Professional Documents
Culture Documents
March 2003
Key topics
• Illustrates how pioneering companies have used technology to create an
improved market position and in doing so redefined their business sector
• Introduces a model for determining how emerging technologies will
impact your business
• Outlines a practical strategy for reducing technology overheads to fund
innovation
• Defines a new model of strategic consultancy that enables companies to
anticipate technology and business trends.
Introduction
If you had a crystal ball to reveal the future for your business, how would it
affect your strategy today?
Imagine if you could have accurately predicted the impact of e-business five
years before it emerged? Just think of the competitive pre-eminence you
could now be enjoying.
Some companies seem to have been able to do just that, deploying new
technology that has resulted in implementations so innovative and successful
they have dictated how competitors, and entire sectors, conduct business.
Their visionary use of technology, coupled with the astounding impact
the Web has had on modern commerce, has ensured that Information
Technology (IT) has fully emerged from the back-office to play an integral role
in enabling companies to define and consolidate a competitive edge.
IBM Business Consulting Services
Despite its proven capability as a competitive driver should now be a constant consideration at the boardroom
and strategic enabler, companies today are becoming table. This is highlighted through the fact that 60 percent of
increasingly reluctant to deploy new technology. The hype technology investment is now influenced, controlled and
that has permeated the IT industry for so many years has determined not by the central IT function but by business
left many with a jaundiced view of whether technology executives, and it is true to say the fortunes of modern
ever delivers its promise. The current economic downturn companies now rise and fall on their wise, or flawed,
also means many organisations feel they simply can’t fund technology choices.
innovation. But few feel comfortable in this state of inertia,
knowing that investment in new technology is a major
Percentage of worldwide IT spend controlled
component to creating competitive advantage.
by IT vs. non-IT executives
80%
Companies can’t get a crystal ball, and even if they
70% 68%
could it wouldn’t be enough. Knowing what revolutionary
60%
60% 57%
technology is around the corner is only part of the puzzle
– establishing whether it will be right for your business; 50%
43%
40%
making it run in parallel with a winning competitive strategy, 40%
32%
and financing its deployment, is where the magic lies. This 30%
Point of View examines how companies can address these
20%
crucial challenges using a set of practical strategies that
10%
have been tried and tested in the real world.
0%
1997 2000 2004
Out of the back office, into the boardroom Line-of-business/
CIO and IT executives
Back in the early days, the use of technology within an Non-IT executives
line. But that has all changed. With decades of technology into every business function executives have seen first-
innovation we can now see that the use of technology is hand how it gives them access to well-organised, quality
much more pervasive across all parts of the business and information they can use to make better decisions, and
the dependency on technology to perform has increased. how it now fundamentally supports the day-to-day running
The advent of e-business has shown that technology of their business. Not surprisingly, they now appreciate
that the right choice of technology, coupled with its timely
deployment, not only holds the power to solve business
problems but improve a company’s competitive position.
3
IBM Business Consulting Services
4
IBM Business Consulting Services
Those that successfully leveraged the Web as a There is a way out of this maze however. In most
business channel did so by following time-honoured organisations, there are plenty of opportunities to
business principles and sound and proven management reduce existing technology costs. By knowing when
methods that had been tested in the traditional business they can dispense with technology that has outserved
environment. They recruited the right skills and its usefulness, or replace it with a more cost-efficient or
competencies, closely targeted their products and created efficacious alternative, companies can release funding for
a complementary culture. Most importantly, they grasped new initiatives that actively create value. That way they can
the Web’s potential and value to their business. They ensure the technology they deploy remains focused on
analysed whether the online availability of their product the needs of the business, and is evolving alongside the
and service would add genuine value to their customers, company’s long-term corporate strategy.
and developed a clear strategy for leveraging this new
technology within a profitable business model. What is critical here is to shift the emphasis from non-
discretionary spending – covering maintenance and
The money trap ongoing costs – to discretionary spending that can be used
What these Web winners avoided was the trap of deploying to fund innovation. Currently the ratio of non-discretionary
‘flavour of the month’ technology without giving adequate to discretionary spending in a typical organisation is
consideration to whether it was actually right for their approximately 3:1. By looking at ways to reduce their non-
business. Those that fall prey to this find it a hard cycle discretionary spend, companies can reallocate these
to break. Once in they are left funding often expensive, funds to invest in those technologies that are going to
‘me-too’, deployments, and continually upgrading them to be crucial to the development of their business and the
keep pace with their relentless development. evolution of their industry.
5
IBM Business Consulting Services
To identify what these objectives should be, companies A pillar to support the business
need to address questions such as: Currently the levels of non-discretionary spend are so
high that they do not facilitate identifying spend on new
• How do we grow business in a stagnant and uncertain technology for innovation and business benefit. Reducing
economy, and in a marketplace where ‘customers pick non-discretionary spend allows the organisation to focus
us’, not the other way round? on creating new value.
• How do we maximise return on past and future
investments in technology, processes and people? Creation of Creation of Process
new IT BIT new IT
• How do we determine the rate and timing of funding for value 20%* value 60%*
Organisation
new initiatives, while still cutting costs?
IT alue
v
co m
st an
• How can we ensure our strategies can be
sa a
Maintain New customers
nd ge
and service
implemented, and that our implementations achieve
m
current IT
en
t
New product
what we set out to accomplish?
• How do we build flexible organisations and capabilities New technology
6
IBM Business Consulting Services
Many organisations will need to look externally to find the In essence, this model of strategic consultancy should
necessary expertise to fuse their business and technology leverage best practice from a wide range of industries
strategies. This is why there is a growing need for a new and broader business disciplines to help companies
model of strategic consultancy that brings together the establish where they want to be in three years time, when
right mix of competencies under one roof. Businesses we are likely to be at the top of the economic cycle. It looks
urgently need partners that can deliver solutions to address ahead to identify what technologies will realistically be
every point of the value chain; partners with the breadth around at that time and which will most successfully drive
and scale to measure up to the huge, complex challenges the business strategy forward. It then ensures that there
companies now face. is a clear plan for how the technology will continue to be
developed around that strategy, the company’s structure,
This brand of strategic consultancy will need to combine and in response to what is happening in their industry.
an understanding of the wider economic climate; specific It ensures the necessary capital is released to enable
business and industry knowledge; technological expertise; proactive investment in technology that will ensure it is that
advice on boosting discretionary technology spend to organisation that leads the way when market conditions
finance new investment, and predictive forecasting of improve.
technology trends. Excellence in each of these categories
will be crucial to ensure organisations are able to: Summary
“We’re convinced wireless will be important. Will it be in the
• Harness technology within a sound business model next five years? Who knows? Our objective is to know what
• Identify the impact of existing and emerging we can do most effectively by experiencing it, not reading
technology on their business and industry about it.”
• Create a coherent strategy and full roadmap Geoff Penney, CIO, Charles Schwab4
for the adoption and successful deployment of
transformational technologies As we work our way through the economic downturn,
• Prioritise the stages of investment to achieve the stated companies need to learn from past successes and failures
goal in business transformation. Companies that have truly
• Undertake business value modelling to determine revolutionised their industries haven’t followed the herd
quantifiable and measurable return on investment. or waited to see which technologies seem safe to adopt.
They’ve defined a ground-breaking business strategy
and sourced emerging technology to support it. These
innovators didn’t want to read about how their competitors
had made it happen. They wanted to write the rule book, not
follow it.
7
IBM Business Consulting Services
The good news for companies today is they have the By calling upon proven competencies that span research
knowledge and insight at their disposal to minimise and consultancy, knowledge of emerging technology
the risks those pioneers had to take. It is now possible, and understanding of its impact on individual businesses
through a new model of strategic consultancy, to address and industry sectors, companies can now fundamentally
business issues, strategy and technology in a focused, fuse business and technology behind a single, coherent
co-ordinated manner so that they work in parallel with and proactive business vision – and as they do, like
each other. It is possible to identify and predict what the visionaries before them, they will transform their
emerging technologies will be right for your business, and competitive position.
fund that proactive innovation with prudent reallocation
of technology spend whilst still in the current economic
downturn.
Before SABRE, processing a round-trip reservation between New York and Buffalo, using computer cards and
teletypes, required 12 people, at least 15 procedural steps and took up to three hours. Today it is done without manual
intervention within minutes.
By 1998 the SABRE system had evolved into a global distribution system for travel information, reservations and
transactions, connecting more than 30,000 travel agents and three million online customers with 400 airlines,
50 car-rental companies, 35,000 hotels and dozens of railways, tour companies, ferries and cruise lines. Now an
operational necessity, SABRE redefined the air travel industry, enabling airlines to manage their inventory of seats
faster and more accurately, with lower bookkeeping costs and faster payment through electronic settlement of
ticket purchases.
SABRE bred technology that has benefited companies across all business sectors. It spurred the development of the
IBM Transaction Processing Facility, an operating system that processes high volumes of transactions in real time that
still powers many online systems today.
8
IBM Business Consulting Services
FedEx
It was back in 1980 that FedEx launched a proprietary wireless data network called Digitally Assisted Dispatch System
(DADS). This then-revolutionary application enabled dispatchers to use text messages to change drivers’ routes and
pick up requests. DADS, which is still in use today, led to a 30 percent increase in couriers’ productivity the first day it
was used.
In 1986, the company extended the system with the adoption of wireless hand-helds called SuperTrackers. These
devices, still used by its drivers, capture package data via a bar-code scan. When couriers return to their trucks
they insert the SuperTracker into their DADS unit, and the information is downloaded to the company’s proprietary
package-tracking system, the Customer Oriented Service and Management Operating System (COSMOS).
The company’s ground-breaking inventory and supply chain management system enabled it to share data with
suppliers and reduce carrying costs for both the retailer and its suppliers. As a result the cost of goods for Wal-Mart
is five percent to ten percent less than most of its competitors, which enables the company to maintain its low-price
leadership.
Wal-Mart continues to push the limits of supply chain management. The company is testing emerging Radio
Frequency Identification (RFID) smart-tag systems to replace bar codes and security tags with a more efficient
product-tracking mechanism that will cost less money.
The company’s success with supply chain management has extended beyond the retail sector. Mattel’s Eckroth has
stated that he studied Wal-Mart’s supply chain best practices when he worked at a manufacturing division of General
Electric Co. “They’re a benchmark company,” he says.
9
IBM Business Consulting Services
Wireless technology: better for customers, simpler for staff, About the authors
cheaper for Tesco 7
Dr Mark P Behrsin is a partner in IBM Business Consulting
Supermarkets, with their ever-expanding displays of goods, Services and is the global leader of the Technology
are becoming increasingly daunting for both customers Strategy and Management practice. His team works
and staff. But a solution could lie in the convenience of with IBM clients on the Business Impact of Technology,
wireless technology. Tesco and IBM have been testing a IT Value Creation techniques, Enterprise Architecture,
wireless system that equips staff with hand-held devices. and IT Management. Mark’s own client involvement is
extensive, and he continues to work at board level in a
The solution provides staff with instant stockroom and range of leading organisations on issues in the intersection
shop-floor data on goods’ availability both on shelves and of business and IT strategy. Mark is the co-author of a
in the storeroom. Tesco says there have been immediate book on the relationship between business strategy and IT
productivity gains, with staff no longer needing to trek back architecture, and he has taught and consulted extensively
and forth to check availability of items. Other intangible in that area worldwide. Mark has been with IBM for 25
benefits have also been seen – giving shop-floor staff years, originally as an IBM Systems Engineer, moving to
better stock information and in turn, more confidence when consulting in 1989. Before joining IBM, Mark researched
dealing with customers, has resulted in overall improved theoretical physics in the UK.
customer service.
Bill Twibill is a managing consultant in the Technology
The pilot has been so successful, with positive feedback Strategy and Management practice. Bill is responsible
from staff complementing productivity gains, that Tesco is for advising clients in developing strategic advantage for
finalising plans to deploy the system in its 710 stores across organisations through the innovative use of technology
Britain. and leads the global development and deployment of
Business Impact of Technology. Bill has helped customers
“The Tesco trial is a great demonstration about how in a broad range of industries including the Travel and
wireless, this new medium, is a great way of improving core Transportation, Public Sector, Finance and Retail sectors.
services.” Bill has instructed in the development and application of
Richard Lanyon-Hogg, IBM strategy in high pressure and fast moving environments.
Prior to consulting in IBM, Bill was an operations manager
and responsible for developing strategic initiatives in the
public sector and services industry. Bill holds an MBA
from Manchester Business School and the University of
British Columbia where he specialised in Strategy and
Technology management.
10
IBM Business Consulting Services
Bill Twibill
E-mail: bill_twibill@uk.ibm.com
Telephone : +44 (0)20 8818 4717
Americas Group
Doug Watters
E-mail: douglas.e.watters@us.ibm.com
Telephone: +1 (646) 598 5660
Sharon Mertz
E-mail: smertz@us.ibm.com
Telephone: +1 (603) 472-4226
Asia Pacific
Hideaki Nakayama
E-mail: NAKAYAMH@jp.ibm.com
Telephone: +81 -3- 3808-6870
11
IBM United Kingdom Limited
PO Box 41
North Harbour
Portsmouth
Hampshire
PO6 3AU
ibm.com /services/uk
ibm.com /services/ie
ibm.com /services/nl
ibm.com /services/za
BCEUK01042-3 (02-03) AP