2. • What I do…
Agenda
• ATMs – Department Store in a Box
• Challenges
• Product Lifecycle Management &
Ideation
• Business Planning Hierarchies
• Prioritisation
• Portfolio Management
• Keeping it Simple - my 4 ‘Ps’
Custom Design Services (Financial) · NCR Confidential 2012
3. CDS Organisation & Process Discuss Requirement
with Regional
Deployment
Self-
Self-funded Engineering Team
Part of Hardware Engineering and CTO Organisation
Submit SCER
Self-Funding
Delivery of Bespoke Financial ATM Solutions Process
Unique customer requirement Conceive how will the product meet the needs of the
Expedite roadmap availability end user, how much will it cost to manufacture, what Secure LOB Approval
should it look like, what does the customer want
Team Composition Innovate industrial designers and engineers propose
Business Development Manager & Group Lead alternative, viable strategies Create Statement of
Snr. Programme Manager Inspire using CAD tools and prototypes to ratify, test
Work
& Project Plan
Project Managers and demonstrate all aspects of the engineering concept
($5,000 Charge-out)
Senior Design Consultant & Designers
Realise dealing directly with the supply chain, ensuring
Access to contract NCR Engineering Organisation production readiness and ongoing support.
Access to contract external skills as required Go – No Go
Product Management (for approval step)
Start Development
Custom Design Services (Financial) · NCR Confidential 2012
10. Portfolio Views/Lenses
Portfolio View/Lens Question(s)
Strategic/Portfolio Question(s)
1. R&D Spend Breakdown Is our spending mix aligned with our strategic intent? Will it help us achieve
our near-term and long-term business strategies & goals?
2. Opportunity Attractiveness vs. Which projects provide us attractive opportunities that align with our strategic
Strategic Fit intent and capabilities?
3. Funnel Chart How balanced is our development pipeline? Is there a concentration of
projects in specific phases? Are there phases with few or no projects?
4. Gross Margin Forecast (risk-adjusted) Are we on target to achieve our gross margin targets? What is the magnitude
and timing of any gaps?
5. Innovation Map Do we have the right innovation mix to achieve our business goals? Are we
investing enough in future growth platforms?
6. New Product Revenue (% of sales) vs. Are we getting the right returns from our R&D spend?
R&D Spend
7. Revenue Forecast (risk-adjusted) Are we on target to achieve our revenue and growth targets? What is the
magnitude and timing of any gaps?
8. Risk vs. Reward Is the portfolio balanced from a risk vs. reward perspective? Are there any
projects with high risk but low reward? Are we taking too much risk or not
taking enough risk?
Custom Design Services (Financial) · NCR Confidential 2012
11. R&D Spend Breakdown
R&D Spend Breakdown for FY2009 in USD ($'000)
Field Based
Development,
$6,000 , 15% New Solution
Development,
$10,000 , 24%
Is our spending mix aligned with our
strategic intent?
Cost Reductions,
$4,000 , 10% Will it help us achieve our near-term
and long-term business strategies &
goals?
Continuation
Engineering, $3,000
, 7%
Solution
Enhancements,
Custom Design Services (Financial) · NCR Confidential 2012
13. Keeping It Simple: 4 ‘P’s
Project Failure is Not An Option Highly Important Important
People (and Skills)
5 Project Maximum 10-20 Projects 10 Projects
Priority New projects added or Ranked in priority
ost-
Post-Its promoted
– One per resource
– Colour to indicate skillset Fully Staffed at all times Staffed fully from the top Unstaffed or progressed
– Column for priority Dates & commitments if small
100%
Test Criteria
1. Essential to stay in business (regulatory)
Will take resource from Projects Lower on list Promoted left or capacity
2. Projects already committed one of the other levels received resource when frees up for them to be
3. To maintain market share immediately issues arise available progressed at slower rate
or when they have been
4. New Things (growth) on this list too long
Custom Design Services (Financial) · NCR Confidential 2012
