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 onย the powerย of a Business Capability Modelย (BCM)ย methodology toย develop a consistent approach to communicating an intended digital transformation of the enterprise.ย
Leadersย will defineย Levelย 0 and Levelย 1ย capability maps.ย ย Theย initial project phaseย activities are designed to produce the BCM framework that can be more fully leveraged in aย later phaseย effort.ย That effortย may include As-Isย landscapes, business trends, tech trends, SWOT analysis, Level-1 strategic roadmaps,ย aย BCM portal,ย andย aย BCM communications plan.ย ย
Blackstone+Cullen can help measure every step and analyze what-if scenarios using data from many sources across the enterprise.ย ย
We also help business leaders establish aย solid methodology for examiningย businessย readiness, capabilities, competencies, profitability, capacity,ย customer satisfaction,ย employeeย satisfaction, domain expertise,ย supply chain,ย and quality,ย among other factors.ย With this methodology, business leaders canย assign very critical customerย project priorities across the enterprise.ย
How We Help Clients
Lead Business Capabilities Model Process Globally
With a prioritized roadmap in place,ย client teamsย validate theย prioritiesย and details ofย the defined workstreams.ย ย We leadย data acquisitionย andย modelย formulation toย enableย what-if analysis.ย Next, weย buildย a global project prioritization plan for each workstream.ย We also describeย the organization needed to accomplish the desired outcome.ย ย We put in placeย Levelย 0ย points of contact (business and IT) for each Levelย 0 capability.ย Finally, weย identify BCM core team membersย who willย help withย information gathering and review theย BCMย plan.ย
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 Levelย 1 points of contact (business and IT) to clarify capability scope (process),ย representativeย criticalย systems (technology),ย and resources (people).ย ย Theย system list is notย necessarilyย exhaustiveย in the first phase, butย it isย insteadย a starting point to help understand the model.ย ย Then, we document aย resource dimension to identify key business process owners that can help clarify future scope questions and identify existing IT structures that supportย aย capability.ย
Guide Results with Expert Project Management
Our experienced andย fully qualifiedย program and project managers ensure thatย project requirements accurately reflectย BCMย goals andย defineย organizational requirements andย projects to meet expectations and scheduled delivery dates.ย
What We Do
Digital Transformation Strategy
Delivering a prioritizedย BCM modelย roadmap to success built fromย a set ofย businessย capabilitiesย scenarios critical to the success of aย world-classย digital transformationย framework.ย ย
Digital Transformation Benchmarking
Improving the capability to assess and compareย competitive performance across multiple success criteria and provide reliableย guidanceย forย futureย BCMย performance.ย
Enterprise BCM Performance
Enhancingย BCMย performance management processes through more efficient and effective planning, forecasting, analysis, reporting, and predictive modeling.ย
Driving Business Strategy to Align with Business Capabilities
Building a framework toย map BCM to Business Strategy and ensure theย right human resources are in place to deliver success.ย
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.ย Providing a unified performance reporting and what-if analysis tool to enable informed control team performance and management.ย Includes role-based views of the BCM progress using the same core data to provide actionable insights.ย
Cross-Cultural Integration
Deliveringย management and operational processes that allow smooth cross–cultural integration.ย ย Post-acquisition integrationย may take months or even years for trust to bring the parties together.ย
Cross-Functional BCM Insights
Building specialized data and advanced analyticsย views to enable theย transformation teamย to exercise successfulย operational control of theย business capabilities modeling processย and optimally alignย business needsย andย strategicย opportunities.ย ย Showsย details ofย on-time,ย on-budget deliverables with weekly management updates.ย
Quarterly Digital Transformation Reviews
Preparing and leading or supporting quarterlyย digital transformationย reviews with eachย businessย unit’sย business plans, sales plans, and marketing plans toย confirmย their validity and ability to build market penetration, growย revenue-generatingย capacity,ย andย ensureย customer satisfaction.ย
Global Data Integration
Implementingย a global data warehouseย to provideย top to bottom views of enterprise performance.ย Integrating hundreds of disparate data sources to achieveย near-real-timeย response to the latestย what-if questionsย to give aย significant competitive advantage.ย ย Role-basedย views against the same data sources allow the entire enterprise to make consistent decisions.ย
Manufacturing View of the Enterprise
Developing a specializedย manufacturingย viewย ofย what is needed in digital transformationย thatย is significantly differentย thanย aย finance view.ย ย A manufacturing team isย concerned withย shop floor control systems, robotics, safety, predictive maintenance, manufacturing execution systems, quality, rejects,ย andย vendor management.ย
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.ย
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.ย 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,ย and allow them to askย “What-if“ย questions without building new models.ย Reducing the time for a weekly executive briefing from hours toย 15 minutes is easily achievable with the right expertise.ย ย ย
OPEX vs. CAPEX Planning
Delivering significant advantage by helping to categorize CAPEX and OPEX projectsย properly.ย Taking advantage of R&D Tax credits.ย
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.ย We then prioritize and organize a roadmap for the post-merger integration activities. The concept is simple but powerful.ย
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.ย 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.ย First, we look at the desired outcome, making sure that we ask the right questions to allow deep dive “What-if” analysis.ย Then, we ensure that we have the data needed to answer those questions.ย
Data Acquisition for the Digital Transformation Experience
Building access to clean, accurate, and timely data is a primary concern of digital transformation success.ย The quality of the what-if sensitivity analysis is entirely dependent on the accuracy and timeliness of the data.ย 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.ย 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.ย 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.ย 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
