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Process2013
1.
©2012 LHST sarl
- Preliminary Draft - E-Stratégies Oct. 17th 2014 Productivity is a measure of your ability to act on real-time information Process Centric Systems
2.
What is our
organizational focus? What are we trying to improve? What knowledge do we need to capture? What can we leverage to improve the system? How will we measure the results? Focus Improve Knowledge Leverage Measure ©2012 LHST sarl Organization Processes Explicit Transactions Efficiency IInnttrroo RReeaalliittyy VVaalluuee AApppprrooaacchh CCoonncceerrnnss
3.
•What is the
frame (beliefs, prejudices, experience) that determines what we see? •Which figures are important (what do they mean, how can we compare them, how do they provide a call to action)? •What determines the horizon (one, two or three point perspective of where we need to direct our attention)? •What is the role of the Oracle (in this case technology) : to do it for us,? tell us what to do? to provoke discussion? IInnttrroo RReeaalliittyy VVaalluuee AApppprrooaacchh CCoonncceerrnnss ©2012 LHST sarl
4.
IInnttrroo RReeaalliittyy VVaalluuee
AApppprrooaacchh CCoonncceerrnnss ©2012 LHST sarl
5.
Stockholders ROI Real
time data ... The State Competition “made in” “made by” ... Peu de barrières d’entrée Acquisitions, OPA... Employees Clients To help us understand the motivations, experience and objectives of the ©2012 LHST sarl internal and external clients of the organization Partners Loyalty Real costs ... The Enterprise Mobility Empowerment ... IInnttrroo RReeaalliittyy VVaalluuee AApppprrooaacchh CCoonncceerrnnss
6.
• « Produit
logiciel paramétrable construit autour d’une base de données unique, susceptible de couvrir la majorité des besoins en traitement d’information des différents services d’une organisation » Laure Frébourg IInnttrroo RReeaalliittyy VVaalluuee AApppprrooaacchh CCoonncceerrnnss ©2012 LHST sarl
7.
IInnttrroo RReeaalliittyy VVaalluuee
AApppprrooaacchh CCoonncceerrnnss ©2012 LHST sarl
8.
IInnttrroo RReeaalliittyy VVaalluuee
AApppprrooaacchh CCoonncceerrnnss ©2012 LHST sarl
9.
IInnttrroo RReeaalliittyy VVaalluuee
AApppprrooaacchh CCoonncceerrnnss ©2012 LHST sarl
10.
IInnttrroo RReeaalliittyy VVaalluuee
AApppprrooaacchh CCoonncceerrnnss ©2012 LHST sarl
11.
IInnttrroo RReeaalliittyy VVaalluuee
AApppprrooaacchh CCoonncceerrnnss ©2012 LHST sarl
12.
The financial perspective
(enterprise resource planning) The logistics perspective (supply chain management) The client perspective(client relationship management) The community perspective(social media) IInnttrroo RReeaalliittyy VVaalluuee AApppprrooaacchh CCoonncceerrnnss ©2012 LHST sarl
13.
©2012 LHST sarl
ERP SCM CRM History MRP Total Quality Management Client contact systems Measure Quantitative Static Quantitative Dynamic Qualitative Perimeters Inside a firm Between firms Between firms and clients ROI 5 to 7 years 1 to 3 years 6 months to 1 year IInnttrroo RReeaalliittyy VVaalluuee AApppprrooaacchh CCoonncceerrnnss
14.
Market Share Analysis:
ERP Software Worldwide, 2012 IInnttrroo RReeaalliittyy VVaalluuee AApppprrooaacchh CCoonncceerrnnss ©2012 LHST sarl
15.
Gartner, 2010 IInnttrroo
RReeaalliittyy VVaalluuee AApppprrooaacchh CCoonncceerrnnss ©2012 LHST sarl
16.
Market Share Analysis:
Customer Relationship Management Software, Worldwide, 2012 IInnttrroo RReeaalliittyy VVaalluuee AApppprrooaacchh CCoonncceerrnnss ©2012 LHST sarl
17.
IInnttrroo RReeaalliittyy VVaalluuee
AApppprrooaacchh CCoonncceerrnnss ©2012 LHST sarl
18.
• The obstacles
are technology, process and corporate culture • The solution is to modify one of several of these elements to enrich the « customer » experience • It is not a question of the quantity of the data but of the quality of the conversation. ©2012 LHST sarl “The gap between our objectives, our actions and results continues to grow…” IInnttrroo VVaalluuee PPeerrssppeeccttiivvee MMiirrrroorr DDeelliivveerraabblleess
19.
IInnttrroo RReeaalliittyy VVaalluuee
AApppprrooaacchh CCoonncceerrnnss ©2012 LHST sarl
20.
Business value comes
from how technology allows a firm to better understand its internal and external clients. Today’s success stories are firms that have used internet technologies : to improve production and logistics finance ( human resources, and marketing). IInnttrroo RReeaalliittyy VVaalluuee AApppprrooaacchh CCoonncceerrnnss ©2012 LHST sarl
21.
IInnttrroo RReeaalliittyy VVaalluuee
AApppprrooaacchh CCoonncceerrnnss ©2012 LHST sarl
22.
©2012 LHST sarl
IInnttrroo RReeaalliittyy VVaalluuee AApppprrooaacchh CCoonncceerrnnss L. SCHLENKER L. SCHLENKER
23.
©2012 LHST sarl
IInnttrroo RReeaalliittyy VVaalluuee AApppprrooaacchh CCoonncceerrnnss LLL... SSSCCCHHHLLLEEENNNKKKEEERRR
24.
©2012 LHST sarl
Interfaces using “batch” operations IInnttrroo RReeaalliittyy VVaalluuee AApppprrooaacchh CCoonncceerrnnss L. SCHLENKER LLL... SSSCCCHHHLLLEEENNNKKKEEERRR
25.
• A unique
data model • Data dictionnary • Single data base IInnttrroo RReeaalliittyy VVaalluuee AApppprrooaacchh CCoonncceerrnnss ©2012 LHST sarl
26.
IInnttrroo RReeaalliittyy VVaalluuee
AApppprrooaacchh CCoonncceerrnnss ©2012 LHST sarl
27.
IInnttrroo RReeaalliittyy VVaalluuee
AApppprrooaacchh CCoonncceerrnnss ©2012 LHST sarl
28.
What is our
organizational focus? What are we trying to improve? What knowledge do we need to capture? What can we leverage to improve the system? How will we measure the results? Focus Improve Knowledge Leverage Measure ©2012 LHST sarl Organization Processes Explicit Transactions Efficiency IInnttrroo RReeaalliittyy VVaalluuee AApppprrooaacchh CCoonncceerrnnss
29.
•What is the
frame (beliefs, prejudices, experience) that determines what we see? •Which figures are important (what do they mean, how can we compare them, how do they provide a call to action)? •What determines the horizon (one, two or three point perspective of where we need to direct our attention)? •What is the role of the Oracle (in this case technology) : to do it for us,? tell us what to do? to provoke discussion? ©2012 LHST sarl IInnttrroo RReeaalliittyy VVaalluuee AApppprrooaacchh CCoonncceerrnnss
30.
IInnttrroo RReeaalliittyy VVaalluuee
AApppprrooaacchh CCoonncceerrnnss ©2012 LHST sarl
31.
IInnttrroo RReeaalliittyy VVaalluuee
AApppprrooaacchh CCoonncceerrnnss ©2012 LHST sarl
32.
IInnttrroo RReeaalliittyy VVaalluuee
AApppprrooaacchh CCoonncceerrnnss ©2012 LHST sarl
33.
©2012 LHST sarl
Traditional Enterprise 1.Multiowned Transactions 2.Single Owner 3.Personalized Interfaces 1.Normalized Transactions 2.Single-Owner 3.Generalized Interfaces 4.Applications 5.Synchronous 6.Tightly Coupled Business Community Matthew J. Dovey IInnttrroo RReeaalliittyy VVaalluuee AApppprrooaacchh CCoonncceerrnnss