Increase value, control performance, reduce costs
E-Book, Englisch, 209 Seiten, eBook
ISBN: 978-3-8349-8823-2
Verlag: Betriebswirtschaftlicher Verlag Gabler
Format: PDF
Kopierschutz: Wasserzeichen (»Systemvoraussetzungen)
Dr.-Ing. Dirk Buchta is Vice President and Partner of A.T. Kearney.
Dr. Marcus Eul is Vice President and Partner of A.T. Kearney.
Dr. Helmut Schulte-Croonenberg is Vice President and Partner of A.T. Kearney.
Zielgruppe
Professional/practitioner
Autoren/Hrsg.
Weitere Infos & Material
1;Preface third edition;5
2;Preface: What is Strategic IT Management?;6
3;Table of Contents;7
4;Introduction;9
5;Part A: Enhancing Value – IT as a Value Driver for the Company;13
5.1;1. IT Strategy – Using IT for Value Creation;16
5.1.1;Deriving IT strategy from corporate strategy;16
5.1.2;Developing an IT strategy for a consumer goods manufacturer;19
5.2;2. Using IT as an Enabler for Business;21
5.2.1;2.1 Optimizing Business Processes;22
5.2.1.1;2.1.1 Reduced costs in business processes through introduction and optimization of ERP;23
5.2.1.2;2.1.2 Increased efficiency and improved customer service with IT solutions and mobile communication technologies;24
5.2.1.3;2.1.3 Cost reductions and improved supply chain performance through integrated supply chain management systems (SAP APO);24
5.2.1.4;2.1.4 Reducing costs with IT-based maintenance in machinery-intensive businesses;26
5.2.1.5;2.1.5 Reducing procurement costs through comprehensive system support (data warehouse);27
5.2.2;2.2 Assuring Revenues and Increasing Sales with IT;29
5.2.2.1;2.2.1 Diversified potential benefit through data warehouse technology;31
5.2.2.2;2.2.2 Faster product development with Product Lifecycle Management (PLM) in engineering-oriented industries;33
5.2.2.3;2.2.3 Increasing sales with CRM technologies;35
5.2.2.4;2.2.4 Faster sales by shortening clinical phases until registration using IT-assisted document management in the pharmaceutical industry;37
5.2.2.5;2.2.5 Improved customer bonding through better information exchange in global container logistics;38
5.2.3;2.3 IT as a Part of the End Product;40
5.2.3.1;The birth of transaction banking;40
5.3;3. Enterprise Transformation – Ensuring the Benefits of IT are Achieved;44
5.3.1;3.1 Planning and Controlling IT-driven Enterprise Transformation;47
5.3.1.1;3.1.1 Strategic planning of enterprise transformation;48
5.3.1.2;3.1.2 During implementation pay attention to results, rather than aiming for perfection in every aspect;50
5.3.1.3;3.1.3 Using risk management;51
5.3.1.4;3.1.4 Carrying out benefit management;53
5.3.1.5;E-government: Transforming a government body (pensions agency);54
5.3.2;3.2 Using External Partners for Accelerating Transformation: Build – Operate – Transfer (BOT);56
5.3.2.1;Transformation of a payment service provider;58
5.4;4. IT Merger Integration and IT Carve-Out – Fostering External Growth and Disinvestment with IT;60
5.4.1;4.1 Successful Mergers with IT Merger Integration;63
5.4.1.1;4.1.1 Ensuring capacity to act from day one through rapid IT integration;66
5.4.1.2;4.1.2 Realizing cost cutting and synergies;67
5.4.1.3;Takeover of an international manufacturing company by a German conglomerate;69
5.4.1.4;4.1.3 Fostering long-term external growth strategies;70
5.4.2;4.2 Divesting Operations Successfully with IT Carve-out;73
5.4.2.1;4.2.1 Preparing business units for disinvestment;74
5.4.2.2;Divesting four business units of a technology conglomeration;75
5.4.2.3;4.2.2 Supporting the sales phase with IT carve-out;76
5.5;5. Green IT – Meeting Social Responsibility through IT;78
5.5.1;5.1 Green IT: Turning IT into a “Green” Object of Climate Protection;79
5.5.1.1;5.1.1 Actions for IT-related CO2-reduction;80
5.5.1.2;Server Consolidation;80
5.5.1.3;Energy-efficient Cooling Solutions and Building-Design;81
5.5.1.4;Hardware-Purchase and Green IT (Out-)Sourcing;81
5.5.1.5;Energy-efficient Consumer Behaviour;82
5.5.1.6;Adopting and Using Renewable Energies;82
5.5.1.7;Case Study STRATO: Green Data Centre at a Hosting Service Provider;82
5.5.2;5.2 Green Business: Using IT as Enabler for Climate Protection;83
5.5.2.1;Detailed Recommendation for Reducing CO2 Emissions;84
5.5.3;5.3 Green IT and Green Business Mean Ecology and Cost Minimising at the same Time;85
5.5.3.1;Case Study Chemicals Industry: IT Decision Support for Optimising CO2 emissions of a Company’s Network in the Chemicals Industry;85
6;Part B: Controlling Performance – Value-Oriented IT Management;88
6.1;1. IT Governance – Creating the Organizational Framework for Value Enhancing IT;91
6.1.1;1.1 Separating the Organization of IT Demand and IT Supply;93
6.1.2;1.2 Establishing Centralized and Decentralized Areas of IT Responsibility and IT Control Structures;95
6.1.3;1.3 Defining IT Management Processes;97
6.1.3.1;Designing and implementing an IT governance concept in an international group;99
6.2;2. IT Planning – Integrating IT Planning into Corporate Planning;101
6.2.1;2.1 Using Cost and Performance Accounting as a Basis for Planning;102
6.2.2;2.2 Establishing Procedural Frameworks for Best Practice;104
6.2.3;2.3 Planning IT Operation and IT Projects;106
6.2.3.1;2.3.1 Planning from the bottom up;106
6.2.3.2;2.3.2 Planning from the top down;108
6.2.4;2.4 Identifying Cost Reduction Potential for IT Operation and IT Projects;109
6.2.4.1;2.4.1 Reducing IT operating costs through benchmarking;110
6.2.4.2;2.4.2 Reducing process costs by using synergies;111
6.2.4.3;2.4.3 Prioritizing planned projects;114
6.2.4.4;Designing a group-wide IT planning process for an international service provider;117
6.3;3. IT Performance Management – Managing IT Holistically;119
6.3.1;3.1 Deriving IT Goals and Key Performance Indicators (KPI) from Corporate Strategy;121
6.3.2;3.2 Anchoring IT Performance Management within the Company;127
6.3.2.1;3.2.1 Detailing IT performance management for the IT organization;128
6.3.2.2;3.2.2 Establishing continuous IT performance management processes;129
6.3.2.3;3.2.3 Supporting IT performance management with suitable tools;131
6.3.2.4;3.2.4 Implementing IT performance management smoothly;132
6.3.2.5;Challenges to IT performance management;132
7;Part C: Reducing Costs – Increasing the Efficiency and Effectiveness through IT;135
7.1;1. IT Optimization – Reducing Costs without Diminishing Returns;137
7.1.1;1.1 Strategic IT Cost Analysis: Finding the Right Leverage Points;138
7.1.2;1.2 Reducing Costs in IT Applications;141
7.1.2.1;1.2.1 Harmonizing business processes;141
7.1.2.2;Optimization of business processes in a chemical company;143
7.1.2.3;1.2.2 Standardizing and consolidating IT applications;143
7.1.2.4;Standardization of application systems at a manufacturing company;145
7.1.3;1.3 Reducing Costs for IT Infrastructure;147
7.1.3.1;1.3.1 Standardizing the IT infrastructure;147
7.1.3.2;Standardization and consolidation of IT application systems at a manufacturing company;148
7.1.3.3;1.3.2 Centralizing IT infrastructure and consolidating computing centers;149
7.1.3.4;Centralization of computing centers at four financial service providers;151
7.1.4;1.4 Exploiting Cost Savings Potential through Strategic IT Sourcing;152
7.1.4.1;1.4.1 Examining the degree of vertical integration in IT;154
7.1.4.2;1.4.2 Bundling IT services;155
7.1.4.3;Introduction of strategic sourcing at a global IT service provider;155
7.2;2. In-House IT Service Providers – Exploiting Efficiency Potentials;157
7.2.1;2.1 Strategically Aligning and Spinning-off the IT Provider;158
7.2.1.1;2.1.1 Determining ‘strategic parameters’ for the IT provider;159
7.2.1.2;2.1.2 Allowing for a start-up phase to set up and professionalize the IT provider;163
7.2.2;2.2 Stipulating Strategic Rules for Cooperation;166
7.2.2.1;Spin-off and professionalization of an internal IT provider at a manufacturing group;169
7.2.3;2.3 Expanding, Insourcing, or Divesting the IT Provider;170
7.3;3. IT Outsourcing and IT Offshoring – Cost Advantages from Contracting Out Services;173
7.3.1;3.1 Reducing Vertical Integration with IT Outsourcing;174
7.3.1.1;3.1.1 Defining the objectives of IT outsourcing and identifying suitable IT services;179
7.3.1.2;Outsourcing IT by selling an internal IT provider (disinvestment);183
7.3.1.3;3.1.2 Developing the outsourcing partnership;184
7.3.1.4;3.1.3 Selecting a suitable outsourcing partner;184
7.3.1.5;3.1.4 Using the outsourcing contract to constitute a long-term partnership;187
7.3.1.6;3.1.5 Actively managing the outsourcing partnership;191
7.3.2;3.2 Using Factor Cost Advantages by IT Offshoring;196
7.3.2.1;3.2.1 Developing a corporate IT offshoring strategy;196
7.3.2.2;Systematic development of an offshoring strategy for a U.S. based group;199
7.3.2.3;3.2.2 Evaluating risks and opportunities of a location;200
7.3.2.4;3.2.3 Selecting a suitable offshoring model;204
8;Outlook;208
8.1;Providing basic IT supply at moderate cost;208
8.2;Using strategic IT demand for value increases;209
9;Glossary;212
10;Acknowledgements;215
11;The Authors;216
Enhancing Value – IT as a Value Driver for the Company.- Controlling Performance – Value-Oriented IT Management.- Reducing Costs – Increasing the Efficiency and Effectiveness through IT.
