1 / 33

Midwest Strategic Change Partner/Manager Meeting

Midwest Strategic Change Partner/Manager Meeting. Rosemont, IL September 29, 2000. MW SC FY2001 Economic Model. 70% $250 1:14. MW SC FY2001 Economic Model: The Math. 215 professional X 2000 hours per year = 430,000 SC hours available

violet-pope
Download Presentation

Midwest Strategic Change Partner/Manager Meeting

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Midwest Strategic ChangePartner/Manager Meeting Rosemont, IL September 29, 2000

  2. MW SC FY2001 Economic Model 70% $250 1:14

  3. MW SC FY2001 Economic Model: The Math 215 professional X 2000 hours per year = 430,000 SC hours available 70% productivity = 1400 hours per pro = 301,000 SC hours billable $250 RPH = $350,000 ES per pro = $75.3MM SC earned services $75.3MM / 15 partners = $5.0MM ES per SC partner 3 managers per partner = $1.7MM ES per SC Manager

  4. MW SC Partner and Manager Personal Objectives Partners Managers Plan Stretch Plan Stretch Earned Svcs 5.0 6.0 1.7 2.5 Bookings 6.0 7.0 2.0 3.0

  5. How to get credit • Bookings: SAM (on the opportunity team) • Earned Services: NEIS (billing partner or manager)

  6. How we will keep score • The scorecard has three dimensions: Clients, People, Firm • In the Firm dimension all SC 5s and 6s and those 4s petitioning for promotion will have Revenue Generation and Productivity as required measures • Weighting Revenue Generation Productivity • 5s and 6s 50% 50% • 4s 25% 75% • We will rank order peer groups on each measure and award scores (1, 2, 3, etc.) according to percentile cut-offs • Then the two required measures will be blended into a weighted average

  7. Midwest Strategic ChangePartner/Manager Meeting -- FS Rosemont, IL September 29, 2000

  8. Midwest SC FS Community Profile • Professional Staff • 1 Partner: Jay Norman • level 5s & 6s: (4) Stephen Graham • Jeffrey Kelly • Sam Radwan • Karen Montbach • level 3s & 4s: (7) • level 1s & 2s: (1) • Partner to staff leverage: 1:12 • FY 2000 Performance • Productivity 57% • (w/o partners) • RPH $212 • 3 Recent Wins • State Farm Card Launch & Pilot - $3-4MM • American Express -Canadian eBank $800K • Competitive Strengths • E-Banking Strategy Implementation • E-Insurance • Credit Card Strategy & Implementation • Financial Services Diversification 1

  9. Midwest SC FS Top 5 Priority Clients Client SC Partner Lead SC Manager Lead State Farm Jay Norman Sam Radwan Jay Norman Karen Montbach American Express Allstate TBD Jeff Kelly Zurich Michael Hanley Sam Radwan Ford Credit Jay Norman TBD 2

  10. Midwest SC FS Go-To-Market Initiatives Value Proposition to Clients Delivery Capabilities Proposed Services Market Attractiveness • eBank Implementation • Product Design/Bundling • FS Diversification • Target Marketing • Share of Wallet • Sanchez/eProfile • eCalc/ eCRM • Credit Card/Loans I • VIC • CPE(ClaimsB2B) • eCalc/eCRM • Distribution Cost • Claims Cost • Target Marketing • eInsurance Enablement II Business Strength • Investment Management • Leverage competencies • Transform Life Ins. • Client Experience (AEFA, Allstate, State Farm) III 3

  11. Midwest Strategic ChangePartner/Manager Meeting -- CIP Rosemont, IL September 29, 2000

  12. Midwest SC CIP Community Profile • Professional Staff • Partners: (6)Tom Colberg Thomas Rubel • J Ferron Paige Greve • Bonnie Hauser Bill Reeves • level 5s & 6s: (18) • level 3s & 4s: (68) • level 1s & 2s: (9) • Partner to staff leverage: 1:16 • FY 2000 Performance • Productivity 69% (auto) • (w/o partners) 71% (non-auto) • RPH $150 (auto) • $171 (non-auto) • 5 Recent Wins • Cadbury Schweppes/Emarket Assess/$285 • SettlementMatrix/Emarket Biz Plan/$500 • Baxter/Supply Chain Net Redesign/$1,530 • GHCX/Global product requirements/$600K • Novartis/Supply Chain Strategy/$400k • Competitive Strengths • eMarkets - strong real world experience • Supply chain/ operations strategy expertise • Vertical market expertise • Ability to team/integrate 1

  13. Midwest SC CIP CPG Top 5 Priority Clients Client SC Partner Lead SC Manager Lead Motorola TBD Holloman Eichhorn Leuck GNX Transora On Ramp Rubel TBD Baxter Breuer Evans Maytag Reeves TBD 2

  14. Midwest SC CIP Go-To-Market Initiatives Value Proposition to Clients Delivery Capabilities Proposed Services Market Attractiveness • eMarket integration strategy • Establish leadership • Begin the process • Significant $ benefits • Project experience • eMarket reputation • MetaCapitalism I • Project experience • eMarket reputation • Approach/deliverable • For GMC clients • Take strategy to actionable level • Remedial eMarket development services • Focused on product dev II Business Strength • B2B2C strategy and business planning services • Target horizontal and dot.corp plays • Accelerate launch • Real plans to real delivery • Project experience • Implementation skills • Approach/deliverable III 3

  15. Midwest SC CIP Sales Pipeline SC Manager SC Manager $ amount Project SC Partner $ amount Client Smurfit Stone E Biz Strategy Reeves/Maynard TBD $500K CM Strategy Reeves Jackeiwizc Maytag $300 Leads eMarket Integ. Strat Rubel Anheuser Busch TBD $500 Supply Chain Strategy Greve Johnston Oneida $500 Evans/ Johnston Supply Chain Integration Greve G. Mills/ Pillsbury $500 SettlementMatrix Business Plan Moutvic $500 Reeves Conagra Category Expansion Reeves/Breuer $500 Pauley Proposals Baxter I2/Supply Chain Breuer Evans $9,200 Supply Chain Strategy Eastman Kodak $1,100 Greve Cogdill 4

  16. Midwest Strategic ChangePartner/Manager Meeting -- ICE-T Rosemont, IL September 29, 2000

  17. Midwest SC ICE-T Community Profile • Professional Staff • Partner: Mike Ward • Level 5s & 6s: (4) Richard Henderson • Sam Kahng • Spencer Lin • Todd Shriber • Level 3s & 4s: (3-ICE, 13-T) • Level 1s & 2s: (5) + 2 Research Consultants • Partner to staff leverage: 1:27 • FY 2000 Performance • Productivity 82% • (w/o partners) • RPH $149 • Recent Wins • United Airlines Content Management System • American Airlines Zodiac Phase II • United Airlines / USAirways Merger Planning • Star Alliance Management Board Valuation • Cathay Pacific eBuy • Competitive Strengths • Leading global position in the airline industry- serve 24 of the top 30 airlines • Key relationships at American, United, Delta and Star 1

  18. Midwest SC ICE-T Top 5 Priority Clients Client SC Partner Lead SC Manager Lead United Airlines Mike Ward Subodh Raj Sam Kahng / Randy Walker American Airlines n/a Star Alliance Mike Ward Stephen Tisdalle Union Pacific Bill Eichhorn ? Sprint n/a Hristo Ushev 2

  19. Midwest SC ICE-T Go-To-Market Initiatives Value Proposition to Clients Delivery Capabilities Proposed Services Market Attractiveness Industry Capabilities (Transportation) • Key capabilities in revenue accounting / leakage, catering, & airline operations (i.e., baggage, distribution & maintenance) • 8 consultants w/industry focus • Project experience at United, American, Delta & Star Alliance I Corporate & Operations Strategy • Broad C&OS airline experience, currently developing capabilities in e-Business & e-Markets • Extensive CRM knowledge • 13 consultants w/C&OS focus (3-ICE, 10-T) • Project experience at United, American, exectraveler, Delta, exechub, MyAircraft & Sprint II Business Strength Organization Strategy • Capabilities in org design & performance measurement • Transportation consultant co-authored PwC’s eTransformation methodology • 4 consultants w / Org Strategy focus • Project experience at United, Star Alliance, MyAircraft, Union Pacific III 3

  20. SC Manager $ amount Client Project SC Partner SC Manager $ amount United Airlines Enterprise Initiative Management Mike Ward Todd Shriber TBD Revenue Accounting Diagnostic American Airlines Mike Ward Sam Kahng TBD Leads Star Alliance E-Business Strategy Mike Ward Todd Shriber TBD Lufthansa Revenue Svcs Revenue Leakage Strategy Mike Ward Sam Kahng TBD SwissAir & British Airways Revenue Leakage Strategy Mike Ward Sam Kahng TBD Intranet Portal Strategy Mike Ward Subodh Raj $125K United Airlines Cargo Revenue Mngmt Engineering Study Mike Ward Subodh Raj $180K United Airlines Proposals United Airlines US Airways Merger Planning II Mike Ward Colleen Conley $300K United Airlines Geneva License & Consulting Mike Ward Sam Kahng $600K Cargo Accounting System Assessment John Nellist / Frank Kruppe United Airlines Mike Ward $1M Midwest SC ICE-T Sales Pipeline The chart below does not reflect significant “add-on” opportunities at projects currently underway. 4

  21. Midwest Strategic ChangePartner/Manager Meeting -- IT Strategy Rosemont, IL September 29, 2000

  22. Midwest SCXI ITS Community Profile • Professional Staff • Partner: Mike Mainard • level 5s & 6s: (5) Al Jha • Sigvard Bore • Victoria Creason • Ron Huskey • Melissa Raetzman • level 3s & 4s: (17) • level 1s & 2s: (2) • Partner to staff leverage: 1:24 • FY 2000 Performance • Productivity TBD • (w/o partners) • RPH TBD • 3 Recent Wins • McDonald’s / $200K • Blockbuster Broadband / $700K • Baptist St. Anthony’s / $200K • Competitive Strengths • Seasoned practitioners with world-class capabilities • Great track record--every client reference-able • Practical, pragmatic approach, “Start with the end in mind” 1

  23. Midwest SCXI ITS Top 5 Priority Clients Client SC Partner Lead SC Manager Lead Sprint Mainard Huskey Mainard Raetzman Blockbuster Broadband DELL Mainard Trichel Zurich Mainard Bore American Airlines Mainard Huskey 2

  24. Midwest SCXI ITS Go-To-Market Initiatives Value Proposition to Clients Delivery Capabilities Proposed Services Market Attractiveness • IT Strategy • Insight • Alignment/Enablement • Roadmap • Trained, experienced resources • Global process/ approach • Tools/practice aids I • Full bench of resources • Global process/approach • Tools/practice aids • Bias for action • Rapid response • Ouick payback • IT Performance Improvement II Business Strength • e-Strategy • Resources with tangible skills appropriate for e-Biz work • Process/approach • Leverageable knowledge base • Leading e-Biz Consultancy • Great firm credentials • Alliances III 3

  25. Midwest SCXI ITS Sales Pipeline SC Manager SC Manager $ amount Project SC Partner $ amount Client Sprint IT/e-Biz Strategy Mainard Huskey $500K Global IT Strategy Mainard Taylor McDonald’s $700K Leads Global Web Strategy Reeves/Mainard Smurfit-Stone Huskey N/A Williams Communcations IT/e-Biz Strategy Huskey Mainard N/A IT Assessment 3M Mainard Creason $250K Ward’s Global IT Strategy Jha $500K Mainard Marconi Global IT Strategy Mainard $650K Bore Proposals AmeriCredit IT Assessment Mainard Huskey $300K IT Assessment FHC $150K Huskey Mainard 4

  26. Midwest Strategic ChangePartner/Manager Meeting -- O&CS Rosemont, IL September 29, 2000

  27. Midwest SC O&CS The Common-Sense Compelling Need “We have seen that eBusiness is really more of an organizational change and cultural change than a technology change.” - Thomas Kurian, VP Oracle eBusiness Products and Strategy “The business landscape is littered with the wreckage of technically sound programs that have failed because of employee resistance to change.” - Thomas Terez Information Week

  28. Mission: • Aligning people, structure, and culture with • strategy, processes and technology. • Enhancing the ability to understand, accept, • embrace and create rapid organizational change • Benefits: • Ready, willing and able end users • Fuller, faster project implementation • Sustained and measurable results • Professional Staff = 31 • Level 6 = 1 • Level 5 = 3 • Level 4 = 11 • Level 3 = 6 • Level 2 = 7 • Level 1 = 3 • Managing Director to staff leverage: 1:30 Midwest SC O&CS Community Profile • FY 2000 Performance • Utilization = 75% • RPH = $200 • Bookings = $10 Million • MES = $6.5 Million • Three Recent Wins • American Airlines • Zodiac Project • $875K • Ericsson • BCD for HRSAP • $200K • Neiman Marcus • Software selection for POS system • $125K

  29. Midwest SC O&CS SWOT Analysis • Strengths • Excellent practitioners • Typically strong O&CS demand and utilization • Experience in e-enablement • Increased community building -- • knowledge-sharing mechanisms in place • Weaknesses • Too few senior practitioners • Too much focus on back-end project • implementation versus front-end design • Nebulous business case - lack of succinct, • distinctive service offering • Opportunities • eBusiness yields demand for O&CS services • B2E • eTransformation • eMarkets • Proactive business development • Targeted industry linkages • Move beyond “commitment building” to more • strategic organizational change • Reinvigorated, targeted recruitment • Threats • Doing what others have scoped versus what • we have proposed and won ourselves • Other PwC practitioners assume O&CS tasks • Turnover

  30. Midwest SC O&CS Go-To-Market Initiatives Delivery Capabilities Value Proposition to Clients Proposed Initiatives • Baseline assessment of B2E maturity/readiness • O&CS strategies for moving to a metacapitalized organization • Benefits realization for eMarket integration • eBusiness • B2E • eTransformation • eMarkets • B2E diagnostic in development, out to clients by 10/27 • Solution set in development Market Attractiveness I • Proactive business development • Targeted industry linkage • Guidance to on-site practitioners • More strategic consideration of O&CS issues • Clearer understanding of and higher profile for O&CS issues • Business Development Leaders with target industries II Business Strength • Succinct service offering deck • Explicit business case • Specific deliverables • Hard measures • Basic deck completed by 10/15 • Integration of Warner Burke & Associates • More focused intervention • More accountability for progress III

  31. Midwest SC O&CS Top 5 Priority Clients Partner/MD Lead Client O&CS Manager Lead Dave Elovic Rob Burt Chris Sonnesyn General Motors - eMarkets - eTransformation? Pat Neal-Kaczmarek Steve Lawrence Thomson Consumer Electronics - Global SAP - BR/Org Impact Assessment Brad Walker Graham Perrott Chris Sonnesyn Lucy Hur BP Amoco - Wide-scale, global SAP - eTransformation? Don Domangue John Kopeck Chris Sonnesyn Francois Rijk Jim Ward Bill Trahant Chris Sonnesyn Texaco - SAP - Shared Services - Full-value Procurement - Leadership Development Connie Taylor Francois Rijk United Airlines - Inter/intranet content management - Org review and design Mike Ward Chris Sonnesyn Andy Uhm

  32. Change Strategy for Various Initiatives United Mike Ward Andy Uhm TBD Global E-Biz Strategy, PMO, Executive Alignment for US Amy Stein, Rik Goodwin $500 - $700k Kone John Henry Midwest SC O&CS Sales Pipeline SC Manager SC Manager $ amount Project Partner $ amount Client Pat Neal-Kaczmarek Change Strategy Jay Ferron Ford/Visteon TBD Jeff Dearinger Lucy Hur GlobalNetXchange TBD eMarkets Leads Lucy Hur, Pat Neal-Kaczmarek Brad Walker, Graham Perrott Org Impact Analysis Thomson TBD O&CS on Global SAP Rollout Brad Walker, Simon Foster Thomson Lucy Hur $2M John Henry, Brian Golemme $800k - $1M Amy Stein, Rik Goodwin Lindy/Aga Gas E-Biz Strategy Proposals BR/Org Alignment JcPenney $200k Mark Bussey Kent Arkes Don Domangue, John Kopeck Francois Rijk BP Amoco Wide-scale global SAP $600k Lucy Hur Mark Bussey Marathon Oil Benefits Realization/SAP Bill Hale TBD

  33. My POV • All organizational improvement = change in a desired direction. • All engagements have an O&CS dimension. • What we do supplements and compliments other PWC interventions. • We make jobs more successful.

More Related