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Business Transformation Presentation Template

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Business Transformation

Transcript: We are all experts, doing good job at locations, Delivering to customers, firefighting day in and out Busy all day, working in and out, sweating over Urgent mails, hurrying to send reports. We all work very hard. Beyond our capacities. sacrificing our time, family time, time to enjoy life.. BT is all about bringing joy to you and taking the organization, which pays our salary, forward so that company can always be ahead of curve... Ram Wonder why now How do we begin Shyam We are here, trying to capture market, increase delivery efficiency and figuring out how to make best use of work time of employees.? Business Transformation Business Transformation How do we do it People are the key.

Business Presentation Template

Transcript: William Hurtado Vector From: TEMPLATE BUSINESS PRESENTATION www.freepik.com PUT HERE YOUR TEXT BE NICE AND Support This Template Vote FOr ME

Business Transformation

Transcript: Key benefits of the role of Director of Business Transformation Transformation Function Define the Purpose and Scope Clear Objectives Leadership Support Transformaiton Team Transformation Strategy Budget Allocation Communicaiton & Change Mangamenet TEAM College Wide All Teams Staff & Students Invol Staff & Students People Processes COMPETITIVE ANALYSIS COMPETITIVE ANALYSIS Competitor A Name Strengths Weaknesses Put your logo here Competitor C Name Strengths Weaknesses Competitor B Name Strengths Weaknesses Technology FEATURES FEATURES TEAM MARKETING FUNDING REQUEST FUNDING REQUEST $10,000,000 We will need Over 5 years PROJECTION PROJECTION

Business Transformation

Transcript: So how do business transformation fit into the picture? Needs Want Let's start with looking at how requirements for an I.T. related project are influenced by the main functions within an organisation = ? Similar to the business function, the I.T. function can be influenced by: Personal agenda Political pressure Idealism Lack of industry knowledge Divided loyalties Adversity to change Need Business = Happy I.T. = Happy Common fears & problems Lack of I.T. comprehension Disinterest in the detail Unwilling to learn the detail Intimidated by technical speak Expecting I.T. to fill in the blanks Existing preconceptions Problems What we do... The business function How should requirements be driven? Wants Business Transformation But it's not all one-sided... Even with a set of balanced requirements, the business function working directly with the I.T function can provide its own obstacles... The I.T. function need to think about what they are delivering in the context of the landscape the business operates in: Future proofing Solution complexity proportionate to the business benefit Empathise with business constraints The I.T. function Requirements can be based on: Personal agenda Political pressure Idealism Lack of industry knowledge Divided loyalties Adversity to change Problems WIN!! These factors can cause the I.T. function to focus more on execution and delivery, rather than looking holistically at business benefit and need... We want to do it our way :-( Requirements should be based on: Business benefit vs. the cost of delivery Compromise Appreciation of complexity of the I.T function Take the time to comprehend how the solution works I.T. Business Business Transformation = lots of stress but loads of $$$

Business Transformation

Transcript: Show how things would improve Pro Benchmarking Breakthrough Conclusion Challenges and opportunities Con Objective Describe the next steps Workshops Describe the desired state Get your audience excited Business Transformation via simplification and standardization, leveraging mastery that encourages innovation and therefore becoming one standard Americas organization. Pro Idea 2 Pro Con Con Internal Fin-Sol Support Troubleshooting Best Practices External Intel Identify the problem Refer back to the pros and cons Idea 1 How problems can be resolved Pro Objective Business Transformation What if we do nothing? Explain what success will bring Corrections/Failed Payments (OND'13) AP Trade E2E Ownership (Nov'13 - Jan'14) Leverage Paperless (Dec'13 - Mar'14) Low Value Invoices (JFM'13) FinSol process (Nov'13 - Feb'14) Vendor Letters (OND'13) Explain how it will help Describe the current situation Based on Jim Harvey's speech structures One Stop Shop (Oct'13 - Mar'14) Increase Auto Post (AMJ'14) PBS Assessment Team (JFM'14) RFT-PBS Measure (AMJ'14) Business Transformation via simplification and standardization, leveraging mastery that encourages innovation and therefore becoming one standard Americas organization. Con

Business Transformation

Transcript: Business Transformation Lack of an integrated framework, often Board is at distance Outcomes and activities alignment weak Seen as an IT initiative Commitment Fizzle, Sustaining momentum after initial hooplah. Fortune 500 in 1955 Vs 2014, 88% have gone out of Business > 40% of Indian startup business that started in last 2 years have failed to survive What hinders transformation? What to strengthen and deepen What to discard Key activities that must be done What could be Productized (standardize, automate) New identity: portfolio & market communication New revenue models, engagement models New workflows, and process owners Celebrate small success Measure outputs and outcomes Short and long term outcomes Goal alignments within function and across functions Impact making investments, associated risk Investment that leads to revenue gain or market relevance Remove dedication in marketing, HR and support functions Evaluate Sustain Visualize Transformation requires simple yet effective framework Current business model Current skills & capabilities Systems & process Execution efficiencies: sales funnel, closure rate, COPQ, Discounts, NVA, brand loyalty, Key account management, AR/AP, attrition, leadership Define Companies need to constantly review their offerings every 4 years. Evaluate changing market and technology requirements Shed (disintegrate ) & re-configure to be relevant New Normal Platformize, Optimize Develop Ecosystem rent seeking capability Measure Outcomes and Impact Constitution defining roles and distribution of authority Train and build capabilities of People and infrastructure RCA and Knowledge Management consolidation Co-creation and collaborative working All images are owned by respective copyright owners. We thank them. Survival rates are shrinking Create leadership circle across functions High cross-functional hands down review Implement Lack of consistent Marketing to stakeholders: Inform, influence and advocacy Too rigid plans Lack of effective measurement system that captures direction & speed of change Lack of ownership at many levels. #38, 2nd Floor, 8th Main, 8th Cross Jayanagar 2nd Block Bangalore-560 011 Ph: +91-80-26565164/40951170 sales@browneandmohan.com www.browneandmohan.com Identify champions who would own & drive Bring “sense of urgency” How you ride Product – Technology Roadmap What Investments yield high impact Platform approach to attack variety Thank you

Business Transformation

Transcript: Project Objectives: Build Performance Modeling reporting tool Tool to look at sq.ft/linear ft/peg performance to sales plan and/or deviation from average/peak performance control group Improve workflow process across teams – Construction/ Visual/ PAR/ Merchant Assessing current/new roles, processes and responsibilities for New and Remodel Stores Primary Benefits: Provide better analytics to aid in the determination of space allocated within a New, Relo or Remodel, based on proven metrics of past performance indicators. Increase productivity by having the correct processes living within the correct departments based on specialization and industry standards. Store Planner: Design/layout architectural drawings (floorplans, elevations, 3D renderings) for New and Remodel Construction Projects by utilizing prototypical standards. Provide background drawings to Architect, Engineers, and Vendors that are used to produce shop drawings and construction documents. Communicate/Coordinate with Space Planning and PAR to ensure store specific department spacing is in conjunction with department rank and size recommendation based on sales. Partner with Visual Merchandising to ensure store specific department spacing, fixture standards, and graphic standards are represented. Questions? Suzanne Graves Space Planner Business Transformation Buyer Hardlines Buyer Softlines Meredith Bronson Laura Gillilan Manager Store Planning Beth Witt Jennie Swenson Space Planner Joni Classen Team Members John Knispel Manager Regional Planning Space Planner Kevin Sweeney James Hamilton Danielle Harry Keith Liley Randy Vier Director Store Business Improvement Kimberly Malone . Suzanne Graves . Joni Classen Space Allocation & Optimization CAD Services Specialist Director Store Planning Visual Manager - Softlines Space Planner: Manage and analyze floorplan and planogram productivity. Collaborate on the creation and development of space floorplans, planograms, and visual directives. Partner with Construction/Store Planning, Visual, Merchant and PAR teams to meet all company goals and objectives. Visual Manager Softlines Director of Store Planning Buyer Softlines Space Allocation & Optimization Space Planner Nicole Cassedy Visual Manager Hardlines Manager Allocation/ Replen. Hardlines Kimberly Malone BT Project Manager Brian Rullo

Business Transformation

Transcript: Factors that drive the BT change Management Frameworks for Business Changes Changes required for successful Business Transformation Some Perspectives on BT Contents Strategies to make BT a success Inspired from the movie "Moneyball", the team reformed itself completely with the help of Analytics and other useful technologies. Dig as deep as you can to understand the root of your problems and focus ways to either solve them or find ways to transform each one into a uniqueness. Once you identify your points of differentiation, set ambitious goals and get into competition. If you are small player in your industry probably you should promote innovation in the fields most ignored by big players. The slogan “Adapt or die” should be displayed on your office walls, to make sure that nobody forgets how painful it can be to change the rules of the game. You need everyone’s engagement in order to be successful. Open clear communication channels in your corporation to gather any creativity or lateral thinking proposal that can help you to achieve your goals. Promote disruptive innovations that will drive your growth by transforming what exists and creating what doesn’t. By Sanchit Srivastava Business Transformation The basis of the German model is the 50+1 rule whereby a minimum of 51% of the club must be owned by club members. A Bundesliga club board is made up of delegates selected by the shareholders. That way the supporter membership associations have a direct say on the management of the club. English clubs are subject to the whims and excesses of individual owners or uncaring capitalists who use their club to clear their own debts. Corporate interest is curtailed by the interests of the supporters As long as the supporters have the best interest of the club at heart, that club is unlikely to allow itself to become mismanaged. Sample Detailed Process of BT Business transformation is a change management strategy to align the people, process and technology initiatives of a company more closely with its business strategy and vision. Mega Trends Step 5: Author Blueprint, obtain executive approval. Step 6: Incorporate approved recommendations into enterprise artifacts. Different Frameworks in BT 1. What is Business Transformation? 2. Factors that drive the BT change 3. Some perspectives of BT 4. Mega trends that enforce the process of BT 5. Management Frameworks for Business change 6. Various Frameworks for Business Transformation 7. Process of Business Transformation 8. Strategies to make BT a success 9. Other successful examples of BT Maverick Examples of Successful BT Thank You !! Novius BT Framework Other Factors 1. New Leadership 2. Transforming to meet future challenges 3. Aligning Employee Goals 4. New Organizational Strategy 5. Clarifying current strategy What is Business Transformation? Step 1: Initiate tasks Summary

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