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ENTERPRISE THINKING MetaMatrix Consulting Group Helmet Bike size Handlebars Shirt Shorts Shoes Wheels Metal Alloy Frame Crankset.

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Presentation on theme: "ENTERPRISE THINKING MetaMatrix Consulting Group Helmet Bike size Handlebars Shirt Shorts Shoes Wheels Metal Alloy Frame Crankset."— Presentation transcript:

1 ENTERPRISE THINKING MetaMatrix Consulting Group Helmet Bike size Handlebars Shirt Shorts Shoes Wheels Metal Alloy Frame Crankset

2 ENTERPRISE THINKING MetaMatrix Consulting Group Save up to 30% of you energy

3 ENTERPRISE THINKING MetaMatrix Consulting Group SYSTEMS & STRUCTU RE How to INSURE predictable reliable results.

4 ENTERPRISE THINKING MetaMatrix Consulting Group Mario Andretti and You If you were to place Mario in a race car with no wheels and you were in a Honda Accord with wheels, who would win?

5 ENTERPRISE THINKING MetaMatrix Consulting Group Rule of Structure 80% of a firm’s ability to compete and employee’s ability to succeed is driven primarily by the structure the firm has to offer. The role of management is to think…design the structure, processes and goals to insure the probability of success. MetaMatrix Consulting Group LLC

6 ENTERPRISE THINKING MetaMatrix Consulting Group McDonalds’ Before and After Drive through before visual display Uncertain about order Frustrated with individual Increased chance of wrong order Wondering about final total price Drive through after visual display Confirmed orders before production Individual less important Increased chance of success Total price clear to viewer MetaMatrix Consulting Group LLC

7 ENTERPRISE THINKING MetaMatrix Consulting Group Sugarbush Ski School Most profitable part of the mountain Average wait used to be 1 hour each morning Management did not understand their role 2.5 hours – changed the focus from “the magic moment” to cattle. Changed the role from teamwork to decision making Within one day the line queue dropped to 10 minutes No technology changed. MetaMatrix Consulting Group LLC

8 ENTERPRISE THINKING MetaMatrix Consulting Group How it worked for years Adult & Private Lessons Kids Counter and Customer Service MetaMatrix Consulting Group LLC

9 ENTERPRISE THINKING MetaMatrix Consulting Group Winning strategies and tactics Customer Form Counter Greeter Adult & Private Lessons Kids Counter and Customer Service MetaMatrix Consulting Group LLC

10 ENTERPRISE THINKING MetaMatrix Consulting Group

11 ENTERPRISE THINKING MetaMatrix Consulting Group FAX UP FAX DOWN

12 ENTERPRISE THINKING MetaMatrix Consulting Group Systems Define Outcomes NYS DEC’s Automated Licensing System 5 Hours and 14 minutes Replaced a hand system WorldCom Primary Contractor Named DECALS $15,000,000 Computer refused to issue licenses

13 ENTERPRISE THINKING MetaMatrix Consulting Group 6 People a day die in a pool poseidon-tech.com

14 ENTERPRISE THINKING MetaMatrix Consulting Group ALLIANCE DEVELOPMENT

15 ENTERPRISE THINKING MetaMatrix Consulting Group WHY WOULD YOU CARE ABOUT ALLIANCES?

16 ENTERPRISE THINKING MetaMatrix Consulting Group Partnerships and Alliances Who are your allies? –Who are your 3 best business allies? –Who are your 3 best family allies? –Who are your 3 best co-working allies?

17 ENTERPRISE THINKING MetaMatrix Consulting Group 7 Types of Alliances Ad HocShort Term Minimum Resources ConsortiumLong TermLow Resources Project Joint Venture Short TermMedium Resources Joint VentureLong TermHigh Resources MergerLong TermHigh Resources AcquisitionLong TermHigh Resources AffiliateVarious TermsLow Resources Modified Lorange and Roos

18 ENTERPRISE THINKING MetaMatrix Consulting Group Alliances Best2 nd tier TMGoal

19 ENTERPRISE THINKING MetaMatrix Consulting Group Statistics on Alliances Hergert & Morris 1988 71.3% of alliances are between rivals 37.1% of alliances are for new products Reasons for alliances 35% Competition or Distribution 25% New Technology 20% Economics of Scale 20% Legal or Regulatory

20 ENTERPRISE THINKING MetaMatrix Consulting Group 7 Strategic Tools Objectives – True goals of both parties Strategic – Structure and direction of firm Budgeting – Allocation of funds –Where going to get the funds in Gov’t Controls – How systems will be developed Financial – Distribution and set-up Human Resources – Who, What and Where Risk Assessment – Is this worth the time

21 ENTERPRISE THINKING MetaMatrix Consulting Group Alliances Best2 nd tier TMGoal

22 ENTERPRISE THINKING MetaMatrix Consulting Group The Purpose of Alliances Predictable Future Alliance Created New Reality

23 ENTERPRISE THINKING MetaMatrix Consulting Group Strategically Career Ladders

24 ENTERPRISE THINKING MetaMatrix Consulting Group Strategically Think Shapes

25 ENTERPRISE THINKING MetaMatrix Consulting Group Something the Lord Made Who gives who credit…or…?

26 ENTERPRISE THINKING MetaMatrix Consulting Group November 1944 – 1 st Heart Surgery Eileen Saxon, a 15-month-old "blue baby," Johns Hopkins operating room. Dr. Alfred Blalock & Vivian Thomas

27 ENTERPRISE THINKING MetaMatrix Consulting Group RQ-1 Predator MAE UAV Arming the predator with Hellfire Missiles (Army, Navy, Engineering Functional, Contractors, SPOs)

28 ENTERPRISE THINKING MetaMatrix Consulting Group Northrop Grumman merger is a no- go Lockheed Martin has terminated its merger agreement with Northrop Grumman Corporation, ending the U.S. government's need to pursue its lawsuit to block the combination. The corporation notified Secretary of Defense William Cohen of the decision made by the Lockheed Martin Board of Directors.

29 ENTERPRISE THINKING MetaMatrix Consulting Group Northrop’s Aquisition

30 ENTERPRISE THINKING MetaMatrix Consulting Group So what is it?

31 ENTERPRISE THINKING MetaMatrix Consulting Group Still guessing?

32 ENTERPRISE THINKING MetaMatrix Consulting Group F-22 Joint Venture Boeing Lockheed General Dynamics

33 ENTERPRISE THINKING MetaMatrix Consulting Group Boeing and Lockheed United Space Alliance (USA) is one of the world’s leading space operations companies. Established in 1996 as a Limited Liability Company (LLC), USA is equally owned by The Boeing Company (NYSE:BA) and Lockheed Martin Corporation (NYSE:LMT) and employs people in Texas, Florida, Alabama, California and Washington, D.C. USA manages and conducts space operations work involving the operation and maintenance of multi-purpose space systems, including systems associated with NASA's human space flight program, Space Shuttle applications beyond those of NASA, and other reusable launch and orbital systems beyond the Space Shuttle and Space Station. As the prime contractor for NASA’s Space Shuttle Program, United Space Alliance is responsible for the day-to-day operation and management of the U.S. Space Shuttle fleet and brings a broad range of expertise to the job, including: Mission Design and Planning Flight Operations Software Development and Integration Payload Integration Integrated Logistics Astronaut and Flight Controller Training Vehicle Processing, Launch and Recovery

34 ENTERPRISE THINKING MetaMatrix Consulting Group Fermi National Accelerator Laboratory Universities Research Association, a consortium of 90 research universities. Accelerators & Colliders Proton to 99.999946 the speed of light Interior of Fermilab's linear accelerator

35 ENTERPRISE THINKING MetaMatrix Consulting Group Hollywood Model $21,000 Spent on sign in 1923 Hollywood Real Estate Group Mount Cahuenga Movie Industry Alliances Small firms brought together Limited time frame Small film companies Disband when done

36 ENTERPRISE THINKING MetaMatrix Consulting Group Security Consortium http://www.biometrics.org Started 1992 Purpose to exchange information Meets twice per year Create Standards Watch Legal and Ethical Direction Run by US Government Includes Academia, Private firms, Government and Non-Profits Face Multi-modal Fingerprint Retinal Hand and Finger Geometry Vein Handwriting Various/Others Iris Voice/Speaker

37 ENTERPRISE THINKING MetaMatrix Consulting Group Life of the alliance Mother and father create a child: Results if both committed? Results if one is committed?

38 ENTERPRISE THINKING MetaMatrix Consulting Group HOW COULD YOU USE THIS EVERY DAY? What might be the results?

39 ENTERPRISE THINKING MetaMatrix Consulting Group New Product and Service Development

40 ENTERPRISE THINKING MetaMatrix Consulting Group NEW PRODUCT & SERVICE DEVELOPMEN T How to INSURE predictable reliable results.

41 ENTERPRISE THINKING MetaMatrix Consulting Group NP&SD - Russian Roulette $10 Million Dollars

42 ENTERPRISE THINKING MetaMatrix Consulting Group NP&S are all over… Accounting –Invoice, Software IT –Software, Server, Computers HR –Training, Handbook, Leasing Maintenance –Chemicals, Tools Logistics –Shippers, Online tracking Engineering –New process, Forms Design –On-line service, ASP Finance –Proposals, Credit Cards Sales –New video, Products Manufacturing –Equip., Staging Systems Operations –24 tech Support, Site Select Marketing –Ad Campaign, Survey

43 ENTERPRISE THINKING MetaMatrix Consulting Group New Product Failure “25 to 45 % of new products launched, fail. Percentage will vary by industry.” Dr. Robert G. Cooper in his book, “Winning at New Products” “19,000 new products were introduced to supermarkets and half disappeared from the shelves within two years.” David A. Light, Harvard Business Review, November-December 1996, Briefings from the Editor, based on 1995 study.

44 ENTERPRISE THINKING MetaMatrix Consulting Group Draw a picture of how you do it now.

45 ENTERPRISE THINKING MetaMatrix Consulting Group NP&SD Attrition 100 90 80 70 60 50 40 30 20 10 0 0 10 20 30 40 50 60 70 80 90 100 IDEA GENERATION SCREENING EVALUATION DEVELOPMENT TESTING COMMERCIALIZATION SURVIVAL RATE(%) CUMULATIVE TIME IN PROCESS (%)

46 ENTERPRISE THINKING MetaMatrix Consulting Group Starting Strong Discovery Stage 1 Gate 1 Idea Screen Scoping Gentle screen Strategic alignment Feasibility Magnitude of Opport. Market attractiveness Product advantage Fit with policies Killer variables Internet Search Library Search Focus Groups Concept Test User Test

47 ENTERPRISE THINKING MetaMatrix Consulting Group Making sound decisions Gate 2 Stage 2 Build Business Case Competitive analysis In-depth research /with customers Target market Delineated Product Concept Product strategy Product benefits Value proposition Spell out desired Features Attributes Requirements Specs Market investigation & study Manufacturability Cost to manufacture Investment Legal Technical Sales Involved Marketing Involved Payback period

48 ENTERPRISE THINKING MetaMatrix Consulting Group Creating the right product Gate 3 Stage 3 Development Parallel marketing & operations Rapid prototype Working model First prototype Legal - patents Lab tests In house tests Alpha Tests Update financials Facilities requirements Market launch plans Continue - Customer feedback Marketing analysis Decision to spend Confirm case

49 ENTERPRISE THINKING MetaMatrix Consulting Group Make sure you didn’t miss anything Gate 4 Stage 4 Testing & Validation Extensive validation Product process Customer acceptance Economics of product In-house test continue User trials continue Trial limited production Pretest Trial sell Test market Financial Analysis Review probable execution Revised financials Quality = original definition Work reviewed Go to test

50 ENTERPRISE THINKING MetaMatrix Consulting Group Increased success rates Gate 5 Stage 5 Launch Quality of testing Quality of validation Financial review Post Launch Review Review costs Review profits Review strengths Review weaknesses Review what learned


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