Mihail Simov – Senior Consultant, IBM Global Business Services 22/10/2009 IBM FORUM 2009 Strategic Profit Improvement Succeeding in the New Economic Environment © 2009 IBM Corporation
Strategic Profit Improvement Services A different kind of downturn – Traditional responses will not suffice Reality of New Environment Implications Required Change Long & Difficult Short Term Opportunities § Unprecedented constraints on access to credit and capital; § Immediate cost takeout initiatives § Falling demand, increased price sensitivity as consumers and enterprises cut back § Disruptions in supply chains, partner and customer arrangements Transformative § Manage costs and maximize capital to drive a focus on value Firms must examine working capital & investment: identifying opportunities to restructure, reduce, and preserve capital as well as streamline operations Long Term Sustainability § Position organization for sustainable profit improvement § Drive a structured approach to increasing efficiency and enhancing effectiveness of organization § Restructuring of industries: Firms fail, sold off overnight § Reduce structural complexity (processes, systems) § New regulatory regimes § Optimize the Business operating model including Co. Es, shared services, outsourcing § Stress on global interdependencies © 2009 IBM Corporation
Strategic Profit Improvement Services To thrive, not to survive, companies need to take action on 3 fronts Source – IBM Institute of Business Value http: //www-935. ibm. com/services/us/gbs/bus/html/gbs-new-economic-environment. html © 2009 IBM Corporation
Strategic Profit Improvement Services How can SPI help? Strategic Profit Improvement – Looking at the whole equation Rapidly identify and deliver a step change in financial performance with uncompromising focus on optimizing capital and revenue improvement Do more with less § Optimize assets and working capital § Reduce SG&A expenses § Realize acquisition synergies Be more agile § § Defend market share § Offer new services and solutions § Make selective acquisitions § Enter into new markets and channels Adapt to changing demand patterns Increase flexibility of the supply chain Transform fixed to variable costs Make processes more effective and efficient © 2009 IBM Corporation
Strategic Profit Improvement Services SPI is an IBM solution that helps clients who are challenged by… § A need to reduce costs in short term and/or require capital to fund future growth § Merger and acquisition related activities – Integrate acquired business into new company – Need for more cash for acquisitions or fund new businesses § Shareholder value, profitability and/or competitive pressure – Competition has widen the gap – Has been under-performer and requires a turnaround – Need to improve lagging Division / BU § Other business impacts – Recent management changes – new CEO, CFO, etc. – Increasing customer service or performance issues © 2009 IBM Corporation
Strategic Profit Improvement Services Not just traditional cost cutting, SPI focuses on structurally optimizing working capital, assets and human capital Traditional Approaches § Headcount reduction, short-term focused (human capital is ignored) § “Running the business” and restructuring objectives not integrated § Informal program management § “Program of the month” to reduce working capital § Time-to-benefits difficult to measure and/or poor accountability § Change management is not considered or limited to ad-hoc communications Strategic Profit Improvement § Driven by business strategy and transformation agenda § Immediate business requirements and transformation agenda actively managed § Focused on long-term sustainable results and quick win situations § Program management focused on benefit realization, project implementation and change management § Comprehensive program that looks across the enterprise to improve revenue and optimize assets © 2009 IBM Corporation
Strategic Profit Improvement Services SPI is a strategy-driven, issues based approach for increasing revenue, reducing costs, optimizing assets, leveraging technology and increasing effectiveness across the value chain IBM SPI Framework Driven by client’s strategy • Collaborative approach • Experience • Strong leadership • Strategy focused • Performance metrics • Change management Improve Key Processes & Organizations Reduce Costs Optimize Assets Leverage Enabling Technology SUSTAINABLE BY Function 1 Function 2 Function 3 • Eliminating work • Realigning Organization Support Structure Growth Plans • Improving asset utilization • Exploring accessible technology SPI - a proven approach § Leverages IBM’s unparalleled experience with clients of all sizes across industries § Provides practitioners who have extensive functional, industry and profit improvement expertise § Supplies the right tools / analytics for each client situation § Targets high impact areas across the value chain § Identifies critical enablers to achieve benefits rapidly © 2009 IBM Corporation
Strategic Profit Improvement Services A full SPI engagement provides a rigorous approach to identify and deliver a step change in financial performance SPI Approach Phase 2 Phase 3 Define Key Steps Phase 1 Design Deliver § Confirm strategic context, imperatives and scope § Evaluate current state leveraging IBM capability framework (CBM) § Identify transformation options and benefit potential § Select opportunities and design operating model recommendations § Establish Program Management Office § Undertake sponsor briefings and develop final capabilities § Execute transformation initiatives § Create go-forward playbook and transition roadmap § Measure and control implementation progress Business Case & Value Realization § Finalize detailed business case § Establish KPIs and tracking mechanisms § Define baseline and preliminary business case § Deliver and track benefits Program & Change Management § Mobilize program and develop change management strategy § Develop integrated change plan § Manage ongoing change activities © 2009 IBM Corporation
Strategic Profit Improvement Services A full SPI engagement provides a rigorous approach to identify and deliver a step change in financial performance Phase 1: 4 -6 Weeks Phase 2: 8 -10 Weeks Illustrative Tools Deliverables Define Phase 3: TBD Design Deliver • Value proposition • Improvement proposals • Improvement specifications • Baseline in-scope areas • Business cases • Implemented projects • Quantified gaps & opportunities • Implementation plans • Benefits delivery • • • Component Business Modeling Financial Analysis tools Data Request Templates Pareto Analysis Process Mapping Process Analysis Span of Control Analysis • • • Benchmark Wizard Span of Control Analysis Expense Analysis Interview Tools Industry Points of View Dynamic Inventory Optimization • • • Outsourcing Tax Diagnostic Maturity Profiles Pricing Optimization Business Case and Roadmap Logic. Tools Industry Points of View CBM Benchmarking Program © 2009 IBM Corporation
Strategic Profit Improvement Services The SPI Assessment (3 – 4 weeks) provides a rapid high level assessment to validate and review opportunities SPI Assessment Planning Key Activities • Initiate data requests (e. g. , financials, organization charts, IT infrastructure, ongoing initiatives) • Formulate initial hypotheses for optimizing capital • Refine data requests based on the hypotheses • Select relevant external benchmarks • Develop data collection methods Primary Deliverable • Plan and schedule interviews, meetings, and workshops Assessment • Interview Executives to understand the current situation and explore options • Collect data and understand capital optimization drivers Opportunities • Identify the directional opportunities • Estimate – Range of potential savings – Additional focused interviews – Enablers and dependencies – Workshops – Implementation timetable – Surveys (high level) – Prioritized list of savings • Develop baseline models • Collect internal benchmarks • Analyze causes of performance gaps • Initial hypotheses • Baseline data • Back-up benchmarks and other financial information • A summary of key interviews and facts gathered supporting the analysis • Draft a short, summary report • Validate with management • Assess readiness for change • Present to project sponsors • Business Case detailing the range of benefits, timing and “roughorder-of-magnitude” investment needed © 2009 IBM Corporation
Strategic Profit Improvement Services The SPI approach is tailored to address areas where opportunities for improvement exist IBM GBS Transformation Capabilities Global, Regional, Local Model Re/designs Core vs. Non. Core Process Analysis In-House vs. Outsource Analysis Organization Structure Re/designs Roles, Resp. & Incentives Re/design Governance Model Development Process & People Process Improvement Development Cost Reduction Implementation Performance Management Technology & Infrastructure Technology Roadmaps Development Site & Infrastructure Management Technology Implementation Operating Model Organization & Governance Our approach can include the management of implementation, change management and benefit realization activities for the above capabilities © 2009 IBM Corporation
Strategic Profit Improvement Services Company-wide The SPI approach focuses on aligning the client’s value chain with its strategic and profitability objectives Corporate and Business Unit • • Implement shared service centers/outsource select functions Eliminate redundancies and improve spans of controls Align roles and responsibilities to speed decision making Leverage information technology - e-business strategy Valle Chain specific New Product Development Marketing and Sales • Improve time to • Implement market and segmentation reduce costs strategy and account profitability • Design for manufacturing • Review marketing services and • Rationalize spend R&D portfolio • Improve cost to • Evaluate new sales/service product make v. channels buy • Improve sales operations and automation Customer Care • Minimize warranty and returns costs • Centralize call centers for consumers • Reexamine/ enforce order minimums and price overrides • Align cost to serve and improve post sale customer service • Rationalize offices and sell non-core assets • Implement employee self service model • Identify controllable expense opportunities and improve expense policies Procureme nt Manufactur ing • Implement • Align manufacturing • strategic capacity to customer sourcing and product portfolio programs to make vs. buy criteria • reduce costs • Improve production • Improve planning effectiveness • order to pay to reduce working process capital efficiency • Improve process and flexibility and reliability compliance • Improve maintenance effectiveness and MRO management Distributio n Optimize distribution and network strategy Optimize logistics and freight costs Review pick and pack capabilities The SPI framework can be tailored to meet each client’s specific situation © 2009 IBM Corporation
Strategic Profit Improvement Services How can SPI help now? Providing for “self funding” of initiatives through balancing “quick hit” opportunities and longer term initiatives Quick Hit Cost Reduction: Efficiency initiatives that drive nearterm saves via reduced capacity Illustrative – Cost Savings Initiatives High (>25%) Capacity Total Cost Longer Term Savings: Transformational initiatives that drive longer-term saving, sustained growth, and greater agility without sacrificing capacity Long-term Impact (Savings as % of spend) Total Cost Finance, HR and IT Optimization Med (10 25%) Low (5 -10%) § Consolidation of finance and HR processes across business units § Application portfolio rationalization and maintenance planning § IT Resource Utilization § Customer experience management § Inventory optimization § Shared Services Optimization § Corporate Support Function Sourcing and Consolidation § Sourcing rationalization Quick Hits § Smaller and flexible organizations § Management De-layering § Activity and Project Rationalization § Inventory assessment Short (3 -6 mos. ) Capacity Enterprise Transformation Asset Utilization § Supply chain facility optimization § Regional facility consolidation § HQ Consolidation Medium (6 -12 mos. ) Long (> 12 mos. ) Timing of Benefits Realization © 2009 IBM Corporation
Strategic Profit Improvement Services Companies that adopt SPI have significantly improved the cost effectiveness and performance of their organizations Typical Opportunity for Improvement Current Effectiveness of…. Client Situation Leading Edge (High Previous Investment) Average (Moderate Previous Investment) Below Average (Little to No Previous Investment) Processes High Process Performance* Technology Service Quality Costs High 10 to 20% + 20% 20 to 40% + 25% 35 to 50% + 30% Moderate to High Low to Moderate Low to Moderate The value each Company will realize is determined by the starting point, the breadth of scope, and the client’s willingness to push the envelope. § * Includes improvements in cycle times, strategic information availability, working capital, and customer service. © 2009 IBM Corporation
Strategic Profit Improvement Services Many of our SPI projects have resulted in significant bottom line savings Client Cause for Change Scope Results § Lagging financial performance in Europe § Concern operating model was out of date § Internal complexity § Shrinking margins and top-line growth § Increased competition § Previous silo attempts to reduce cost structure had failed § All of European headquarters Go-tomarket out of scope; all other processes/functions were in-scope § Worldwide Operations across all lines of business with over 400 K employees § Annual savings of over $1. 2 B § § § Corporate HQ, North Am. , Eur. , Aus. , NZ § Processes: Innovation, Trade Management, Supply Chain, Procurement, Finance, HR and IS § Identified revenue up-lift of $100 M and savings of $300 M § North American SG&A and Business Unit Distribution and Warehousing Operations § Annual savings of $200 million Stagnant share price Complex operating model Redundant functions Limited collaboration across business units § Shareholder Value and investor pressure § Transform business model from decentralized to centralized § Implemented new model for Northeast and Southwest Europe; § Rolled out shared support services / globalized functions § Decommissioned over 10, 000 applications in a 3 year period, from 16, 500 to 6, 200 § Improved customer satisfaction § Globalized direct spend processes § Integrated regional supply chains § Implemented regional/global strategies for Europe & ROW § Restructured organization § Redesigned sales and operations § Established shared services for common support functions © 2009 IBM Corporation
Strategic Profit Improvement Services Examples of SPI successes Approximately 120 engagements globally! Over US$8. 5 billion in savings identified! © 2009 IBM Corporation
Strategic Profit Improvement Services Questions and Answers © 2009 IBM Corporation
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