Business Transformation in Retail | DEEN Supermarkets
28
“From Strategy to Execution” Jan Koen, ICT manager at Deen Supermarkets Implementing change From Strategy to Execution
Transcript of Business Transformation in Retail | DEEN Supermarkets
“From Strategy to Execution”
Jan Koen, ICT manager at Deen Supermarkets
Implementing change
From Strategy to Execution
Meat, meat products and fresh meals
From Strategy to Execution
Facts
Aanpassing
capaciteit
From Strategy to Execution
Facts
Facts
>8.000 Employees
>800.000 Customer visits per week
75 Stores
2 DC/ Warehouses
From Strategy to Execution
Facts
Webshop
Focus on fresh
Focus on promotions andcampaigns
Best Flower supermarket
Best Dutch retail employer
From Strategy to Execution
The story
IST
“Company in its current
state”
SOLL
“Company in its
desired state”
Market
Market development
Social and legal development B.T.P.
Alignment
Change management Market
Technical development
From Strategy to Execution
Increase customer satisfaction
Increase market share
The story
From Strategy to Execution
Goals
Improved time to market by increased agility
Increased efficiency of the daily operation
Less bleeding in projects, faster Business benefits
Implement changes to support more innovations
The story
From Strategy to Execution
Business Transformation Planning
Focus on Business needs
Based on a “ Business Transformation Framework”
Used an Enterprise Transformation Platform (Mavim) To define IT architecture (IST and SOLL) To support decision making Managing change (Governance) from IST to SOLL
Create a Business Transformation Plan
The story
From Strategy to Execution
The story
From Strategy to Execution
The story
From Strategy to Execution
Principles Principles Principles Principles Principles
Business
strategyCustomers Processes Data IT Infrastucture
Change
program
Products
Services
Organization Information
Applications
The story
From Strategy to Execution
Business
strategieCustomers Processen Data IT Infrastucture
Change
program
Products
Services
Organization Information
Applications
Principles Principles Principles Principles Principles
Organizational Focus
From Strategy to Execution
Business principles
Focus on customer loyalty
The creation of engagement
Improve efficiency and
effectiveness use of technology
efficient supply chain
The story
Business
strategyCustomers Processes Data IT Infrastucture
Change
program
Products
Services
Organization Information
Applications
From Strategy to Execution
Business
strategieCustomers Processen Data IT Infrastucture
Change
program
Products
Services
Organization Information
Applications
Customer relations Products
Schema: Landschap Informatiesystemen, maart 2010
SCOPE
Inkooporders
Logistiek &
Omzet
R&R
Rooster &
Realisatie
Winkel
Management
PROFITPersoneels
Informatie
Systeem
FIS
Financieel
Informatie
Systeem
LOCUS
Warehouse
Management
Systeem
INTERNETCSBSlagerij
Informatie
Systeem
KAKantoor
Automatisering &
Office
STORE
MATE
Kassa verkoop
systeem
CONSULIN
K
Verkopen per
product
Betaal middellen
Crossellling
Competenties
Inzet
kundig
personeel
Klanten
orders
Verkopen per
product
assortiment
Actie resultaten
Mails van
klanten
Hits,
aanbiedingen
Bestellingen
en leveringen
Houdbaarheid,
ingredienten ,
bereidingswijze
Klachten
The story
The story
From Strategy to Execution
Focus on
customer
loyalty
Develop new
customer
communication
Involve
customer in
product
development
Business
strategyCustomers Processes Data IT Infrastucture
Change
program
Products
Services
Organization Information
Applications
From Strategy to Execution
Service Oriented Infrastructure
The story
The story
From Strategy to Execution
Customer
oriented
uptime
Customer
defined quality
Program
The story
From Strategy to Execution
Business
strategieCustomers Processen Data IT Infrastucture
Change
program
Products
Services
Organization Information
Applications
Candidate Projects
Candidate
Projects
Business
principles
2011
jan-11 feb-11 mrt-11 apr-11 mei-11 jun-11 jul-11 aug-11 sep-11 okt-11 nov-11 dec-11 jan-12 feb-12
PR02: Proces gericht ontwikkelen
PR01:Klantgerichte bedrijfsprocessen
PR03: Vergroten betrokkenheid pers.
PR04: Verbeteren communicatie klant
PR05: Standaardiseer interfaces IS
PR06: Implementeer ASL & BISL best practices
PR08: IS voor de informatie voorziening
PR07: Herzie
ICT functies
Approved
Projects
The projects
From Strategy to Execution
Provide insights in critical
processes and relevant
ICT objects
Follow training courses in ASL, BISL,
Architecture, BPM and APM
Organizing and arranging
BPM and APM
With use of tools like Mavim
Visio and SharePoint
The projects
From Strategy to Execution
Business proces management
Stakeholders Connected
Business Process
and Interfaces
Detailled Business
Processes
The projectsProcess-oriented system development
From Strategy to Execution
Application portfolio
Internal link to
Visio
Application
landscape SCOPE
(ERP)
Process landscape
SCOPE (ERP)
System landscape
Microsoft AX
From Strategy to Execution
The projectsProcess-oriented system development
The results
From Strategy to Execution
More effective use of IT
Increased efficiency
Higher success rate of projects
More time for innovations
Functional Requirements
Business Process
AS-IS
Applications
AS-IS
InterfacesAS-IS
Business ProcessTO-BE
Interface
Design
AX
Application
module
Interfaces
TO-BE
PAGINA
1 OF 6
DATUM
14-3-2014
GEREVISEERD
8-4-2014
Type of
FIT
Functional
Design
From Strategy to Execution
The present
SOLL
IST
Detailed Process
Requirements
Connected with
Process areas
Resource Planning
Type of fit/gap
The present
From Strategy to Execution
Novius Raamwerk en Rules Framework
(Veranderportfolio rapportage)
Impact of change: Insight and structure of strategic choices in the project
Business Approach: Process and role based Transformation Program
Integrated Solution: Establish connections and relationships between different components (Business drivers, BPM, APM, Infrastructure andrequirements)
24/7: Always the latest version of the ‘thruth’ online available
The benefits
Manage Governance: predictive timing, reduced risks, improved quality
From Strategy to Execution
Novius Raamwerk en Rules Framework
(Veranderportfolio rapportage)
Clear measurable goals and thourough preparation are key
Predefined Process Framework will help to speed up the implementation
Organisational Business Blueprint will accelerate the discussion, collaboration and adoption of change
Visualize and connect the business processes with the (complex) hybride application landscape
Lessons learned
Clear, up-to-date and understandable transition planning will keep theBoard’s buy-in
From Strategy to Execution
“We are on the road to
digital transformation”
Implementing change
From Strategy to Execution
![[William m. deen]_analysis_of_transport_phenomena](https://static.fdocuments.in/doc/165x107/58f9adb0760da3da068b9aed/william-m-deenanalysisoftransportphenomena.jpg)
