This month’s case offers you to find out how more than 9,000 insurance sales agencies are transformed to be more customer-oriented. Additionally, learn about the sales transformation at Allianz!
Clariant and the Networked Economy
Clariant is a leading global group which operates in specialty chemicals and is headquartered in Switzerland. In 2008, the listed company launched a transformation program with the aim of achieving sustainable profitable growth in a very competitive environment. Optimizations in the procurement organization were also aligned with this program. Using the example of procuring indirect goods, the case study shows how the procurement organization can be made globally more efficient by standardizing procedures and by implementing electronic processes. To better incorporate the suppliers in the process, Ariba – a globally active partner with a vast B2B network – was selected to enhance the electronic purchase-to-pay processes in the SAP system with their software-as-a-service solution (SaaS). In other words, with this solution Clariant orders products from online catalogs provided by the suppliers, transmits the orders to Ariba electronically and expects the integrated suppliers to submit their invoices in electronic format. In 2012, 50% of all worldwide purchase order line items for indirect goods are handled electronically, which frees capacity for higher priority strategic tasks.
Case of the Month April 2013 – Enterprise Value
After the Architecture Management (EAM) and Business Transformation Management (BTM), we would like to go more into the topic of Enterprise Value (EV). Let’s assume that you want to continuously improve the value of your company – what would a systematic approach look like?
Case of the Month March 2013 – Enterprise Architecture and Transformation
This month the selected article is on Enterprise Architecture Management (EAM) and Business Transformation Management (BTM). Have you ever wondered about the relationship between the EAM and BTM? This article will examine both management methods and provide insights into their differences and the synergy potential of the two.
Shared Service Center 3.0 – Approaching the Digital Enterprise
Enterprises and, therefore, also Shared Services are influenced by new trends such as social media, cloud computing, mobile connectivity, and big data. This article describes what is understood by traditional Shared Services and how these can be transferred to a Digital Shared Service Center. The Digital Capability Framework and the Capability Maturity Model contained therein are used as a basis for the analysis (as-is state). Using appropriate use cases, the potential for improvement and the future alignment (to-be state) of a Shared Service Center are shown.
THE DOWNTURN OF A BATTLESHIP – How the Proud British Automotive Industry Failed to Transform
This article describes how the former proud and strong British automotive industry went through a series of failed transformation until it finally collapsed. It is the first time we apply the BTM2 framework not only to a single enterprise but to an entire industry. We then realized that the same principles that cause disasters on a micro-economical level are also true on a macro-economic level.
BTM2 AND ASAP – SAP’s Perfect Match
The Business Transformation Management Methodology and the ASAP Methodology for Implementation are two prominent methodologies introduced by SAP AG in order to react to ever changing environments. However, the scope of application is different for both cases. In fact, there exists a huge synergy potential between both methodologies, which are discussed in this article.
Transforming Insurances
The insurance industry is a rather traditional industry. Major transformation was not an important issue for decades. However, this is going to change now. Among the transformation drivers are changing regulations, the financial crisis, changing customer perceptions, and digitalization – just to name a few. In this article we present results from explorative studies with industry experts and consultants. We discuss major challenges for insurance companies which are dealing with two very different markets, with a very special product and with IT innovation as a constant challenge. We outline types of transformation that we have encountered, e.g. industrialization and standardization, outsourcing and acquisition. Finally, we sketch some fields where insurance companies need to engage in order to achieve transformation readiness, including reduction of complexity, governance, and incorporating appropriate human transformation resources.
Case of the Month February 2013 – Next Generation IT Strategy
In the case of the Month February 2013 authors discuss the Next Generation IT Strategy. The aim of this article is to identify the opportunities for transforming businesses by taking advantage of the new technologies. This article introduces the Digital Capability Framework to assess the potential for improvement and the readiness for transforming into a Digital Enterprise based on the new technology trends, also showing how to make most use of those opportunities.
Shifting the Airline Business Model
National flag carriers are struggling for survival, not only due to classical reasons such as increase in fuel and tax or natural disasters, but largely due to the inability to quickly adapt to its competitive environment – the emergence of budget and Persian Gulf airlines. In this research, we investigate how airlines can transform their business models via technological and strategic capabilities to become profitable and sustainable passenger experience companies. To formulate recommendations, we analyze customer sentiments via social media to understand what people are saying about the airlines.