Ryan P. Reiu Executive Consultant to ulobal Companies anu Leauing Consulting 0iganizations Naich RP Reid Consulting, LLC CusLomer ArchlLecLure | 1ransformauon Leadershlp | Plgh erformance Consulung
3 1he sLausucs on C8M lmplemenLauon fallure are overwhelmlng. SLudles conslsLenLly reporL LhaL over half (and up Lo 72) of all C8M programs wlll fall Lo meeL sLakeholder expecLauons 1 . Cne of Lhe prlmary reasons for Lhls dlsmal Lrack record ls LhaL sLakeholders across buslness and l1 oen acL as lf C8M ls someLhlng LhaL can be purchased and lnsLalled. 1hough eecuve cusLomer relauonshlp managemenL ls enabled by Lechnology, lL ls much more Lhan LhaL. lL ls a buslness capablllLy LhaL organlzes people, processes, and Lechnology Lo drlve cusLomer-focused buslness value. 1o be eecuve, C8M Lransformauon requlres Lhe allgnmenL of all cusLomer Louch polnLs and enabllng funcuons across Lhe enLerprlse. ln order Lo galn Lhe cross-funcuonal commlLmenL and engagemenL necessary for success, leaders need Lo be able Lo clearly dene whaL a C8M capablllLy means for Lhe enLerprlse, whaL Langlble buslness value lL wlll dellver, and how Leams, buslness processes, and supporung Lechnologles wlll be organlzed Lo enable Lhe capablllLy. Addluonally, Lhey need Lo be able Lo aruculaLe Lhls ln a way LhaL ls compelllng for boLh senlor leadershlp and employees on Lhe fronL llne. uesplLe Lhese lmplemenLauon challenges, mosL C8M lnluauves go llve. Powever, when Lhey fall Lo meeL expecLauons, Lhey do so wlLh lncreased cosL and frusLrauon. 1lmellne exLenslons have an obvlous budgeL lmpacL, buL Lhe opporLunlLy cosL of losL beneLs LhaL were promlsed by Lhe buslness case can be even more slgnlcanL and ls oen overlooked. Addluonally, remedlauon pro[ecLs may requlre more eorL Lhan Lhe orlglnal lmplemenLauons dld, and bolL-on enhancemenLs can be dlculL Lo supporL. MosL lmporLanLly, lf Lhe About R.P. Reiu Consulting Ryan P. Reiu Executive Consultant to ulobal Companies anu Leauing Consulting 0iganizations Naich This yeai $ billion will be spent on CRN initiatives. 0vei half will fail. How will you ensure success?
4 shorLcomlngs ln Lransformauon leadershlp are noL addressed, enhancemenL eorLs are [usL as llkely Lo compound Lhe problem. ln Lhe long run, Lhe lmpacL of mlssed expecLauons on leadershlp caplLal may be even more damaglng Lhan schedule and budgeL overruns. When sLakeholders don'L feel LhaL Lhe organlzauon can dellver, Lhey are drawn Lo exLernal polnL soluuons LhaL oen run counLer Lo sLraLeglc enLerprlse dlrecuon, lncrease Lhe complexlLy of Lhe capablllLy and vendor landscape, and requlre addluonal supporL eorL. 1hls pauern of mlsLrusL and clrcumvenuon can make governance lmposslble, and lL decreases Lhe eecuveness of program leaders so LhaL lL becomes more llkely LhaL poor declslons wlll be made ln Lhe fuLure. 8yan 8eld has fourLeen years of experlence ln addresslng Lhese lssues and enabllng successful C8M program lmplemenLauon for leadlng organlzauons ln eleven counLrles, lncludlng slx of Lhe Clobal 100, elghL of Lhe lorLune 100, and markeL leaders ln Lhe food and consumer goods, auLomouve, Lelecommunlcauons, and pharmaceuucal lndusLrles. 8yan's cllenLs are C8M, markeung, and Lechnology execuuves aL Lhe dlrecLor level and above who need Lo ensure Lhe success of Lhelr C8M Lransformauon programs. Pe works closely wlLh Lhem and Lhelr colleagues across Lhe organlzauon Lo dene and dellver Lransformauonal cusLomer- focused capablllues. Comblnlng leadershlp of large Leams and complex soluuons wlLh hands-on lnvolvemenL ln dellvery acuvlues and lssue resoluuon, 8yan's experlence enables hlm Lo apply overall sLraLegles Lo speclc lssues, and lL provldes an appreclauon for Lhe arL of Lhe posslble ln shaplng Lhe blg plcLure. ln addluon Lo servlng cllenLs as an lndependenL consulLanL, he prevlously worked aL Acxlom as a Lechnlcal execuuve on a lorLune 3 cllenL accounL and aL AccenLure as a manager ln Lhe rm's C8M and buslness lnLelllgence pracuces. Services Customer Arcbitecture C8M SLraLegy & CapablllLy ArchlLecLure CapablllLy 8equlremenLs & ueslgn Soluuon, uaLa, & lnLegrauon ArchlLecLure lauorm & vendor Selecuon 8yan works wlLh C8M, markeung, and Lechnology execuuves Lo ldenufy cusLomer-focused needs and opporLunlues as well as Lo dene C8M capablllLy sLraLegles, road maps, and archlLecLures. Pe also works wlLh sLakeholders across Lhe organlzauon Lo allgn on expecLauons and galn Lhe commlLmenL necessary for successful lmplemenLauon. Transformation Leadersbip 1echnology Leadershlp & LngagemenL Covernance & Cperaung Model 1ransformauon MeLhodology & lmplemenLauon Approach rogram & ro[ecL Leadershlp SLakeholder AllgnmenL vendor erformance ManagemenL AlLhough each program ls unlque, Lhere are some fundamenLal challenges LhaL are common Lo many Lransformauon eorLs. 1hese challenges are oen Lhe resulL of leadershlp lssues raLher Lhan Lechnlcal sklll declLs. 8esearchers aL uLreLchL unlverslLy and M&l arLners assessed Lhe lmporLance of conLrlbuLors Lo success and fallure ln lmplemenLauon pro[ecLs 2 . Cne of Lhe lnslghLs from Lhe sLudy ls LhaL Lhe mosL lnuenual facLors were cenLered on allgnlng execuuve and user sLakeholders around ob[ecuves, supporL, and adopuon. Cnly one of Lhe Lop Len crlucal success facLors pro[ecL Leam compeLence and none of Lhe Lop fallure facLors were relaLed Lo Lechnlcal lmplemenLauon skllls. 8yan works wlLh program leadershlp ln boLh l1 and buslness funcuons Lo address Lhese lssues and
3 develop eecuve leadershlp of Lransformauon eorLs. Higb Performance Consulting Consulung Lecuveness racuce ManagemenL Markeung & 8uslness uevelopmenL ConsulLanL Advlsory 8yan supporLs Lop-uer consulung organlzauons and lndlvldual consulLanLs seeklng Lo progress beyond commodlLy vendor and sLa augmenLauon roles. Pe helps Lhem lmplemenL pracuces of hlgh-value consulung, engage cllenLs as execuuve buslness parLners, and develop eecuve consulung Leams. 1he resulL ls Lremendous value for cllenLs Lhrough hlgh quallLy relauonshlps and servlce dellvery. Client Testimonials 8yan brlngs wlLh hlm lmmense knowledge of cusLomer relauonshlp managemenL sysLems, especlally mulu-channel buslness Lransformauon lnluauves. Pe undersLands buslness conLexL, and hls assessmenL of buslness problems resulLs ln wln-wln scenarlos for all sLakeholders lnvolved ln an lnluauve. Pe ls exLremely hardworklng, well respecLed by hls pro[ecL buslness Leam, and dellvers on ume wlLh greaL expecLauon managemenL across sLakeholders. Pe ls a perfecL personallLy for crlucal buslness Lransformauon lnluauves. notesb keswool, Jltectot, lzet l'm lncredlbly lmpressed wlLh 8yan and hls leadershlp durlng Lhe pro[ecL. lL was a Lough place Lo sLep ln, and Lhe cllenL can be volaule aL umes. Pe dld a greaL [ob wlLh Lhe relauonshlp, a greaL [ob wlLh Lhe archlLecLure, and a greaL [ob keeplng Lhe Leams focused. uellvety execouve, leoJloq coosoluoq tm 8yan ls Lhe glue LhaL holds Lhls pro[ecL LogeLher. ultectot, bosloess tecbooloqy, lottooe 50 pbotmoceoucol mooofoctotet Representative Client Experience Business Intelligence and CRM Service-Uriented Arcbitecture 8yan served as Lhe lead archlLecL for a $32MM hosLed cusLomer masLer, markeung, and buslness lnLelllgence plauorm LhaL lncluded Cul, cusLomer recognluon, daLa moblllzauon, unlca campalgn managemenL, and SAS and Cognos buslness lnLelllgence componenLs. As parL of a mulu-year program Lo Lransluon from a baLch-orlenLed and cusLom-coded soluuon, he led Lhe developmenL of Lhe nexL generauon servlce-orlenLed archlLecLure. 1he archlLecLure developmenL acuvlues lncluded ldenucauon and prlorluzauon of requlremenLs based on currenL paln polnLs, cllenL buslness and Lechnology needs, and lnLernal Lechnology dlrecuon denluon of Lhe Lo-be soluuon, lnLegrauon, and Lechnlcal archlLecLures deslgn of processes for baLch and real-ume daLa supply chalns deslgn of servlce-based orchesLrauon of end-Lo- end processes for daLa Lransformauon and moblllzauon ln boLh baLch and real-ume allgnmenL Lo funcuonal use cases and buslness requlremenLs daLa models for a 60 LerabyLe daLa envlronmenL lnLegrauon wlLh enLerprlse securlLy and auLhenucauon mechanlsms fallover and dlsasLer recovery deslgns a phased lmplemenLauon approach 8yan also provlded archlLecLural dlrecuon and governance for soware evaluauon and ongolng
6 lmplemenLauon pro[ecLs, and he worked wlLh Lhe cllenL l1 leadershlp Lo allgn Lhe archlLecLure Lo Lhelr evolvlng l1 sLraLegy. Business Intelligence and Campaign Management Implementation lor a global pharmaceuucal manufacLurer underLaklng a mulu-year enLerprlse-wlde C8M Lransformauon, one of Lhe cenLerplece capablllues was a buslness lnLelllgence and campalgn managemenL soluuon. 1hls soluuon enabled Lhem Lo plan, execuLe, and analyze cusLomer-cenLrlc sLraLegles across all channels. As Lhe lmplemenLauon lead, 8yan had dlrecL dellvery responslblllLy for $4 mllllon ln soluuon lmplemenLauon revenue, and he managed a Leam of over 20 onshore and oshore resources Lo documenL as-ls and Lo-be process ows and use cases across Lhe organlzauon based on sLakeholder lnLervlews, revlews of exlsung sysLems and documenLauon, and lndusLry leadlng pracuces ellclL, prlorluze, and assess requlremenLs for mulu -channel campalgn managemenL and buslness lnLelllgence conducL funcuonal deslgn workshops lnvolvlng Lhe dellvery Leam, cross-funcuonal sLakeholders, and Lhlrd-parLy vendors generaLe allgnmenL on prlorlues and dependencles develop and execuLe opuons Lo drlve Lhe pro[ecL forward ln an envlronmenL of slgnlcanL rlsks and unknowns coordlnaLe soware selecuon Lhrough Lhe 8l process dene Lhe soluuon, lnLegrauon, and lnformauon archlLecLures for boLh Lransacuonal and daLa warehouse capablllues deslgn and lmplemenL Lhe soluuon, leveraglng oshore and onshore dellvery capablllues seL up Lhe producuon supporL Leam and provlde operauonal Lransluon and performance Lunlng manage change requesLs Lhrough muluple concurrenL releases, lncludlng lmpacL analysls, requlremenLs gaLherlng, soluuon archlLecLure, funcuonal and Lechnlcal deslgn, and lmplemenLauon Predictive Marketing Implementation 8yan has developed cusLomer-focused predlcuve markeung capablllues for muluple cllenLs ln conLacL cenLer, reLall, and web envlronmenLs. 1hese capablllues are based on declslon englnes LhaL opumlze oer and messaglng recommendauons uslng buslness rules as well as real-ume daLa mlnlng and self-learnlng predlcuve models. 8ecause Lhls represenLs a shl from producL- and campalgn- cenLrlc markeung Lo a focus on real-ume cusLomer lnLeracuons, new approaches Lo markeung sLraLegy and process are oen requlred. 8yan helped hls cllenLs deal wlLh quesuons such as WhaL channels, lncludlng eld sales, lnbound and ouLbound conLacL cenLers, web porLal, and reLall ouLleLs, ls Lhe capablllLy mosL approprlaLe for? Pow are fronL-of-house processes for Lelesales, servlce, and reLall lmpacLed? WhaL are Lhe besL ways Lo encourage adopuon among users and execuuves? Pow ls a real-ume capablllLy besL coordlnaLed wlLh Lradluonal markeung acuvlues? Pow does Lhe capablllLy lnLegraLe wlLh oLher sLraLeglc markeung lnluauves, such as cusLomer segmenLauon, cusLomer cohorLs, and nexL besL producL? WhaL ls Lhe process Lo dene and malnLaln ellglblllLy and scorlng rules across Lhe declslon hlerarchy? Pow can a real-ume capablllLy be lnLegraLed wlLh C8M, reporung, and web archlLecLures?
7 1o help cllenLs answer Lhese quesuons, 8yan worked wlLh senlor markeung leadershlp Lo undersLand markeung prlorlues and challenges. Pe also led sLakeholder lnLervlews and workshops Lo dene Lhe role of predlcuve markeung wlLhln Lhe markeung organlzauon, and Lo dene Lhe relevanL buslness rules. 1o help drlve Lhese conversauons, he worked wlLh cllenL counLerparLs Lo develop a sLoryboard LhaL showed how Lhe capablllLy Lransforms day-Lo-day markeung acuvlues. Marketing Analytics Roadmap As parL of an eorL Lo lmprove end-Lo-end eecuveness for Lhe cllenL's markeung campalgns, 8yan developed a roadmap whlch recommended and prlorluzed fuLure capablllues ln buslness lnLelllgence and analyucs. 1he roadmap lncluded lndusLry-leadlng pracuces from cllenL markeung managers and exLernal experLs a sLoryboard for analysls hlghllghung lmprovemenLs for sLraLeglc and Lacucal declslon maklng based on CMC prlorlues and enhanced daLa avallablllLy deslgns for lnLeracuve buslness lnLelllgence dashboards enabllng analysls of relauve performance and reLurn on markeung acuvlues, Lhese dashboards crossed markeung channels for all global markeLs Field Sales BI Uperations An lncumbenL lnLegrauon parLner had been engaged Lo dellver sales eecuveness 8l capablllues Lo nearly 6,000 pharmaceuucal sales represenLauves, managers, and headquarLers analysLs. 8ecause of Lhe lnexperlence of Lhe Leam LhaL was assembled, Lhe cllenL was preparlng Lo Lransluon Lhe work Lo anoLher consulung rm. 8yan was asked Lo bulld a Leam and lmplemenL processes LhaL would reesLabllsh Lhe lncumbenL's posluon wlLh Lhe cllenL. Pe dld Lhls by reorganlzlng Lhe Leam and brlnglng on resources wlLh Lhe rlghL skllls and experlence denlng processes for managlng daLa quallLy and reporL dellvery managlng a mulu-LerabyLe daLa warehouse lnLegraung muluple daLa sources, lncludlng call execuuon, ume Lracklng, eld allgnmenLs, and sales daLa bulldlng condence ln Lhe analysls by correcung daLa lnconslsLencles and helplng sales analysLs and eld sales Leams undersLand and use Lhelr reporLs WlLhln a monLh, 8yan had solldled cllenL condence ln Lhe Leam enough LhaL Lhey were asked on a non- compeuuve basls Lo manage sales and markeung 8l for muluple channels. ln slx monLhs, 8yan had successfully Lransluoned Lhe role Lo a long-Lerm manager. lor more lnformauon abouL Lhe ways he helps cllenLs lmprove Lhelr performance, 8yan can be reached aL Phone: 312.880.8Llu (7343) Email: ryan[rpreld.com Web: www.rpreld.com Footnotes 1krlgsman, Mlchael. C8M fallure raLes: 2001- 2009." l1 ro[ecL lallures. AugusL 3, 2009. hup:// www.zdneL.com/blog/pro[ecuallures/crm-fallure- raLes-2001-2009/4967 . 2CaLersels, 8., 8. Pelms, and 8. 8aLenburg. Lxplorlng Lhe gap beLween Lhe pracucal and Lheoreucal world of L8 lmplemenLauons: resulLs of a global survey. roceedlngs of lv lll lnLernauonal Conference on 8esearch and racucal lssues of LnLerprlse lnformauon SysLems. 8lo Crande uo norLe, 8razll, 2010. CopyrlghL 2012 8.. 8eld Consulung, LLC. All 8lghLs 8eserved C001002 8yan . 8eld ryan[rpreld.com +1.312.880.8Llu(7343) www.rpreld.com Customer Architecture C8M SLraLegy & CapablllLy ArchlLecLure CapablllLy 8equlremenLs & ueslgn Soluuon, uaLa, & lnLegrauon ArchlLecLure lauorm & vendor Selecuon
Allen, John - Robinson, Charles - Stewart, David (Eds.) - Lean Manufacturing - A Plant Floor Guide (2001, Society of Manufacturing Engineers (SME) ) PDF