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17.9.2003. Project/Open Vision. My Guess. Radical improvement after a number of incremental steps. Technology gains importance as a vehicle to introduce innovative management practices

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17 9 2003

17.9.2003

Project/OpenVision


My guess
My Guess

Radical improvement after a number of incremental steps

  • Technology gains importance as a vehicle to introduce innovative management practices

  • Competitive advantage can be created when a company is consistently faster to adapt innovative business practices.

No major newDisruptive Technologiesanymore

Competitiveness depends on the capability to implement IT projects


Conceptual model extended company
Conceptual Model:Extended Company

Technologies

  • Collaboration & Project Rooms

  • Web Services

  • Extranet/VPN

  • Sales Support

  • CRM/SCM/…

  • Collaborative Forecasting

  • ...

Providers

Manufacturer

Clients

Sub-contractors


Some trends
Some Trends

General Trends

  • Moore’s Law

  • Globalization

  • Digitalization

  • Mobility (GRPS&WiFi)

  • Knowledge Value

  • IT Commoditization

Specific Trends

  • Importance of Security (every computer connected to the Internet needs security)

  • Machine-to-machinecommunication

  • Open Source Software

Read it everywhere!


My guess1
My Guess

  • Ideas have been tested during the Dot.Com era

  • “Applications à la carte” methodologies

  • “Value patterns” (supply chain, integration, network, …) have become common knowledge

No major newDisruptive Technologiesanymore


Disruptions la carte

Clients

Providers

Partners

Employees

Investors

Media

. . .

Disruptions à la Carte

How to define my IT-Strategy?

Market Share

Value

Reduce Costs

Service

Time to Market

Extend Brand

Client Retention

Put here:

  • where you are

  • where you want to go and

  • what applications to use


Implementation jam
Implementation Jam

How to implement my IT-Strategy?

18m

B2C Product

Catalog

ROI

Procurement

DataConsolidat.

B2B Catalog & Order Track

12m

ProductionTracking

Demand

Forecasting

6m

Intranet& KM.

Bench-marking

DataWarehouse

Dependency

0m

250k€

500k€

1M€

2M€

Cost


The limits of disruptive technologies
The Limits of Disruptive Technologies

ERP

Force peopleto use it

SCM

Learning Effort

ProjectRooms

Peoplelike it

Intranet

Messenger

Google

Audio

WWW

Video

unstructured

indexed

formalized

Content Formalization


The limits of disruptive technologies1
The Limits of Disruptive Technologies

  • Build around existing processes

  • Supported by innovative management practices

  • Limited by learning complexity

  • Implemented by digitalizing existing processes

  • Look at your processes and digitalize them

  • Examples:

    • Volkswagen/Seat Project

    • Recent announcement by General Electric

    • . . .

  • Look at your processes and digitalize them


My guess 2010

B2C Product

Catalog

18m

3rd PartyProcurement

Market Share

Value

Reduce Costs

Service

Time to Market

Extend Brand

Client retention

ROI

DemandConsolidat.

B2B Catalog & Order Track

Clients

12m

Put here:

  • where you are

  • where you want to go and

  • what applications to use

Providers

ProductionTracking

Partners

Demand

Forecasting

Intranet& KM.

Employees

Outlet

Benchmark

6m

DataWarehouse

Investors

Media

Dependency

. . .

0m

250k€

500k€

1M€

2M€

Cost

My Guess 2010

Competitiveness depends on thecapability to implement IT projects


Capability to implement projects

IBM – PwC Deal?

Capability to Implement Projects

Critical Factors

  • IT Infrastructure

  • IT Strategy

  • Change Management

  • Project Management

  • Look at your processes and digitalize them

Standardization?