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Successful Business & Innovation Strategies

 

Successful strategies are not derived from some high level understanding of your business, or cursory understandings of the market influences and challenges you face. Effective strategies, the kind that deliver long term value, are the result of a methodical analysis of the ecosystem(s) that drive real sustainable growth and profitability. Most of our competitors provide high level canned strategy projects using canned cross-industry performance baselines and targets that can have very little relationship to your specific industry segment. For example; a Capability Maturity comparison based upon a generic/cross-industry Capability Maturity Model might be useful in a Consumer Packaged Goods Environment but will drive disastrous results when applied to an Engineer to Order  Business. The two business models are substantially different and cannot be driven to Best-in-Class from generic Capability Baselines and Cross-Industry Performance Metrics. Specialization does in fact increase the effectiveness of a Strategy/Roadmap and better enables an efficient drive to Strategic Targets.

 

Product & Project Lifecycle Management Strategies

Our Product-focused PLM Strategy work is targeted at client organizations which execute COTS, ETO, CTO and ASO Business Models

Working with DSA on a PLM Strategy project will help you to:

  1. Understand the emerging market and customer scenarios that will impact/drive your product development strategy
  2. Correlate the market scenarios and improvement opportunities to derive a clear set of measurable objectives for the strategy
  3. Create a clear, multi-faceted business case and strategic imperative
  4. Align stakeholders on the vision, goals and objectives of the strategy
  5. Architect a simple, integrated, platform-independent PLM solution
  6. Select a PLM platform and complementary software providers
  7. Develop a phased implementation roadmap

Global Sourcing Optimization Strategies
 
Working with DSA on a Strategy to Optimize Global Sourcing will help you to:
  1. Align global and regional sourcing demands to current real capability, and longer term manufacturing and outsourcing trends including emerging low cost manufacturing and design center workforce opportunities
  2. Establish a refined set of Key Performance Indicators for Global Sourcing
  3. Establish a Global Organization Structure for Global Sourcing
  4. Establish a refined set of policies and procedure guidelines to ensure ongoing global alignment, rationalization and asset exploitation
  5. Identify the process & application initiatives required to implement a flexible, repeatable and measurable Sourcing Stage Gate Environment
  6. Establish Justifications and a Phased Roadmap for the Transformation Initiatives including time/cost estimates
  7. Establish Key Performance Indicators (KPI's) to validate the ongoing success and ROI for the transformation and rationalization initiatives
 
Proposal Management Environment Optimization Strategies
 
Working with DSA on a Strategy to Optimize the Proposal Management Environment will help you to:
  1. Align global buyer trends with emerging technology trends as well as your real capability to win in the marketplace
  2. Derive and evaluate relative metrics to identify weaknesses and/or opportunities in the overall Proposal Environment/Systems
  3. Establish a set of new targets for redesign of the people, polices, procedures and machines which comprise the overall Proposal Management Environment
  4. Evaluate state of the art design, planning, estimating and costing technologies/techniques against your real product technology and organizational barriers
  5. Establish a value-added set of transformation initiatives to increase win ratio, revenue, and margin as well as reduce proposal related project variances
  6. Establish a phased transformation roadmap including justifications and time/cost estimates
  7. Establish Key Performance Indicators (KPI's) to validate the ongoing success and ROI for the transformation and rationalization initiatives
 

Our Tailorable Methodology at a Glance?

StrategyModel.jpg

Stage One: Scenario Analysis & Planning (also known as Horizon Analysis or Total Return Analysis)

As we have become increasingly driven to produce short term results to appease shareholders, wall street analysts, and maximize executive bonuses, we have lost our ability to see the future, plan for it and adapt to its increasingly dynamic tendencies. The simple fact is that most Business and Innovation Strategies have little to no relationship with the predictable market forces and influences that are on the five, ten and twenty year horizons. How good can your Business and Innovation Strategies really be if they fail to account for the predictable and monitorable shifts and trends in the global marketplace? A substantial number of organizations have developed strategies which have taken the corporation in a direction diametrically apposed to the real shifts in globalization, technology, regulation, and customer demand.

 

The results of the Scenario Analysis and Planning initiative will include but may not be limited to:

  1. Optimistic Scenario
  2. Pessimistic Scenario
  3. Most Likely Scenario
  4. Scenario Plan
    • No Brainer Actions - actions that will add value in all scenarios
    • No Regret Actions - actions that will be more valuable in one or more scenarios but will not disable any scenario
    • Contingency Plans - plans which are drawn to enable quick response to emerging scenarios based upon the road signs/leading indicators you identified which tell you which scenario is coming in to play
    • Road Signs - road signs are the leading indicators that tell you which of your scenarios is coming in to play or that a hybrid scenario is emerging
  5. Key Performance Indicators - enable the monitoring of current operations and the success of the Strategic Initiatives in the Scenario Plan

 

Stage Two: Taking Ownership of What Is

The next step is to conduct an empirical analysis of the relative process and application capabilities which can better enable or disable the Strategic Initiatives written in the Scenario Plan. The deliverables from this Stage work will include but may not be limited to:

  1. Activity Level Model
  2. Value Stream Maps or Task Level Models
  3. Current Performances against existing KPI's (including hindrances to targeted performances)
  4. Empirical Analysis of Process which could include but may not be limited to:
    • Yield Analysis
    • Seven Wastes Analysis
    • Time & Cost Analysis
    • Current Capability Maturity & GAP against Industry Specific Best Practices
    • Root Cause Analysis
    • Pareto
    • SWOT
    • Etc.

Stage Three: Establishing New Targets for Design

At this stage we are driving two primary deliverables, they are:

  1. Measurable Targets for improving relative process and application infrastructures
    • Future State Capability Maturities
    • Prioritized list of obvious Bug Fixes (Process and Application Bugs)
    • Best Practice Performance Targets e.g.,
      • BoM Accuracy
      • Part & Design Reuse
      • Part & Vendor Redundancy
      • Quality at Launch
      • Etc.
  2. Alignment of New Targets to the Strategic Initiatives in the Scenario Plan
Note: Failure to align Business and Innovation Strategies to a long term set of Strategic Initiatives derived from Scenario Analysis assures that you will at some level (large to small) expend resources and institutionalize process and application capability that will not alaign to the predictable scanarios you will face in the near and long term future.
 
Stage Four: Establish Prioritized Set of Initiatives (Roadmap)
  1. Establish a set prioritized list of initiatives
  2. Establish the scope of each initiative
  3. Identify the correct sequences for implementation and the interdependencies of each initiative
  4. Derive a Technical Plan for each initiative:
    • Strategy
    • Tools
    • Methods e.g., Kaizen, Waterfall, AGILE/Scrum, etc.
  5. Based upon the selected method, develop initial project plans  to establish Time & Cost to Value estimates (+/- 35% accuracy at this stage)
  6. Using the initial plans and New Targets for Design, establish a Cost/Benefits Analysis
  7. Write the Capital Approval Requests