing Emotional Intelligence Measuring & Developing Emotional Intelligence Why soft skills have become hard and why EQ has moved from nice to have to necessary to have A white paper based on 10 years experience in Asia Margareta Sjolund,

More information

Project Managing Business Process Improvement Initiatives

Project Managing Business Process Improvement Initiatives Overview Project Managing Business Process Improvement Initiatives Gina Abudi Business process improvement initiatives prove to be some of the more challenging projects for project managers. This is for

More information

How Cisco IT Reduced Costs Through PC Asset Management

How Cisco IT Reduced Costs Through PC Asset Management How Cisco IT Reduced Costs Through PC Asset Management Centralized network-based PC management program keeps employee desktops current and reduces costs. Cisco IT Case Study / IT Services Expense Management

More information

White Paper Build A Change Management Office

White Paper Build A Change Management Office Building Change Capability We make it happen. Better. White Paper Build A Change Management Office 9 Steps to Make Your Change Efforts Stick May 2014 Better Change Management Developing a Change Management

More information

ONE HR - A transformation in progress - taking HR to the next level.

ONE HR - A transformation in progress - taking HR to the next level. 1 ONE HR - A transformation in progress - taking HR to the next level. Table of Contents 1. Background and Introduction 2. What is ONE HR at Danfoss? 3. Process and takeaways 2 Who am I? Birgitte Ladefoged

More information

Workplaces of the Future: Creating an Elastic Workplace

Workplaces of the Future: Creating an Elastic Workplace Workplaces of the Future: Creating an Elastic Workplace Workplace flexibility has become table stakes for attracting and retaining employees. Now companies must align their flexibility strategy with their

More information

Organizing for Sourcing Excellence Insights for impact on profitability and revenue.

Organizing for Sourcing Excellence Insights for impact on profitability and revenue. Organizing for Sourcing Excellence Insights for impact on profitability and revenue. The Transformation of Procurement Strategic decision making opportunities that can have immediate impact on profitability

More information

Leadership and Management Development. Professional Development Workshops and Certificates

Leadership and Management Development. Professional Development Workshops and Certificates Leadership and Management Development Professional Development Workshops and Certificates WORCESTER POLYTECHNIC INSTITUTE WPI was founded in 1865 to create and convey the latest science and engineering

More information

BearingPoint boosts ROI with online travel management from American Express and Amadeus Amadeus case study

BearingPoint boosts ROI with online travel management from American Express and Amadeus Amadeus case study BearingPoint boosts ROI with online travel management from American Express and Amadeus Amadeus case study In brief The challenge > To gain greater cost transparency in the travel planning process > To

More information

Achieving Business Analysis Excellence

Achieving Business Analysis Excellence RG Perspective Achieving Business Analysis Excellence Turning Business Analysts into Key Contributors by Building a Center of Excellence 11 Canal Center Plaza Alexandria, VA 22314 HQ 703-548-7006 Fax 703-684-5189

More information

HEINEKEN International: Winning Efficiencies Through a Cross-Continent Data Migration

HEINEKEN International: Winning Efficiencies Through a Cross-Continent Data Migration Picture Credit HEINEKEN, Amsterdam, The Netherlands. Used with permission. SAP Customer Success Story Consumer Products HEINEKEN HEINEKEN International: Winning Efficiencies Through a Cross-Continent Data

More information

A Roadmap to Agile Development: A Strategy to Increase Adoption Success

A Roadmap to Agile Development: A Strategy to Increase Adoption Success A Roadmap to Agile Development: A Strategy to Increase Adoption Success Executive Summary Organizations that try to adopt Agile too quickly are often discouraged with less than stellar results, and they

More information

Harnessing Big Data: The Human Capital Management Journey to Achieving Business Growth

Harnessing Big Data: The Human Capital Management Journey to Achieving Business Growth Harnessing Big Data: The Human Capital Management Journey to Achieving Business Growth 2015 ADP Global Human Capital Management Decision Makers Survey CONTENTS Executive Summary... 3 Introduction The Changing

More information

Restructuring at Kemira: A New European Business Model with a Centralized SAP Platform in 12 Months

Restructuring at Kemira: A New European Business Model with a Centralized SAP Platform in 12 Months Complete business model restructuring: Redesign of company-wide process and SAP system landscape supply chain management SAP system landscape transformation (SLT) Restructuring at Kemira: A New European

More information

ERP White Paper Letter to CFO 15 Rules for Successful ERP Implementation

ERP White Paper Letter to CFO 15 Rules for Successful ERP Implementation Letter to CFO 15 Rules for Successful ERP Implementation Congratulations on finally choosing the ERP product and an implementation partner!! No wonder you are heaving a sigh of relief. The last few months

More information

Managing a 24x7x365 Support Center and Network Engineering for a Government Agency QUICK FACTS

Managing a 24x7x365 Support Center and Network Engineering for a Government Agency QUICK FACTS [ Government, Managed Services Offering, Network Infrastructure Services Support Services ] TEKSYSTEMS GLOBAL SERVICES CUSTOMER SUCCESS STORIES Client Profile Industry: Government Employees: More than

More information

JEDDAH, KSA JANUARY 17-21. Organized by UBT University of Business and Technology and CEC Continuous Education Center in partnership with Leoron PDI

JEDDAH, KSA JANUARY 17-21. Organized by UBT University of Business and Technology and CEC Continuous Education Center in partnership with Leoron PDI JANUARY 17-21 JEDDAH, KSA Time: Location: Program language: Expert consultant: 9:00 am to 5:00 pm University of Business & Technology Continuing Education Center King Road Tower 2701, 27th Floor Malik

More information

Why Professional Services Firms Need an Integrated ERP Solution

Why Professional Services Firms Need an Integrated ERP Solution A Computer Generated Solutions, Inc. White Paper Why Professional Services Firms Need an Integrated ERP Solution Microsoft Dynamics Case Study 2011 Table of Contents ERP Landscape... 3-4 A More Focused

More information

MMOG/LE OVERVIEW STREAMLINE AND OPTIMIZE SUPPLY CHAIN MANAGEMENT WITH QAD MMOG/LE SOLUTIONS IMPROVE PERFORMANCE IN THE AUTOMOTIVE SUPPLY CHAIN

MMOG/LE OVERVIEW STREAMLINE AND OPTIMIZE SUPPLY CHAIN MANAGEMENT WITH QAD MMOG/LE SOLUTIONS IMPROVE PERFORMANCE IN THE AUTOMOTIVE SUPPLY CHAIN MMOG/LE OVERVIEW STREAMLINE AND OPTIMIZE SUPPLY CHAIN MANAGEMENT WITH QAD MMOG/LE SOLUTIONS IMPROVE PERFORMANCE IN THE AUTOMOTIVE SUPPLY CHAIN The growing global automotive industry depends on a standard

More information

EMERSON S ROSEMOUNT PROJECT MANAGEMENT OFFICE. Delivering project success for your instrumentation

EMERSON S ROSEMOUNT PROJECT MANAGEMENT OFFICE. Delivering project success for your instrumentation EMERSON S ROSEMOUNT PROJECT MANAGEMENT OFFICE Delivering project success for your instrumentation One Less Project YOUR INSTRUMENTATION IS ON TRACK. Capital projects always come down to the details. The

More information

STRATEGIC INTELLIGENCE WITH BI COMPETENCY CENTER. Student Rodica Maria BOGZA, Ph.D. The Bucharest Academy of Economic Studies

STRATEGIC INTELLIGENCE WITH BI COMPETENCY CENTER. Student Rodica Maria BOGZA, Ph.D. The Bucharest Academy of Economic Studies STRATEGIC INTELLIGENCE WITH BI COMPETENCY CENTER Student Rodica Maria BOGZA, Ph.D. The Bucharest Academy of Economic Studies ABSTRACT The paper is about the strategic impact of BI, the necessity for BI

More information

QUICK FACTS. Implementing Oracle Business Intelligence Applications 11g for a Fortune 500 Corporation

QUICK FACTS. Implementing Oracle Business Intelligence Applications 11g for a Fortune 500 Corporation [ Manufacturing, Analytics Services ] TEKSYSTEMS GLOBAL SERVICES CUSTOMER SUCCESS STORIES Client Profile Industry: Appliances manufacturing Revenue: $146 billion (parent company) Employees: 305,000 (parent

More information

Executive Briefing Outsourcing your Enterprise Management Services - IT Challenge or Business Opportunity?

Executive Briefing Outsourcing your Enterprise Management Services - IT Challenge or Business Opportunity? Executive Briefing Outsourcing your Enterprise Management Services - IT Challenge or Business Opportunity? Contents Introduction Outsourcing Opportunities Challenges SAP Outsourcing Models Selecting the

More information

Procurement Team Certification: 5 Benefits That Procurement Leaders Can t Afford To Ignore 1

Procurement Team Certification: 5 Benefits That Procurement Leaders Can t Afford To Ignore 1 Procurement Team Certification: 5 Benefits That Procurement Leaders Can t Afford To Ignore 1 Procurement Team Certification: 5 Benefits That Procurement Leaders Can t Afford To Ignore Procurement transformation.

More information

CGIAR ICT Shared Services

CGIAR ICT Shared Services CGIAR ICT Shared Services A discussion paper prepared by Consortium Shared Services for discussion with Centers October 2014 Executive Summary For years Centers have explored and implemented a number of

More information

The Cloud-Centric Organization. How organizations realize business benefits with a mature approach to Cloud

The Cloud-Centric Organization. How organizations realize business benefits with a mature approach to Cloud The Cloud-Centric Organization How organizations realize business benefits with a mature approach to Cloud June 2015 Study Overview This report uses data from IDC s CloudView Survey, and IDC s Business

More information

Successful Outsourcing of Data Warehouse Support

Successful Outsourcing of Data Warehouse Support Experience the commitment viewpoint Successful Outsourcing of Data Warehouse Support Focus IT management on the big picture, improve business value and reduce the cost of data Data warehouses can help

More information

Corralling Data for Business Insights. The difference data relationship management can make. Part of the Rolta Managed Services Series

Corralling Data for Business Insights. The difference data relationship management can make. Part of the Rolta Managed Services Series Corralling Data for Business Insights The difference data relationship management can make Part of the Rolta Managed Services Series Data Relationship Management Data inconsistencies plague many organizations.

More information

E Distribution: GENERAL RESOURCE, FINANCIAL AND BUDGETARY MATTERS. Agenda item 6 FINAL UPDATE ON THE WINGS II PROJECT.

E Distribution: GENERAL RESOURCE, FINANCIAL AND BUDGETARY MATTERS. Agenda item 6 FINAL UPDATE ON THE WINGS II PROJECT. Executive Board First Regular Session Rome, 8 11 February 2010 RESOURCE, FINANCIAL AND BUDGETARY MATTERS Agenda item 6 For information* FINAL UPDATE ON THE WINGS II PROJECT E Distribution: GENERAL WFP/EB.1/2010/6

More information

Global Supply Chain Control Towers

Global Supply Chain Control Towers Cove r-re rre fere nce Nu um b er e - r Global Supply Chain Control Towers Achieving end-to-end Supply Chain Visibility LOBAL L CONTROL TOWER Prepared and edited by: Gaurav Bhosle Capgemini Consulting

More information

Field Service in the Cloud: Solving the 5 Biggest Challenges of Field Service Delivery

Field Service in the Cloud: Solving the 5 Biggest Challenges of Field Service Delivery Field Service in the Cloud: Solving the 5 Biggest Challenges of Field Service Delivery The ServiceMax Whitepaper Executive Summary The time has come for field service organizations to also reap the benefits

More information

Case Study-Leading Organizational Change. Creating a Strategy for Leadership Development and Capacity Building through Organization Development

Case Study-Leading Organizational Change. Creating a Strategy for Leadership Development and Capacity Building through Organization Development Case Study-Leading Organizational Change Creating a Strategy for Leadership Development and Capacity Building through Organization Development Forward: During our recent ODCC certification program in Boca

More information

Change the way you make change

Change the way you make change Change the way you make change Table of contents 3 Professional change management 5 Our services 11 Service packages 16 Sycor Overview 17 Sycor in brief 18 Your contact person 2 Professional change management

More information

Change Management Critical Success Factors

Change Management Critical Success Factors Endeavor Management 2700 Post Oak Blvd. P + 713.877.8130 Suite 1400 F + 713.877.1823 Houston, Texas 77056 www.endeavormgmt.com Change Management Critical Success Factors Increasingly more oil industry

More information

Transforming Student Services in Higher Education

Transforming Student Services in Higher Education Transforming Student Services in Higher Education Heather Madden heather.madden@cit.ie Cork Institute of Technology, Cork, Ireland Abstract At Cork Institute of Technology (CIT), there are many disparate

More information

SAP ABANDONED FOR ODOO FLEXIBILITY

SAP ABANDONED FOR ODOO FLEXIBILITY SAP ABANDONED FOR ODOO FLEXIBILITY Frew Process Group, AB Young and Gasco used Odoo to replace SAP Business One and gained new features, flexibility and freedom while reducing the Total Cost of Ownership

More information

Take the right steps 9 principles for building the Risk Intelligent Enterprise

Take the right steps 9 principles for building the Risk Intelligent Enterprise Take the right steps 9 principles for building the Risk Intelligent Enterprise Contents 9 principles for building a Risk Intelligent Enterprise 2 The Risk Intelligent Framework 4 1. Is risk a threat or

More information

The Common Challenges of Common Practices: Tips for Effectively Moving to a Shared Services Center

The Common Challenges of Common Practices: Tips for Effectively Moving to a Shared Services Center The Common Challenges of Common Practices: Tips for Effectively Moving to a Shared Services Center an eprentise white paper tel: 407.591.4950 toll-free: 1.888.943.5363 web: www.eprentise.com Author: Helene

More information

Data Quality Governance: Proactive Data Quality Management Starting at Source

Data Quality Governance: Proactive Data Quality Management Starting at Source Data Quality Governance: Proactive Data Quality Management Starting at Source By Paul Woodlock, Clavis Technologies About the Author: Paul Woodlock is a business process and management expert with nearly

More information

Vodafone Global Supplier Management

Vodafone Global Supplier Management Vodafone Global Supplier Management Vodafone Global Enterprise One global communications supplier for streamlined processes, reduced costs and fully centralised management. Vodafone Power to you 78% of

More information

Making the move to HR business partnering really work

Making the move to HR business partnering really work Bath Consultancy Group www.bathconsultancygroup.com Making the move to HR business partnering really work Bath Consultancy Group 11 Kelso Place, Upper Bristol Road, Bath BA1 3AU Main Office: +44 (0)1225

More information

Guidelines For A Successful CRM

Guidelines For A Successful CRM Guidelines For A Successful CRM Salesboom.com Many organizations look to CRM software solutions to address sales or maybe customer service deficiencies or to respond to pressures from outside sources in

More information

The Customer Service Revolution

The Customer Service Revolution The Customer Service Revolution A City of Markham Innovation +IPAC Award for Innovative Management Finalist 2014 +Backgrounder May 7 2014 CUSTOMER SERVICE REVOLUTION 21 st Century Challenges for the Public

More information

QUICK FACTS. Migrating User Accounts and Servers to a New Active Directory Domain for a Packaging Manufacturer

QUICK FACTS. Migrating User Accounts and Servers to a New Active Directory Domain for a Packaging Manufacturer [ Manufacturing, Network Infrastructure Services Technology Deployment ] TEKSYSTEMS GLOBAL SERVICES CUSTOMER SUCCESS STORIES Client Profile Industry: Packaging manufacturing Revenue: Over $9 billion Employees:

More information

PROPS Manual for Project Managers

PROPS Manual for Project Managers PROPS Manual for Project Managers 1 PROPS Manual for Project Managers CONTENTS INTRODUCTION... 3 PROJECT MANAGEMENT MODEL... 7 PRESTUDY PHASE... 11 PHASE START-UP AND TEAMBUILDING... 17 COACHING, INTEGRATION

More information

The multisourcing approach to IT consolidation

The multisourcing approach to IT consolidation Experience the commitment WHITE PAPER The multisourcing approach to IT consolidation The proven commercial practice of multisourcing services integration can help state and local governments achieve IT

More information

ACCELERATING PROSPECTS TO WINS REALIZING THE POTENTIAL OF CRM. by Carrie Camino & Jeff Finken

ACCELERATING PROSPECTS TO WINS REALIZING THE POTENTIAL OF CRM. by Carrie Camino & Jeff Finken ACCELERATING PROSPECTS TO WINS REALIZING THE POTENTIAL OF CRM by Carrie Camino & Jeff Finken Implement any new business system and you re bound to face some level of uncertainty and resistance. In order

More information

An Enterprise Resource Planning Solution for Mill Products Companies

An Enterprise Resource Planning Solution for Mill Products Companies SAP Thought Leadership Paper Mill Products An Enterprise Resource Planning Solution for Mill Products Companies Driving Operational Excellence and Profitable Growth Table of Contents 4 What It Takes to

More information

Mergers and Acquisitions: The Data Dimension

Mergers and Acquisitions: The Data Dimension Global Excellence Mergers and Acquisitions: The Dimension A White Paper by Dr Walid el Abed CEO Trusted Intelligence Contents Preamble...............................................................3 The

More information

Fixed Scope Offering for Implementation of Taleo

Fixed Scope Offering for Implementation of Taleo Fixed Scope Offering for Implementation of Taleo Mindtree limited 2015 All third party identities used within this presentation are copyrighted properties of the respective companies. Viewers and users

More information

QUICK FACTS. Providing a Unified Communications Training Solution to End Users Across North America

QUICK FACTS. Providing a Unified Communications Training Solution to End Users Across North America [ Financial Services, Training and Education Services ] TEKSYSTEMS GLOBAL SERVICES CUSTOMER SUCCESS STORIES QUICK FACTS Client Profile Industry: Insurance Revenue: $64.3 billion Employees: Over 65,000

More information

QUICK FACTS. Catholic Health Initiatives Collaborates with TEKsystems to Update its Aging Fleet of IT Equipment to Achieve Meaningful Use

QUICK FACTS. Catholic Health Initiatives Collaborates with TEKsystems to Update its Aging Fleet of IT Equipment to Achieve Meaningful Use [ Healthcare, Technology Deployment ] TEKsystems Global Services Customer Success Stories Client Profile Industry: Healthcare Revenue: Approximately $9.8 billion (FY2012) Employees: Approximately 78,000

More information

A Brief History of Change Management

A Brief History of Change Management A Brief History of Change Management IT S AN AMAZING STORY... THE BIRTH OF A PROFESSION L AMARSH.COM 3 3 2 S. M I C H I G A N AV E., 9 T H F L O O R C H I C A G O, I L L I N O I S 6 0 6 0 4 U S A P. 3

More information

ATS Delivery Strategy for Manufacturing Execution Systems

ATS Delivery Strategy for Manufacturing Execution Systems MES Excellence Centres Delivery Strategy for Manufacturing Execution Systems A modular working program designed from experience and best practices The result is a process where facts rather than opinions

More information

Jabil builds momentum for business analytics

Jabil builds momentum for business analytics Jabil builds momentum for business analytics Transforming financial analysis with help from IBM and AlignAlytics Overview Business challenge As a global electronics manufacturer and supply chain specialist,

More information

PERFORMANCE MANAGEMENT ROADMAP

PERFORMANCE MANAGEMENT ROADMAP PERFORMANCE MANAGEMENT ROADMAP Building a high-performance culture PERFORMANCE MANAGEMENT ROADMAP a The Partnership for Public Service is a nonpartisan, nonprofit organization that works to revitalize

More information

Innovations in Outsourcing MOT your contact centre

Innovations in Outsourcing MOT your contact centre I nt ro d uct ion t o a Ca l l Cent re Innovations in Outsourcing MOT your contact centre RXPerience 2009 Innovations in Outsourcing Outsourcing continues to be a hot topic of the call centre industry

More information

CONSULTANCY. Initial Terms of Reference Outbreaks and Humanitarian Emergencies Supply Chain Development Project

CONSULTANCY. Initial Terms of Reference Outbreaks and Humanitarian Emergencies Supply Chain Development Project CONSULTANCY Initial Terms of Reference Outbreaks and Humanitarian Emergencies Supply Chain Development Project This consultancy is requested by: Unit: Outbreaks & Humanitarian Emergencies (OHE) Department:

More information

The Realities What is Knowledge? What is Knowledge Management? What is new about managing organizational knowledge? Implementation keys

The Realities What is Knowledge? What is Knowledge Management? What is new about managing organizational knowledge? Implementation keys March 2015 Version 3.1 Tryon and Associates The Realities What is Knowledge? What is Knowledge Management? What is new about managing organizational knowledge? Implementation keys Knowledge Management

More information

Wilhelmenia Ravenell IT Manager Eli Lilly and Company

Wilhelmenia Ravenell IT Manager Eli Lilly and Company Wilhelmenia Ravenell IT Manager Eli Lilly and Company Agenda Introductions The Service Management Framework Keys of a successful Service management transformation Why transform? ROI and the customer experience

More information

Activity Guide Innovation & Growth Nova Scotia Public Service Commission

Activity Guide Innovation & Growth Nova Scotia Public Service Commission TALENT MANAGEMENT Activity Guide This document is protected by copyright. The consent of the copyright owner must be obtained for reproduction. Innovation & Growth Nova Scotia Public Service Commission

More information

DeLaval: Greater Supply Chain Transparency with SAP Event Management

DeLaval: Greater Supply Chain Transparency with SAP Event Management SAP Customer Success Story Industrial Machinery and Components DeLaval Picture Credit DeLaval, Tumba, Sweden. Used with permission. DeLaval: Greater Supply Chain Transparency with SAP Event Management

More information

Statement of Confidentiality

Statement of Confidentiality Statement of Confidentiality This document contains information that is proprietary and confidential to Tata Consultancy Services Limited, which shall not be disclosed outside Department of Post, transmitted,

More information

Extraction of SAP Data for Audit & Compliance

Extraction of SAP Data for Audit & Compliance Extraction of SAP Data for Audit & Compliance LiveCompare Case Study David Barkhausen 20 November 2012 Contents Key Learning Points British American Tobacco Overview Audit Challenges Addressing The Challenges

More information

ERP Administrative Challenges Brian Jensen

ERP Administrative Challenges Brian Jensen ERP Administrative Challenges Brian Jensen Deloitte & Touche LLP February 2011 ERP Administrative Challenges Enterprise resource planning (ERP) implementations over the last two decades have generated

More information

Mid-market manufacturers and the new landscape for Enterprise Resource Planning

Mid-market manufacturers and the new landscape for Enterprise Resource Planning Infor ERP Mid-market manufacturers and the new landscape for Enterprise Resource Planning Table of contents Introduction... 3 Mid-market manufacturers... 4 Challenges and opportunities... 6 Conclusion...

More information

More Information About Coaching, Leadership Development and Andrea Gallien

More Information About Coaching, Leadership Development and Andrea Gallien More Information About Coaching, Leadership Development and Andrea Gallien Document provided for discussion purposes only Professional Certified Coach (PCC) EQ-in-Action Certified in EQ Assessment Introduction

More information

PUTTING ANSWERS TO WORK

PUTTING ANSWERS TO WORK WWW.WIPRO.COM WIPRO CONSULTING SERVICES PUTTING ANSWERS TO WORK WITH THE EXPERTISE OF DEVELOPING STRATEGIES AND THE EXPERIENCE OF DELIVERING THEM, WIPRO CONSULTING SERVICES HELPS BUSINESSES GO FURTHER

More information