The SAP Business Transformation Management Method

Transcription

The SAP
Business Transformation Management
Method (BTM2) parallels with DYNAMICS/P3
Tim Hornung MS, SAP Joel Adler Ph.D. UPenn
© 2013 SAP AG. All rights reserved.
1
What is Organizational Dynamics at Penn about?
Dynamics Concentrations
Public
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Alignment of BTM2 & DYNM/P3
A rare industrial situation that sees its business strategy inextricably tied
to these two principles of Penn Organizational Dynamics
•Holistic
approach
•Balance
of Process and Behavioral perspectives
Mapping of Content of the P3 concentration
•Project
Management
•Program
•Risk
Management
Management
•Portfolio
Management
•Business
Process Management
Public
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BTM2
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63% of the world’s
transaction revenue
touches an SAP system.
5
The SAP mobile platform
reliably delivers 1.8
billion text messages
worldwide every day.
6
SAP HANA can increase
analysis speed by more
than 10,000x, equal to
walking from California to
New York in 6 minutes.
7
Our customers
produce 85% of the
world’s pet food.
Public
88
Drivers for Business Transformation (BT)
Fundamental and complex changes
What
What is
is Business
Business Transformation
Transformation (BT)*
(BT)* –– Excerpt
Excerpt
Business
Business transformation
transformation implies
implies fundamental
fundamental and
and complex
complex organizational
organizational changes
changes within
within as
as well
well as
as across
across
companies
companies alongside
alongside the
the value
value chain;
chain; business
business transformation
transformation can
can also
also radically
radically alter
alter the
the company's
company's relations
relations
with
with the
the wider
wider economic
economic and
and societal
societal environment.
environment.
Drivers for BT:
Technological innovations
(e.g. Information and communication
technologies)
Pressure for sustainability
(which results in changed
customer preferences or
regulations)
Increasing globalization
(that leads, for example to stronger
competition)
Radical changes of
economic conditions
(e.g. Financial crisis)
Changing workforce
(such as increasing
global mobility)
* www.fhnw.ch/iwi/bta Ö Business Transformation Research.
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Business Transformation Academy
A global, trans- and interdisciplinary network of Thought Leaders
SAP Experts
Customers / Professionals
Academics / Institutes
New: SAP Partners
Public
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Business Transformation Management
Call for action
Low
Low success
success rate
rate of
of business
business transformation
transformation projects
projects (less
(less than
than 40%)
40%)
Findings
Findings
Source:
Source: Isern
Isern et
et al.
al. (2009)
(2009)
Lack
Lack of
of holistic
holistic management
management approaches
approaches
Source:
Source: Winter,
Winter, Uhl
Uhl (2011)
(2011)
X 75% are failing because of
non-technical reasons
e.g. non acceptance of the solution, skill
problems, communication problems,
problems with project resources
X 25% Failure because of
technical reasons
e.g. demands can not be mapped,
sizing problems, problems with
connecting legacy systems
Source: Seven Reasons Why
Information Technology
Projects Fail (2011)
Public
1111
The BTM2 – Big Picture
Meta
Management
Orchestration of individual disciplines: Guidelines, Leadership, Culture, Values and Communication
Direction
Enablement
Strategy
Management
Value
Management
Risk
Management
Processes
Management
Program/Project
Management
IT
Transformation
Management
Organizational
Change
Management
Competence &
training
management
AS-ISData
Collection
Baseline
analysis
360r Strategic
Risk
Assessment
Determine
scope of
analysis
Program
Planning and
Governance
Business and
IT Capability
Assessment
Set-up &
governance
Competence
strategy
Analysis of
needs &
maturity level
Value
estimation
Deep dives for
strategic risk
areas
From template
to bespoke
inventory
Program & Proj.
Integration
Mgmt
To-be analysis
Stakeholder
management
Training need
analysis
Design
business vision
Detailed
business case
Assess
transformation
business case
Identify
improvements
/add attributes
Program &
Project Scope
Mgmt
Gap analysis
Change agent
network
As-is analysis
Design
Business Model
Agree
ownership for
realization
Define risk
strategy
Map selected
processes
Program &
Project Time &
Cost Mgmt
IT roadmap
plan
Communication
management
Gap analysis
Integrated
transformation
plan
Plan benefit
realization
Risk
Management
Execution
Plan process
implementation
Program
Quality Mgmt
Solution
architecture
design
Performance
management Project team
Curriculum
development
Business Case
Execute benefit
realization
Risk Monitoring
Implement
processes
Program
Human
Resource Mgmt
IT Deployment
plan
Performance
management Business
Training
preparation
Organizational
model
Review and
evaluate results
Identify
additional
improvement
Evaluate
processes
Program
Procurement
Mgmt
IT Operations
& Service
Optimization
Change
readiness
assessment
Training
Risk analysis
Establish
potentials for
further benefits
Risk Mgmt. as
part of Board
Governance
Establish CIP
Program
Reporting
IT Lifecycle
Management
Change
monitoring
Evaluation &
improvement
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Business Transformation Management Methodology (BTM²)
Disciplines and deliverables in detail
Meta
Management
Orchestration of individual disciplines: Guidelines, leadership, culture, values, and communication
Envision
Envision
Strategy Management
1
Engage
Engage
Transform
Transform
Optimize
Optimize
Detailed benefit
estimation
Plan benefit
realization
Realize
benefit
Benefit review
and evaluation
Establish potentials
for further benefits
Value
Management
Risk
Identification
Risk
mitigation plan
Execute risk
mitigation plan
Risk monitoring
Review and evaluate risks
Risk
Management
Business process
analysis
Process to-be
design
Process
implementation
Process
evaluation
Run, monitor
and optimize
Business
Process Mgt.
Solution
architecture
IT deployment
plan
IT deployment
and testing
Plan
IT operations
IT operations &
service
optimization
IT lifecycle
management
Transformational
IT
Management
Execute
change plan
Change
monitoring
Ensure
sustainable
change
Improve org.
change
readiness
Organizational
Change Mgt.
Project startup and
AS-IS Data collection
2
Analysis of transformation
needs and causes
(80/20 rule)
3
Design
Business Vision
4
Set up change
plan
Design
Business Model
5
Stakeholder,
communic. and
performance mgt.
Need, as-is and
gap analysis
Training
preparation
Training
Execution
Transfer, application
and evaluation
Competence &
Training Mgt.
Program/Project
initiation
Program/Project
planning
Program/Project
realization
Program/Project closure
Program and
Project Mgt.
Define integrated
transformation plan
Strategy to be approved by decision makers
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15
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BTM² - Strategy Management
Portfolio of strategic options
high
Design business model: 4 strategic options
Consolidation & Focus:
Focus on core
competencies/business,
Reduction of overcapacities
Ongoing
observation
Risks and opportunities
low
Overcome stakeholder
crisis
Increase readiness through
sensitization of stakeholders
Strategic
redirection
Expand core business,
transfer and development
low
high
Transformation readiness
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BTM² - Strategy Management
Transformation need analysis
Consideration of different stages: Decreasing flexibility with increasing pressure
high
Transformation stages
Capital consumption,
negative cash flow
Unclear operating results
Lack
Lack of
of liquidity
liquidity
Loss of customers
Lack
Lack of
of business
business
success
success
Blockade of necessary
transformation efforts
Lack of
of
Lack
strategy
strategy
Negative impacts not
yet visible
Lack of
of
Lack
stakeholder
stakeholder
commitment
commitment
Sustained
success
Lack
Lack of
of
awareness
awareness
and
and knowledge
knowledge
low
Pro-active
Pro-active
management
management
Stage 0
high
Stage 1
Stage 2
Stage 3
Stage 4
Stage 5
low
Flexibility to react (time and options)
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25
26
27
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29
30
31
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35
35
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36
Organizational Dynamics
and
P3
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Alignment of BTM2 & DYNM/P3
A rare industrial situation that sees its business strategy
inextricably tied to these two principles of Penn Organizational
Dynamics
•Holistic
approach
•Balance
of Process and Behavioral perspectives
Mapping of Content of the P3 concentration
•Project
Management
•Program
•Risk
Management
Management
•Portfolio
Management
•Business
Process Management
Public
3838
Mapping of Dynamics/P3 courses to BTM2
Systems Thinking: Pourdehnad
Complexity, Sustainability, and Systems Thinking,
Barstow
Organizational
Essentials
for Leadership,
Choukroun
The Art and Science
of Organizational
Strategy
and Planning,
Meta Management
Strategy Management
Direction
Value Management
Risk Management
Process Improvement, Stankard
Business Process Excellence, Kirchmer
Processes Management
Managing Project Portfolios, Bayney
IT Transformation Management
Competence & Training Management
Program/Project Management
Enablement
Organizational Change Management
Choukroun
Organizational Diagnosis, Kaminstein, Zane
Effective Entrepreneurship and Leadership, Keech
Is Bigger - Inevitable, Better or Worse in Organizations?, Licht
Psychodynamics
in Organizations,
Hirschhorn
Building a Business
Case for Sustainability,
Barstow,
Nuessle
Organizational Ethics and Integrity, Fielder
Managing Project Risk, Hornbacher
Organizational Risk Management, Combrick-Graham
Group Team Dynamics: Kaminstein, Zane
Coaching Others to Manage Conflict, Napier
Organizational Culture Change, Vanderslice
Mastering Organizational Politics and Power, Eldred
Knowing Yourself: The Coach as an Instrument of Change,
Napier
Leader-Manager as Coach, Russo
Stories in Organizations: Tools for Executive Development,
Greco
Organizational Project Management,
Choukroun
Program Management, Heaslip
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Discussion
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4040
Thank You!
Contact information:
Tim Hornung
Practice Manager, Business Transformation Services
[email protected]
920-791-0354
Joel Adler
P3 Studies Leader, Organizational Dynamics
University of Pennsylvania
[email protected]
610-940-1941
41

The SAP Business Transformation Management Method

Transcription

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