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It Strategy Presentation Template

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Strategy Template

Transcript: STRENGTHS Combination of catalog protective products and custom molding capabilities is a differentiator Qualified vendor at most medical device manufacturers Brand recognition in the Design Engineering community Quality system that understands needs of medical customers Library of standard materials with supporting certifications increases customer’s confidence and expedites approval WEAKNESSES Lack of clear direction on types of opportunities to pursue Sales team’ technical sales capabilities Industrial manufacturing company trying to add Medical Capabilities (e.g. automation, cleanliness) organically, competing against specialized, existing Medical Molders Significant gaps in non-protective/functional catalog product offering Lack of Strategic sourcing to support Long quote turnaround on custom opportunities THREATS Updated costing on cannulas shows this is not profitable and we will likely lose all of this revenue ~$500K in addition to $550K already lost Long sales cycle and frequency of product development stalls/cancellations Decline in number of new product introductions due to FDA (recalls and slower 510k/PMA) Low cost off shore sources for functional products Directives to move away from vinyl OPPORTUNITIES Promote Extrusion capabilities to support orthopedic and other packaging Traditional and Specialized materials Focus on Custom, Manufactured Silicone Poor market perception of Qosina due to pricing Show how things would improve Pro Conclusion Con SWOT EXAMPLE Describe the next steps Describe the desired state Get your audience excited Idea 2 Pro Pro Con Con Refer back to the pros and cons Idea 1 How problems can be resolved Pro Describe the idea you think is best Strategy Recommendation What if we do nothing? Medical Segment Dashboard Based on Jim Harvey's speech structures Explain how it will help Con

Board IT Strategy Presentation

Transcript: Ronan Burke IT & Automation Engineer Current Risks All essential equipment located in one room Service Road subject to flooding Single point of failure Possible Solutions Relocate Secondary Network Core to Level 4 Reroute Fibre Connections from Main Comms Room to Level 4 Relocate systems with redundant backups to Level 4 with Network Core Cost and labour involved Office Strategy Conclusion Stadium Strategy Compass Office Systems rely on the Stadium Network Conferencing/ MatchDay Systems (IPTV, WiFi, PA, Big Screens, EPOS, Tills) all rely on the Stadium Network The Stadium Strategy cannot mitigate all risks to Compass, but can protect Matchday/ Conferencing Systems Either Accept the Risks, or Mitigate the Risks at a Cost Compass Risks Any Questions, please ask Aviva Stadium IT Strategy Current Situation Risks to the Business Data Security Down-time after Failures Volatile Spending Profile Proposed Systems Mitigation of Risks Secure Data Near-Instant Recovery from Hardware Failure Regular Annual Spend Mobile Workforce and Increased Productivity BCP

IT Strategy-Nokia presentation

Transcript: Presented by : - Chuks Agu - Jessica King -Saad Al kazman -Mohammed Ahmed - Azza Al-Abri ABOUT ABOUT -Competition -Strategic Decision Analysis: -SWOT analysis - IT Triangle -Strategy Recommendation - Conclusion Outline Outline About Nokia Founded in 1865 by Fredrik Idestam as a paper manufacturing mill In 1868 Idestam launched a second mill in a town called Nokia in Finland. The shared company called Nokia Ltd was created 3 years later. In 1967 three companies merged as Nokia Corporation Focus on consumer electronics in the 90s Glory years in the 90s where Nokia became global leader. Partnership with Microsoft in 2011 Sold to Microsoft in 2014 About Nokia Competition Comparison Prime competitors: - Apple - Samsung - HTC - LG - Motorola Competitors 2009-2012 (Guardian, 2016) Software (Richter, 2014) Why Apple has more loyal fan base than any other brand 1. iPhone has its own/unique OS 2. Products made by iPhone ” Rick Meckler said, “This landmark by Apple just shows how powerful the company is! It may be the most powerful company in the country right now.” Valuetaiment, 2017) Strategic Decision Analysis IT Triangle - Strategic Decisions " " Employment of technically unskilled workers Withdrawal from a thriving market- America Incapability of taking risks by decision makers Complex organization structure (Micheal,2011) Failure of value proposition Concentrated more on the hardware Failure to attract third party developers Failure to implement disruptive innovation. (McGrath, 2015) " Organizational Strategy Information Strategy Business Strategy Failure to analyze their customers' expectations Usage of faulty/outdated software (Schrage, 2011) (pearlson and Saunders 2013) Strategy Recommendation Strategy Recommendation Ready? Strategy to take care of all activities Extend use of IT throughout organization Analyse the best options No bureaucracy Stakholders informed about outcomes Planning and Preparation Threat of new entrants: • Cost advantage • Investment on R&D, technology, marketing and development • Nokia holds shares in the market • Strong distributions • brand name Bargaining power of buyers: Customer power Switching cost More choices for buyers Buyers choose rivals as Nokia OS less user friendly Medium to High Threat of substitute products: Mobile phones with more functions needed Switching cost Buyers tend to substitute Very low Porter's 5 force model: Competitive rivalary: Very high • Nokia lost selling power they had • Nokia market shares will decline due to slow move in the market • Competitors using better OS like IOS and Android while Nokia using Windows on most of its smart phones Bargaining power of suppliers: Low Large number of suppliers to choose from Switching cost Expensive hardware Substitutes Customer focus Customer training Feedbacks and IT reviews from customers Understanding Organisation's IT needs Get Set Quicker response to Apple's breakthrough in 2007 Focus on One OS rather than invest in many. Co-Opetition with Android Use Social IT as a platform to extract customer feedback (e.g.twitter) Use DSS techniques such as Text mining for qualitive customer feedback. Invest in R&D Exploring options & decision making - IS Inter-Departmental collaboration tool e.g.Confluence To promote employees to express their views & suggest improvement Networked Organisational Structure Suited for complex decision making in changing environment Exploring options & making desicions - Organisational Go! Share the strategy in form of a document to the organisation Include all stages of management Review IT Strategy every year Monitor implemented Strategy to measure expected benefits Putting the Strategy into action Lego Serious Play Strong competition Unwillingness to embrace drastic change Too long to respond to the smartphone revolution Invested too much into a limited OS Issues with Organisational and Information Strategy. Conclusion Conclusion - Richter, F. (2017). Infographic: The Smartphone Platform War Is Over. [online] Statista Infographics. Available at: https://www.statista.com/chart/4112/smartphone-platform-market-share/ [Accessed 9 Nov. 2017]. - GadgetsNow, 2017. Compare Apple iPhone 8 vs Nokia 8 vs Samsung Galaxy Note 8. [Online]. Available at: https://www.gadgetsnow.com/compare-mobile-phones/Apple-iPhone-8-vs-Nokia-8-vs-Samsung-Galaxy-Note-8 [Accessed on: 16 November 2017]. - TheGuardian. 2017. Nokia 8 hopes to beat Apple and Samsung with 'bothie', a new version of the selfie. [Online]. Available at: https://www.theguardian.com/technology/2017/aug/16/nokia-8-bothie-flagship-android-smartphone-apple-samsung [Accessed on: 15 November 2017]. -Jia, J. and Yin, Y. (2017). [online] File.scirp.org. Available at: http://file.scirp.org/pdf/OJBM_2015102710294521.pdf [Accessed 19 Nov. 2017]. - Jia, J. and Yin, Y. (2017). [online] File.scirp.org. Available at: http://file.scirp.org/pdf/OJBM_2015102710294521.pdf [Accessed 19 Nov. 2017]. -

Oaks IT Strategy Presentation

Transcript: Recommendation Hardware Approach Interview Focus: Current State Future Scenarios Needs Opportunities Assessment of Current State Process Recommendations Improve how IT supports effort to increase market leadership Capture and manage the BAU operational state Management of the IT function including: Infrastructure Telecommunications System Development IT procurement Help Desk Services Establish an IT risk and issues register Website Analysis Activities IT Capacity & Capability Review Adhoc development of new applications / enhancements to existing software Paradoxically, multiple functions performed manually Significant manpower invested in data capture and manipulation for reporting Leverage Stakeholder Interviews Network Outages will increase and possibly result in entire network outage - resulting in days to weeks to fix PCI Compliance could result in fines levied by card brands or restriction on ability to accept payments via credit card, reputation in market, cost to go through complete audit Higher cost of ownership of multiple systems Increased cost of trying to integrate data across multiple, incompatible sources Increased cost to support multiple platforms Not able to leverage supplier relationships Current State - IT Systems Commence scoping and / or management of the critical remediation projects to address Network Issues / Outages PCI Compliance / Website Initiate Critical Remediation Projects Recommendation Infrastructure Leverage Minor Internet Platform Investigate options to consolidate data to maximise inventory management Remediate PCI compliance Current IT spend not leveraged Number of manual processes where IT functions / systems can & should be utilised Considerable number of outages Slow system and internet access Development / Purchase decisions made based on individual department preference IT Management is a complex balancing act of supporting the existing environment and continuously improve service to the business Remediation Governance Develop an Infrastructure & Hardware Roadmap Develop a 5 Year Investment Plan Reassess and re-prioritise all projects Scope and budget as per re-prioritisation Establish a Project Management Office Framework Initiate projects in order of priority based on business benefit & criticality Real-time visibility of key business metrics Above average spend for below average service Resourcing needs to be reorientated IT department does not support current operational requirements No clearly defined Information Technology Strategy Reactive and tactical Strategy Focus: Business Innovation & Development Goals Pro Commence developing an IT solution strategy Collaborate and build a common purpose across business Develop a 5 Year Plan for development / procurement Multiple systems performing similar role across different departments Not well integrated across the organisation Applications incompatible with operating platform or other applications Leadership Assessment Focus: External Benchmarks Social Media Observations IT Solution Strategy Summary Multiple, disparate, at times incompatible platforms Hardware not consistently provisioned based on role requirements Data not always stored on Oaks environment Infrastructure Scalability Analysis of Spend Applications Con Customer Survey No governance in place Limited discussion with business regarding budget for future projects Prioritisation of projects from IT perspective No planned and resourced IT project list Limited reporting on progress Slippage and scope change common Few documented requirements No project benefit identification and tracking No change in behavior required across departments Oaks IT Discovery Phase Does existing website support increasing online bookings / loyalty program? What if we do nothing? Current website configuration constrains the ability to utilise social media channels to direct online traffic to website Inconsistent usability & end-user experience Recommendations Leverage existing Minor Group Technology arrangements to optimise spend Review existing licensing arrangements Renegotiate vendor relationships to establish more key partnership relationships with key vendors Platforms Requires an ability to prioritise and deliver initiatives in a timely manner Existing IT function and department requires reorientation and a more strategic skillset Multiple outages across the organisation Issues with response times Multiple vendors Website Define the Oaks Technology Strategy Technology Study: Current Development Opportunities Key Choices Architecture Information, Applications & Technology Significantly slower response rate than competitors Less referring domains Old, obsolete data displayed Website not listed for some basic searches only 10-12% of bookings through website PCI Compliance changes in Dec '14 Mobile Platform support limited IBE / Content Management not compatible with website growth strategy Maintain Business as Usual Support and Infrastructure Services Provide the support and

IT Strategy

Transcript: Our Business Model But rather than growing like the rest, perhaps our structure more like this And, we keep adding... right Sergio? What are the challenges? Jco Mex Gowan Co Are we prepared? Gowan Milling Retailer Shell Common Purpose · Communication · Cooperation · Teamwork · Synergies Dune of Mexicali Product acquisition Regulatory Innovation Commercialization Formulation begins. $91.9 m MktG 1974 2000 Juli Jessen Dune Mexicali Albaugh 1995 We still have lots to grow! The Trade Hercules Canada Lynn Harvick Occidental Grower Scientific Services is started. Chipman 1990 Jco Mex Failed Enterprises Hoechst España What about us? of Mexicali So we can use the Tribe strenghts Rohm & Haas Retail Customer Nimble TURBULENT TIMES Dune Chevron Great Western Ag Labs Tribal Strength $91.9 m LatAm Retail Buckman Labs Mexicana Brian O'Dwyer Hercules Buckman Labs 1962 $53.9 m AGT Companies normally look like this: 2010 Elanco GOVERNMENTS Respect for science Muddy boots Financially conservative Adaptable Care for the Tribe 1990 INDULGENT GOPAC Marketing Program Dune Company of Blythe Semillas ? Asia What are our advantages being like this? 2009 Sweep of the We all remember how we got here España Crop Inputs Proprietary product sales begin 2000 Bob Fifield Jco Ciba Were we supposed to grow like this? Failed Enterprises Canada 1978-1989 Bob Fifield Dune Company of AZ Common Purpose · Communication · Cooperation · Teamwork · Synergies 1995 USA 2005 EcoFlora Seeds 1985 1965 From a one men scientific crop consultant Jim Reynolds FUTURE 1978 SoHem 1984-1987 1982-1984 social attitud s Brian O'Dwyer Strong Hand 2004: Juli becomes CEO of Gowan Group 2011 Sales = $395.5 m Rainbow Ag 2004 1991 $130.3 m What about us? Asia GCIS Gowan Milling INDULGENT Wholesale Pesticides Griffin Tribal Strength Crop Inputs Rainbow Ag 2011 Are we prepared? 1965-1969 Rohm & Haas 1965 Abbott In a geographically dispersed Tribe Adaptable Jim Reynolds Together with Our Values Retail fertilizer sales start 1974 Abbott France 1969 · Grower Scientific ends Jco Seeds What about the 1973-1976 Lynn Harvick Analytical Testing Labs 1995 2006-2008 SoHem Industrias Agricola Grower Scientific Services is started. Atochem 2000 USA FUTURE We have a Stauffer Specialty Products National Ag Chem Casualties American Cyanamid We have a The Trade GCIS France Respect for science · Muddy boots ·Financially conservative · Adaptable · Care for the Tribe Proprietary product sales begin Dune Shell Hoechst Gowan Co So, What should we do? Japanese product sales begin. Dick Farrar Atochem ? Bank 1994 2006-2008 Griffin Occidental Sales in Mexico begin. But we were born "different" Dune Mexicali Bio-Control · 1962 - 1967 Rainbow Ag · 1965 - 1969 Chemical Synthesis · 1972 - 1978 Desert Helicopters · 1973 - 1976 Dune Co of Blythe · 1973-2005 Industrias Agricola · 1978 - 1989 Analytical Testing Labs · 1982 - 1984 Dune Co of Arizona · 1984 - 1987 Specialty Products · 2006 - 2008 GOPAC 1962 Core Competencies Desert Helicopters Analytical Testing Labs 1994 Sales in Mexico begin. Product acquisition Regulatory Innovation Commercialization 1969 2010 Juli Jessen Chipman PPG National Ag Chem Casualties Dick Farrar PPG Industrias Agricola Geigy NorAm Dune Company of AZ Strong Hand 1984-1987 1995 Quick Economic Problems Turbulence $53.9 m of Mexicali NorAm GOVERNMENTS 1994 Geigy The Power Box 1969 · Grower Scientific ends 2008 1978 Albaugh Tribal Values 1970 1978-1989 2009 ICI Economic Problems Turbulence Stauffer 2002 2008 Cindy Baker Core Competencies Dune Company of Blythe 2009 2011 American Cyanamid 1991 Tribal Values 1994 ICI Bio-Control · 1962 - 1967 Rainbow Ag · 1965 - 1969 Chemical Synthesis · 1972 - 1978 Desert Helicopters · 1973 - 1976 Dune Co of Blythe · 1973-2005 Industrias Agricola · 1978 - 1989 Analytical Testing Labs · 1982 - 1984 Dune Co of Arizona · 1984 - 1987 Specialty Products · 2006 - 2008 Retail fertilizer sales start Wholesale Pesticides Mexican Grower MktG $345.7 m $130.3 m 1997 1973-1976 Ciba Zeneca 1973-2005 1970 To Bring Everybody together Chevron 1969 US Shipper The Power Box LatAm Elanco Dune of Salinas Semillas 1973-2005 social attitud s GOPAC Retail Desert Helicopters Retailer Juli Jessen Cindy Baker $232.9 m 1985 Formulation begins. Japanese product sales begin. Zeneca Harry Balley Mexicana Harry Balley Juli Jessen 1982-1984 ADVENTURE What about the 1965-1969

IT Strategy

Transcript: Al Meera Consumer Goods IT Strategy Map Internal Operations Internal Operations Objectives Initiative KPIs & Definition This includes: Strategic Objective 1 Optimize IT department Policies and Procedures for efficient operation & service delivery. Strategic Objective 1 Optimize IT Policies and Procedures Internal Operations Initiative 1: Analyze Current Inputs and Plan for Optimized Department Policies and Procedure Internal Operations Objective 1 Initiative 1: Policy Optimization Definition: A policy accredited by the business management and placed in action. KPI: Signed IT department Policies and Procedures document. Strategic Objective 2 Architectural Design and Compliance Strategic Objective 2 Implement efficient Architectural design and compliance Internal Operations Improve Security Management Initiative 1: Initiative 1: Improve security Definition: 1. Percentage decrease in Security Breaches reported to Service Desk. 2. Percentage decrease of Impact in Security Breaches and Incidents. 3. Number of Security Incidents causing service interruption or reduced availability . 4. Number of security tests and trainings carried out. Internal Operations Objective 2 KPI: 1. Decrease Reported Incidents 2. Decrease of Security Incidents Impact 3. Number of Security-related Service Downtime 4. Number of Security Tests Initiative 2: New DR site Initiative 2: Build a New Disaster Recovery Site with Best Practice KPI: 1. Business Impact Analysis 2. Risk Assessment 3. BCM Documentation and Review 4. BCM Exercising and Testing 5. Continual Improvement Definition: Monitor and measure the performance of Business Continuity Management (BCM) Internal Operations Objective 2 Initiative 3: Backup Strategy Internal Operations Objective 2 Initiative 3: Implement New Backup Strategy KPI: 1. Mean Time to Repair (MTTR) 2. Mean Time between Failure (MTBF) Definition: 1. Average time (e.g. in hours) between the occurrence of an incident and its resolution. 2. The average time between equipment failure over a given period (i.e. the average time a device will function before failing). 3. It is the reliability rating. Initiative 4: Oman Integeration Internal Operations Objective 2 Initiative 4: Integrate Oman Company with Al Meera KPI: 1. Organizatioal Structure signed Definition: Organizational Structure defining the purpose, accountabilities, and Key Performance Indicators (KPIs) for each business function and role. Initiative 5: New systems with best practice Internal Operations Objective 2 Initiative 5: Implement New System with Best Practice KPI: 1. Cycle Time 2. Demand Forecast Accuracy 3. Schedule adherence 4. Customer Satisfaction Definition: 1. Cycle time measures the length of the time it takes to produce goods and deliver it to the customer from the moment the invoice is received. 2. An effective ERP system should be able to accurately predict future demands based on historical numbers. 3. An effective ERP system should bring the scheduled and the actual number closer together. 4. Is the new process bringing customer satisfaction? Is the service getting better and faster? Strategic Objective 3 Maintain services Strategic Objective 3 Maintain Service Availability, Integrity and Support Internal Operations Initiative 1: Pro-Active Monitoring Initiative 1: Pro-Active Monitoring Definition: 1. When emergency changes are high; it means that we are left to a reactionary process and more likely to experience an outage-leading mistake. 2. Measures capability to eliminate issues before happening. For example this would measure performance of detecting data mismatching before it impact or interrupt business. Internal Operations Objective 3 KPI: 1. Percentage of Emergency Changes 2. Integrity Pro-active vs. Reactive Index Initiative 2: Capacity Management Initiative 2: Proper Capacity Management Definition: 1. This measures the availability of services to business users during regular operation time. Internal Operations Objective 3 KPI: 1. Availability Measure Initiative 3: Items Master Cleansing/Cycle Count System Initiative 3: Item Master Cleansing/Cycle Count System Definition: Measure the accuracy of data entered in the database. This would be handled based on type of data and through specific sample reports. Internal Operations Objective 3 KPI: 1. Data Accuracy Ratio Initiative 4: ISO 27001 Initiative 4: ISO 27001 Compliance Definition: 1. Measure the accuracy of data entered in the database. This would be handled based on type of data and through specific sample reports. 2. Calculates the security incidents including gaps in applications that could damage data integrity. Internal Operations Objective 3 KPI: 1. Data Accuracy Ratio 2. Number of Security Incidents Initiative 5: Stream Lining Business Process Initiative 5: Stream Lining Business Processes Definition: 1. Measure the accuracy of data entered in the database. This would be handled based on type of data and through specific sample reports. 2. Calculates the security Human

IT Strategy

Transcript: Give users a singular interface for their data. 1. design information systems around user needs and user data 2. Single sign on 3. Capture and streamline business processes 4. Accessible by each employee IT Strategy Helpdesk 1. CRM Upgraded 2013 2. Integrate systems to it to reduce duplication and discrepancies FY 2014/15 1. Paper reduction drive : Paperless Etc 2. Improved Internet experience. Pastel integration - Integration planning to be started after 1 Sept 2014 - CRM IT Workplan Business Process Streamlining - secure our Remote Connectivity 1. Streamlined the Helpdesk, further improvement 2. Extend our Virtual Helpdesk support 3. Better Integration with external support.

Eurofoodies IT Strategy Presentation

Transcript: Business Strategy Growth of market share Importer (NY City) Customer The Industry of selling European foods online in its infancy Outdated business practices Window of opportunity To: Shipping Company (USPS, UPS) Goal: Europe Competitors: 1000 Established in 2010 European Foods Online Store (non-perishable products) Customer Base = 1000 Value Proposition Best Total Solution cust. Strategic Action By the end of 2012 Eurofoodie's Warehouse (Delaware) IT Strategy (Invest in Customer Loyalty to sustain or increase demand, by using "Stickiness factor") Introduction of POINTS & REWARDS system Questions? from: Includes: Referral Program Points & Rewards System Performance Tracking 5000 Created by Alexander Muzychka cust. Online European Food Stores Business Case

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