Opportunities for Action in Information Technology. Clusters and Nuggets: Mastering Postmerger IT Integration
|
|
- Violet Harrell
- 6 years ago
- Views:
Transcription
1 Opportunities for Action in Information Technology Clusters and Nuggets: Mastering Postmerger IT Integration
2 Clusters and Nuggets: Mastering Postmerger IT Integration In an age when corporate mergers are increasingly redefining the landscapes of many industries, information technology too often presents a roadblock to a smooth merger process. While managers concern themselves with implementing new organizational structures, identifying quick wins, and developing the strategy of the new entity, defining a well-structured approach to IT integration can slip far down the priority list. Even when IT does get some attention, it is frequently addressed without the rigor and dedication applied to other major aspects of the merger. The result can be a scenario in which the new IT landscape ends up being a patchwork of applications that cannot communicate except for a few makeshift links that have been hurriedly set up to overcome specific operational constraints. Additional costs are usually incurred because of redundant applications, and business projects cannot be carried out because, for example, client or supplier databases have not been properly integrated. In such a situation, senior management can finally become so frustrated with the resulting inefficiencies that it calls for a complete overhaul of IT systems which of course leads to further costs, increasingly dissatisfied IT users, poorly served customers, and more delays in the overall fusion process. The Boston Consulting Group s research and client work clearly show that rapid and comprehensive integration of IT systems greatly enhances the chance that a merger will succeed. And the reverse is also true: poor execution in this area can derail a merger that is otherwise going well. But what is the best approach to postmerger IT integration?
3 In our view, the banking industry offers valuable lessons to companies in every sector. Banking mergers have been numerous in recent years, the IT learning curve has been steep, and, after all, successfully combining the businesses of two banks is largely dependent on marrying two IT systems. By learning from the experiences of large banks that have undergone mergers and by adopting appropriate initiatives, merging companies in any industry can improve their IT integration performance. Six Lessons from the Banking Industry The synthesis of two banks IT systems helps determine the calendar and significantly influences the success or failure of an entire merger. Recent successful integrations demonstrate that 25 to 30 percent of banking-merger synergies derive from IT. Moreover, a recent BCG benchmarking study shows that major banks spend roughly 10 percent of their total revenues on IT and that IT accounts for 20 percent of their total costs. 1 In the course of banking mergers that BCG has been involved in, we have identified six guiding principles that can help ensure the successful integration of IT systems in any industry. 1. Choose from the existing systems landscapes do not build a third. In the early stages of a merger, it is critical to define a transparent method for selecting the IT systems of the new entity. Doing so will minimize politically driven decisions, help avoid incurring additional costs at a later stage, and limit the inherent risks of the integration. It is equally important to 1. See IT Costs in Banks: Revisit Your Beliefs!, BCG report, May 2004.
4 select existing systems from the two merging companies as much as possible, thereby limiting the amount of overall systems integration required and the time and effort needed to complete the process. 2. Identify clusters of applications. When a large company takes over a competitor of significantly smaller size, the choice of IT systems for the merged entity is usually straightforward. The merged entity retains the entire landscape of the larger (or the acquiring) company and integrates only a few specific or absolutely necessary applications from the smaller one. In the case of a merger of equals, however, the situation is much more complex. Managers of each business line nearly always want to keep their own IT systems and are willing to fight for them. Under these circumstances, having a clear method to compare and select the final, or target, systems is crucial. There are two approaches that companies typically adopt. The first approach is choosing a systems landscape application by application. When merging companies take this option, most users feel satisfied, at least initially. They can choose the best solution for each application on the basis of their own operational and financial criteria. But this path has drawbacks. First, it s extremely difficult to coordinate all the various application choices. In the recent Crédit Agricole/ Crédit Lyonnais merger, for example, the banks had more than 3,000 IT applications to choose from. Second, the merged systems landscape can amount to a hodgepodge of applications running on different technical platforms, with most links having to be redeveloped. Third, the risk and cost of failure rise appreciably for the overall integration process. For instance, the main reason why the merger between Chemical Bank and Manufacturers Hanover incurred
5 an 18-month delay in the early 1990s was the IT integration s complexity, which resulted from cherry picking applications from both companies. The second approach is choosing one entire IT systems landscape. This is clearly the easier method for IT teams. Only one of the two existing landscapes remains, and all migrations occur along the same path. Users familiar with the chosen systems are typically satisfied, although the rest may feel that they will lose functionality and have to bear training costs. The advantages of this approach are simplicity, speed, and the ability to calculate a fairly accurate estimate of potential synergies. The issue, of course, lies in determining which landscape should be retained. This debate can often dominate the merger and can become confrontational because, in the minds of many, the IT landscape that is selected designates the winner of the merger. In BCG s view, the most effective way to design the target landscape is to perform the selection process at an intermediate level, somewhere between choosing one entire landscape and assembling a jumble of single applications. This involves identifying what we call a cluster: a set of applications and data that form a relatively autonomous unit. (See the exhibit Choosing Clusters of IT Applications. ) To ensure a more efficient integration, each company s IT team should break down its respective systems into clusters. The merging banks can then design the new landscape by choosing clusters from each side. The 3,000 applications involved in the Crédit Agricole/Crédit Lyonnais merger, for example, were grouped into a total of 63 clusters representing all business lines, including corporate and investment banking, asset management, insurance, specialized financing, international operations, and corporate functions.
6 Choosing Clusters of IT Applications High Potential for business alignment Approach 1 Choose the applications one by one Risk of low synergies A Better Approach Choose clusters of applications Approach 2 Choose the IT system of one entity Risk of limited functionality Limited High IT complexity Low SOURCE: BCG analysis. This sort of IT systems mapping has the advantage of being largely objective. IT teams group each company s applications into clusters on the basis of technical adherence and compatibility alone, regardless of any political stakes or disputes about areas of responsibility. Moreover, at the implementation stage, projects will be structured around these technical interdependencies. It is extremely important that managers of the various business lines validate and support the defined clusters. Moreover, the number of clusters should be limited to as few as possible. For instance, Chemical Bank, in its 1996 merger with Chase Manhattan, remembered the lessons it learned from its earlier fusion with Manufacturers Hanover. In the more recent merger, 2,500 applications were grouped into 70 clusters that served as a basis for the choice of the merged entity s IT system. Similarly, in a recent merger of two large European banks, BCG
7 helped the institutions define 70 clusters across six business divisions from a combined landscape of roughly 2,000 applications. Within three months, a target landscape for the new entity was formulated and supported by both banks. This initiative helped the overall merger process get off on the right foot, and the IT integration ultimately delivered approximately one-third of the merger s total cost synergies. 3. Follow a rigorous selection process. Once each merger partner has divided its IT landscape into clusters, the IT groups should make a technical evaluation of each cluster on the basis of such aspects as architecture, age, and flexibility. This helps business lines clearly understand the differences between the many cluster A s and cluster B s. Then end users can carry out functional comparisons and recommend final choices. A standardized framework to compare scenarios, provided by the IT teams and supported by the new senior management, is a key to success for this evaluation process. Five major criteria must be taken into account: The functionality within the context of the new business strategy and operating model. Which operations does cluster A support that cluster B does not? The quality, durability, and flexibility of each cluster s technical architecture. This is determined mostly by the IT groups evaluation of the clusters. The potential savings on operating costs related to both IT and the overall business. It is especially important that the suppression of any system lead to the removal of its costs, because synergies will not be realized if a discarded system shares a platform with another system that remains.
8 The feasibility of the migration project. This includes an assessment of migration costs and major risks, including business disruption. The speed of implementation. Clusters whose implementation appears to be particularly time consuming should be avoided. Each business line should carry out cluster projects using these criteria to determine the consequences of choosing cluster A over cluster B. In fact, a committee should be formed to oversee and help ensure the consistency of choices between clusters. It should be a high-level group, near the seniority of the executive committee (which can serve as an arbitration authority), and should include the CIOs of both entities. 4. Look for nuggets. Some isolated applications can prove to be absolutely necessary for continuing certain services, sustaining a specific competitive advantage, or generating productivity improvements within a support function. It is therefore important for IT teams and users to identify these nuggets. It is common to choose a cluster from company A while keeping a nugget application from a parallel cluster at company B. For example, in the recent merger of two European asset managers, a software package providing state-of-the-art functionalities for measuring and controlling counterparty risk which had just been acquired by one of the players was retained and consolidated into a Java-based integrated platform for all front- and middle-office applications developed by the other player. Such nuggets are typically few and far between, however, and a rigorous validation process is necessary to ensure that they are truly worth retaining. In the merger of equals between Bank Austria and
9 Creditanstalt in which the systems of the acquired bank (Creditanstalt) were found to be superior from both an IT and a business perspective roughly 2,000 IT change requests ensued from the acquirer s side, jeopardizing the integrity and efficiency of the integration project. As a result of a thorough screening, the requests for changes were reduced by more than half. Ultimately, the IT integration was achieved successfully and on schedule. 5. Balance integration speed with careful systems selection. It is absolutely critical to give deadlines to the business lines for their choices of clusters. Otherwise, discussions can drag on interminably, and synergies will be delayed. Such delays destroy value because the merged entity must continue to invest in two systems as long as migrations are not completed. Although speed is of the essence, however, it is important not to rush toward decisions too quickly. An overly hurried process without sufficient transparency often results in decisions being revisited later and possibly reversed wasting both time and resources. In our experience, merger partners that do not have a clearly defined selection approach often witness the process spinning out of control, lasting for many months, even years. Conversely, if a rigorous and transparent method is adopted, selection typically takes three to six months, as was the case in the Halifax/Bank of Scotland and BNP/Paribas mergers. 6. Monitor implementation closely. Once all systems choices have been made, the longest phase begins: implementation. A systems landscape that takes three to six months to choose will probably take 12 to 18 months to implement fully. The merged entity should monitor all IT implementation projects linked to the merger under a common framework. To this end, it is
10 vital to set up a tracking mechanism to help provide control over intermediary milestones and create the transparency needed to accurately inform the new board and external shareholders of the IT integration s progress. Of course, although each business line clearly must be responsible for the merger projects falling within its scope, projects are often interdependent and some tradeoffs may have to be made. The committee that has overseen the choices of IT clusters should be in charge of monitoring the implementation projects and deciding on these tradeoffs. During the successful integration of BNP and Paribas, for example, a rigorous and centralized IT-project monitoring system was established. Twenty programs across the bank involving several business lines, more than 1,000 projects, and 12,000 progress milestones were identified and monitored during the implementation phase. A Key to Merger Success Successful banking mergers such as Halifax/Bank of Scotland, BNP/Paribas, and The Royal Bank of Scotland/NatWest have exceeded their initial synergy targets. All were driven by a speedy selection of their target IT-systems landscape, followed by a focused implementation of integration projects. Ultimately, although the link between IT performance and shareholder value creation is not often emphasized, the quick and successful integration of IT systems in a merger situation in any industry will contribute significantly to the overall success of the merger. Analysts and equity markets recognize
11 this fact. Merging companies should be aware of it, too, and should be prepared to meet the challenge of IT integration. Christophe Duthoit Ralf Dreischmeier Antoine Gourevitch Mathieu Ménégaux Christophe Duthoit and Antoine Gourevitch are vice presidents and directors in the Paris office of The Boston Consulting Group. Ralf Dreischmeier is a vice president and director in the firm s London office. Mathieu Ménégaux is a project leader in BCG s Paris office. You may contact the authors by at: duthoit.christophe@bcg.com dreischmeier.ralf@bcg.com gourevitch.antoine@bcg.com menegaux.mathieu@bcg.com To receive future BCG publications in electronic form about this topic or others, please visit our subscription Web site at The Boston Consulting Group, Inc All rights reserved.
12 Amsterdam Athens Atlanta Auckland Bangkok Barcelona Beijing Berlin Boston Brussels Budapest Buenos Aires Chicago Cologne Copenhagen Dallas Düsseldorf Frankfurt Hamburg Helsinki Hong Kong Houston Istanbul Jakarta Kuala Lumpur Lisbon London Los Angeles Madrid Melbourne Mexico City Miami Milan Monterrey Moscow Mumbai Munich Nagoya New Delhi New York Oslo Paris Prague Rome San Francisco Santiago São Paulo Seoul Shanghai Singapore Stockholm Stuttgart Sydney Taipei Tokyo Toronto Vienna Warsaw Washington Zürich BCG 7/04
The Emerging Markets Acceleration Program and Globalization Readiness Index. Capturing Breakthrough Growth in Emerging Markets
The Emerging Markets Acceleration Program and Globalization Readiness Index Capturing Breakthrough Growth in Emerging Markets The Boston Consulting Group (BCG) is a global management consulting firm and
More informationOpportunities for Action in Financial Services. Refocusing on Costs
Opportunities for Action in Financial Services Refocusing on Costs Refocusing on Costs Thanks to rapid economic expansion and widespread industry consolidation, banks have grown dramatically during the
More informationPerspectives. The Hardball Manifesto
Perspectives The Hardball Manifesto The Hardball Manifesto This Perspective is adapted from the authors new book, Hardball: Are You Playing to Play or Playing to Win? (Harvard Business School Press, October
More informationEngaging for Results. Opportunities for Action in Financial Services
Engaging for Results 6/26/03 9:59 AM Page 1 Opportunities for Action in Financial Services Engaging for Results Engaging for Results How many of your organization s employees would honestly describe their
More informationOpportunities for Action in Industrial Goods. Making E-Procurement Real Now
Making E-Procurement 1/29/01 1:38 PM Page 1 Opportunities for Action in Industrial Goods Making E-Procurement Real Now Making E-Procurement Real Now Electronic procurement is supposed to be the slam dunk
More informationPerspectives. The Hotel Clerk
Perspectives The Hotel Clerk 2 BCG PERSPECTIVES The Hotel Clerk What a piece of work is a man! How noble in reason! How infinite in faculty! In form and moving how express and admirable! from William Shakespeare,
More information7 Pivotal HR competencies for global business in 2017
Your Leadership Partner 7 Pivotal HR competencies for global business in 2017 Karen Fogh-Andersen, Managing Partner Stanton Chase Copenhagen, Denmark March 2017 www.stantonchase.com How companies need
More informationHay Group Spectrum. The next generation HR solution
Hay Group Spectrum The next generation HR solution Today, you can t afford to have anything less than an integrated approach to HR. An approach that delivers real insights to strategic decision-making.
More informationHealthcare.
Healthcare www.stantonchase.com Stanton Chase is a leader in executive search and leadership consulting with a global footprint, local expertise, and extensive experience across numerous industries and
More informationA.T. Kearney Aerospace & Defense Services. Creating tangible and lasting results in Aerospace & Defense
A.T. Kearney Aerospace & Defense Services Creating tangible and lasting results in Aerospace & Defense A.T. Kearney s Scope of Expertise A.T. KEARNEY IS A GLOBAL MANAGEMENT CONSULTING FIRM THAT uses strategic
More informationPayNet UK Salary Tracker: What is the real cost of living for UK employees today?
PayNet UK Salary Tracker: What is the real cost of living for UK employees today? Overview Hay Group s quarterly PayNet UK Salary Tracker looks at how employees pay compares with a range of key economic
More informationUnderstanding the Role of the Chief Strategy Officer
Understanding the Role of the Chief Strategy Officer The Boston Consulting Group (BCG) is a global management consulting firm and the world s leading advisor on business strategy. We partner with clients
More informationOpportunities for Action in Consumer Markets. Workonomics: Helping Retailers Value Human Capital
workonomics 08/01 9/13/01 10:43 AM Page 1 Opportunities for Action in Consumer Markets Workonomics: Helping Retailers Value Human Capital Workonomics: Helping Retailers Value Human Capital In 1977 a Forbes
More informationAirline Employer Branding: How to measure the Unmeasurable
Airline Employer Branding: How to measure the Unmeasurable Hans Nilsson Global Sector Leader Aviation & Aerospace Partner www.stantonchase.com The global airline industry has changed significantly during
More informationThe Five Things I Wish I Had Known When I Was Promoted to the C-Suite
The Five Things I Wish I Had Known When I Was Promoted to the C-Suite I wish I had known then what I know now. The Five Things I Wish I Had Known When I Was Promoted to the C-Suite I wish I had known then
More informationStaying on the Leading Edge
Human Resources Staying on the Leading Edge Five important qualities for aspiring chief human resources officers So you want to be a CHRO. That s an admirable goal, but keep in mind that the responsibilities
More informationLeadership Transitions: Differences Across Leadership Levels
25 June 2013 Leadership Transitions: Differences Across Leadership Levels Joy F. Hazucha The Korn/Ferry Leadership and Talent Consulting family Mission Better leaders, Better world Vision Premier global
More informationOpportunities for Action in Financial Services. Activate and Integrate: Optimizing the Value of Online Banking
Opportunities for Action in Financial Services Activate and Integrate: Optimizing the Value of Online Banking Activate and Integrate: Optimizing the Value of Online Banking It was just a few years ago
More informationGovernance Watch Webcast #1: Best Practices in Board Succession Planning
Governance Watch Webcast #1: Best Practices in Board Succession Planning In the ever-evolving market, boards must carefully consider how they will both lead and adapt along with their organizations. In
More informationWarehousing: Charting the Way to a Winning Strategy
Warehousing: Charting the Way to a Winning Strategy Strong headwinds are challenging how companies operate their warehouses. Successful navigation hinges on optimizing capacity, improving utilization,
More informationWinning. strategy. The World s Most Admired lead the way in board governance and human capital management
Winning strategy The World s Most Admired lead the way in board governance and human capital management 4 2007 The 2007 study into the World s Most Admired Companies highlights the board s role in effective
More informationOpportunities for Action in Technology and Communications. Attack and Defense: Managing the Competitive Cycle in Telecom
Opportunities for Action in Technology and Communications Attack and Defense: Managing the Competitive Cycle in Telecom Attack and Defense: Managing the Competitive Cycle in Telecom The unprecedented bull
More informationCFO and Financial Executives
CFO and Financial Executives www.stantonchase.com Stanton Chase is a leader in executive search and leadership consulting with a global footprint, local expertise, and extensive experience across numerous
More informationRetail Banking: A Wealth of Opportunity for Retailers?
Retail Banking: A Wealth of Opportunity for Retailers? The retail banking sector, facing unprecedented change, offers an exciting opportunity for new entrants and particularly retailers if they ask the
More informationOpportunities for Action in Consumer Markets. Aim High, Act Fast: The China Sourcing Imperative
Opportunities for Action in Consumer Markets Aim High, Act Fast: The China Sourcing Imperative Aim High, Act Fast: The China Sourcing Imperative For more than a decade, Made in China has been a compelling
More informationMore Than Spare Change. Capturing the MRO Advantage in Manufacturing
More Than Spare Change Capturing the MRO Advantage in Manufacturing The Boston Consulting Group (BCG) is a global management consulting firm and the world s leading advisor on business strategy. We partner
More informationDigital Leadership: Will the Chief Information Officer Role Disappear?
Technology Officer Digital Leadership: Will the Chief Information Officer Role Disappear? Years ago, chief information officers (CIOs) occupied a key role within the business world. They were seen as the
More informationISM Travel & Events. Graham Crawshaw MCIPS Director of Content June 2017
ISM Travel & Events Graham Crawshaw MCIPS Director of Content June 2017 Best in Class: What does good look like? Global Network of Procurement Professionals 10,000+ active participants 70 countries represented
More informationThe Coalition Concept
The Coalition Concept Some suggest treating outsourcing as a marriage; others say it is a transactional arrangement. In our view, outsourcing is a coalition an alliance formed for mutual benefit. 1 It
More informationWhat is executive remuneration in high definition?
Executive remuneration in high definition Article two a high definition approach to benchmarking Our latest series of papers turns a high definition lens to different aspects of executive reward. This
More informationphysician Developing Accelerate the development of those responsible for transforming your business
Developing physician Accelerate the development of those responsible for transforming your business Physicians across the country are increasingly being asked not only to serve in their traditional role
More informationSupplier Development. Bonanza or Bust?
Supplier Development Bonanza or Bust? The Boston Consulting Group (BCG) is a global management consulting firm and the world s leading advisor on business strategy. We partner with clients in all sectors
More informationOpportunities for Action in the Automotive Industry. Competing to Win in China s Fast-Growing Automotive Market
Opportunities for Action in the Automotive Industry Competing to Win in China s Fast-Growing Automotive Market Competing to Win in China s Fast-Growing Automotive Market By 2010, China will be one of the
More informationRealize Your Ambitions.
Realize Your Ambitions www.stantonchase.com Join the Winning Team at Stanton Chase Come join a world-leading team of executive search consultants. Stanton Chase International has grown in size, scope and
More informationOpportunities for Action in Telecommunications. The Myth of the Global Telco
Opportunities for Action in Telecommunications The Myth of the Global Telco The Myth of the Global Telco Many telecommunications executives believe that their industry is a natural candidate for globalization.
More informationInnovation in Financial Services Embracing Customer-Centricity in Product and Service Innovation
Leading Research Ramesh Nair Arindam Chatterjee Innovation in Financial Services Embracing Customer-Centricity in Product and Service Innovation Executive Summary s 2010 Global Innovation 1000 study indicates
More informationOpportunities for Action in Information Technology. The Death of Averaged Pricing
AveragedPricing-G3 6/14/01 3:42 PM Page 1 Opportunities for Action in Information Technology The Death of Averaged Pricing The Death of Averaged Pricing Of all the tools companies can use to spur consumers
More informationThe Purchasing Chessboard
The Purchasing Chessboard In turbulent times, markets become more volatile and differentiated. What does this mean for companies and industries worldwide? That a one size fits all supply strategy no longer
More informationThe Role of Culture in Search and Succession. Busting three common cultural myths
The Role of Culture in Search and Succession Busting three common cultural myths The concept of culture fit is not a new one. Well before the rise of various models and frameworks to evaluate organizational
More informationCHRO at the Center Five Recommendations for Managing an Effective Succession Planning Process
CEO Succession Planning CHRO at the Center Five Recommendations for Managing an Effective Succession Planning Process Most boards have embraced responsibility for CEO succession planning, accepting that
More informationChallenging Stakeholders
5 Ways to Engage Challenging Stakeholders Graham Crawshaw MCIPS Director of Content December 2016 Not familiar with CASME? 40 benchmarking reports and procurement guides published each year A network of
More informationThe Boston Consulting Group (BCG) is a global management consulting firm and the world s leading advisor on business strategy.
The Boston Consulting Group (BCG) is a global management consulting firm and the world s leading advisor on business strategy. We partner with clients in all sectors and regions to identify their highest-value
More informationBoost Your Career. Research & Talent Acquisition Specialist.
Boost Your Career Research & Talent Acquisition Specialist www.stantonchase.com Join the Winning Team at Stanton Chase Come join a world-leading team of executive search professionals. Stanton Chase has
More informationSouth Africa Apparel Retailers Brace for Change
South Africa Apparel Retailers Brace for Change Slow growth is shaking up South Africa s apparel industry. Local retailers that survive or better, thrive must be predictive, responsive, and integrated.
More informationPutting the Wholesaler in the Driver s Seat. Best practices from the retail industry to improve profitability and gain competitive advantage
Putting the Wholesaler in the Driver s Seat Best practices from the retail industry to improve profitability and gain competitive advantage Wholesalers are more than supply chain intermediaries controlling
More informationReaching Your Digital Full Potential
Reaching Your Digital Full Potential It s not enough to predict the next big technology trend. Or run various digitization initiatives. You need to embrace the digital opportunities across all dimensions
More informationChina Pursues Excellence in Logistics. A.T. Kearney s Logistics Excellence in China Study
China Pursues Excellence in Logistics A.T. Kearney s Logistics Excellence in China Study While China and the world rebound from the worst economic crisis in 80 years, a new operating paradigm awaits companies
More informationExcellence in Capital Projects: A Goal Yet to Be Achieved
Excellence in Capital Projects: A Goal Yet to Be Achieved There is much room for improvement in capex performance, with a clear gap between leading practitioners and the rest. Embedding best practices
More informationGlobal energy transitions
4th European Energy Forum On The Way to COP21 Global energy transitions Presentation Paris, March 12, 2015 Florian Haslauer Agenda for today Lessons learned from the German Energiewende Global Energy Transitions
More informationBegin with Part One: Rating and complete all parts in order.
Introduction The purpose of this self-evaluation is to measure your tendencies for using basic communication skills on the job. There are five basic communication skills known as Key Principles: Maintain
More informationEmployee Benefits Trends
watsonwyatt.com Employee Benefits Trends 2009 Asia Pacific Benefits Trends Survey Report Employee Benefits Trends 2009 Asia Pacific Benefits Trends Survey Report Table of Contents Executive summary...
More informationWhat Makes an Ideal Private Equity CFO?
What Makes an Ideal Private Equity CFO? What PE firms look for in hiring portfolio company CFOs Originally published in CFO Magazine July 23, 2017. As private equity firms look to maximize value from their
More informationUniquely Human: Talent Implications of Technological Disruption in the Workforce
Uniquely Human: Talent Implications of Technological Disruption in the Workforce 2 Few changes in the world have created more uncertainty in the workplace than the recent, seemingly sudden advancements
More informationThe Automotive Industry in China: Managing Today s Business and Talent Challenges
The Automotive Industry in China: Managing Today s Business and Talent Challenges A summary of roundtable discussions in Detroit and Shanghai Spencer Stuart recently hosted roundtable discussions in Detroit
More informationThe Cost of Employee Turnover Due to failed. in the Workplace
The Cost of Employee Turnover Due to failed diversity initiatives in the Workplace The Corporate Leavers Survey 2007 Over the past three decades, diversity in corporate America has shifted from a societal
More informationMining Industry: Five Leadership Issues Worthy of Board and Executive Attention
Mining Industry: Five Leadership Issues Worthy of Board and Executive Attention 1 2 Introduction Mining companies operate in a complex business environment where they face many challenges in terms of price
More informationGlobal Services and Capabilities
Global Services and Capabilities Our team of experts offers an unmatched combination of economic credentials, industry expertise, and testifying experience. GLOBAL SERVICES AND CAPABILITIES Insight in
More informationDigital Lean: The Next Stage in Operations Optimization
Lean: The Next Stage in Operations Optimization Traditional lean needs a turbo-boost from digital to manage rising complexity and increasingly linked value chains. COOs should start investing now in the
More informationCCS-Express Company Overview
CCS-Express Company Overview Bottlenecks and downtime are simply not an option for hightech companies Intelligent logistics concepts are essential to keep production lines and aftersales workflows running
More informationTechnology Practice Group
Technology Practice Group www.stantonchase.com Stanton Chase is a leader in executive search and leadership consulting with a global footprint, local expertise, and extensive experience across numerous
More informationGlobal Cities Which global cities are performing best today, which have the best long-term potential, and what makes a smart city?
Global Cities 0 Which global cities are performing best today, which have the best long-term potential, and what makes a smart city? Global Cities 0 Today, more than half of the world s population lives
More informationComfort with paradox Leadership (and succession) in a time of radical transformation
Comfort with paradox Leadership (and succession) in a time of radical transformation Most CEOs and boards name succession, both for the CEO and for business unit leaders, as their biggest strategic challenge.
More informationGuidelines for the Foreign NGOs Law are in process. October 2016
Guidelines for the Foreign NGOs Law are in process October 2016 Guidelines for the Foreign NGOs Law are in process The Ministry of Public Security (the "MPS") and its Shanghai branch co-organized a meeting
More informationReducing Complexity in Retail Banking: Simple Wins Every Time
Reducing Complexity in Retail Banking: Simple Wins Every Time Banks offer a dizzying array of products and services. Add to the mix new regulations and shifting customer needs, and the industry becomes
More informationA Survey on Complexity Management Across the Supply Chain. The. Challenge
A Survey on Complexity Management Across the Supply Chain The COMPLEXITY Challenge Introduction Anyone who has visited a supermarket or mass merchandiser recently appreciates the explosion in the variety
More informationIndustrial Goods Five Leadership Issues Worthy of Board and Executive Attention
Industrial Goods Five Leadership Issues Worthy of Board and Executive Attention 2 Introduction The industrial goods sector, including manufacturing of electric goods and electronic systems, as well as
More informationFollow the Procurement Leaders: Seven Ways to Lasting Results. A.T. Kearney s 2011 Assessment of Excellence in Procurement Study
Follow the Procurement Leaders: Seven Ways to Lasting Results A.T. Kearney s 2011 Assessment of Excellence in Procurement Study Authors John Blascovich, partner, New York john.blascovich@atkearney.com
More informationService-Oriented Transformation. A proven approach for large-scale change
Service-Oriented Transformation A proven approach for large-scale change From conception to implementation, most large-scale business transformations face what seem like an unending array of obstacles,
More informationRental growth signs of recovery. Global Office Index Q4 2013
Rental growth signs of recovery Global Office Index 2013 2 Global Office Index, 2013 Jones Lang LaSalle Global Office Index 2013 Rental growth - signs of recovery A quiet office leasing market during 2013
More informationRegulatory references. Further food for thought November allenovery.com
Regulatory references Further food for thought November 2016 Regulatory references Further food for thought November 2016 Getting ready At the end of September 2016, the FCA and the PRA published their
More informationGuide to becoming a self-employed lawyer in Australia
Guide to becoming a self-employed lawyer in Australia Contents Legal consulting a new way of working 3 Peerpoint the right choice for you? 4 The basics of self-employment 5 Setting up and running an ILP
More informationNurture Prospects throughout the Buyer s Journey. Marketer s Must Provide Tailored, Relevant Content. A Frost & Sullivan Executive Brief
Nurture Prospects throughout the Buyer s Journey Marketer s Must Provide Tailored, Relevant Content A Frost & Sullivan Executive Brief Nurture Prospects throughout the Buyer s Journey: Marketer s must
More informationProcurements falling outside the scope of the EU Directives The issue of cross-border interest
Procurements falling outside the scope of the EU Directives The issue of cross-border interest Nicolas Pourbaix, Counsel 5 March 2015 EJTN / ERA Training on EU Public Procurement Law for Judges Outline
More informationAdapting to the Inevitable
ThinkForward: A.T. Kearney s foresight series As recent natural disasters illustrate, learning how to deal with a changing climate is an important topic of discussion for governments and businesses worldwide.
More informationGaining and Sustaining Competitive Advantage
Fourth Edition Gaining and Sustaining Competitive Advantage Jay B. Barney The Ohio State University Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London
More informationThe Road to Business Value. An Integrated Approach To IT Investment
An Integrated Approach To IT Investment Introduction No doubt many executives exploring the myriad technology investment paths that lie before them can empathize with Alice in Wonderland. A well-known
More informationSprinting to Value in Industry 4.0
Sprinting to Value in Industry 4.0 The Boston Consulting Group (BCG) is a global management consulting firm and the world s leading advisor on business strategy. We partner with clients from the private,
More informationFour Biggest Hidden CEO Succession Risks and How to
The Four Biggest Hidden CEO Succession Risks and How to Avoid Them 1 point of view 2016 Improving the Odds of Having a CEO-Ready Internal When the Time Comes When it goes well, CEO succession planning
More informationCompliance speaks up. IPC Annual Survey of Compliance Officers across the financial markets ebook. Connecting opportunities.
Compliance speaks up IPC Annual Survey of Compliance Officers across the financial markets ebook www.ipc.com Connecting opportunities Table of Contents Introduction Compliance Raises Its Voice Regulatory
More informationThe APPLE & DELOITTE partnership SEPTEMBER 2016
The APPLE & DELOITTE partnership SEPTEMBER 2016 he world as WE RE IN A DIGITAL ERA Mobile is woven into everything we do 140B DOWNLOADS from the ios app store 93% of owners check their smartphones within
More informationIt s al about you. Haworth helps design offices that increase performance. As a worldwide leader in storage and casegoods,
Storage It s all about you. Haworth helps design offices that increase performance. As a worldwide leader in storage and casegoods, Haworth can provide the ideal storage solution to increase workplace
More informationUsing Shareholder Value Analysis for Acquisitions
VOLUME I, ISSUE 2 Using Shareholder Value Analysis for Acquisitions We are pleased to bring to you the latest in our Executive Insights newsletter series. Through our work in implementing shareholder value
More informationDigital Transformation in the Industrial Sector
Digital Transformation in the Industrial Sector Defining new strategies and priorities in a changing world After the economic challenges of the past decade, industrial companies realized an important truism:
More informationas non-executive directors?
Do lawyers belong in the boardroom as non-executive directors? contents For the motion Against the motion What boards are looking for Conclusion Spencer Stuart Board Intrinsics Our UK Legal Search Practice
More informationDe-Stranding the Strategic Planning Process
De-Stranding the Strategic Planning Process The case for a continual strategic planning capability is unassailable as business leaders today must decipher an external environment marked by volatility,
More informationRethinking the Pharma Supply Chain. New Models for a New Era
Rethinking the Pharma Supply Chain New Models for a New Era The Boston Consulting Group (BCG) is a global management consulting firm and the world s leading advisor on business strategy. We partner with
More informationEnsuring a Great Start: Onboarding Best Practices
Ensuring a Great Start: Onboarding Best Practices Atop every effective company sits a healthy board. But boards change, and that s where things get more complicated, as the process of onboarding new directors
More informationTHE BIG DIGITAL FAIL Why Only 1 in 4 Companies Achieve Topline Growth with Digitalization
THE BIG DIGITAL FAIL Why Only 1 in 4 Companies Achieve Topline Growth with Digitalization Results & Insights of the Global Pricing & Sales Study 2017 In collaboration with: The Center for Pricing at Simon
More informationMegaproject leaders: Shifting the focus from technical to people leaders
Megaproject leaders: Shifting the focus from technical to people leaders 2 Executive Summary Megaprojects are high-profile and high-risk projects. As macroeconomic challenges persist around the globe,
More informationThe Root Causes of Value Destruction How Strategic Resiliency Can Help
Perspective Christopher Dann Matthew Le Merle Christopher Pencavel The Root Causes of Value Destruction How Strategic Resiliency Can Help Contact Information Delhi Suvojoy Sengupta +91-124-499-8700 suvojoy.sengupta@booz.com
More informationOur Practice Group Public procurement law
Our Practice Group Public procurement law Allen & Overy in Germany 2018 2 Our Practice Group Public procurement law Allen & Overy in Germany 2018 Public procurement law Many contracting authorities and
More informationInnovation: staying ahead of the Red Queen
1 Innovation: staying ahead of the Red Queen Innovation. Globalization. The twin aspirations of companies. How can companies harness these mutually opposite forces? Can the corporate centre play a valueadded
More informationProgram Evaluation Methods and Case Studies
Test Bank for Program Evaluation Methods and Case Studies Eighth Edition Emil J. Posavac Loyola University of Chicago Prentice Hall Boston Columbus Indianapolis New York San Francisco Upper Saddle River
More informationEFFICIENCY AND COST EFFECTIVENESS: 2015 DRIVERS FOR TECHNOLOGY SPEND
EFFICIENCY AND COST EFFECTIVENESS: 2015 DRIVERS FOR TECHNOLOGY SPEND 2 Over the past few years, capital market participants have invested heavily in technology and services to meet critical regulatory
More informationEurope s International CEP Market: Solid Growth With Challenges Ahead
Europe s International CEP Market: Solid Growth With Challenges Ahead As international volumes flourish, delivering profits will require juggling several trends while also keeping an eye on a handful of
More informationcompetency and potential
competency and potential A Model for Private Equity Operating Partners The battle cry of private equity, with clever financial engineering no longer a differentiator and much of the investable universe
More informationfrom cfo to ceo New leadership opportunities for senior financial executives in the Asia Pacific region
from cfo to ceo New leadership opportunities for senior financial executives in the Asia Pacific region From CFO to CEO: New leadership opportunities for senior financial executives in the Asia Pacific
More informationWine and Spirits: Getting Sustainable Innovation Right
Wine and Spirits: Getting Sustainable Innovation Right While innovation is elusive, our study reveals there are several recipes for success. To capture growth, for the past several years the wine and spirits
More informationWe are one of the world's leading strategy consultancies
COMPANY PRESENTATION We are one of the world's leading strategy consultancies We... Focus on CEO-relevant topics and multinational clients Believe in three fundamental values: entrepreneurship, partnership
More informationSMART TOURISM DESTINATIONS Current and Future Trends
SMART TOURISM DESTINATIONS Current and Future Trends CIO at Comunidad de Madrid (Nuevo Arpegio) Associate Professor at IE School of Architecture & Design (Master in Real Estate Development) Political Advisor
More information