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SIS Value & Risk and SBC-APO Joint Rules of Engagement & Guidelines.

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Presentation on theme: "SIS Value & Risk and SBC-APO Joint Rules of Engagement & Guidelines."— Presentation transcript:

1 SIS Value & Risk and SBC-APO Joint Rules of Engagement & Guidelines

2 2 SIS VR APO Rules of Engagement V4_FNL April 2004 Outline  Objectives  The Team  Rationale  Our Offering  Rules of Engagement  Engagement Stages  FAQ’s

3 3 SIS VR APO Rules of Engagement V4_FNL April 2004 Objectives  To clearly position and contrast the relevant offerings of both SIS V&R and SBC-APO for the Oil and Gas customer base  To describe our customer approach, engagement steps and individual roles for the SBC-APO approach  Leverage global V&R Sales Force, Product Champions and Merak heritage citations

4 4 SIS VR APO Rules of Engagement V4_FNL April 2004 The Team V&R Global BDMs USL – Jill Wyatt CAN – Michael McGovern LAM – Doyin Akinyanju Europe & Africa – Jon Ingham, Diego Tortella & Jerry Lopez CIS – Maria Grausman Middle East – Femi Delalu Asia – Sunil Mathew V&R Portfolio Team Doug Elrod –Portfolio Manager Adam Vaskas – Fiscal Modeling Michael Sarich – Project Economics, Risk & Reserves Management Saheed Kenku – Portfolio Management & Financial Planning Dave Mason – Custom Solutions Courtney Hamm – Next Generation SBC - APO Designates Global - Marty Stetzer, Houston NSA - Brad Youmans, Calgary SA - Dr. Martin Keeley, Bogota ECA - John Shearn & Ian De Snoo, London EMA - Frank Vermeulen, Dubai SEA - Piers Tonge, Singapore

5 5 SIS VR APO Rules of Engagement V4_FNL April 2004 Rationale  The SIS V&R portfolio has evolved from selling individual desktop tools e.g. Peep, to complex solutions for Oil and Gas processes involving different products, system integration, customizations etc.  These complex solutions include:  Enterprise Corporate Planning (Peep ++)  Enterprise Portfolio Management (CP, Peep, ++)  Enterprise Reserves Management ( Volts, Peep, ++)  Enterprise Financial Planning (FinPlan, Peep, ++)  We have learnt that selling these solutions can be quite challenging, time consuming and complicated for several reasons including:  The need for enterprise-wide standardization  The need for organizational change – processes, people, etc.  They often have major impact on other core processes and tools  The need for high level or executive sponsorship etc.  They are difficult projects to manage

6 6 SIS VR APO Rules of Engagement V4_FNL April 2004 Rationale (contd.)  We have realized that a good way to handle such opportunities is through a consulting led approach  We are not alone in this regard. For example,  This is the standard approach used by consulting groups e.g. IBM, PWC, Accenture, Deloitte & Touché, Wood McKenzie, PDI, Paras, etc.  Often, these consulting groups have influence on the scope of such significant customer initiatives. They could advise on vendor selection or could be fully responsible for delivery of value.  ***Landmark currently insists that all Teras leads are handled only by a similar consulting group  In response to these opportunities & challenges, SBC-APO has been established within the new SIS.

7 7 SIS VR APO Rules of Engagement V4_FNL April 2004 Rationale (contd.)  Through a consulting led approach we can:  Deliver complete, professional services to fulfil the specific objectives of our customers.  Compete with the offerings from other consulting companies and minimize the potential for their negative influence on our potential customer’s choices  Deliver complete solutions across the following customer requirements:  Business Strategy Definition  Business Process Improvement  Business Process Standardization  Organizational Change Management  Skills/ Capabilities Assessment e.g. Risk Analysis Training  Training Design & Implementation  System Integration  Programme Management

8 8 SIS VR APO Rules of Engagement V4_FNL April 2004 Our Offering  The relevant V&R solutions are:  Enterprise Corporate Planning (Peep ++)  Enterprise Portfolio Management (CP, Peep, ++)  Enterprise Reserves Management ( Volts, Peep, ++)  Enterprise Financial Planning (FinPlan, Peep, ++)  These solutions can leverage specific customer citations:  Standardization of Economics & Financials (Planning Process & Tools) for a New Regional Organization – Shell Europe  Defining a New Planning Process – Lukoil, Anadarko  Implementing Standardized Tools for Downstream Planning – Petronas  Implementing Consistent Risk Analysis for Planning Across the Enterprise – Pemex

9 9 SIS VR APO Rules of Engagement V4_FNL April 2004 Our Offering (Contd.)  Companies needing these solutions will usually require some or all of the following professional service offerings:  Business Strategy Definition  Business Process Improvement  Business Process Standardization  Organizational Change Management  Skills/ Capabilities Assessment  Training Design & Implementation  System Integration  Programme Management  Hence, they will be faced with the following options:  Tackle at their own cost/risk  Use another consulting company e.g. PDI, IBM, Wood MacKenzie  Use SLB i.e. SBC-APO (desired scenario) Experienced team needed for success… Domain Modeling or Configuratio n Consulting

10 10 SIS VR APO Rules of Engagement V4_FNL April 2004 Rules of Engagement Which opportunities are well suited to the consulting- led (SBC-APO) approach?  Customer is looking for a consulting partner to deliver results for defined scope in the stated domain  Customer has a budget for the above  Unhappy customer with ultimate business goals not yet being fulfilled by our solution  Some or all the competitors are consulting companies with limited or no technology in the solution domain  We believe the customer has process & organizational challenges which need to be tackled to get a successful project outcome (less obvious)  The customer is not sure of how to solve a major problem to achieve desired goals (less obvious)

11 11 SIS VR APO Rules of Engagement V4_FNL April 2004 Rules of Engagement (contd.) Which opportunities are NOT well suited to the consulting-led (SBC-APO) approach?  The customer is looking to buy software to fulfil specific processes and the following:  They are going to tender on SW  They have defined specific RFI around SW  Competitors are mainly SW shops with minimal emphasis on consulting  A consulting company is already running the initiative  The customer has NOT explicitly stated the above, however the customer always buys technology and we believe it will be very risky to use the consulting-led approach (less obvious)  Making a consulting-led pitch would in any way jeopardize an existing opportunity based on our standard solution sale approach (less obvious)  The total 2-year opportunity potential is very small e.g. under 500k (less obvious)

12 12 SIS VR APO Rules of Engagement V4_FNL April 2004 Rules of Engagement – Dynamics V&R and APO Opportunity Funnel Snapshot 1.b Limited traction for/with SBC approach 1a. Selected for SBC approach 2. New Lead generated by SBC Closed or Lost 1. New V&R Lead 4. Projects to improve existing Merak customer satisfaction Closed or Lost 7 V&R BDM and SIS Account Managers 3. Discovery of future SBC potential during engagement: Standardized processes, Compliance, Change Management, etc SBC-APO Contact

13 13 SIS VR APO Rules of Engagement V4_FNL April 2004 Rules of Engagement - Conclusions  On average, we should aim for approx. 2 SBC-APO opportunities for each SIS sales hub at any given time  We will take a holistic 2-year account sales cycle for these opportunities  For suitable candidate opportunities, there should be joint:  Qualification & account planning  Pitching to the customer  Proposal development  Sharing of the glory!!!  We must ensure that we can revert quickly to the traditional solution sale approach if there is limited (or no) success with the SBC-APO approach

14 14 SIS VR APO Rules of Engagement V4_FNL April 2004 Initial Steps, Tasks and Roles

15 15 SIS VR APO Rules of Engagement V4_FNL April 2004 Traditional Solution Sale Approach SBC-APO Approach Assess & Plan Engagement 8-12 weeks Implementation Engagement weeks Business Process Analysis & Solution Design 3-6 weeks Pilot Project (Optional) 2-6 weeks Engagement Stages - Contrast Custom Solution Development Systems Integration Software Training Software Implementation Project Management Business Strategy definition Business Process Improvement Business Process Standardization Organizational Change Management Skills/ Capabilities Assessment Training Design & Implementation Systems Integration System Implementation Programme Management Win bid Deliverable (s) Deliverable: Implementation Plan Win bid Deliverabl e Solution Implementation 8-24 weeks Deliverabl e

16 16 SIS VR APO Rules of Engagement V4_FNL April 2004 APO Assess & Plan Outline Framework below identifies the key solution drivers for APO… External business drivers Regime economics Political risk Compliance Technology advances Risk reduction goals R/P Ratio Acquisition Organization Technology Process APO Solution Acceptance Improved Business Results Reduce risk Improve return Improve consistency $ APO Solution Components Risk Align APO strategy with overall business direction Individual & group Continuous Proactive E&P Portfolio Strategy Internal business strategy 1

17 17 SIS VR APO Rules of Engagement V4_FNL April 2004 How to do it? – Together APO: Assessment & Planning project, a typical route map… Evaluate processes decision rules physical capabilities market issues IT systems Define process details people requirements system features Mobilize, set up and initiate project Industry best practices & external research options OPTION: Performance measures and methods Cross functional work sessions to design “To Be” Level 2 processes, organization, data,& system features Define business decision models: Planning Asset Management Budgeting Define target environment Develop next stage work and timing Recommend Best Commercial Option Assess other key Client initiatives Assess adequacy of current data & systems Assess AS ISPlan TO-BE Processes & RulesDefine Target Environment Manage organisation & people development Implement effective communications Build employee commitment Assess change barriers Manage conflicting agendas Assess organization

18 18 SIS VR APO Rules of Engagement V4_FNL April 2004 FAQs


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