IBM BP Kickoff 2013 - Strategy Map
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1
Jan Simonsen, Business Unit ExecutiveSWG Channel Nordic
IBM Business Partner Kickoff 2013
Creating the IBM strategy map
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All men can see the tactics I use to conquer, but what none of them can see is “the strategy out of which victory is evolved.”Sun Tzu
However beautiful the strategy, you should occasionally look at the results.
Winston Churchill
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Learning
How can the following benefit you as Business Partner?
1. Understanding a strategy map
2. Knowing the IBM Strategy
3. Understanding your own strategy and the market
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Why strategy (for us)?
�To understand why you do what you do
(and what you need to change to stay on course)
�To understand (and show that you understand)
your own and the customer plans and needs
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What do your partners and customers really want ?
“SELLING WONT HELP – BUT HELPING WILL SELL"
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How much do you KNOW about your own, IBMs and customers strategies!
No guessing !
77
2 bn pipe
800m valid
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The Strategy Map - Keeps it simple
A way to visualize the goals strategies and tactics which a company has in place to perform as promised to its shareholders, employees and community.
---------------------------------------------------------------------------------------------------Plan for Growth
GOAL STRATEGY TACTIC
Take the lead by opening new
markets and create business based on
the need for sustainable solutions
Plan for future growth;
*Global perspective, *Production outside EU,
* Structural adaption
Establish strong position in China
Emerging Markets
Existing Markets
Maintain by Customer Loyalty
Grow services to be 30% of total revenue by
2015
• Expand the business
• Pumps that add value
•Instrumention of pumps and a need to collect the data from pumps
•Act and provide services on the collected data
Grow Services business
New Products & Services
Innovation intent – by 2025 a third of the
turnover generated by products & services
which extends beyond the core business
New products will generate 1/3 of the
revenue
Increase market share in water utility
segment
Change to more service oriented
business
Turnkey projects –pump stations
E-learning
Pro-active services -> professional end-users
Improve cross selling
•Solutions incl services
•Projects
•Products
Grow through solutions not yet developed
Longevity – Grundfos a company Built to Last
Customer Insight; get closer to the end-user
•Acquisitions
•Growth through new business areas
•Staff growth 18 000 – 75 000
Competence center close to Copenhagen with
clusters in Russia and France to capture market
share
Partner Relationshipas part of value chain
Support for Growth initiatives
Technical R&D Innovation & Invention
First of a kind products
More intelligence in products
Constant improvement of product development
increase with 10%
Focus on innovation
Re-inforcement of research and technology
development ensuring production capacity close to the market
Security , Intellectual Property (IP)
Grundfos Strategy Map
Financial Health
Debt free = invest readyPeople Strategy
Leveraging Human Capital
Sustainability
---------------------------------------------------------------------------------------------------Financial Health
Debt free = invest ready
GOAL STRATEGY TACTIC
Invest in latest IT technology
= transformation Enabler
Supremely optimized
Invest in latest technology to support
Innovation
Control Costs
People Strategy
Leveraging Human Capital
Global Working culture
Become a unified company by
• Become truly Global
• Consultning Approach,
• Attracting people
Develop the organization tobecome moreenvironmental
responsible
Keep mindset with 75 000 employees
2025
By on-boarding / off boarding of employees
Employeer of choice (EOC)
Attract right people
Grundfos Brand as EOC
Inter cultural with many nationalities involved
Secure satisfied and motivated employees
Employee Satisfaction & motivation
•Need to increase satisfaction -> decline from 2007-2010
•Talent Development
Longevity – Grundfos a company Built to Last
Invest financial surplus in new sustainable
technologies, products and solutions
Invest in New technologies & product
solutions
Investments in R&D 2011 – 1 BDKR
Capital investments to double in 2011-< 1,5
BDKR
Operational Excellence & Internal progress efficiency
Constantly improve performance of the
organisation
Work Smarter =
Smarter Worker
Logistic RFID / Tracking / Smarter
Best in Class IT
Supporting Platforms
Variable vs fixed cost
Benchmarking internally & externally
Communication
•Across people/regiion companies
• Ease of comm tools
SCM optimization
Business Process Manufacturing /
Optimization
Stronger Procurement Involvment
Focus on core skills
24x7 Education -> ”E”cademy; internal
& external
Develop organizational
culture to foster and promote
sustainability and environmental responsibility
Sustain market leader position
Focus on customer needs &
Satisfaction –loyalty score 82
out of 100
CSR
Sustainability
Green Focus
CO2 emission must never
exceed 124 000 tons per yearAct on climate
changes
Government regulations
Support awareness in the
world – about climate changes and the need for
sustainable energy
consumption and production
Publish the Grundfos view to
influence politically & in
community
Grundfos Strategy Map
Plan for Growth Technical R&D Innovation &
Invention
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IBM 2015
�What do you know about the IBM 2015 strategy?
�What are the 6 levers that will drive $10 EPS to $20 EPS
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6 Levers driving USD 10EPS Growth
---------------------------------------------------------------------------------------------------
IBM Strategy Map
• PC Business
• HDD
•Printers
GOAL STRATEGY TACTIC
Lead the Industry through Innovation/ Ability to adapt to a
changing Environment
Shared services
End-to-end process transformation
Accelerate integration for IBM’s global
operations
Becom
e premier G
lobal Integrated E
nterprise
Focus on Open Technology and
high value Solutions
World leader in BusinessAnalytics
(16Bn by 2015)
Growth Markets (30% of GEO Rev
by 2015)
Growth Initiatives
Growth Initiatives(20Bn by
2015)
Strengthen Business Partner Eco System
(27000 BPs certified)
•Integrate BAOinto otherOfferings
•Introduce BAOOfferings perIndustry
Build a talent pool of 9000 expert Consultants
Grow smarter planet offering
Doubling Branch Locations
(100 beyond Large Cities & BRIC)
Broaden base Skills and R&D
Capabilities
Leverage Anchor Clients
Partnerships (Bharti Airtel)
2015 Roadmap => $20EPS
Organic
Acquisitions(20Bn)
BroadenPortfolio
(Buy vs Build)
Cross IndustryKnowledgeDistribution
SmarterPlanet
(10Bn by 2015)
Cloud(7Bn by 2015)
Employer of Choice
(Leverage HumanCapital)
Shift to higher margin Business( change margin
mix)
DivestCommodityBusinesses
ImproveEnterprise
Productivity(8Bn by 2015)
Expand, Operating, Pre-
Tax & NetMargins
Operating Leverage
Revenue growth (focuson SW) providingBusiness Value to
Customers
BaseGrowth
Share Repurchase(50Bn in stock
purchases) & 20Bn in Dividend
Big Data
Focus Resources on Client oriented Work
130 Acquisitions since 2000 (Software); 28 in Business Analytics.
ExpertiseHubs
(China, Brasil, Africa)
•Software 50%
•Services 36%
•HW 13%• Bus Process as a
Service• Platform as a
Service• Infrastructure as a
Service• Software as a
Service
Making Customers:• More Innovative• More Competitive• More Effective:
Sales Excecution
Initiative
15GrowthPlays
Provide long termValue to
Shareholders(70Bn)
Smarter Cities BAO
Smarter Commerce
Industry Solutions
Security
Information Mgmt
Predictive Analytics
2011: TRIRIGA, i2, Algorithmics, Q1 Labs, Curam2010: Netezza, Sterling Commerce, Lombardi, Intelliden, Initiate Systems, Cast Iron SystemsBigFix, Coremetrics, Datacap, Unica, PSS Systems, OpenPages, Clarity Systems
---------------------------------------------------------------------------------------------------
CorporateSocial
Responsibility Agenda
Integrate aquired employees faster (stay
or leave)
Predict attrition in key roles
Recruitment + Retentionin Growth Markets
Shift from point solutions to
integrated solutions
Expand IBM’s capabilities to help customers manage
risk
Launch IBM Docs Focus on high
growth Industries:
•Health care
•Retail
• FSS
•Telecomms
Expand Smarter Cities Initiative
GOAL STRATEGY TACTIC
IBM Strategy Map
Provide long term value to Shareholders
(70Bn)
Revenue growth (focus on SW) providing Business Value to
Customers
Lead the Industry through Innovation/
Ability to adapt to a changing Environment
Employer of Choice(Leverage Human
Capital)
Deliver Integration and Innovation to
Clients
SmarterPlanet
(10Bn by 2015)
EnterPublic
Social Area
Anticipate & Plan Resource & Skills Requirementsto support 4 Growth Initiatives
Expand Smarter Commerce Capabilities
R&DStrategy(6.3Bn)
Talent & Leadership Development(Ranked #1 by Fortune)
Breakthrough Technologies to
capture Transformational
Opportunties(Watson)
Maintain USPatent Leadership
Cloud: Security & Privacy Focus
2015 Roadmap => $20EPS
ww
w.ib
m.c
om/ib
m/r
espo
nsib
ility
Help Clients to turn Information into
Insight(BAO Agenda) IP Protection
(Revenue Source)
Global Services Integration Hubs
Making Customers:• More Innovative• More Competitive• More Effective:
How much do you KNOW about your own, IBMs and customers strategies!
No guessing !
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How can knowing the strategy map help you ?
1. To be able to explain it where needed
(It is your biggest part of a value proposition)
2. It helps you understand your own true goals & needs
(It shows how much they mean to you)
3. It reminds you of the bigger part you play in building a
smarter business/company (which is much more than
closing any deal)
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Call to Action….
1. Analyze
2. Understand
3. Build
4. Use
5. GrowArea on the Map(Goal, Strategy, Tactic)
Skills ?Scale 1 – 51 = Room for improvement5 = Excellent
Jan Simonsen, Business Unit ExecutiveSWG Channel Nordic
IBM Business Partner Kickoff 2013
Creating the IBM strategy map