Digital Transformation
As part of the enterprise transformation, clients aim to build frameworks to bridge corporate business strategy to their information technology. A Business Capability Model will ultimately enable strategic and intelligent IT investment prioritization
Enterprise business leaders can rely on the power of a Business Capability Model (BCM) methodology to develop a consistent approach to communicating an intended digital transformation of the enterprise.
Leaders will define Level 0 and Level 1 capability maps. The initial project phase activities are designed to produce the BCM framework that can be more fully leveraged in a later phase effort. That effort may include As-Is landscapes, business trends, tech trends, SWOT analysis, Level-1 strategic roadmaps, a BCM portal, and a BCM communications plan.
Blackstone+Cullen can help measure every step and analyze what-if scenarios using data from many sources across the enterprise.
We also help business leaders establish a solid methodology for examining business readiness, capabilities, competencies, profitability, capacity, customer satisfaction, employee satisfaction, domain expertise, supply chain, and quality, among other factors. With this methodology, business leaders can assign very critical customer project priorities across the enterprise.
How We Help Clients
Lead Business Capabilities Model Process Globally
With a prioritized roadmap in place, client teams validate the priorities and details of the defined workstreams. We lead data acquisition and model formulation to enable what-if analysis. Next, we build a global project prioritization plan for each workstream. We also describe the organization needed to accomplish the desired outcome. We put in place Level 0 points of contact (business and IT) for each Level 0 capability. Finally, we identify BCM core team members who will help with information gathering and review the BCM plan.
Business Capabilities Assessments
We lead workshops with key client team members to establish a roadmap for the construction of the Business Capabilities Model globally. We help define workstreams and assign them to internal SMEs and program/project managers. We guide the development of a benefits value model and establish agreement across the organization. Finally, we deliver a communications plan for success.
Drive Digital Transformation Resource Requirements
We interview Level 1 points of contact (business and IT) to clarify capability scope (process), representative critical systems (technology), and resources (people). The system list is not necessarily exhaustive in the first phase, but it is instead a starting point to help understand the model. Then, we document a resource dimension to identify key business process owners that can help clarify future scope questions and identify existing IT structures that support a capability.
Guide Results with Expert Project Management
Our experienced and fully qualified program and project managers ensure that project requirements accurately reflect BCM goals and define organizational requirements and projects to meet expectations and scheduled delivery dates.
What We Do
Digital Transformation Strategy
Delivering a prioritized BCM model roadmap to success built from a set of business capabilities scenarios critical to the success of a world-class digital transformation framework.
Digital Transformation Benchmarking
Improving the capability to assess and compare competitive performance across multiple success criteria and provide reliable guidance for future BCM performance.
Enterprise BCM Performance
Enhancing BCM performance management processes through more efficient and effective planning, forecasting, analysis, reporting, and predictive modeling.
Driving Business Strategy to Align with Business Capabilities
Building a framework to map BCM to Business Strategy and ensure the right human resources are in place to deliver success.
Customized View of BCM Portfolio Maximize Management Insight
Defining a cross-enterprise Business Capabilities Model for flexible scenario analysis and connecting data sources from across the enterprise. Providing a unified performance reporting and what-if analysis tool to enable informed control team performance and management. Includes role-based views of the BCM progress using the same core data to provide actionable insights.
Cross-Cultural Integration
Delivering management and operational processes that allow smooth cross–cultural integration. Post-acquisition integration may take months or even years for trust to bring the parties together.
Cross-Functional BCM Insights
Building specialized data and advanced analytics views to enable the transformation team to exercise successful operational control of the business capabilities modeling process and optimally align business needs and strategic opportunities. Shows details of on-time, on-budget deliverables with weekly management updates.
Quarterly Digital Transformation Reviews
Preparing and leading or supporting quarterly digital transformation reviews with each business unit’s business plans, sales plans, and marketing plans to confirm their validity and ability to build market penetration, grow revenue-generating capacity, and ensure customer satisfaction.
Global Data Integration
Implementing a global data warehouse to provide top to bottom views of enterprise performance. Integrating hundreds of disparate data sources to achieve near-real-time response to the latest what-if questions to give a significant competitive advantage. Role-based views against the same data sources allow the entire enterprise to make consistent decisions.
Manufacturing View of the Enterprise
Developing a specialized manufacturing view of what is needed in digital transformation that is significantly different than a finance view. A manufacturing team is concerned with shop floor control systems, robotics, safety, predictive maintenance, manufacturing execution systems, quality, rejects, and vendor management.
BCM Scorecard / Dashboard
Delivering a BCM dashboard that enables each operation to review hundreds of metrics and other management information that reflects the operational performance in the BCM program and compares the operating performance to other operations.
Channel Conflict Mitigation
Establishing rules and tools to enable channel conflict mitigation as needed to capture and resolve partner concerns that arise when an overzealous technical rep removes a partner from a deal registered by the partner and assigns the deal to another partner. Includes an automated mechanism that provides traceability and a process for informing upper management when deal management is being gamed.
Executive Briefing - Get Stuff Done
Delivering executives what they need, when they need it, and allow them to ask “What-if“ questions without building new models. Reducing the time for a weekly executive briefing from hours to 15 minutes is easily achievable with the right expertise.
OPEX vs. CAPEX Planning
Delivering significant advantage by helping to categorize CAPEX and OPEX projects properly. Taking advantage of R&D Tax credits.
Quality Focused, Result Driven
Our Approach
We begin with a development of a powerful business capability model that guides implementation projects to success
Digital Transformation Business Capability Model
We begin with a set of capability and maturity assessment models to provision a world-class Digital Transformation Business Capabilities Modeling Program. We then prioritize and organize a roadmap for the post-merger integration activities. The concept is simple but powerful.
We begin with a set of blocks on a page that lays out the identified BCM projects, like those shown in the example following. Next, we work with our client to mark up the titles or project names to reflect what we need to deliver accurately. Finally, we make sure to include completed projects and programs.
As an example of such a working roadmap, review the diagram following. Green represents projects completed, dark blue denotes projects underway, light blue, orange, and purple refer to new projects with high, medium, and low priority. An actual briefing document follows as an example.
Data-Driven Discovery and Outcomes
We guide our clients through the channel program development process. First, we look at the desired outcome, making sure that we ask the right questions to allow deep dive “What-if” analysis. Then, we ensure that we have the data needed to answer those questions.
Data Acquisition for the Digital Transformation Experience
Building access to clean, accurate, and timely data is a primary concern of digital transformation success. The quality of the what-if sensitivity analysis is entirely dependent on the accuracy and timeliness of the data. After the data is secured, what-if tools can be developed.
Our approach uses “Common Business Objects” to guarantee that only clean data reaches the data consumption engine. This approach isolates master data management outside the walls of the data repository.
Business Capabilities Modeling
Modeling for the Digital Transformation Business Capabilities Program begins with the assembly of data, controls, and those algorithms that deliver the magic behind the screen. Then, informed analysis determines details from the scaling of inputs to the desired data range for what-if controls, and of course, the complex business scenario that connects all these elements.
Post Acquisition Integration - Digital Insights
Data integration makes possible delivery of a set of comprehensive consolidated digital views of the merged enterprise. These views deliver immediately actionable insights such as revenue and profit by product comparisons between divisions or regions.
The example dashboard shown below demonstrates a newly formed four-region enterprise where each region uses a different CRM or ERP system. With digital insights, you can translate strategy into purposeful action.
Sectors We Serve
- Chemicals, Metals, and Mining
- Distribution
- Electric Power & Natural Gas
- Engineering, Construction, Building Materials
- Financial Services
- Manufacturing
- Oil & Gas
- Pharmaceuticals & Medical Products
- Public Sector
- Technology, Media & Telecommunications
- Travel & Hospitality
Sustained, Unfair Competitive Advantage
Impact Stories
Expanding SAP Globally
Global Business Capability Model
Providing the Key Program Manager
Delivering Infrastructure Requirements for a New Organization
Bringing an Oil Storage Facility Back to Life
What if You Have to Integrate Multiple ERP and CRM Systems?
Four Steps to BI Dashboard Success
Lead Source Yield
Quality Focused, Result Driven
Our People
Understand how our team can help your organization with Digital Transformation.
Robert Amos
Principal
Chuck Huels
Principal
Greg Ashworth
Senior Principal
Ivy Rassart
Principal
