KPMG-eStrategy- readySet.GO! Training(ppt 61)

Doc#20343/SVOCONSULTING1eStrategy/readySet.GO!TrainingeStrategyOverviewOctober2000Doc#/LocationDoc#20343/SVO2TopicseStrategyintheMarketeBusinessFrameworkeStrategySolutionSetreadySet.GO!Doc#/LocationDoc#20343/SVO3010%20%30%40%50%50%-99%100%-299%300%-499%500%17%15%34%23%11%Percentof47respondentsSpendingIncreaseSource:ForresterResearch,Inc.,November1999e-BusinessProjectSpendinge-businessProjectSpendingisontheRise...ForresterResearchforecaststhatovertwo-thirdsoforganizationswillatleastdoubletheire-BusinessfundingoverthenexttwoyearsDoc#/LocationDoc#20343/SVO4PrioritizingwhichprojectstodoCoordinatingeffortsacrossthecompany40%36%30%22%20%20%16%Percentof50companiesinterviewed(multipleresponsesaccepted)Source:ForresterResearch,Inc.,November1999MovingatthespeedofthemarketFindingqualifiedpeopleInsufficientresourcesConvincingexecutivesofimportanceIdentifyingstrategyProjectprioritization...whilechallengestofundinge-initiativescontinuetocomplicatemanagerialdecision-making.Managerspointtoprojectprioritization,coordinationandspeedasamongthetopchallengesinselectingwhiche-BusinessprojectstofundDoc#/LocationDoc#20343/SVO5Likeintraditionalbusinessconsultancy,e-Strategyisarelativelysmallareaofthetotalmarketfore-Business•Theactualmarketsizefore-Strategyisverydifficulttoestimate(inthemarketeverythingisstrategyandeverythingis‘e’)•Allincluded,world-widemarketsizecertainlyexceedshalfatrilliondollars•Exactestimatesareirrelevantnowitisbecomingclearthatthevalueinthemarketismigratingtothee-BusinessmarketandthatthebandwagonisabouttodepartSource:NNC,Forrester,Gartnere-Webdesigne-Changee-Legal/Taxe-Processoptimizatione-Strategy1%e-ITorganisatione-ProgramManagemente-Technology49%8%2%1%30%8%eStrategyMarketSizeDoc#/LocationDoc#20343/SVO6•76%Ofintervieweessaythattheirpreferredpartnerfore-Businessstrategyisnotthesamefirmemployedfortraditionalbusiness•Firmsarescepticalofe-BusinessstrategydonebymanagementconsultantslikeMcKinseyandBain•Firmsaredissatisfiedwhenengagingconsultantsbecauseoftheirlackorabsenceofindustrydepth(42%)•ManagementconsultantslackInternetexpertise•e-CommerceintegratorslackindustrydepthTraditionalstrategyconsultantsarenolongerthelogicalchoiceofcustomersSource:Forresterreport,e-BusinessStrategyneedshelp,2000Thetypeofe-BusinessstrategyfirmsclientsareusingTypeofbusinesse-CommerceIntegratorManagementConsultantBigFivePercentage*76%28%26%*percentof50companiesusingstrategyhelp,multipleresponsesacceptedTraditionalvs.eStrategyDoc#/LocationDoc#20343/SVO7Eachcustomerneedrequiresadistinctapproachfore-Strategy•Reactorsplayagameofcatchupandmustconsiderstrategyprovidersthatunderstand:Internetbusinessmodels,thedot.corp/dot.comdistinctionandinternettechnology’simpactonstrategy•Definersarecompaniesthathavesecuredthemarketleaderpositionthroughe-Businessefforts•Opportunistsinindustriesareinthepositiontoinvigoratetheirindustryorcrossoverintoanotherbecauseoftheirinternalcapabilitytosupporte-Businessinnovation•ExperimentersareinindustriesthatareslowinadoptingtheInternetSource:Forresterreport,e-BusinessStrategyneedshelp,2000ThetypesofstrategylowhighlowhighInternalcapabilitytoinnovatefore-BusinessMarketpressurefore-BusinessinnovationReactorExperimenterOpportunistDefinerFourtypesofeStrategyclients(Forrester)Doc#/LocationDoc#20343/SVO8Basedoncustomerstypeofneed,ashortlistofe-StrategyconsultantsSource:ForresterResearch,20001=poor;2=weak;3=fair;4=good;5=excellent=verysuitable=suitable=notsuitableComments1.BostonConsultancyGroup2.Ernst&Young3.Booz-Allen&Hamilton4.IBMGlobalServices5.KPMG6.Sapient7.Scient8.Oliver,Wyman&Company9.Viant10.AndersenConsulting16.McKinsey3,83.63.43.43.43.23.23.03.02.82,6+acceleratorcentersfocusonrapidstrategy-lackbusinessprocessfocus+deliversstrategyprototypeinthreedays+developingbrandingstrategyskills+exhaustiveglobalportfolio+implementationcapabilities+highcustomersatisfaction+mostglobalworkisinternallyfocused+strategyforIngramMicro’sNetmarketplace+25%e-BusinessrevenuesareIntl.+strategyforCaterpillar’sCAT.com-weakonbrandingstrategy+greatbusinessmodelexpertise-weakonprocessstrategy+deepfinancialservicesexpertise-notsuitableforotherverticals+24%ofconsultantsarestrategists-weakorganisationalacumen+offersincubationservices-struggletoretainconsultants+acceleratorcentersfocusonrapidstrategy-lackbusinessprocessfocuseStrategyConsultantShortlistDoc#/LocationDoc#20343/SVO9Consultingfirmsneedtohavein-depthindustryande-Strategycompetenciesnexttoe-TechnologyexpertiseSource:ForresterResearch,2000;NolanNortonCo.eProgrammanagementeTechnologyeStrategyIn-depthindustryknowledgee-ProgramManagementcapabilitiesarerequiredtosuccessfullyimplemente-SolutionseStrategyCompetenciesDoc#/LocationDoc#20343/SVO10TopicseStrategyintheMarketKPMGConsultingeBusinessFrameworkeStrategyMethodologyeStrategySolutionSetreadySet.GO!Doc#/LocationDoc#20343/SVO11e-Process&Architecturee-Integration&ImplementationOn-GoingSupporte-Strategy&BrandingeBusinessFrameworkTheframeworkprovidesacommonreferencefordescribingthelife-cycleofactivitiesinane-BusinessengagementCl