The Value Initiative

How can I identify value creating ideas?The Value Initiative

Michel Sader

Redmond, 4/30/2008

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Agenda1. What is The Value Initiative?2. The Value Initiative Components3. The Value Initiative Tool Suite4. Q&A

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More Pressure Than Ever on IT Budgets

80%Maintenance

20% New

CostReduction

Keep BusinessUp & Running

End User Productivity

CustomerConnection

Competition

TechnologyChange

RegulatoryCompliance

Security

Business Results& New Value

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Why do clients “prefer” a Solutions Provider??

• “Trusted Advisor” relationships with key decision makers

• Value delivered by previous work• Industry expertise• Brand• Market leadership• Price• Technical expertise• Right place at the right time

Leastdifferentiating

Mostdifferentiating

Level of CompetitiveDifferentiationReason

http://www.animationfactory.com/free/people_a_l/businessmen_women_variant_page_man_head_spinning.html

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Ingredients of a Trusted Advisor relationship

Thinking like CXO’s/ executivesWhere Value is Driven Within the Company

What’s Most Important and How to Get Things Done

ValueCreating

Ideas

Contextual, Thought Provoking Points of View

Opportunities to talk to CXO’s/ executives

Insightful/Practical Propositions

+ +RelationshipsWith Powerful

People

Ongoing Role as Business Advisor (not Vendor)

Preferred Provider of business solutions

Trusted Advisor relationships TrustedAdvisor

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Unrelenting focus on creating business value for your clients

Your Company can effectively differentiate your business

solutions based on your ability to create tangible value for

clients

1- The Value Initiative is about helping your clients create more value

• You understand your clients’ business imperatives and issues

• You understand how the business solutions you provide can help

• Your people is focused on creating business value, not just on technology

• You measure and communicate the value you create for your clients

The Value Initiative Vision

http://www.animationfactory.com/free/people_a_l/lawyer_variant_page_lawyers_talking.html

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2- The Value Initiative Components

Measure & Grade Understand Develop

hypotheses ValidateIdentify Projects Stakeholders

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•Volume•Price Realization

•SG&A•COGS

•PP&E •Inventory•Receivables & Payables

•Company Strengths•External Factors

Change What You Do(Strategy)• What you provide• Whom you target and serve• How you compete• Where you deploy your resources• Which operations you outsource

Do What You Do Better(Tactics)• Business processes• Intra - and inter-company collaboration• Customers, employee & other stakeholder satisfaction• Resource/Asset development & deployment• Strategic capability development

REVENUE GROWTH

OPERATING MARGIN

ASSET EFFICIENCY

EXPECTATIONS

3. Our Offer Alignment

Other Shared / Corporate Services(Real Estate, Procurement & Other)

Human Resource Strategy & Management(Recruitment, Development, Administration &Performance Management)IT Strategy & Management(Design, Development, Deployment, Operations & Performance Management)

Corporate Strategy & Business Management(Business & Financial Strategy, Mergers & Acquisitions,Program Management & Performance Management)

Customer Strategy, Relationships & Interactions(Marketing, Sales, Delivery/Provisioning, Billing & Service)

Product Strategy, Development & Production(Innovation & Design, Supply Chain Management, ProductionOperations & Logistics)

It depicts three things:

2. What You Can Do(Improvement Levers: efficiency of Business Processes,Productivity of Assets & strengthen Organizational Capabilities)

1. How Value is Created (Value Drivers)

Key Benefit: the establishment of a common, consistent language for talking about business performance across business units and business functions (e.g. IT and HR), and with external audiences like stock analysts and boards of directors.

The Value Map is the Starting Point: Creating Value to Shareholders

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Derivative Value Maps created from the Enterprise Value MapEnterprise Applications

• CRM Value Map (also in Chinese and German)• CRM for Contact Centers • CRM for Field Services • CRM for Partner Relationship • CRM for SAP • CRM for PeopleSoft• CRM for Siebel • CRM for Pharmaceutical• CRM for Retail Banking • CRM for Tour Operator• Enterprise Value Map for Lawson• Enterprise Value Map for Oracle• Enterprise Value Map for PeopleSoft Enterprise• Enterprise Value Map for PeopleSoft EnterpriseOne• Enterprise Value Map for SAP

Technology Integration• Enterprise Value Map for SAP NetWeaver• Enterprise Value Map for Oracle Fusion Middleware• Enterprise Value Map for IBM Software• Enterprise Application Integration Value Map

Outsourcing Services• Enterprise Value Map for Outsourcing Services

Human Capital• Enterprise Value Map for Human Capital• ERM Value Map

Strategy & Operations• Enterprise Value Map for Growth Companies• SCM Value Map • SCM Value Map for SAP • SCM Value Map for Service Parts Management with SAP • CRM for Sales Force Effectiveness• Enterprise Value Map for Cash Generation (M&A)• Enterprise Value Map for Value Capture (M&A)

Integrated Service Offerings (ISOs)• Enterprise Cost Reduction• Enterprise Portal Offering• HR Transformation• Revenue Enhancement

Industries/Segments• CB: Retail Value Map• CB: Brand Value Map• CB: Restaurant Industry Value Map• FSI: Universal Banking Value Map• Energy: Oil & Gas Upstream Value Map• Energy: Oil & Gas Downstream Value Map• Energy: Oilfield Services Value Map• Health Care: Health Plans Value Map• Health Care: Health Care Providers Value Map• Health Care: Life Sciences• Public Sector: Government Performance Map• Real Estate: Engineering and Construction Value Map• Real Estate: Real Estate Owners/Operators Value Map• TMT: Wireless Value Map• TMT: High Tech Value Map

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To serve your clients well, you need to understand their goals and think from their perspectives

• Strategic Focus: What do we need to do?

• Tactical Execution: How can we do it?

• Clarity and Purpose: Why are we doing what we’re doing?

• Value Drivers: How important is it to be good at this?

• Competitive Analysis: How good are we at it currently? How good are your competitors?

• Change and Organizational Readiness: How ready are we to improve?

IncreaseShareholder

Value

Client Questions:

The Result:

Guidance and

Solutions

The Enterprise Value Map is also important because it helps us think like a client and deliver tangible results. The Value Map helps answer the critical questions your clients can and should ask…

Why use the Value Map?

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From the Value Map to a productive conversation

Measure & Grade the client’s

performance

Understand the key strategies and competencies

Identify Major Projects

and key operational issues

Determine with whom we

need to progress ideas

Validatehypotheses with

clients

What should the client be good at?

How good are they?

Step 1 Step 2 Step 3 Step 4

Develop hypotheses and

insights focused on

performance gaps

Are current projects aligned with strategic aims to alleviate pain

points?

How can we help?

C-BB-

Who should we talk to?

The Enterprise Value Map

People with

power

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Step 1 – Understand the Strategy

• What is the business model?• What are the competitive pressures?• What are the key business issues?


hypotheses Validate

Strategic Priority

Key Business Issue

Optimize depreciationmethods/lives forproperty , plant andequipment

Optimize valuationand costing methodsfor inventories(L I FO, F IF O, un ifo rmcap i ta li za t io n, sh r in ka ge ,ob soles ce nc e, etc.)

Ensur e full utilizationof tax carry forwards(c red it s , ne t op era ti nglo sse s, ca pi tal l o sse s, et c.)

Consider tax impli ca-tions in the location/select ion of fac iliti es(d i st rib ut ion c en ters, se rvicecen t ers , bra nc he s, et c. )

Improve salesfor ecasting andcampaign executionprocesses and tools

Improverelationship/accountdevelopmentprocesses

Improve sk ills ofsales staff

Prov ide staff withbetter customerinformation(de mog rap hics , inq ui ryhistory , e t c. )

Improve staffincentives aroundsales effi ciency

Improve processesfor generating,qual ify ing andassigning leads

Improvefield sales andtelesalesprocesses

Consolidate/realignsales territories

Improve terms withsales channels

Improve terms withserv ice prov iders(ne tw o rk se rvi ce s, a ir l i ne s,in fo rma ti o n se rvice s, e t c. )

Improve terms onleased sales assets(com pu te rs, ve hicles , e tc .)

Target newgeogr aphies

Target new segmentswithin currentgeogr aphies

Expand sales andadvertis ing channels

Acquire new pr oductand service offerings

Pursue joint-ventur e,part nership and OEMarrangements

Increase focus onhigh-value/high-pot ential customers

Increase focus onmost profi tableproducts and serv ices

Increase focus onmost effective salesand advertis ingchannels

Impr ove brandstrength and good w ill

Increase time spentsel ling

Impr ove quality andassignment of salesleads

Impr ove access toinfor mation andanaly tical tools

Impr ove sales andmarketing skills ofstaff

Impr ove alignment ofstaff i ncentives wi thstrat egic objectives

Impr ove effectivenessof marketing,advertis ing and salesprocesses

Tailor marketing andsales approaches tocustomer segments

Tailor products andser vices t o newcustomer segments

Evolve product andservice features,functionali ty and value

Impr ove totalcustomer exper ience(pu rcha si n g, fu l fi llme nt ,us ag e, su pp ort , s ervice ,et c. )

Incr ease focus onhigh- value/high-potent ial customers

Improveresponsiveness tocustomer complaints /feedback

Improveunderstanding ofcustomer needs

Proactively managetransition points( li f e e ve nt s, en ds o fco nt ra cts an d l ea ses , et c. )

Tailor accountmanagementapproaches tocustomer segments

Maintain competitivefunctionality and value

Tailor cross- sell/up-sell of fer s to cust omerneeds

Implement pric ing andaffini ty progr amsbased on volume andbr eadth

Offer value-addingpr oduct and servicebundles

Improve effecti venessof cross-sell /up-sellpr ocesses

Implement proactiveand reacti ve cross-sell and up-sel lcampaigns

Improve staffincentives for cr oss-selling/up-selling

Improve identificat ionof cross-sell /up-sellopportunities

Increase focus onhigh-value/high-potential customer s

Increase focus onmost profi tablepr oducts and serv ices

Increase focus onmost effect ive salesand advertisingchannels

Impr ove retention andwin-back processes

Build customersatis fact ion andretention into staffincenti ves

Impr oveunder standing ofchur n/defectiondrivers

Impr ove identif icationof churn/defectioncandidates

Increase focus onhigh-value /high-potential customers

Impr ovecompetiti veness ofproduct and serviceoffer ings

Shorten time-to-market

Impr ove brandawareness / E levatebrand image

Increase emphasison supply chainmanagement(pro du ct io n, d is tri bu ti o n an dsa le s pip el in es )

Obtain exclusiveagr eements withpar tner s( lice ns es , d is tri bu torsh ips,etc.)

Impr ove features andfunctional ity ofproducts and serv ices

Impr ove quality andreliability of product sand serv ices

Impr ove product andser vice lifecyclemanagement

Impr ovecommunicat ion andcoor dination wi thdis tribution centers

Impr ovecommunicat ion andcoor dination wi thsales channels

Improve focus onhigher-valuesegments

Rationalize and/ orrefocus channel /media usage

Rationalize and/ orrefocus product andservice por tfolios

Rationalize targetedcustomer segments

Improve campaigndesign andmanagementprocesses and tools

Improve sk ills ofmarketing staff

Improve staffi ncentives aroundmarketing efficiency

Provide staff withbetter m arket andcustomer information

Improve definit ion ofproduct and servicespecification

Improve product andservice launchprocesses

Provide staff withbetter competitiveinf ormation

Improve tailoring ofmarketing andadvertis ingapproaches tocustomer segments

Improve terms withadvertis ing channels

Improve terms withservice providers(res earc he rs, in f orma ti onse rvices , a dv er ti si ngch an ne ls , e tc.)

Impr ove emphasis onproduct quality andease of service

Design pr oducts forease-of-use / sel f-ser vice

Route low-valuetransactions to lower -cost sales channels

Impr ove routing ofser vice requests toappr opriate staff

Increase use of l ow er-cost serv ice andinfor mation channels(con t ac t c en te rs, au to ma te dvo ic e res po nse , web, e tc .)

Impr ove w orkf orceplanning and dispat chprocesses and tools

Impr ove capacity /dem and planningprocesses, sk ills andtools

Impr ove service andsupport processes

Impr ove skil ls ofser vice st aff

Prov ide staff withbet ter customerinfor mation(pro fi les, t ran sac t io nhi st or ie s, e tc.)

Impr ove incentivesaround serv iceeffic iency andeffectiveness

Impr ove terms withser vice prov iders(ne two rk se rvi ce s,ou ts o urce d f un ctio n s, e tc.)

Impr ove terms onleased service assets(com pu te rs, ve hicles , e tc .)

Im prove forecasting,planning andprioritization skill s andtools

Im prove creditanalys isprocesses

Im prove skil ls of ordermanagement andbil ling s taff

Prov ide staff withbetter customer andorder information

Im prove incentivesaround ordermanagementeff ic iency

Im prove pick, packand ship pr ocesses

Im proveprov isioning/installation processes

Im prove invoic ing/bil ling processes

Im prove poli cies andprocesses aroundmer chandise returns

Im prove terms withserv ice pr ov iders(d e live ry serv ic es ,ou ts ou rced f un ctio ns , e tc .)

Im prove terms onleased assets(c om pu te rs, veh icles , e tc .)

Consol idate and/orre-architect datastor es

Incr ease util ization ofIT, telecom andnetwork resour ces(se rve rs , ro ut ers , n et workca pa ci ty , e t c. )

Improve design,development andtest ing processes

Improve processes formanaging systemoperations, mainten-ance and changes

Improve end-usersupport andadminis trationprocesses

Improve selection,acquisi tion andcontr actingprocesses

Improve installation/deploymentprocesses

Improve technical andproject managem entski lls of staff

Improve dispat ch,diagnostic , r esolutionand replacementprocesses

Improve incent ivesaround IT /netw orkefficiency

Improve terms wi thservice prov iders(co ntrac to rs, ne two rkse rvices , c on su lta nts, et c.)

Improve terms onpurchased and leasedassets (PCs , s erve rs,ne twork eq u ip me nt , l e ase dli n es , etc .)

Improve terms onpur chased and leasedreal estate, furnitureand fix tures

Increase utilization ofreal estate

Improve capacity /demand planningprocesses and tools

Improve real estatedesign and develop-ment processes

Improve operationalprocesses(ad min is t rat io n , se cu rit y,en erg y, HVAC an dmain te na nc e)

Improve real estateselection, acquis iti onand contractingprocesses

Improve real estateimprovement anddeploymentprocesses

Improve terms withser vice prov iders(sec ur i t y, ene rgy , etc.)

Improve terms onimprovements(HVAC, c ab ling , et c.)

Improve terms w iththird-party productand serv ice prov iders(p ay rol l , be n ef its , trai ni ng ,etc)

Reduce salar y andbenefi ts costs /Improve value ofemployee benefits

Improve capacity/demand planningpr ocesses and tools

Implement/improvecompany- widepr ocesses and toolsfor assessing st affperfor mance

Improverecruitment andor ientation pr ocesses

Improve sk ills of H Rstaff

Provide staff withbetter H R informationand tools

Improvetrainingpr ocesses

Improve salary andbenefi ts administra-ti on processes /Increase employeeself-serv ice

Improvepayrol lpr ocesses

Improveperfor manceassessmentpr ocesses

Rationalize/consolidate vendorportfolio

Increase focus onhigher-value vendorpartner ships

Impr ove collaborationwith vendors

Increase use of low er-cost channels(se lf-se rvice , e tc . )

Impr ove ass ignmentof pr ocurementtransactions toappr opriate s taff

Impr ove demandplanning processesand tools

Impr ove productprocurementprocesses(eq ui pme n t, su pp li e s, e tc.)

Impr ove serv iceprocurementprocesses(t ra ve l, co ntra ct la bor, etc .)

Impr ove contract ingand negotiation skill sof pr ocurement s taf f

Provide staff w ithbetter pr oduct andservice infor mation

Impr ove incent ivesaround pr ocurementefficiency

Impr ove terms onequipment andsuppl ies

Impr ove terms wi thservice prov iders(eq ui pme n t ma i nt en an ce ,de l ive ry, ware ho us ing , et c. )

Im prove terms wi thservice providers(i n fo rma tion se rvi ces ,con su l ta nt s , et c .)

Im provestr ategic planningprocesses

Im prove skill s ofbusinessmanagement staff

Prov ide staff withbetter managerialinformation and tools

Im prove incentivesaround businessplanning eff ic iency

Im proveprogr am planningprocesses

Im prove capitalbudgetingprocesses

Im proveprogr ammanagementprocesses

Im proveaccounting andmeasurementprocesses

Impr ove terms withfinancial serv icesproviders

Impr ovecash/treasurymanagementpractices

Impr ove sk ills offinancial managementst aff

Impr ove incentivesaround financialmanagementeffic iency

Impr ove debt andequity managementprocesses

Incr ease focus onmaterial s-efficientproductionmechanisms

Rationalize and/ orrefocus productportfolio

Incr ease emphasis ondesigning f ormaterial s efficiency


Focus efforts onhigher-value vendorrelationships

Improve terms onmaterial s purchases

Rationalize orderquantities and timing

Improve materialsperformancemanagementmethods and tools

Improve demandforecastingprocesses, skil ls andtools

Improve ordering andreceipt processes( raw ma te ria ls , in te rmed iat ema te r ia l s, fi ni sh edco mpo n en ts , e tc. )

Improve materialsefficiency ofproduction processes

Improve contractingand negotiation sk ill sof purchasing staff

Provide staff w ithbetter pr oductinf ormation and tools

Design pr oducts touse cost-effecti vematerial s

Improve terms withservice prov iders(de li ve ry, wa reh o usin g, et c.)

R ationalize and/orrefocus productportfolio

Improve focus onhigher-value products

R ationalize productionquantiti es and timing

Increase use of low er-cost productionchannels

Improve ter ms wi thservice prov iders(o utso urce d fu nct ion s, e t c. )

Improve ter mson equipmentpurchases

Improve productionperformancemanagementmethods and tools

Improve demandforecastingprocesses, ski lls andtools

Improve capacityplanning processes,skills and tools

Improveproduction schedul ingand stagingprocesses

Improve util ization ofproduction channels /R educe downtime

Improve ski lls ofproduction s taff

Prov ide staff w ithbetter productioninformation and tools

Improve incentivesaround productionefficiency

Improve coordinationw ith businesspartners

Improvemanuf acturing andquali ty cont rolprocesses

Rational ize and/orrefocus productport folio

Rational ize/consolidate vendorport folio

Im prove focus onhigher-value vendorrelationships

Im prove terms onmer chandisepurchases

Rational ize or derquantities and timing

Im provemer chandis ingperf ormancemanagementmethods and tools

Im prove demandfor ecastingprocesses, skill s andtools

Im prove assignmentof tr ansactions toappropriate s taff

Im provemer chandiseorder ing and receiptprocesses

Im prove sk ill s ofmer chandis ing staff

Provide staff wi thbetter information andtools

Im prove incenti vesaround merchandisingeff iciency

Im prove coordinationwith vendors

Im prove terms withservice pr oviders(d e li ve ry, wa reh ou sing , e tc .)

Rationalize and/orrefocus productpor tfolio

Increase emphasis ondesigning andpackagingfor dis tri bution

Increase quality andconsistency ofmaterials

Rationalize productionquantities and timing

Rationalizemerchandise orderquantities and timing

Increase use of lower-cost l ogisti cs anddistribution channels

Impr ove inventoryreceipt and stor ageprocesses

Impr ove transport anddeli very processes/algori thms

Impr ove sk ills ofinventory anddistribution staff

Provide staff wi thbet ter information andtools

Impr ove incenti vesaround inventor y/distribution effic iency

Impr ove logis ticsper formancemanagementmethods and tools

Impr ove demandforecastingprocesses, sk ill s andtools

Impr ove terms withser vice providers( tra ns po rt, ware ho us in g,etc.)

Im prove focus onhigher-value customersegments andproducts

Rationalize and/orrealign productdevelopmenteff orts

Increase use of l ower-cost productdevelopmentchannels

Im prove productconception/ini tiationprocesses

Im prove uti lization ofproduct developmentchannels

Im prove sk ills ofproduct developmentstaff

Im prove definition ofproduct and serv icespecif ications

Im prove incentivesaround productdevelopmenteff ic iency

Im proveprot otyping, pilotingand testing pr ocesses

Im provedesign anddevelopmentprocesses

Im prove ident ificat ionand discontinuation ofunsuccessfuleff orts

License or acquir eproducts andintel lectual proper ty

Develop businessmodels with low realestate requi rements

Reduce number ofdat a centers, branchoffices, dealerships,retail outlets , etc .

Outsource businessfunctions

Increase use ofleased real estate

Impr ove termson property andfacil ities

Reconfigure faci lities /Increase uti lization offacil ities

Increase use offlexible facil ities

Divest low -ut il izationreal estate

Rationali ze and/orrefocus product andserv ice portfolios


Increaseuse of leasedproduction equipment

Improve terms on ITsystems

Increase use offlex ible/expandableproduction equipment

Increase emphasis ondesign formanufacturability andserv ice

Divest low- uti lizationequipment

Improveeffecti veness of plantmaintenance

Impr ove termson infrastructure

Divest low -ut il izationinfr astructure

Increaseuse of flexible andexpandableinfr astructure

Increase use ofleased infr astructure

Rationali ze and/orrefocus productpor tfolio

Rationali ze and/orrefocus customersegments anddistribution channels

Develop low- Inventorybusiness models

Increase emphasison bui ld-to-order

Impr ove terms onmerchandise

Impr ovecollaboration withvendors/partners

Impr ovedem and forecasting

Consolidateinventory

Impr ove logis tics/distribution effic iency

Divest low -demand/obsolete inventory

Rational ize and/orrefocus productport folio

Shorten productioncyc les

Rational ize r awmaterial s

Increase use of just -in-time procur ement

Im provedemand forecasting

Im prove terms onmaterial s

Divest obsoletematerial s

Coordinatemanagement ofcr edit/receivablesacr oss business uni ts

Increase focus oncustomer segmentswith low credit /l oanneeds

Tighten credit/loanterms

Impr ove assessmentand benchmar king ofcr edit/receivablesper formance

Impr ove managementof del inquentaccounts

Coordinatemanagement ofpayables acrossbusiness units

Leverage credit ratingto lengthen paymentcycles and reduceinterest rates

Leverage breadth ofvendor relationshipsto lengthen paymentcycles

Im prove managementof debt portfol io

Im prove ident ificationand predict ion ofindustry and markettr ends

Im prove ident ificationof opportunities andthr eats

Im prove strategydevelopment capa-bilities at corporateand business-unitlevels

Im prove alignment ofbudgets and capitalprogr ams withstr ategic pr ior ities

Im prove executi vedevelopment,recr uiting andsuccession planning

Im prove ident ification,assessment andexecution ofM& A/divestitureopportunities

Im provecommunication ofstr ategic directionsand priorities

Improve structuringand launch ofcohesive pr ogramportfolios

Improve coordinationand communicationacross programs andprojects

Improve program/project managem entmethods and tools

Improve alignment ofprojects w ith programand businessobjectives

Improvemeasurement andrepor ting ofoperational andfinancial performance

Improve analysis ofmanagerialinformation

Improve focus onmost importantmanagerialinformation

Improvecommunicationaround improvementprioriti es

Improve abilityto launchimprovement efforts

Improve qual ity andconsistency ofperf ormanceassessment methods

Improve careeroptions and paths

Align managementand staff incenti veswith companyperf ormance

Improve monetaryand non-monetaryrecogniti on of staffcontributions

Improve breadth,depth, qual ity andtimeliness of perform-ance information

Impr ove effecti venessof or ganizationalstructures andgovernance models

Increase emphasis onquality managementand benchmarking

Impr oveprocess innovationski lls of staff

Impr ove depthand breadth of stafftechnical ski lls

Im prove qualityand speed ofcommunication withpart ners

Im prove ability tointegrate mergedand acquir edorganizations

Im prove ability toidentify and assesspart neringopportunities

Im provemanagement ofpart ner relationships

Im prove integrat ion ofbusiness processesacross partnernetw orks

Improve valuedelivered tocustomers

Improve valuedelivered to part ners(ve nd ors, c han n el p art n ers,et c .)

Improve valuedelivered toemployees

Improve identificationof opport unities toincr ease value tostakeholders

Improve understand-ing of stakeholderinterests (cu st ome rs,sh are ho ld e rs , re gul a to rs,em ploy ee s, su ppl i ers,pa rt ne rs , al umn i , etc .)

Improve conversion ofs trong r elationshipsinto sources of com-petitive advantage

Improvecommunication w ithstakeholder groups

Impr ove agili ty andflex ibility oforganizationalst ructures

Impr ove agili ty andflex ibility ofgovernance models

Impr ove flexibi lityof businessprocesses

Impr ove versatility ofmanagers and staff

Impr ove flexibi lityand versatility of ITsystems andplatforms

Rationalizecustomer portfolio

Improveresponsiveness tocustomer request sand inquiries

Improve tracking ofcustomer interactions(pu rch ase s , su pp or treq ue st s, e tc. )

Impr ove identif icationof valuable customerrelat ionships

Refocus and/or refineretention priorities andstrat egies

Cr eate barriers toswitching

Solic it and respond tocustomer feedback

Implement affinityprograms

Increase emphasison differentiatedproducts and serv ices

Impr ove demandforecasting

Improveunder standing ofcustomer, productand channelprofitabi lit y

Consolidate orout source service andsupport operations

Di fferentiate serv icetreatment ofcustomers/segments

Provide staff withbet ter pr oduct andser vice information

Impr ove financialri sk managementprocesses

Increase use of l ower-cost delivery/installation channels(s el f-se rvic e, pa rt ne rs, e t c. )

Increase use of l ower-cost bi lling channels(a u to ma te d, se lf -se rvi ce,etc. )

Di fferentiate treatmentof customers/segments

Im prove emphasis ondesign for packing/shipping effi ciency

Consolidate oroutsource or derful fil lment functions(p i ck, pa ck a nd sh ip ,in st al l , p rovi sion , et c. )

Consolidate oroutsource bi lli ngoperations

Consol idate oroutsource design,development anddeployment services

Consol idate oroutsource operationsand maintenanceservices

Consol idate oroutsource end-usersupport

Consolidate companyreal estate/fac ilities

Consolidate orout source design anddevelopmentfunctions

Rationalize ITapplication portfolio

Consolidate orout sourceimprovement anddeployment

Consolidate orout source propert ymanagementfunctions

Increase use of l ower -cost real estate andfacil it ies / R elocat ebusiness operations

Consolidate oroutsource benefitsadministrationfunctions

Consolidate oroutsource payrollfunctions

Consolidate oroutsource recr ui tmentfunctions

Refine vendorstrat egies

Standardize productcatalogs(eq ui pme n t, o ffi ce s upp l ie s,pro mot ion al ma te r ia ls , e t c. )

Consol idate oroutsourceprocurement funct ions

Consolidate and/oralign businessplanning,management andrepor ting functions

Im prove alignment oforganization struc-tur es and governancemodels wi th businessstr ategies

Consolidate and/ oralign financialplanning,management andreporting functions

Consolidate and/ oralign financialaccounting andanalys is functions

Improve incent ivesaround pr ocurementefficiency

Increase emphasis ondesign for productionefficiency

C onsol idate oroutsource productionfunctions

Refine/alignlogistics anddistribution strategies

Increase focus onhigher-value productsand partners

Consolidate/out source logis ticsand distributionfunctions

Rationalize and/orrefocus product andser vice port fol ios

Consol idate oroutsource pr oductdevelopmentfunctions

Increase emphasis onmodular, ext ensible,scalable designs

ConsolidateIT systems,production lines andserv ice mechanisms

Increase emphasis onhigh-turn products

Increase emphasis ondesigning formanufacturingeff iciency

Im provecol laboration w ithvendors/partners

Increase emphasis ondesigning formaterial s effi ciency

Increase focus onvendors withfavorable paymentter ms

Increase emphasison r isk-inform ed,scenario-basedplanning

Incr ease emphasis onenterprise-w ideprogram planning andcollaborative programdelivery

Increase emphasison continuous,proactive per form-ance management

Improvedeter mination of keyperf ormance metricsand targets

Establish a culturecentered onoper ationalexcel lence

Increase focus onpart nership, mer gerand acquisi tionopportunities

Increase focus onstakeholderrelationships

Establish processimpr ovement andinnovation as keycompetencies

Establishmanagement of keystakeholderrelationships asorganizational priority

Increase focus onbusiness agi lity andflex ibility

Establish agi lity andflex ibility as keycompetencies

Increase integr ation ofbusiness processesacross organizationalboundaries

Im provepart nership andcollabor ation ski lls ofstaff

Improve uti lization ofsales staff

Impr ove util ization ofser vice st aff

Prov ide staff withbetter product, serviceand competit iveinformation

Implement integratedapplications acrossorganizationalboundaries

Consol idate IT,telecom and netw orkequipment andfacilities

Util ize moreeffic ient productionequipment

Improve quali ty andconsis tency ofmanufacturingmaterials

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Impr ove value /Decrease pr ices

Impr ove assessmentand benchmarking ofbusiness processperformance

Impr ove sharing ofknow ledge acrossorganizationalboundaries

Im prove sharing ofknow ledge acrossorganizationalboundaries

Impr ove businesscontinuity planningand disaster recoverycapabil ities

Im prove ability todevelop and spin- offnew businesses

Increase focus on riskmanagement andregulatory compliance

Impr ove focus onprice-insensi tivecustomer segments

Increase emphasis ondifferentiated pric ingacross customersegments

Im proveunderstanding ofcustomer pricesensitiv ity

Align adverti sing withpric ing s trategies

Im prove tai lor ing ofoff erings to customerneeds

Increase use ofdifferential pric ingmechanisms (b as ed oncus t ome r valu e, r is k, e tc.)

Increase emphasison preventi veequipmentmaintenance

Defer/change timingof capital investments

Increase utilizat ion ofproduction equipment

Increase focus onmanagerial , forward-look ing information

Im proveunderstanding ofproduct/service valueto customers

Increase focus onpricing effectiveness/price optimization

Increase focus onR&D, productinnovation, andproduct leadership

Broaden pr oduct andservice offerings

Im prove product /service R&Dand deploymentcapabili ties

Adapt currentproducts and serv icesfor new segments/channels

Im prove product - andservice-innovationski lls of staff

Incr ease emphasis onservice prevention /Reduce need forservice

Incr ease emphasis ondesigning f or serviceeffic iency and self-service

Route low-valuetransactions to low er-cost sales channels

Improve routing ofservice requests toappropr iate serv icechannels

Incr ease use ofcheaper servicechannels

Improve serviceperformancemanagementmethods and tools

Improve w orkfor ceplanning, dispatchand assignmentprocessesand tools

Improve capacity /demand planningprocesses, sk ills andtools

Improve service andsupport processes

Improve sk ills ofservice s taff

Prov ide staff w ithbetter customerinf ormation(pro fil es , tran sa ctio nhi sto r ie s, et c. )

Improve staffincenti ves aroundservice effic iency

Improve terms withservice providers(ou t so urce d se rvice s,ne twork s ervi ce s,in f orma tio n se rvi ce s, etc.)

Improve terms onleased service assets(co mpu ters , ve hi cl es , e t c. )

Consolidate oroutsource serviceoperations

Differentiat e tr eatmentof customers/segments

Provide staff w ithbetter product, serv iceand contractinf ormation

Rationalize and/ orrefocus servicesoffered

Improve uti lization ofservice s taff

Improve focus onhigher-value customerrelationships

Convert free serv icesto fee-based ser vices

Align product andserv ice prices wi thvalue to customers

Establish product,ser vice and processinnovation as keycompetencies

Impr ove productinnovation processes

Impr ove product,ser vice and processinnovation sk ill s ofst aff

Improve assignmentof accountability andauthority

Improve effectivenessof organizationalst ructures

Dynamically cancel orredirect ineffective/obsolete programsand pr ojects

Improve tr acking andcommunication ofprogram/projectprogress

Improve ass ignmentof resour ces toprojects

Improve program/project managem entskills of staff

Improve managementof vendors/serviceprov iders

Establish program/project delivery as akey competency

Im prove alignment ofcustomer, product,advertising, sales,serv ice, support, andfulfi llment s trategies

Develop, spin-of f andsell new businesses

Im prove investmentreturns on cash/tr easury funds

License or sellintell ectual capital toother enterprises

Improve brandstrength and good w ill

Impr ove brandstrength and good w i ll

Sell appreciatedassets

Increase emphasis ongenerating revenuefr om company assets

Increase focus ondeveloping andprot ecting intel lectualcapital

Increase focus oncr editw orthy customersegments

Impr ove collectionsprocesses

Impr ove andst andardize credi tassessmentprocesses

Differentiate credittreatment ofcustomers/segments


Increase focus onexpansion ofcustomerrelationships

Improve product andservice withdrawaland ret irementprocesses

Acquire competitors

Improveestablishment of andadherence to service-level targets

Increase use ofdistance/on-li nelearning

Establi sh customercommuni ties

Improve cross-selland up-sellapproaches/ models

Apply brand to newand unbrandedproducts

Develop and leveragestr ong/unique partnerrelationships

Develop and leveragestr ong brand

Develop strongcustomerrelationships andcommunit ies

Develop and utilizeunique physicalresources(f a ci li t ie s, la nd , e t c. )

Develop and utilizeunique humanresources(t h ou gh t lea de rs, ma na ge rs,sub j ec t ma tt e r e xp ert s, etc .)

Develop and leverageintellectual capital(c op yr igh t s, p at e nts,tra de ma rk s, etc.)

Increase focus onstr ategic assets

Im prove assetdevelopment skill s ofmanagement andstaff

Im prove incentivesaround assetdevelopment

Establishdevelopment ofstr ategic assets as akey competency

Increase emphasis onleveraging strategicassets

Shorten productioncycles

Im prove developmentand analysis ofbusiness cases

Impr ove securi ty ofapplications, systemsand data

Impr ove costaccounting andallocation of shared/over head costs

Impr ove recruitingeffectiveness

Improve relationshipmanagementstrategies for keystakeholder groups

Improve valuedelivered toshareholders

Rationalize and/orrefocus product andser vice port fol ios

Rationalize and/orrefocus product andserv ice portfol ios

Impr ove physicalsecurity of people

Impr ovecommunication andknow ledge transferacr oss organizationalboundaries

Consolidate oroutsource learningand developmentfunctions

Increase emphasison people/talentdevelopment

Improve talentmanagement modelsand programs

Improve identificationof stakeholder groupsand establ ishment ofpriori ties

Improve valuedelivered to otherstakeholders(p ubl i c, alumn i , an al ys ts,et c .)

Shorten order-to-del ivery cycle time /Impr ove product andser vice availabi lity

Increase emphasison design forconfigurability/customization

Im prove plat for m andport folio s tr ategies forproducts and serv ices

Increase emphasis ontime-to-market andtime-to-production-volume

Increase num ber andquality of product andservice launches

Increase utili zation ofmodular, reusabledesigns

Im prove collaborationwith design,development andproduction part ners

Im prove reuse ofproduct and servicecomponent s

Im prove managementof product lifecycles(la un ch th ro ug h re tirem en t)

Incr ease emphasis onaccount/relationshipdevelopment

Improve accountmanagement skill s ofs taf f

Im prove incenti ves forproduct developmentand innovation

Improve incent ives foraccount/relationshipdevelopment

Improve accountmanagementstrategies

Shor ten order- to-delivery cyc le time /Improve product andservice avai labilit y

Improve totalcustomer experience(p urc ha sing , f u lf i ll men t ,usa ge , sup po r t, se rvi ce ,etc.)

Im prove execution ofmar ket- and supply-driven promotions

Im prove structur ingand pri cing ofprom otions

Im prove coordinationwith supplier s andsales channels

Impr ove use ofsupply- and capacit y-driven promotions

Increase use ofprom otions

Rationali ze and/orrefocus product andserv ice portfol ios

Impr ove focus onsegments with loweraver age cost -to-ser ve

Im prove collaborationwith partners andcustomers

Increase use ofvendor-managed/vendor-w ar ehousedinventory

Im prove due-datereliabil ity

Manage procurementon a national/ globalbasis

Uti lize national/globalpurchasing pow er

Incr ease focus oncomponent reuse

Reduce procurementcyc le times

Improve collaborationwith vendors

Impr ove design/st ructure ofdistribution netw or ks

Align production andmerchandise orderingschedules wi thdistribution schedules

Impr ove retrievalprocesses

Manage purchasingon a national/globalbasis

Refine and/or alignmer chandis ingstr ategies(c en tral vs. lo ca lmerc ha nd isi n g, et c .)

Im prove use ofnational/ globalpurchasing pow er

Increase use ofvendor-managed/vendor-warehousedinventory

Incr ease use ofvendor-managed/vendor-w arehousedinventory


Im prove product andserv ice introduction/launch processes

Rationalizeproduction facilities

Rationali ze productionquanti ties and timing

Rationali zemerchandise orderquanti ties and timing

Increase use ofvendor-managed/vendor-w arehousedinventory

Rational ize pr oductionquantities and timing

Increase emphasis onuse of com moncomponent s

Increase utili zationof standardizedcomponent s

Manage materialssourc ing on anational/ global bas is


Increase emphasis oncustomer retention

Proactively managetransiti on points(li fe e ven ts, en ds o fco ntrac ts an d lea ses , e tc.)

Of fer value-addingproduct and servicebundles

Improve focus onemployee r etention

Improve employeeretention programs

Util ize more effic ientIT systems

Util ize moreflex ible/expandable ITsystems

Improve maintenanceof IT systems

Increase utilizat ion ofIT systems

Divest low- uti lizationIT systems

Improve terms onproduction equipment

Im prove focus ofcompany resourceson high-priorit yiniti atives

Increase emphasis oncross-business-unitand cross-companycollaboration

Increase proacti vepursui t ofpart nerships, mergersand acquisi tions

Incr ease emphasis oncustomer satisfaction

Improve qualityassurance progr ams

Sell or lease excesscapaci ty to otherenter prises(p rod u ctio n ca pa ci ty, s e rv ic ecap a ci ty , e t c.)

Coordinate pri cing ofcomplementaryproducts and services(ra zo rs v. bl ad es / p rodu c t v.shi p pi ng ch arge s, etc.)

Im prove pri ce/marginknow ledge of staf f

Build productmar gins/profit abi lityinto sales incenti ves

Rationali ze portfoli o offinancial serv icesproviders

Impr ove audi t andcompl iancemanagementprocesses

Impr ove businesscase developmentand analysisprocesses

Impr ove breadth,dept h and quality offinancial information(ass e t, bu dg et , p r ice/ c os t,t re a sury , d eb to r /cred i to r,pe rf orma nce , t a x, r isk , et c. )

Impr ove budgetingand for ecastingcapabiliti es

Impr ove financialreporting effic iency

Impr ove assetmanagementprocesses( fixe d a nd var i ab le as se ts )

Im prove integrat ion ofIT systems acrosspart ner netw orks

Increase emphasis onoperational integrationwith partner s

Remove barriers tosw itching

Impr ove contractmanagementprocesses(ne go ti a ti o n, ex ecu t io n a ndco mpl i an ce)

Refine vendor/suppl ier strategies

Consolidate oroutsourcemer chandis ingfunctions

Establ ishcross-companycollabor ation as a keycompetency

Impr ove performanceand reliability of ITsystems/platforms(ap pl i cati on s, eq ui pm ent ,ne t wo rks , e t c. )

Impr ove breadth,dept h, quality andtimeliness of bus inessinf or mation

Impr ove access toand dis tribution ofbusiness information

Develop and utilizeunique IT resour ces(a p pl ic at ions , n et wo rks, et c.)

Improveunderstanding ofcurrent customersatisfaction

Improve v isibili ty ofcustomerrelationships andinteractions across allchannels

Impr ove adherence tocontracts andagreements

Incr ease focus onhigher-value productsand serv ices

Improve focus onhigher-valueadvertis ing channels /media

Focus sales efforts onhigher-marginproducts and services

Increase use of lower -cost sales channels( te le sa le s, ou t le ts, s el f -serv ic e, et c .)

Improve focus onhigher-valuecustomers/segments

Rationali ze and/orrefocus product andserv ice port fol ios

Bypass currentchannels / S elldirectl y to customers

Rationali ze targetedmar kets and customersegments

Improve analyt icalprocesses and tools

Improve channelmanagementprocesses and tools

Outsource pr opertytax adminis trationactiv ities(com pl ia nc e, as se ssm ent,ne go ti a tio ns, e tc .)

Im prove businessperf ormance reportingprocesses

Im prove alignment ofHR and technologystr ategies w ithbusiness strategies

Impr ove manage-ment of regulatorycompliance

Develop and leveragepoliti cal relationshipsand alliances

Develop and culti vategood w ill

Im prove anticipationand understanding ofcurr ent and potentialregulations/legislation

Im prove effectivenessof legislative/lobbyingeff ort s

Acquire companies intargeted geographies

Acquire companieswith relationships intargeted customersegments

Impr ove methods andtools for managingsales and m arketingper formance

Acquire companiesaligned wi th productstr ategies

Im prove methods andtools for managinginnovationperf ormance

Increase focus ondivestitur e andreinvestment

Divest non-performingand non-strategicbusiness units

Align M&A str ategieswith businessobjectives

Im prove/standar dizeM& A processes

Im proveunderstanding ofinternal value andmar ket value ofbusiness units

Increase considera-tion of M&A anddivestitur e options

Improve accountmanagementmethods and tools

Improve salesperfor mancemanagementmethods and tools

Impr ove retentionperformancemanagementmethods and tools

Im prove manager ialmethods and tools

Impr ove methods andtools for managingdem and/supplyper formance

Im prove methods andtools for managingpricing perf ormance

Improve marketingand advertisingperformancemanagementmethods and tools

Improve salesperf ormancemanagementmethods and tools

Impr ove service andsupport performancemanagementmethods and tools

Im prove ordermanagementmethods and tools

Impr ove procurementperformancemanagementmethods and tools

Improve real estateper formancemanagementmethods and tools

Improve HRperfor mancemanagementmethods and tools

Improve/consolidateIT performancemanagementmethods and tools(ut i li za tio n, pe r fo rma nce ,ca pa ci ty plan ni ng , et c. )

Im prove productdevelopmentperf or mancemanagementmethods and tools

Im proveunderstanding ofbusiness unitperf ormance andmar ket values

Consol idate devicemanagementinf ormation and tools

Im prove alignment ofcapital budgets andprogr am plans wi thbusiness priori ties

Im prove alignment ofbusiness uni tstr ategies wi thenter pri se strategies

Impr ove alignment offinancial strategieswith corporat est rat egies

Strengthenent erpr ise-w idefinancial reportingst andards

Increase focus onbusiness insight andforward-lookinginfor mation

Im prove integrat ion ofshort- and long-termbusiness planning

Im prove leader shipand managementsk il ls of executives

Incr ease emphasis oncontinuous, proactivemanagement ofinvestment por tf olios

Improve vendormanagement skil ls ofstaf f

Improve involvementof operat ional staff i nproject delivery

Improveaccountabili ty/author ity of programand pr oject resources

Improve effectivenessof program/pr ojectgovernance models

Increase focus on keyperf ormance metrics

Increase focus onbusiness continui typlanning

Incr ease focus onproject qual ity andrisk management

Incr ease focus onrealization of targetedbusiness benefits

Improve identif icationand management ofprogram/project risks

Continuously trackand manage therealization of projectbenefits

Structure programs/projects to deli verbenefits progressively

Improve access toand distribution ofperf ormanceinformation

Im proveunderstanding ofpart ner strengths,weaknesses andinterests

Im prove ability tostr ucture andimplement durable,mutually benefic ialpart nerships

Impr ove agili ty andflex ibility of partnerorganizations andnet works

Develop and utilizeunique productionresources(m et ho d s, e qu ip me nt ,fa ci li tie s, etc.)

Rationalize/consolidate vendorport foli o

Im prove coordinationof payments acrossbusiness units

Im prove assessmentand benchm arking ofA/P performance

Refine days-outstanding strategy

Im prove alignment ofA/P systems andprocesses w it h days-outstanding strategy

Refine credit/days-receivable strategy

Impr ove managementof cr edi t ri sk acrossbusiness uni ts

Impr ove managementof cr edi t/loan portfol io

How Value is Created(Value Drivers)

What You Can Do(Improvement Levers: Business Processes,Assets and Organizational Capabilities)

Othe r S har ed / Corpo rate Services(R eal Estate, Procurement and Other )

Human Capita l St rate gy an d Man agem ent(R ecruitment, Development, Administration andPerformance Management)

IT S tr ateg y and Managemen t(D esign, Development, Deployment, Oper ations andPerformance Management)

Busine ss S trat egy a nd Ma nag ement(Business and Financial S trat egy, Mergers and A cquisitions, TaxManagement, Risk Management, C ompliance Management , ProgramManagement and Performance Management)

Custo mer St rat egy, Relat ionsh ips an d In teractio ns(Marketing, Sales, Delivery/Provisioning, B i lling and S er vice)

Pr oduct S trateg y, Develop men t and Pr od uct io n(Innovation and Design, S upply Chain Management , ProductionOperations and Logistics)

BUSINESS PROCESS GROUPINGS

All Pr oce ss Grou pin gs(Action may apply to all pr ocesses)

Change What You Do- Wha t you prov ide- Who m you target and serve- How you compete- Whe re you deploy resources- Whi ch operations you outsource

Do What You Do Better- St rengthen governance approach es- Alig n resources wi th st rategies- Imp rove business pro cesses- Hone strategic capabili ties- Manage tax impacts and opportunit ies- Imp rove control / red uce risk- Coll aborate more ef fectively- Sati sfy customers, employees and

other stakeholders

No te : Many actions could logical ly be associated wit hother or multiple process g roupings. For example ,many customer and product actions are l ikely to haveheavy IT and HR components.

Acqu ire New Customers Retain and Grow CurrentCus tomers

Leverage Income-Generating Assets Stren gthen Pricing

ImproveCustomer Interaction

Efficiency

ImproveCorporate/Sh ared Services

Efficiency

ImproveDevelop ment & Production

Effic iency

ImproveLogistics & Ser vice

Provisio nEfficiency

ImprovePP&E

Efficiency

ImproveInvento ryEfficiency

ImproveReceiv ables & Payables

Efficiency

ImproveMan agement & Governance

EffectivenessImprove

Execution Capabilities

Marketing &Sales

AccountManagement

Cross -Sell/Up-Se ll Re tention

Demand &Supply

ManagementPrice

OptimizationMarketing &Advertising Sales

CustomerService &

Support

OrderFulfillment &

BillingIT, Te lecom &

Networking Real Esta te HumanResources

Procurement(Exc luding P roduction

Ma ter ial s &Merc handise)

BusinessManagement

Financ ialManagement Materia ls Produc tion MerchandisingLogis tics &

DistributionProduct

DevelopmentRea l Estate &Infrastructure

Equipment &Systems

FinishedGoods

Work inProcess &

Raw Materia ls

Accounts,Notes &Interest

Rece ivable

Accounts,Notes &Inte restPayable

BusinessPlanning

ProgramDelivery

BusinessPerformanceManagement

Operationa lExce llence

Partnership &Collabora tion

Rela tionshipStrength

Agil ity &Flexibi lity

Product &Service

InnovationServiceDelivery

Cash/As setManagement

St rategicAsse ts

Volume Price RealizationSelling, General &

Administrative(SG&A)

Cost of Goods Sold(COGS)

Property, Plant &Equipment(PP&E)

Inventory Receivables& Payables Company Strengths External Factors

Revenue Growth Operating Margin(after taxes)

Asset Efficiency Expectations

Shareholder Value

Impr ove cust omerincentives foraccelerated/on-timepayment

Im prove cross-selli ng/up-selli ngsk ills of s taff

Improve customerservice and retentionski lls of staff

Increase focus onproduct innovation

Improve managementof tr ade/indirect taxes(sale s/ us e, VA T , GST , e tc . )

Im prove tax collectionand r emittanceprocesses

Improve managementof international s taffcosts(i mmi gr atio n, pa yro ll , s t af fsup po r t, inte rn at ion al eq ui t y,etc.)

Util ize avai lablefederal, state andlocal employm ent/training incentives

Improve technologyand data riskmanagementprocesses

Im prove compl iancemanagementprocesses

Impr ove tax manage-ment processes(di rec t a nd i n di re c t taxman a gem en t )

Optimize tax benefitsassociated with self -constructed assets(p l ant, faci l it ies , inte rn al l y-use d so f tware , etc . )

Improve managementof transfer pr ic ing

Im prove managementof tr ade and indirecttaxes (sal e s/ us e , VAT,GST , et c.)

Improve managementof transfer pric ing

Im prove incor porationof risk analys is inbusiness planning(in te rna l a nd e xte rna l r is k)

Int egrate tax oppor -tuni ties and issuesinto business planningprocesses

Impr ove identif icationand mitigation ofoper ational risk(pe op le , p roc es s, te ch -no l og y, d at a , e tc.)

Improve quality ofinformation providedto stakeholder s(a ccu racy , t imel i ne ss,tran sp are ncy &pr edicta bi li t y)

Develop and utilizeunique informationresources (cus t ome r,pro du ct , ma rke t, etc .)

Improve managementof organizationalchange in support ofini tiatives

Im prove operationalrisk managementprocesses

Im prove considerationof tax impli cations inthe acquisi tion anddispositi on of assets

Maximize tax benefitsassociated with majorbusiness decisions(M &A, co nso li d ati on , o ut -sou rci ng , s it e s elec tio n, etc.)

Increase emphasis onpermanently lower ingthe company'seff ective tax rate

Im prove accuracy andtimeliness of taxprovis ion and cashoutflow forecasts

Im prove focus of taxfunction/departmenton proactive taxplanning

Int egrate tax oppor-tunities and i ssuesinto business planningprocesses

Optimize accountingmethods and selec-tion of accountingperiods

Migrate income tolow -tax juri sdictions

Uti lize inter nationalfi nancing opportuni-ti es to minimize after-tax borrow ing cost s

Optimize expense vs.capitalization of costs(M &A co st s, R& D c osts,etc.)

Im prove ident ifi cat ionand application ofR&D tax incentives

Im prove abili ty toutil ize offshore cash/assets and movebetween geographies

Im prove abil ity touti lize offshore cash/assets and movebetw een geographies

Im prove managementof transfer pricing

Impr ove ability toutili ze of fshore cash/assets and movebet ween geographies

Ensure propervaluation of propertyfor tax purposes

Build tax oppor tunitiesinto real estatetr ansactions(i n com e de f er ra l, lo ca ti oncred its a nd in ce nt ives ,le as in g t erms , e tc .)

Im prove tax benefitsof compensation andbenefit programs(d e fe r re d a nd eq ui t y-ba se dcom p; retire me nt an dhe al th ca re b en efi ts , e tc .)

Manage payr oll taximpacts of businessiniti atives(M &A , co nso li d atio n ,re stru cturi ng , rel o ca ti on etc.)

Optimize util ization ofavailable sales/usetax exemptions

Impr ove managementof indirect taxes(sa le s/ us e, VAT , cus to msdu t ie s, et c. )

Ensur e adequatedocumentation ofsignifi cant taxpositions(e a rn i ngs & p rof its , tran sf e rpri ci ng, t ax o p in io ns , e tc . )

Accelerate or def erincome/expenses

Clarify governanceroles and responsi -biliti es (de le ga t io n o fau th o ri t y, se gre ga tion ofdu tie s, et c. )

Implement/enhanceanonymous employeereporting and feed-back mechanisms

Align compensationand incenti ve systemswith s trategies, valuesand ethics

Impr ove under-s tanding of regulatoryrequir ements

Strengthen corporategovernance structures(com po si tio n, se le ct io n ,rol es , e tc .)

Strengthen training/education of boardand audi t committees

Strengthen andcommunicat e mission,v ision, values andethics

Impr ove focus oninter nal controls andregulatory compliance

Build values andethics into corporateculture

Increase emphasis onri sk identification andmanagement

Impr ove risk planning,mitigation and controlappr oaches

Impr ove moni toringand management ofregulatory compliance

Impr ove company-wide monitoring andmanagement of risks

Impr ove identificationand assessment ofri sk (s trat eg ic , o pe rat ion al ,in ve st me nt , fi na nc ia l, co m-pl i anc e, da t a/ p riva cy , e tc . )

Improve monitor ingand management ofri sk and compliance(st rat eg i c, o p era ti on al an df in an ci al ri sk s; re g ulatoryan d t ax c omp l ia nc e)

D elo itte Enterprise Value Map TM

(Practical paths to increase shareholder value)It’s easy to say shareholder value is important.Not so easy to make it influence the decisionsthat are made every day: where to spend timeand resources, how best to get things done, and,ultimately, how to win in the competitivemarketplace.This Map is designed to accelerate theconnection between actions you can take andshareholder value. It is not rocket science and itis not complete, but it can jump-start theprocess of focusing on the things that mattermost and then choosing practical ways to getthem done.

Here are two simple ways to use it:

Start at the top. Working your way down,at each step ask yourself, How will weimprove this? This will help ensure that yourtactics support your objectives.

Start at the bottom. Working your way up,at each step ask yourself, Why are we doingthis? This will help ensure that every tacticleads to shareholder value.

Impr ove breadth,dept h, qual ity andtimeliness of manag-erial information

Impr ove/implementinter nal controlframeworks andpolic ies

Strengthen andcommunicat egovernance poli ciesand procedures

Align internal auditpractices withbusiness and riskobjectives

Impr ove communi-cation between theboar d, management,shar eholders and thepubl ic

Impr ove mechanismsfor collecting andimplementingemployee ideas

Build innovation andimpr ovement intorewards andincentives

Improve mechanismsfor solic iting andaddress ingstakeholder feedback

Develop/integr ateglobal HR practi ces(i n te rna l/ e xt ern al , o ns ho re/off sho re, etc .)

Income Taxes

ImproveInco me Tax

Efficiency

Income TaxManagement Governance

Improve utili zation oftelecom tax incentives(cre di t s, e xe mp tion s, etc. )

Improve profitability ofR&D efforts throughutilization of tax andeconomic develop-ment incentives

Im prove profitabil ity ofR&D efforts thr oughutil ization of tax andeconomic develop-ment incentives

Im prove track ing andrecovery of indirecttaxes (sal e s/us e, VAT ,GST , etc.)

Ensure tax planningactiv ities and taxfi lings comply withregulatory environ-ment

Increase account-abil ity of businessunit leader s f or taximpact of dec isions

Im prove coordinationof operational, invest-ment, financial, M&A,and tax s trategiesacross business units

Uti lize tax-effectivecorporate s tructuresfor ow nership/li cens-ing of intangibleassets (pa t ents , trad ena mes , I P, e tc . )

Improve benchmark-ing of global effectivetax rate againstindustry peer group

Utilize tax opportuni-ties around r isk man-agement act ivi ties(h e dg in g tran sa ctio ns ,com mod i tie s t ra ding , e tc.)

Defer and reducefeder al , s tate andlocal quarter ly esti-mated tax payments

Consider taxincenti ves in locationand selection offacil it ies

Increase focus onpost-merger syner gyand cost reductionprograms

Impr ove breadth,dept h, quality andtimel iness of bus inessplanning information

Utilize tax-effectivecorporate structur esfor ow nership/l icens-ing of intangibleassets (pa te nts , trad ena mes , I P, e tc . )

Develop and utilizeunique tax expertise

Identify Projects Stakeholders

What does the company need to be good at to succeed?

Use the Value Map as a framework for thinking

13

Identify strategic priorities and key business issues

Strategic Priority

Key Business Issue

Optim ize depreciationmethods/lives forproperty, plant andequipment

Optim ize valuationand costing methodsfor inventories(LIFO, FIFO, uniformcapitalization, shrinkage,obsolescence, etc.)

Ensure full utilizationof tax carryforwards(credits, net operatinglosses, capital losses, etc.)

Consider tax implica-tions in the location/selection of facilities(distribution centers, servicecenters, branches, etc.)

Imp rove salesforecasting andcampaign executionprocesses and tools

Imp roverelationship/accountdevelopmentprocesses

Imp rove sk ills ofsales staff

Provide staff withbetter customerinformation(demographics, inquiryhistory, etc.)

Imp rove staffincentives aroundsales efficiency

Imp rove processesfor generating,qualify ing andassigning leads

Imp rovefield sales andtelesalesprocesses

Consolidate/rea lignsales territories

Imp rove terms withsales channels

Imp rove terms withservice providers(network services, a ir lines,information serv ices, etc.)

Imp rove terms onleased sales assets(computers, vehicles, etc.)

Target newgeographies

Target new segmentswithin currentgeographies

Expand sales andadvertising channels

Acquire new productand service offerings

Pursue joint-venture,partnership and OEMarrangements

Increase focus onhigh-value/high-potential customers

Increase focus onmost profitableproducts and services

Increase focus onmost effective salesand advertisingchannels

Improve brandstrength and good will

Increase time spentselling

Improve quality andassignment of salesleads

Improve access toinformation andanalytical tools

Improve sales andmarketing skills ofstaff

Improve alignment ofstaff incentives withstrategic objectives

Improve effectivenessof marketing,advertising and salesprocesses


Tailor products andservices to newcustomer segments

Evolve product andservice features,functionality and value

Improve totalcustomer experience(purchasing, fu lfillment,usage, support, service,etc.)


Improveresponsiveness tocustomer complaints/feedback


Proactively managetransition points(li fe events, ends ofcontracts and leases, etc.)



Tailor cross-sell/up-sell offers to customerneeds

Implement pricing andaffinity programsbased on volume andbreadth

Offer value-addingproduct and servicebundles

Improve effectivenessof cross-sell/up-sellprocesses

Implement proactiveand reactive cross-sell and up-sellcampaigns

Improve staffincentives for cross-selling/up-selling

Improve identificationof cross-sell/up-sellopportunities


Increase focus onmost profitableproducts and serv ices


Imp rove retention andwin-back processes

Build customersatisfaction andretention into staffincentives

Imp roveunderstanding ofchurn/defectiondrivers

Imp rove iden tificationof churn/defectioncandidates


Imp rovecompetitiveness ofproduct and serviceoffe rings


Improve brandawareness / Elevatebrand image

Increase emphasison supply chainmanagement(production, d istribution andsales p ipelines)

Obtain exclusiveagreements withpartners(licenses, distributorships,etc.)

Improve features andfunctionality ofproducts and services

Improve quality andreliability of productsand services

Improve product andservice lifecyc lemanagement

Improvecommunication andcoordination withdistribution centers

Improvecommunication andcoordination withsales channels


Rationalize and/orrefocus channel/media usage

Rationalize and/orrefocus product andservice portfolios



Improve skills ofmarketing staff

Improve staffincentives aroundmarketing efficiency

Provide staff withbetter market andcustomer information

Improve definition ofproduct and servicespecification


Provide staff withbetter competitiveinformation

Improve tailoring ofmarketing andadvertis ingapp roaches tocustomer segments


Improve terms withservice providers(researchers, informationserv ices, advertisingchannels, etc.)

Improve emphasis onproduct quality andease of service

Design products fo rease-of-use / self-service

Route low-valuetransactions to lower-cost sales channels

Improve routing ofservice requests toappropriate staff

Increase use of lower-cost serv ice andinformation channels(contact centers, automatedvoice response, web, etc.)

Improve workforceplanning and dispa tchprocesses and tools

Improve capacity/demand planningprocesses, skills andtools


Improve skills ofservice staff

Provide staff withbetter customerinformation(profiles, transactionhistories, etc.)

Improve incentivesaround serviceefficiency andeffectiveness

Improve terms withservice prov iders(network services,outsourced functions, etc.)

Improve terms onleased service assets(computers, vehicles, etc.)

Improve forecasting,planning andprioritization skills andtools

Improve creditanalys isprocesses

Improve skills of ordermanagement andbilling staff

Provide staff withbetter customer andorder information

Improve incentivesaround ordermanagementeffic iency

Improve pick, packand ship processes

Improveprovisioning/installation processes

Improve invoic ing/billing processes

Improve policies andprocesses aroundmerchandise returns

Improve terms withservice providers(delivery services,outsourced functions, etc.)

Improve terms onleased assets(computers, vehicles, etc.)

Consolidate and/orre-architect da tastores

Increase utilization ofIT, telecom andnetwork resources(servers , routers, networkcapacity, etc.)

Improve design,development andtesting processes


Improve end-usersupport andadministrationprocesses

Improve selection,acquisition andcontractingprocesses


Improve technical andproject managementskills of staff

Improve dispatch,diagnostic, resolutionand replacementprocesses

Improve incentivesaround IT/networkefficiency

Improve terms withservice providers(contrac tors, networkservices, cons ultants, etc.)

Improve terms onpurchased and leasedassets (PCs, servers,network equipment, leasedlines, etc.)

Improve terms onpurchased and leasedreal estate, furnitureand fixtures


Improve capacity/demand planningprocesses and tools


Improve operationalprocesses(administration, security ,energy, HVAC andmaintenance)

Improve real estateselection, acquis itionand contractingprocesses


Improve terms withservice prov iders(security, energy, etc.)

Improve terms onimprovements(HVAC, cabling, etc .)

Improve terms withthird-party productand service providers(payro ll, benefits, training,etc)

Reduce salary andbenefits costs /Improve value ofemployee benefits


Implement/improvecompany-wideprocesses and toolsfor assessing staffperformance

Improverecruitment andorientation processes

Improve skills of HRstaff

Provide staff withbetter HR informationand tools

Improvetrainingprocesses

Improve salary andbenefits administra-tion processes /Increase employeeself-service

Improvepayrollprocesses

Improveperformanceassessmentprocesses


Increase focus onhigher-value vendorpartnerships

Improve collabo rationwith vendors

Increase use of lower-cost channels(self-service, etc.)

Improve assignmentof procurementtransactions toappropriate staff

Improve demandplanning processesand tools

Improve productprocurementprocesses(equipment, supplies, etc.)

Improve serv iceprocurementprocesses(trav el, contract labor, etc.)

Improve contractingand negotiation sk illsof procurement staff

Provide staff withbetter product andservice information

Improve incentivesaround procurementeffic iency

Improve terms onequipment andsupplies

Improve terms withservice providers(equipment maintenance,delivery, warehousing, etc.)

Improve terms withservice providers(information services,consul tants, etc.)

Improvestrategic planningprocesses

Improve skills ofbusinessmanagement staff

Provide staff withbetter managerialinformation and tools

Improve incentivesaround businessplanning efficiency

Improveprogram planningprocesses

Improve capitalbudgetingprocesses

Improveprogrammanagementprocesses

Improveaccounting andmeasurementprocesses

Improve terms withfinancial servicesproviders

Improvecash/treasurymanagementpractices

Improve skills offinancial managementstaff

Improve incentivesaround financialmanagementefficiency

Improve debt andequity managementprocesses

Increase focus onmaterials-efficientproductionmechanisms

Rationalize and/orrefocus productportfolio

Increase emphasis ondesigning formaterials efficiency



Improve terms onmaterials purchases



Improve demandforecastingprocesses, skills andtools

Improve ordering andreceipt processes(raw materials, in termediatemateria ls, fin ishedcomponents, etc.)


Improve contractingand negotiation skillsof purchasing staff

Provide staff withbetter productinformation and tools

Design products touse cost-effectivematerials

Improve terms withservice providers(delivery, warehousing, etc.)




Increase use of lower-cost productionchannels

Improve terms withservice providers(outsourced functions, etc.)

Improve termson equipmentpurchases




Improveproduction schedulingand stagingprocesses

Improve utilization ofproduction channels /Reduce downtime

Improve skills ofproduction staff

Provide staff withbetter productioninformation and tools


Improve coordinationwith businesspartners

Improvemanufacturing andquality controlprocesses



Improve focus onhigher-value vendorrelationships

Improve terms onmerchandisepurchases


Improvemerchandisingperformancemanagementmethods and tools


Improve assignmentof transactions toappropriate staff

Improvemerchandiseordering and receiptprocesses

Improve skills ofmerchandising staff

Provide staff withbetter information andtools

Improve incentivesaround merchandisingefficiency

Improve coordinationwith vendors



Increase emphasis ondesigning andpackagingfor dis tribution




Increase use of lower-cost logistics anddistribution channels

Imp rove inventoryreceipt and storageprocesses

Imp rove transport anddelivery processes/algorithms

Imp rove sk ills ofinventory anddistribution staff


Imp rove incentivesaround inventory/distribution efficiency

Imp rove logis ticsperformancemanagementmethods and tools

Imp rove demandforecastingprocesses, skills andtools

Imp rove terms withservice providers(transport, warehousing,etc.)

Improve focus onhigher-value customersegments andproducts

Rationalize and/orrealign productdevelopmentefforts

Increase use of lower-cost productdevelopmentchannels

Improve productconception/initiationprocesses

Improve utilization ofproduct developmentchannels

Improve skills ofproduct developmentstaff

Improve definition ofproduct and servicespecifications

Improve incentivesaround productdevelopmentefficiency

Improveprototyping, pilotingand testing processes

Improvedesign anddevelopmentprocesses

Improve identificationand discontinuation ofunsuccessfulefforts

License or acquireproducts andintellectual property

Develop businessmodels with low realestate requirements

Reduce number ofdata centers, branchoffices, dealerships,retail outlets , etc.



Improve termson property andfacilities

Reconfigure facilities /Increase utilization offacilities

Increase use offlexible facilities

Divest low -utilizationreal estate





Increase use offlexible/expandableproduction equipment

Increase emphasis ondesign formanufacturability andservice

Divest low-utilizationequipment

Improveeffectiveness of plantmaintenance

Improve termson infrastructure

Divest low -utilizationinfrastructure

Increaseuse of flex ible andexpandableinfrastructure

Increase use ofleased infrastructure


Rationalize and/orrefocus customersegments anddistribution channels

Develop low-Inventorybusiness models

Increase emphasison build-to-order

Improve terms onmerchandise

Improvecollaboration withvendors/partners

Improvedemand forecasting


Improve logistics/distribution efficiency

Divest low-demand/obsolete inventory



Rationalize rawmaterials

Increase use of just-in-time procurement


Improve terms onmaterials

Divest obsoletematerials

Coordinatemanagement ofcredit/receivablesacross business units

Increase focus oncustomer segmentswith low credit/loanneeds


Improve assessmentand benchmarking ofcredit/receivablesperformance

Improve managementof delinquentaccounts


Leverage credit ratingto lengthen paymentcyc les and reduceinterest rates

Leverage breadth ofvendor relationshipsto lengthen paymentcyc les

Improve managementof debt portfolio

Improve identificationand prediction ofindustry and markettrends

Improve identificationof opportunities andthreats

Improve strategydevelopment capa-bilities at corporateand business-unitlevels

Improve alignment ofbudgets and capitalprograms withstrategic pr iorities

Improve executivedevelopment,recruiting andsuccession planning

Improve identification,assessment andexecution ofM&A/divestitureopportunities

Improvecommunication ofstrategic directionsand priorities

Improve structuringand launch ofcohesive programportfolios


Improve program/project managementmethods and tools

Improve alignment ofprojects with programand businessobjectives

Improvemeasurement andreporting ofoperational andfinancial performance



Improvecommunicationaround improvementpriorities


Improve quality andconsistency ofperformanceassessment methods


Align managementand staff incentiveswith companyperformance

Improve monetaryand non-monetaryrecognition of staffcontr ibutions

Improve breadth,depth, quality andtimeliness of perform-ance information

Improve effectivenessof organizationalstructures andgovernance models


Improveprocess innovationskills of staff

Improve depthand breadth of stafftechnical skills

Improve qualityand speed ofcommunication withpartners

Improve ability tointegrate mergedand acquiredorganizations

Improve ability toidentify and assesspartneringopportunities

Improvemanagement ofpartner relationships

Improve integration ofbusiness processesacross partnernetworks


Improve valuedelivered to partners(vendors, channel partners,etc.)


Improve identificationof opportunities toincrease value tostakeholders

Improve understand-ing of stakeholderinterests (cus tomers,shareholders, regulators,employees, suppliers,partners, alumni , etc.)

Improve conversion ofstrong relationshipsinto sources of com-petitive advantage

Improvecommunication withstakeholder groups

Improve agility andflexibility oforganizationalstructures

Improve agility andflexibility ofgovernance models

Improve flexibilityof bus inessprocesses

Improve versatility ofmanagers and staff

Improve flexibilityand versatility of ITsystems andplatforms


Improveresponsiveness tocustomer requestsand inquiries

Improve tracking ofcustomer interactions(purchases, supportrequests, etc.)

Imp rove iden tificationof valuable customerrelationships

Refocus and/or refineretention priorities andstra tegies

Create barriers toswitching

Solicit and respond tocustomer feedback

Imp lement affinityprograms

Increase emphasison differentiatedproducts and services

Improve demandforecasting

Improveunderstanding ofcustomer, productand channelprofitability

Consolidate oroutsource service andsupport operations

Differentiate servicetreatment ofcustomers/segments


Improve financialrisk managementprocesses

Increase use of lower-cost delivery/installation channels(sel f-service, par tners, etc.)

Increase use of lower-cost billing channels(automated, self-service,etc.)

Differentiate treatmentof customers/segments

Improve emphasis ondesign for packing/shipping efficiency

Consolidate oroutsource orderfulfillment functions(pick, pack and ship,insta ll, provision, etc.)

Consolidate oroutsource billingoperations

Consolidate oroutsource design,development anddeployment services

Consolidate oroutsource operationsand maintenanceservices

Consolidate oroutsource end-usersupport

Consolidate companyreal estate/facilities

Consolidate oroutsource design anddevelopmentfunctions


Consolidate oroutsourceimprovement anddeployment

Consolidate oroutsource propertymanagementfunctions

Increase use of lower-cost real estate andfacilities / Relocatebusiness operations



Consolidate oroutsource recruitmentfunctions

Refine vendorstrategies

Standardize productcatalogs(equipment, office supplies,promotional mater ials , etc.)

Consolidate oroutsourceprocurement functions

Consolidate and/oralign businessplanning,management andreporting functions

Improve alignment oforganization struc-tures and governancemodels with businessstrategies

Consolidate and/oralign financialplanning,management andreporting functions

Consolidate and/oralign financialaccounting andanalysis functions

Improve incentivesaround procurementefficiency


Consolidate oroutsource productionfunctions



Consolidate/outsource logisticsand distributionfunctions

Rationalize and/orre focus product andservice portfolios

Consolidate oroutsource productdevelopmentfunctions

Increase emphasis onmodular , extensible,scalable designs

ConsolidateIT systems,production lines andservice mechanisms


Increase emphasis ondesigning formanufacturingefficiency



Increase focus onvendors withfavorable paymentterms

Increase emphasison risk-informed,scenario-basedplanning

Increase emphasis onenterprise-wideprogram planning andcollaborative programdelivery

Increase emphasison continuous,proactive perform-ance management

Improvedetermination of keyperformance metricsand targets

Establish a culturecentered onoperationalexcellence

Increase focus onpartnership, mergerand acquisitionopportunities


Establish processimprovement andinnovation as keycompetencies

Establishmanagement of keystakeholderrelationships asorganizational p riority

Increase focus onbusiness agility andflexibility

Establish agility andflexibility as keycompetencies

Increase integration ofbusiness processesacross organizationalboundaries

Improvepartnership andcollaboration skills ofstaff

Imp rove utilization ofsales staff

Improve utilization ofservice staff

Provide staff withbetter product, serviceand competitiveinformation

Implemen t integratedapplications acrossorganizationalboundaries

Consolidate IT,telecom and networkequipment andfacilities

Utilize moreefficient productionequipment

Improve quality andconsistency ofmanufacturingmaterials


Improve value /Decrease prices

Improve assessmentand benchmarking ofbusiness processperformance

Improve sharing ofknowledge acrossorganizationalboundaries


Improve businesscontinuity planningand disaster recoverycapabilities

Improve ability todevelop and spin-offnew businesses


Improve focus onpr ice-insensitivecustomer segments

Increase emphasis ondifferentiated pricingacross customersegments

Improveunderstanding ofcustomer pricesensitivity

Align advertising withpr ic ing strategies

Improve tailoring ofofferings to customerneeds

Increase use ofdifferential pricingmechanisms (based oncustomer value, risk, etc.)

Increase emphasison preventiveequipmentmaintenance


Increase utilization ofproduction equipment

Increase focus onmanagerial, forward-looking information

Improveunderstanding ofproduct/service valueto customers

Increase focus onpr icing effectiveness/pr ice optimization


Broaden product andservice offerings

Improve product/service R&Dand dep loymentcapabilities


Improve product- andservice-innovationskills of staff

Increase emphasis onservice prevention /Reduce need forservice

Increase emphasis ondesigning for serviceefficiency and self-service


Improve routing ofservice requests toappropriate servicechannels

Increase use ofcheaper servicechannels


Improve workforceplanning, dispatchand assignmentprocessesand tools




Provide staff withbetter customerinformation(profiles, transactionhistories , etc.)

Improve staffincen tives aroundservice efficiency

Improve terms withservice providers(outsourced services,network services,information services, etc.)




Provide staff withbetter product, serviceand contractinformation

Rationalize and/orrefocus servicesoffered



Convert free servicesto fee-based services

Align product andservice pr ices withvalue to customers

Establish product,service and processinnovation as keycompetencies

Improve productinnovation processes

Improve product,service and processinnovation skills ofstaff


Improve effectivenessof organ izationalstructures

Dynamically cancel orredirect ineffective/obsolete programsand projects

Improve tracking andcommunication ofprogram/projectprogress

Improve assignmentof resources toprojects

Improve program/project managementskills of staff

Improve managementof vendors/serviceproviders


Improve alignment ofcustomer, product,advertising, sales,service, support, andfulfillment strategies

Develop , spin-off andsell new businesses

Improve investmentreturns on cash/treasury funds

License or sellintellectual capital toother en terprises


Imp rove brandstrength and good will


Increase emphasis ongenerating revenuefrom company assets

Increase focus ondeveloping andprotecting intellectualcapital

Increase focus oncreditworthy customersegments

Improve collectionsprocesses

Improve andstandardize creditassessmentprocesses




Improve product andservice withdrawaland retirementprocesses

Acquire competitors


Increase use ofdistance/on-linelearning

Establish customercommunities

Improve cross-selland up-sellapproaches/models

Apply brand to newand unb randedproducts

Develop and leveragestrong/unique partnerrelationships

Develop and leveragestrong brand

Develop strongcustomerrelationships andcommunities

Develop and utilizeunique physicalresources(facil ities, land, etc.)

Develop and utilizeunique humanresources(thought leaders, managers,subject matter exper ts, etc.)

Develop and leverageintellectual capital(copyrights, patents,trademarks, etc.)

Increase focus onstrategic assets

Improve assetdevelopment skills ofmanagement andstaff

Improve incentivesaround assetdevelopment

Establishdevelopment ofstrategic assets as akey competency



Improve developmentand analysis ofbusiness cases

Improve security ofapplications, systemsand data

Improve costaccounting andallocation of shared/overhead costs

Improve recruitingeffectiveness





Improve physicalsecurity of people

Improvecommunication andknowledge transferacross organizationalboundaries




Improve identificationof stakeholder groupsand establishment ofpriorities

Improve valuedelivered to otherstakeholders(public, alumni, analysts,etc.)

Shorten order-to-delivery cycle time /Improve product andservice availability


Improve platform andportfolio s trategies forproducts and serv ices


Increase number andquality of product andservice launches

Increase utilization ofmodular , reusabledesigns

Improve collaborationwith design,development andproduction partners

Improve reuse ofproduct and servicecomponents

Improve managementof product lifecyc les(launch through retirement)

Increase emphasis onaccount/relationshipdevelopment

Improve accountmanagement skills ofstaff

Improve incentives forproduct developmentand innovation

Improve incentives foraccount/relationshipdevelopment



Improve totalcustomer experience(purchasing, fulfillment,usage, support, service,etc.)

Improve execution ofmarket- and supply-dr iven promotions

Improve structuringand pricing ofpromotions

Improve coordinationwith suppliers andsales channels

Improve use ofsupply- and capacity-dr iven promotions

Increase use ofpromotions


Improve focus onsegments with loweraverage cost-to-serve

Improve collaborationwith partners andcustomers


Improve due-datereliability

Manage procurementon a national/globalbasis

Utilize national/globalpurchasing power

Increase focus oncomponent reuse

Reduce procuremen tcyc le times


Imp rove design/structure ofdistribution networks

Align production andmerchandise orderingschedules withdistribution schedules

Imp rove retrievalprocesses


Refine and/or alignmerchandisingstrategies(central vs. localmerchandising, etc.)

Improve use ofnational/globalpurchasing power




Improve product andservice introduction/launch processes






Increase emphasis onuse of commoncomponents

Increase utilizationof standardizedcomponents

Manage materialssourcing on anational/global basis



Proactively managetransition points(life events, ends ofcontracts and leases, etc.)


Improve focus onemployee retention


Utilize more efficientIT systems

Utilize moreflexible/expandable ITsystems


Increase utilization ofIT systems

Divest low-utilizationIT systems


Improve focus ofcompany resourceson high-priorityinitiatives


Increase proactivepursuit ofpartnerships, mergersand acquisitions

Increase emphasis oncustomer satisfaction

Improve qualityassurance programs

Sell or lease excesscapacity to otherenterprises(production capacity, servicecapaci ty, etc.)

Coordinate pr icing ofcomplementaryproducts and services(razors v. blades / product v.sh ipping charges, etc.)

Improve price/marginknowledge of staff

Build productmargins/profitabilityinto sales incentives

Rationalize portfolio offinancial servicesproviders

Improve audit andcompliancemanagementprocesses

Improve businesscase developmentand analysisprocesses

Improve breadth,depth and quality offinancial information(ass et, budget, price/cost,treasury, debtor/creditor,performance, tax, risk, etc.)

Improve budgetingand forecastingcapabilities

Improve financialreporting efficiency

Improve assetmanagementprocesses(fixed and var iable assets)

Improve integration ofIT systems acrosspartner networks

Increase emphasis onoperational integrationwith partners

Remove barriers toswitching

Improve contractmanagementprocesses(negotiation, execution andcompliance)

Refine vendor/supplier strategies

Consolidate oroutsourcemerchandisingfunctions

Establishcross-companycollaboration as a keycompetency

Improve performanceand reliability of ITsystems/platforms(applications, equipment,networks, etc.)

Improve breadth,depth, quality andtimeliness of businessinformation

Improve access toand dis tribution ofbusiness information

Develop and utilizeunique IT resources(applications, networks, etc.)

Improveunderstanding ofcurrent customersatis faction

Improve visibility ofcustomerrelationships andinteractions across allchannels

Imp rove adherence tocontracts andagreements

Increase focus onhigher-value productsand services

Improve focus onhigher-valueadvertis ing channels/media


Increase use of lower-cost sales channels(telesales, outle ts, sel f-service, etc.)

Imp rove focus onhigher-valuecustomers/segments


Bypass currentchannels / Selldirectly to customers

Rationalize targetedmarkets and customersegments

Improve analyticalprocesses and tools


Outsource propertytax administrationactivities(compliance, assessment,negotia tions, etc .)

Improve businessperformance reportingprocesses

Improve alignment ofHR and technologystrategies withbusiness strategies

Improve manage-ment of regulatorycompliance

Develop and leveragepolitical relationshipsand alliances

Develop and cultivategood w ill

Improve anticipationand understanding ofcurrent and potentialregulations/legislation

Improve effectivenessof legislative/lobbyingefforts



Improve methods andtools for managingsales and marketingperformance

Acquire companiesaligned with productstrategies

Improve methods andtools for managinginnovationperformance

Increase focus ondivestiture andreinvestment


Align M&A strategieswith businessobjectives

Improve/standardizeM&A processes

Improveunderstanding ofinternal value andmarket value ofbusiness units

Increase considera-tion of M&A anddivestiture options


Improve salesperformancemanagementmethods and tools

Imp rove retentionperformancemanagementmethods and tools

Improve managerialmethods and tools

Improve methods andtools for managingdemand/supplyperformance

Improve methods andtools for managingpr icing performance


Imp rove salesperformancemanagementmethods and tools

Improve service andsupport performancemanagementmethods and tools

Improve ordermanagementmethods and tools

Improve procurementperformancemanagementmethods and tools

Improve real estateperformancemanagementmethods and tools

Improve HRperformancemanagementmethods and tools

Improve/consolidateIT performancemanagementmethods and tools(utilization, performance,capacity planning, etc.)

Improve productdevelopmentperformancemanagementmethods and tools

Improveunderstanding ofbusiness unitperformance andmarket values

Consolidate devicemanagementinformation and tools

Improve alignment ofcapital budgets andprogram plans withbusiness priorities

Improve alignment ofbusiness unitstrategies withenterprise strategies

Improve alignment offinancial strategieswith corporatestrategies

Strengthenenterprise-widefinancial reportingstandards

Increase focus onbusiness insight andforward-lookinginformation

Improve integration ofshort- and long-termbusiness planning

Improve leadershipand managementskills of executives

Increase emphasis oncontinuous, proactivemanagement ofinvestment portfolios

Improve vendormanagement skills ofstaff

Improve involvementof operational staff inproject delivery

Improveaccountability/authority of programand project resources

Improve effectivenessof program/projectgovernance models

Increase focus on keyperformance metrics

Increase focus onbusiness continuityplanning

Increase focus onproject quality andrisk management

Increase focus onrealization of targetedbusiness benefits

Improve identificationand management ofprogram/project r isks


Structure programs/projects to deliverbenefits progressively

Improve access toand distribution ofperformanceinformation

Improveunderstanding ofpartner strengths,weaknesses andinterests

Improve ability tostructure andimplement durable,mutually beneficialpartnerships

Improve agility andflexibility of partnerorganizations andnetworks

Develop and utilizeunique productionresources(methods, equipment,facilities, etc.)


Improve coordinationof payments acrossbusiness units

Improve assessmentand benchmarking ofA/P performance


Improve alignment ofA/P systems andprocesses with days-outstanding strategy


Improve managementof credit risk acrossbusiness units

Improve managementof credit/loan portfolio



Other Shared / Corporate Services(Real Estate, Procurement and Other)

Human Capital Strategy and Management(Recruitment, Development, Administration andPerformance Management)

IT Strategy and Management(Design, Development, Deployment, Operations andPerformance Management)

Business Strategy and Management(Business and Financial S trategy, Mergers and Acquisitions, TaxManagement , Risk Management, Compliance Management , ProgramManagement and Performance Management)

Customer Strategy, Relationships and Interactions(Marketing, Sales, Delivery/Provisioning, Billing and Service)

Product Strategy, Development and Production(Innovation and Design, Supply Chain Management, ProductionOperations and Logistics)


All Process Groupings(Action may apply to all processes)

Change What You Do- What you provide- Whom you target and serve- How you compete- Where you deploy resources- Which operations you outsource

Do What You Do Better- Strengthen governance approaches- Align resources with strategies- Improve business processes- Hone strategic capabilities- Manage tax impacts and opportunities- Improve control / reduce risk- Collaborate more effectively- Satisfy customers, employees and

other stakeholders

Note: Many actions could logically be associated withother or multiple process groupings. For example,many customer and product actions are likely to haveheavy IT and HR components.

Acquire New Customers Retain and Grow CurrentCustomers

Leverage Income-Generating Assets Strengthen Pricing


Efficiency

ImproveCorporate/Shared Services

Efficiency

ImproveDevelopment & Production

Efficiency

ImproveLogistics & Service

ProvisionEfficiency

ImprovePP&E

Efficiency

ImproveInventoryEfficiency

ImproveReceivables & Payables

Efficiency

ImproveManagement & Governance



Marketing &Sales

AccountManagement

Cross-Sell/Up-Sell Retention

Demand &Supply

ManagementPrice


CustomerService &Support

OrderFulfillment &

BillingIT, Telecom &

Networking Real Estate HumanResources

Procurement(Excluding Production

Materials &Merchandise)

BusinessManagement

FinancialManagement Materials Production MerchandisingLogistics &

DistributionProduct

DevelopmentReal Estate &Infrastructure

Equipment &Systems

FinishedGoods

Work inProcess &

Raw Materials


Receivable

Accounts,Notes &InterestPayable

BusinessPlanning

ProgramDelivery


OperationalExcellence

Partnership &Collaboration

RelationshipStrength

Agility &Flexibility

Product &Service


Cash/AssetManagement

StrategicAssets




Property, Plant &Equipment

(PP&E)Inventory Receivables

& Payables Company Strengths External Factors



Shareholder Value

Improve customerincentives foraccelerated/on-timepayment

Improve cross-selling/up-sellingskills of staff

Imp rove customerservice and retentionskills of staff


Imp rove managementof trade/indirect taxes(sales/use, VAT, GST, etc.)

Improve tax collectionand remittanceprocesses

Improve managementof international staffcosts(immigration, payrol l, staffsuppor t, international equity,etc.)

Utilize availablefederal, state andlocal employment/training incentives


Improve compliancemanagementprocesses

Improve tax manage-ment processes(direct and indirect taxmanagement)

Optim ize tax benefitsassociated with self-constructed assets(plant, facilities, internally-used software, etc.)

Improve managementof transfer pricing

Improve managementof trade and indirecttaxes (sa les/use , VAT,GST, etc.)


Improve incorporationof risk analysis inbusiness planning(internal and external risk)

Integrate tax oppor-tunities and issuesinto business planningprocesses

Improve identificationand mitigation ofoperational r isk(people, process, tech-nology, data, etc.)

Improve quality ofinformation providedto stakeholders(accuracy, timeliness,transparency &predictabi lity)

Develop and utilizeunique informationresources (customer,product, market, e tc.)

Improve managementof organizationalchange in support ofinitiatives

Improve operationalrisk managementprocesses

Improve considerationof tax implications inthe acquisition anddisposition of assets

Maximize tax benefitsassociated with majorbusiness decisions(M&A, consolidation, out-sourcing, site se lection, etc.)

Increase emphasis onpermanently loweringthe company'seffective tax rate

Improve accuracy andtimeliness of taxprovis ion and cashoutflow forecasts

Improve focus of taxfunction/departmenton proactive taxplanning


Optim ize accountingmethods and selec-tion of accountingperiods

Migrate income tolow-tax jurisdictions

Utilize internationalfinancing opportuni-ties to minimize after-tax borrowing costs

Optim ize expense vs.capitalization of costs(M&A costs, R&D costs,etc.)

Improve iden tificationand application ofR&D tax incentives

Improve ability toutilize offshore cash/assets and movebetween geographies





Build tax opportunitiesinto real estatetransactions(income deferral, locationcredits and incentives ,leasing terms, etc.)

Improve tax benefitsof compensation andbenefit programs(deferred and equity-basedcomp; reti rement andhealthcare benefits, e tc.)

Manage payroll taximpacts of businessinitiatives(M&A, consolidation,restructuring, re location etc.)

Optimize utilization ofavailable sales/usetax exemptions

Improve managementof indirect taxes(sales/use, VAT, customsduties, etc.)

Ensure adequatedocumentation ofsignificant taxpositions(earn ings & profits, transferpricing, tax opin ions, etc.)

Accelerate or deferincome/expenses

Clarify governanceroles and responsi-bilities (delegation ofauthority, segregation ofduties, etc.)


Align compensationand incentive systemswith strategies, valuesand ethics

Improve under-standing of regulatoryrequirements

Strengthen corporategovernance structures(composition, selection,roles, etc.)

Strengthen training/education of boardand audit committees

Strengthen andcommunicate mission,vision, values andethics

Improve focus oninternal controls andregulatory compliance


Increase emphasis onrisk identification andmanagement

Improve risk planning,mitigation and controlapproaches

Improve monitoringand management ofregulatory compliance

Improve company-wide monitoring andmanagement of risks

Improve identificationand assessment ofrisk (strategic, operational ,investment, financial, com-pliance, data/privacy, etc.)

Improve monitoringand management ofrisk and compliance(strategic, operational andfinancial risks; regulatoryand tax compliance)

D eloi tte Enterprise Value Map T M


Here are two simple ways to use it: Start at the top. Working your way down,

at each step ask yourself, How will weimprove this? This will help ensure that yourtactics support your objectives.


Improve breadth,depth, quality andtimeliness of manag-er ial information

Improve/implementinternal controlframeworks andpolicies

Strengthen andcommunicategovernance policiesand procedures


Improve communi-cation between theboard, management,shareholders and thepublic

Improve mechanismsfor collecting andimplementingemployee ideas

Build innovation andimprovement intorewards andincen tives

Improve mechanismsfor soliciting andaddressingstakeholder feedback

Develop/integrateglobal HR practices(in ternal/external, onshore/offshore, etc.)

Income Taxes

ImproveIncome Tax

Efficiency


Improve utilization oftelecom tax incentives(credi ts, exemptions, etc.)



Improve tracking andrecovery of indirecttaxes (sales/use, VAT,GST , etc.)

Ensure tax planningactivities and taxfilings comply withregulatory environ-ment

Increase account-ability of businessunit leaders for taximpact of decisions

Improve coordinationof operational, invest-ment, financial, M&A,and tax strategiesacross business units

Utilize tax-effectivecorporate structuresfor ownership/licens-ing of intangibleassets (patents, tradenames, IP, etc.)


Utilize tax opportuni-ties around risk man-agement activities(hedging transactions,commodities trading, etc.)

Defer and reducefederal, state andlocal quarterly esti-mated tax payments

Consider taxincentives in locationand selection offacilities

Increase focus onpost-merger synergyand cost reductionprograms

Improve breadth,depth, quality andtimeliness of businessplanning information



14

How well is the company performing compared to its peers?

Step 2 – Measure Performance

Shareholder Value

Revenue Growth Operating Margin(after taxes) Asset Efficiency Expectations

Volume Price Realization SG&A COGS Income Tax PP&E Inventory Receivables

&PayablesCompany Strengths

External Factors

Total Shareholder Return

Economic MarginA

C-C- C- D

C- B+ C- B+ C A

D



• How strong is current performance? • What trends are emerging?• What are the key areas for improvement?

15

Step 2 – Measure Performance (cont)

B = X-Year Financial Performance Relative to Peer Group (A = Leading, B = Above Average, C = Average, D = Below Avg.

= Improving / Deteriorating Lately

Relative Financial Performance (X-Year)

Strategic Priority

Key Business Issue























































































































































































































































































































































































































































































Acquire competitors






















































































































































































































other stakeholders





Efficiency


Efficiency


Efficiency


ProvisionEfficiency

ImprovePP&E

Efficiency



Efficiency




Marketing &Sales

AccountManagement


Demand &Supply

ManagementPrice



OrderFulfillment &





BusinessManagement


DistributionProduct


Equipment &Systems

FinishedGoods

Work inProcess &

Raw Materials


Receivable


BusinessPlanning

ProgramDelivery






Product &Service



StrategicAssets









Shareholder Value











































































Income Taxes

ImproveIncome Tax

Efficiency


















B C- CC

B D C C C- B

CMkt/BookTotal Shareholder

Return

16

What is the organization focused on?

Step 3 – Identify Projects



• Can you help them to do the right things?• Can you help them to do enough of the right things?• Can you help them to do the right things right?

Optimize depreciationmethods/lives forproperty, plant andequipment

Optimize valuationand costing methodsfor inventories(LIFO, FIFO, uniformcapitaliza tion , shr inkage,obso lescence, e tc.)

Ensure full uti lizationof tax carryforwards(credits, net operatinglosses , cap ital losses, etc.)


Improve salesforecasting andcampaign executionproces ses and tools

Improverelationship/acc ountdevelopmentproces ses

Improve skills ofsales staff

Provide staff withbetter customerinformation(demographics, inqu iryhistory, e tc.)

Improve staffincentives aroundsales efficiency

Improve processesfor generating,qualifying andassigning leads

Improvefield sales andtelesalesproces ses

Consolidate/realignsales territories

Improve terms withsales channels

Improve terms withservice prov iders(ne twork services, airlines,informat ion services, etc.)

Improve terms onleased sales assets(computers, vehicles, e tc. )





Pursue joint-venture,par tnership and OEMarrangem ents




Improve brandstrength and good wil l




Improve sales andmarketing skil ls ofstaff


Improve effectiv enessof marketing,advertising and salesprocesses

Tailor marketing andsales approaches tocustomer s egments

Tailor products andservices to newcustomer s egments

Evolve product andservice features,functional ity and value

Improve tota lcustomer experience(purchasing , fu lfillment ,usage, support , service ,etc.)




Proactively managetransition points(life events, ends o fcon tracts and leases, etc.)



Tailor cross-sell /up-sell offers to customerneeds

Implement pricing andaffin ity programsbased on v olume andbreadth


Improv e effectivenessof cross-sell/up-sellprocesses

Implement proactiveand reactiv e cros s-sell and up-sel lcampaigns

Improv e staffincentives for cross-selling/up-sel ling

Improv e identificationof cross-sell/up-sellopportunities


Increase focus onmost profitab leproducts and services


Improve retention andwin-back processes


Improveunderstanding ofchurn/defectiondr ivers

Improve identificationof churn/defec tioncandidates


Improvecompetitiv enes s ofproduct and serviceofferings

Shor ten time-to-market

Improv e brandawareness / E lev atebrand image

Increase emphasison supply chainmanagement(production, dist ribution andsa les p ipe lines)

Obtain exclusiveagreem ents withpartners(licenses, d istributorships,etc.)

Improv e features andfunctional ity ofproducts and serv ices

Improv e qual ity andreliabili ty of productsand services

Improv e product andservice l ifecyclemanagement

Improv ecommunication andcoordination w ithdistribution centers

Improv ecommunication andcoordination w ithsales channels


Rationaliz e and/orrefoc us c hannel/media usage

Rationaliz e and/orrefoc us product andservice portfolios

Rationaliz e targetedcustomer segments

Improve c ampaigndesign andmanagementprocesses and tools

Improve s kills ofmark eting staff

Improve s taffincentives aroundmark eting efficienc y

Provide staff wi thbetter market andcustomer information



Provide staff wi thbetter competitiveinformation

Improve tai loring ofmark eting andadvertisingapproaches tocustomer segments

Improve terms withadvertising c hannels

Improve terms withservice providers(researchers, informat ionserv ices, advertisingchannels, etc.)


Design products forease-of-use / se lf-service



Increase use of lower-cost service andinformation channels(con tact centers, automatedvo ice response, web, etc. )

Improve workforceplanning and dispatchprocesses and tools

Improve capacity/demand p lanningprocesses, s kills andtools


Improve skil ls ofservice staff



Improve terms withservice providers(ne twork servi ces,outsourced functions, e tc.)

Improve terms onleased service assets(computers, vehicles, e tc. )

Improve forecasting,planning andpr ioritization s kills andtools

Improve creditanalysisprocesses

Improve skills of ordermanagement andbi lling staff


Improve incentivesaround ordermanagementefficiency

Improve pick, packand ship proces ses


Improve invoicing/bi lling processes


Improve terms withservice providers(de livery servi ces,ou tsourced funct ions, e tc.)


Consolidate and/orre-architec t datastores

Increase util ization ofIT, te lecom andnetwork resources(servers, routers, networkcapacity, etc.)

Improve design,development andtesting proces ses








Improve terms withservice providers(cont ractors, networkservices, consu ltan ts, etc.)

Improve terms onpurchased and leasedassets (PCs, servers,network equipment, leasedlines, etc. )

Improve terms onpurc hased and leasedreal estate, furnitureand fixtures


Improve capacity/demand planningproc esses and tools


Improve operationalproc esses(administrat ion , security ,energy, HVA C andmaintenance)

Improve real estateselection, acquisitionand contractingproc esses

Improve real estateim provement anddeploymentproc esses

Improve terms withservice providers(security, energy, etc.)

Improve terms onim provements(HVAC, cab ling, etc .)

Improve terms wi ththird-party productand service providers(payroll, benefits, training,etc)

Reduce salary andbenefits c osts /Improve value ofemployee benefits



Improverecrui tment andorientation proces ses




Improve salary andbenefits administra-tion processes /Increase em ployeesel f-service

Improvepayro llprocesses


Rationalize/consol idate vendorportfolio


Improve collaborationwith v endors

Increase use of lower-cost channels(sel f-service , etc.)



Improve productprocurementprocesses(equ ipment, supplies, etc.)

Improve serviceprocurementprocesses(trav el, contract labor, etc.)

Improve contractingand negotiation skillsof procurement staff


Improve incentivesaround proc urementefficiency


Improve terms withservice providers(equ ipment ma intenance,de livery, warehousing , etc.)

Improve terms withservice providers(in fo rmati on services,consultants, e tc. )


Improve skills ofbus inessmanagement staff




Improve capita lbudgetingprocesses



Improve terms wi thfinancial servicesproviders



Improve incentiv esaround financialmanagementefficiency


Increase focus onmaterials-efficientproduc tionmechanisms




Focus effor ts onhigher-value vendorrelationships


Rationalize orderquanti ties and timing


Improve demandforecastingprocesses , skills andtools

Improve ordering andreceipt processes(raw materials, in te rmedia temateria ls, finishedcomponents , etc. )

Improve materialsefficiency ofproduc tion processes




Improve terms withservice providers(delivery, warehousi ng, etc.)





Improve terms withservic e providers(outsourced functions, etc.)



Improve demandforecastingprocesses, skil ls andtools

Improve capacityp lanning processes,skil ls and tools



Improve skil ls ofproduction staff






Rationalize/consolidate vendorpor tfolio

Improve focus onhigher-v alue vendorre lationships



Improvemerchandisingper formancemanagementmethods and tools

Improve demandforecas tingprocesses, ski lls andtools


Improvemerchandiseorder ing and receiptprocesses

Improve ski lls ofmerchandising staff

Provide staff withbetter in formation andtools



Improve terms withservice providers(delivery, warehousing, etc. )

Rationalize and/orrefocus productportfol io

Increase emphasis ondesigning andpackagingfor distribution





Improv e inventoryreceipt and storageprocesses

Improv e transpor t anddelivery processes/algorithms

Improv e sk ills ofinventory anddistribution staff


Improv e incentivesaround inventory/distribution efficiency

Improv e logisticsperformancemanagementmethods and tools

Improv e demandforecastingprocesses, skills andtools

Improv e terms wi thservice providers(t ransport, warehousing ,etc.)


Rationalize and/orrealign productdevelopm entefforts

Increase use of lower-cost productdevelopm entchannels

Improve productconception/ini tiationprocesses

Improve utilization ofproduct dev elopmentchannels

Improve skills ofproduct dev elopmentstaff


Improve incentivesaround productdevelopm entefficienc y

Improveprototyping, pilo tingand testing processes

Improvedesign anddevelopm entprocesses

Improve identificationand d iscontinuation ofunsuccessfu lefforts

Lic ense or acquireproducts andintellectual property

Develop businessmodels with low reales tate requirements

Reduc e number ofdata centers, branchoffices , dealerships,retai l outlets, e tc.



Improve termson proper ty andfacilities



Divest low-util izationreal estate

Rationalize and/orrefocus product andservice por tfolios





Increase emphasis ondes ign formanufacturabili ty andservice




Divest low-util izationinfrastructure

Increaseus e of flexib le andex pandableinfrastructure












Rationaliz e and/orrefocus productportfo lio

Shorten produc tioncycles

Rationaliz e rawmaterials

Inc rease use of just-in-time procurement




Coordinatemanagement ofcredi t/receivablesacross business units

Increase focus oncustomer segmentswi th low credit/loanneeds


Improve assessmentand benchmarking ofcredi t/receivablesper formance


Coordinatemanagement ofpayables acros sbusiness uni ts

Leverage credit ratingto lengthen paymentcycles and reduceinterest rates

Leverage breadth ofvendor relationshipsto lengthen paymentcycles

Improve managementof debt por tfolio

Improve identi ficationand prediction ofindustry and markettrends

Improve identi ficationof opportunities andthreats

Improve strategydevelopment capa-bilities at corporateand bus iness-unitlevels

Improve alignment ofbudgets and capitalprograms withstrategic pr iori ties


Improve identi fication,assessment andexecution ofM&A/divestitureopportunities


Improve structuringand launch ofcohesive programportfo lios

Improve coordinationand communic ationacross programs andprojects


Improve al ignm ent ofprojects with programand businessobjectives



Improve focus onmost impor tantmanagerialinformation


Improve abili tyto launchimprovement efforts



Al ign managementand staff incentiveswith companyperformance


Improve breadth,depth, quali ty andtimel iness of perform-ance information

Im prove effectivenessof organizationalstructures andgovernance models


Im proveprocess innovationskil ls of staff

Im prove depthand breadth of s tafftechnical skil ls


Improve abili ty tointegrate mergedand acquiredorganizations

Improve abili ty toidentify and assesspartneringopportuni ties

Improvemanagement ofpartner re lationships



Improve valuedelivered to par tners(vendors, channel partners,etc. )


Improve identificationof oppor tunities toincrease value tostakeholders

Improve understand-ing of stakeholderinterests (cus tomers,shareho lders, regula tors,employees, suppli ers,partners, alumni, etc. )

Improve conversion ofstrong relationshipsinto sources of com-peti tive advantage




Improve flexib ilityof businessproc esses

Improve versatil ity ofmanagers and staff

Improve flexib ilityand versatili ty of ITsystems andplatforms


Improveresponsiveness tocustomer requestsand inqui ries

Improve tracking ofcustomer interactions(purchases, supportrequests, etc. )

Improve identificationof valuable cus tomerre lationships

Refocus and/or refineretention priori ties andstrategies

Create barriers toswi tching


Implement affinityprograms

Increase emphasison di fferentiatedproducts and serv ices

Improv e demandforecasting

Improveunderstanding ofcustomer, productand channelprofi tabil ity


Differentiate servicetreatment ofcustom ers/segments


Improve financia lrisk managementprocesses

Increase use of lower-cost del ivery/installation channels(self-service , partners, etc. )

Increase use of lower-cost bil ling channels(au tomated, self-service,etc.)


Improve emphasis ondes ign for packing/shipping efficiency

Consolidate oroutsource orderfulfillment functions(pi ck, pack and ship,install, p rovision, e tc.)

Consolidate oroutsource bill ingoperations




Consolidate companyreal estate/faci lities



Consolidate oroutsourceim provement anddeployment







Standardize productcatalogs(equ ipment, office s upplies,promotiona l materials, etc.)



Improve al ignment oforganization struc-tures and governancemodels with businessstrategies

Consolidate and/oralign financia lplanning,management andrepor ting functions

Consolidate and/oralign financia laccounting andanalysis functions

Improve incentiv esaround procurementefficiency



Refine/a lignlogistic s anddistribution strategies

Increase focus onhigher-value productsand par tners



Consolidate oroutsource productdevelopm entfunctions

Increase emphasis onmodular , ex tensible,scalable designs



Inc rease emphasis ondesigning formanufacturingefficiency


Inc rease emphasis ondesigning formaterials efficiency




Increase emphasison continuous,proactive perform-ance m anagement


Establish a c ulturecentered onoperationalexcel lenc e

Increase focus onpartnership, mergerand acquisitionopportuni ties



Establishmanagement of keystakeholderrelationships asorganizational priority


Establish agil ity andflexibility as keycompetencies

Increase integration ofbusiness proces sesacross organizationalboundaries

Improvepartnership andcollaboration ski lls ofstaff

Improve utilization ofsales staff


Provide staff withbetter product, s erviceand competi tiveinformation

Implement integratedapplications acrossorganizationalboundaries

Consolidate IT,telecom and networkequipment andfacili ties





Im prove assessmentand benchmarking ofbusiness proces sper formanc e

Im prove sharing ofknowledge acrossorganizationalboundaries


Im prove businesscontinuity p lanningand disaster recoverycapabilities

Improve abili ty todevelop and spin-offnew businesses


Improv e focus onpr ice-insensitivecustomer s egments



Align advertising wi thpr icing strategies


Increase use ofdifferential pr icingmechanisms (based oncustomer value, risk, etc.)







Increase focus onR&D, productinnov ation, andproduct leadership


Improv e product/service R&Dand deploymentcapabilities

Adapt currentproducts and servicesfor new segments/channels

Improv e product- andservice-innovationski lls of staff

Increas e emphasis onservice prevention /Reduce need forservice

Increas e emphasis ondesigning for serviceefficiency and self-service

Route low-valuetransac tions to lower-cost sales channels


Increas e use ofcheaper servicechannels

Improve serviceper formancemanagementmethods and tools


Improve capacity/demand planningprocesses, ski lls andtools


Improve ski lls ofservice staff

Provide staff withbetter customerinformation(prof iles, transactionhisto ries , etc. )

Improve staffincentives aroundservice efficiency

Improve terms withservice providers(outsourced services,ne twork servi ces,info rmation services, etc. )







Improve focus onhigher-v alue customerre lationships


Align product andservice prices wi thvalue to customers





Improve effectivenessof organizationalstructures

Dynamical ly cancel orredirect ineffective/obsolete programsand projects


Improve as signmentof resources toprojects


Improve managem entof vendors/serviceproviders

Establish program /project delivery as akey competency

Improve alignment ofcustomer, product,advertising, sales,service, support, andfu lfillment strategies

Develop, spin-off andsell new businesses

Improve investmentreturns on cas h/treasury funds

License or sellintellectual capital toother enterprises

Improv e brandstrength and good will



Increas e emphasis ongenerating revenuefrom company assets

Increas e focus ondeveloping andprotecting in tellectualcapital

Increase focus oncredi tworthy custom ersegments


Improve andstandardize creditassess mentprocesses

Di fferentiate credittreatment ofcustomers/segments

Improv eunderstanding ofcustomer needs


Improve product andservice wi thdrawaland retirementprocesses

Acquire competitors


Increase use ofdistance/on- linelearning


Improv e cros s-selland up-sellapproaches/models

Apply brand to newand unbrandedproducts



Develop strongcustomerrelationships andcommuni ties

Develop and utilizeunique physic alresources(facilities, land, etc.)

Develop and utilizeunique humanresources(thought leaders, managers,subj ect matter experts, etc. )

Develop and leverageintellectual capita l(copyrights, patents,trademarks, e tc.)







Improve developmentand analysis ofbusiness c ases

Im prove security ofapplications, systemsand data


Im prove recruitingeffectiveness



Rationalize and/orrefocus product andservice portfol ios


Im prove physicalsecuri ty of people

Improvecommunication andknowledge transferac ross organizationalboundaries





Improve valuedelivered to otherstakeholders(pub lic, a lumni, analysts,etc. )

Shor ten order-to-del ivery cycle time /Improve product andservice availability


Improv e platform andpor tfol io strategies forproducts and services

Increase emphasis ontime- to-market andtime- to-production-volume

Increase number andquali ty of product andservice launches


Improv e collaborationwith design,development andproduction partners

Improv e reuse ofproduct and servic ecomponents

Improv e managementof product lifecycles(launch th rough retirement)

Increase emphasis onaccount/re lationshipdev elopment


Improv e incentives forproduct developmentand innovation

Improve incentives foraccount/re lationshipdev elopment


Shor ten order-to-delivery cycle tim e /Improv e product andservice availability

Improv e totalcustomer experience(purchasing , fulfillment,usage, support, service ,etc.)




Improv e use ofsupply- and capacity-dr iven promotions




Improve collaborationwi th partners andcustomers

Increase use ofvendor-managed/vendor-warehous edinventory





Reduce procurementcyc le times


Improv e design/structure ofdistribution networks


Improv e retrievalprocesses


Refine and/or alignmerchandisingstrategies(cen tral vs. loca lmerchandising , etc.)




Increas e use ofvendor-managed/vendor-warehousedinventory






Rationaliz e productionquantities and timing

Inc rease emphasis onuse of commoncomponents

Inc rease utilizationof standardizedcomponents


Inc rease use ofvendor-managed/vendor-warehousedinventory


Proactiv ely managetransi tion points(life events, ends ofcont racts and leases, etc.)










Improve focus ofcompany resourceson high-priorityinitia tives





Sell or lease excesscapacity to otherenterprises(product ion capacity, servic ecapacity, etc.)

Coordinate pr icing ofcomplementaryproducts and serv ices(razors v. blades / product v.shipping charges, etc.)




Improve audi t andcompliancemanagementprocesses


Improve breadth,depth and quality offinancial information(ass et, budget, price/cost,treasury , debtor/cred itor,performance, tax, risk , etc.)

Improve budgetingand forecastingcapabili ties

Improve financia lrepor ting efficiency

Improve assetmanagementprocesses(fixed and variable asse ts)

Improve integration ofIT s ystems acrosspartner networks

Increase emphasis onoperational in tegrationwith partners

Remove barr iers toswitching

Improve contractmanagem entprocesses(negotiation, execution andcompliance)

Refine vendor/suppl ier strategies



Im prove performanceand reliability of ITsystems/platforms(app licat ions, equipment,ne tworks, etc.)

Im prove breadth,depth, quality andtimeliness of businessinformation

Im prove access toand distribution ofbusiness information

Develop and utilizeunique IT resources(applications, ne tworks, etc.)

Improveunderstanding ofcurrent customersatisfaction

Improv e visibi lity ofcustomerrelationships andinteractions across a llchannels

Improve adherence tocontracts andagreements

Inc rease focus onhigher-value productsand services

Improve focus onhigher-valueadvertising c hannels/media


Increase use of lower-cost sales channels(telesales, out le ts, self-service , etc. )

Improve focus onhigher-valuecustomers/segments





Improve c hannelmanagementprocesses and tools

Outsource propertytax administrationac tivi ties(compliance, assessment,negotiations, e tc .)

Improve businessper formance reportingprocesses

Improve alignment ofHR and technologystrategies withbusiness s trategies

Im prove manage-ment of regulatorycompl iance

Develop and leveragepoli tical relationshipsand alliances

Develop and cultivategood will



Acquire com panies intargeted geographies

Acquire com panieswith relationships intargeted customersegments



Improv e methods andtools for managinginnov ationper formance

Increas e focus ondivestiture andreinvestment


Align M&A strategieswi th businessobjectives


Improveunderstanding ofinternal value andmarket v alue ofbusiness units

Increase considera-tion of M &A anddives titure options


Improv e salesperformancemanagementmethods and tools

Improve retentionperformancemanagementmethods and tools


Improv e methods andtools for managingdemand/supplyperformance




Improve service andsupport performancemanagem entmethods and tools


Improve procurementperformancemanagem entmethods and tools



Improve/consolidateIT performanc emanagementmethods and tools(u tilization, performance,capacity plann ing, e tc.)

Improve productdevelopm entper formancemanagementmethods and tools



Improve al ignment ofcapital budgets andprogram plans withbus iness priori ties

Improve al ignment ofbus iness uni tstrategies wi thenterprise strategies




Improve integration ofshort- and long-termbusiness p lanning


Increase emphasis oncontinuous, proactivemanagement ofinvestment portfo lios




Improve effectivenessof program/pro jectgovernance models




Increase focus onrealization of targetedbusines s benefits

Improve identificationand management ofprogram/project r is ks


Structure program s/projects to deliverbenefits progressively



Improve abili ty tostructure andimplem ent durable,mutually beneficialpartnerships


Develop and utilizeunique productionresources(methods, equipment,facilit ies, etc.)

Rational ize/consolidate v endorportfol io

Improve coordinationof payments acrossbusiness uni ts

Improve assess mentand benchmarking ofA/P performance




Improve managementof credit risk acrossbus iness uni ts




Other Shared / Corporate Services(Real Es tate, Procurement and Other)

Human Capital Strategy and Management(Recrui tment, Dev elopment, Administration andPerformance Management)


Business Strategy and Management(Business and Financial Strategy, Mergers and Acquisitions,TaxManagement, Risk Management, Compliance Management, ProgramManagement and Performance Management)

Customer Strategy, Relationships and Interactions(Marketing, Sales , Delivery/Provisioning, Bil ling and Service)






other stakeholders





Efficiency


Efficiency


Efficiency


ProvisionEfficiency

ImprovePP&E

Efficiency



Efficiency




Marketing &Sales

AccountManagement


Demand &Supply

ManagementPrice



OrderFulfillment &





BusinessManagement


DistributionProduct


Equipment &Systems

FinishedGoods

Work inProcess &

Raw Materials


Receivable


BusinessPlanning

ProgramDelivery






Product &Service



StrategicAssets









Shareholder Value

Improve customerinc entives foraccelerated/on-timepay ment

Improve cross-sel ling/up-sellingskills of staff

Improve customerservice and retentionskills of s taff


Improve managementof trade/indirect taxes(sales/use, VAT, GST, etc.)


Improve managementof international staffcosts(immigra tion , payroll, staf fsupport, international equity,etc.)





Optimize tax benefitsassociated with self-constructed assets(plant, facilities, in ternally-used software, etc.)



Improve managementof transfer pr icing

Improve incorporationof risk analysis inbusiness p lanning(in te rnal and external risk )

In tegrate tax oppor-tunities and issuesinto business planningprocesses

Im prove identi ficationand mi tigation ofoperational r isk(people, p rocess, tech-no logy, data, etc.)

Improve quality ofinformation providedto stakeholders(accuracy, timeliness,t ransparency &pred ictabilit y)

Develop and utilizeunique in formationresources (cus tomer,product, market , e tc.)

Improve managem entof organizationalchange in support ofinitiatives



Maximize tax benefitsassociated with majorbusiness decisions(M&A, consolidati on , out-sourcing , site se lection, etc.)


Improve acc uracy andtimel ines s of taxprovision and cashoutflow forecasts


Integrate tax oppor-tunities and issuesinto business p lanningprocesses

Optimize accountingmethods and selec-tion of accountingperiods


Uti lize internationalfinancing opportuni-ties to minimiz e after-tax borrowing costs

Optimize expense vs.capitaliz ation of costs(M&A costs, R&D costs,etc.)

Improve identificationand application ofR&D tax incentives


Improve abil ity toutilize offshore cash/assets and movebetween geographies


Improve abil ity toutilize offshore cash/assets and movebetween geographies


Build tax opportunitiesinto real estatetransactions(income deferral, locat ioncredits and incentives,leasing te rms, etc.)

Improve tax benefi tsof compensation andbenefit programs(deferred and equ ity-basedcomp; re tirement andhealthcare benefits, etc.)

Manage payroll taximpacts of businessinitiatives(M& A, conso lida tion,restructu ring , relocation etc.)

Optimize utilization ofav ailable sales/usetax exemptions

Improve managementof indirect taxes(sal es/use , VAT, customsduti es, e tc.)

Ensure adequatedocumentation ofsignificant taxpositions(earni ngs & pro fits, t ransferpricing , tax opinions, etc.)


Clarify governanceroles and responsi-bilities (delegation o fau thority, segregation o fdu ties, etc.)


Al ign c ompensationand incentive systemswith strategies, valuesand eth ics


Strengthen corporategovernance structures(composition, select ion,rol es, e tc.)


Strengthen andcommunicate mission,vision, v alues andethics


Build v alues andethics in to corporateculture

Increase emphasis onrisk identi fication andmanagement


Improve moni toringand managem ent ofregulatory compliance

Improve company-wide monitoring andmanagement of r isks

Improve identificationand as sessment ofrisk (strategic, operational,investment, financia l, com-pliance , data/p rivac y, etc.)

Improve moni toringand management ofrisk and compliance(strategic, operationa l andfinancial risks; regulatoryand tax compliance)

Deloitte Enterprise Value MapT M





Improve breadth,depth, quali ty andtimel iness of manag-er ial information



Al ign internal audi tpractices withbusiness and riskobjectives


Im prove mechanismsfor collecting andimplementingemployee ideas

Bui ld innovation andimprovement intorewards andincentives


Develop/integrateglobal HR practices(internal/external, onshore/offshore, etc.)

Income Taxes

ImproveIncome Tax

Efficiency


Improve utilization oftelecom tax incentives(credits, exemptions, etc.)


Improv e profitabili ty ofR&D efforts throughutilization of tax andeconomic develop-ment incentives

Improve tracking andrecovery of indi recttaxes (sales/use, V AT,GST, etc.)

Ensure tax planningactivities and taxfilings comply wi thregulatory environ-ment

Increase account-abili ty of businessunit leaders for taximpact of decisions


Uti lize tax-effectiv ecorporate struc turesfor ownership/licens-ing of intangibleassets (patents, tradenames, IP, etc.)

Improve benchmark-ing of g lobal effectivetax rate againstindustry peer group

Uti lize tax opportuni -ties around risk man-agement activities(hedging t ransactions,commodities trading, e tc.)





Utilize tax-effectivecorporate structuresfor ow nership/licens-ing of intangibleassets (patents, t radenames, IP, etc.)


B C- CC

B D C C C- B


Return

17

Identify Projects (cont)

= Program/project A= Program/project B= Program/project C= Program/project D

Program or Project

B = X-Year Financial Performance Relative to Peer Group (A = Leading, B = Above Average, C = Average, D = Below Avg.

= Improving / Deteriorating Lately

Relative Financial Performance (X-Year)

Strategic Priority

Key Business Issue























































































































































































































































































































































































































































































Acquire competitors






















































































































































































































other stakeholders





Efficiency


Efficiency


Efficiency


ProvisionEfficiency

ImprovePP&E

Efficiency



Efficiency




Marketing &Sales

AccountManagement


Demand &Supply

ManagementPrice



OrderFulfillment &





BusinessManagement


DistributionProduct


Equipment &Systems

FinishedGoods

Work inProcess &

Raw Materials


Receivable


BusinessPlanning

ProgramDelivery






Product &Service



StrategicAssets









Shareholder Value











































































Income Taxes

ImproveIncome Tax

Efficiency


















B C- CC

B D C C C- B


Return

18

Who should you talk to about it?

Why do they care?How will you deliver and initiate the dialogue?

How does your offer align with client’s key needs?Where does he start?How does your offer fit in the client’s enterprise?

What’s the management challenge?

Why is it important?

How Do YouApproach It?

What’s Yourinsight?

What’s theHypothesis?


hypotheses ValidateIdentify Projects

Step 4 – Develop Hypotheses• Identify key issues and "pain" points• Develop hypotheses on where you can add most value

Stakeholders

http://www.incredimail.com/download.asp?itemId=2108

19

Step 5 - Stakeholders: Identify who you know –Political Balance Sheet

Name/ Title Pain Nature of

Relationship Power Preference Part Deloitte Owner

Chan, CEO x Business +5 +5 Advocate Decision maker

J. Chopra

Viroli, Finance

Business +2 -4 Challenging Gatekeeper A. Lim

Matsubara, IT

x Business -5 -5 Opposing Evaluator C. Wright

Ramirez, Marketing

x Business -1 +5 Advocate Influencer J. Levis

Black, Company Secretary

x Business +4 +4 Inclusive Potential Influencer

C. Wright

Anil, Operations

Business +4 +4 Inclusive Non-participant

L. Scott

Rivera, Controller

x Personal +5 -4 Challenging Decision maker

C. Gilchrist

Thompson, Sales

x Business +4 -2 Skeptical Decision maker

R. Lee



©Copyright 2004 by the Complex Sale. Inc. All rights reserved.

21

3- The Value Initiative Tool Suite

Enterprise Value Map

A practical tool that links potential improvement initiatives and shareholder value. It is important because:

– It depicts your value orientation – that we understand the intended business impact of your efforts.

– It generates terrific conversations and is popular with clients. – It helps clients (and your teams) focus on the right things.

ValueLink An electronic rendition of the Enterprise Value Map™ that relates Improvement Actions to IndustryPrint™ business processes and illustrates the breadth and depth of the resources Our Company has to identify, evaluate, and deliver value-creating initiatives.

MapIt! Functionality within Portfolio Landscape that has been created as a standalone tool. It creates a project Portfolio Alignment Map using the Enterprise Value Map as an underlying framework.

PriorIt! Functionality within Portfolio Landscape that has been created as a standalone tool in Microsoft Excel. It provides a strategic value and risk-complexity matrix assessment to evaluate projects and help clients prioritize their portfolio.

Portfolio Landscape

A customizable tool that addresses current and future needs in initiative and project portfolio management. The tool allows teams to conduct a full portfolio analysis and the ongoing management process.

http://www.incredimail.com/download.asp?itemId=30

22

ValueLink quickly identifies Our Company’s Service Offerings that address client business issues on the Enterprise Value Map

ValueLink often provides hotlinks to various items in

your knowledge management repositories.

Our Company’s business solutions linked to various

aspects of the Enterprise Value Map are shown as buttons on this left hand panel

What is it?:• An electronic version of the map that allows

users to click through and browse to associated your company content and intellectual property through the lens of the Enterprise Value Map framework and drivers.

23

MapIt! helps determine the alignment of a project portfolio across value drivers and maps the portfolio against key business objectivesWhat is it?• Part of the Project Portfolio Management tool suite, MapIt! is an access database tool that provides quick and

easy access to the development of a Project Portfolio Alignment Map. • Users can:

- Input benefit and cost information and allocate it to the Enterprise Value Map Framework- Customize analysis further using Industry / Service line specific Value Maps as the underlying framework

24

PriorIT! helps to prioritize projects on the basis of the risk and value trade-offs within the portfolioWhat is it?• As part of the Project Portfolio Management

tool suite, PriorIT! is an excel-based tool that helps teams to develop a project prioritization model based on risk and value criteria

• The tool was extracted from Portfolio Landscape to be used as a “quick hit”, bringing a quick view of the projects value and risk

25

Portfolio Landscape Tool• Most robust tool

encompassing the full set of optimization and prioritization analyses

• Used in engagement setting only as it requires access to detailed project information such as business case data, strategic data, project management data and alignment data, etc.

The Project Portfolio Management tool suite assists in optimizing and managing project and program portfolios

MapIt! Tool• Extracts the functionality from Landscape that allocates project benefits

and costs across the Enterprise Value Map into a standalone tool in order to provide a quick hit analysis.

• Uses high level cost and benefit data

PriorIT! Tool• Extracts the

functionality from Landscape that creates a risk vs value prioritization model into a standalone tool in order to provide a quick hit analysis

• Uses high level project cost data

Set upPortfolio

DevelopPrioritization

Model CollectCollectProjectProjectCollect

ProjectInformation

Analyze Analyze PortfolioPortfolio

AnalyzePortfolio

PrioritizePrioritizePrioritizeProject &Programs

Communicate& Report

Deploy &ExecutePortfolio

MonitorPrograms& Projects

MonitorChanges

Completed per initiative sponso rs

Tea m Est ablishe d/ Well Underwa y

Target Id en tified

$x$x

$x

$x

$x

$x

Revise d Original

Target IdentifiedTeam Estab lis hed / We ll Underwa yCom pleted per Initiativ e Sponsors

Translates to a $x MM annual run rate

Benefit Tracking Report

Time

EB

ITD

A Im

pact

($M

)

FY03 Opportunity

FY05 Target - ΔEP=$200M ΔEBITDA=$330M

Portfolio LandscapeDesign Portfolio Portfolio

ManagementPortfolio Monitoring &

Project Execution

Risk/Value Matrix : All Proje cts

A1

A2

A3 A4

A5

A6

A7

A8

A9

A10

A11A12

A13

I1

I2

I3

I4 I5

I6

I7

I8

O1

O2O3

O4

O5

O6 O7

O8

O9

T1

T2T3

T4T5

T6

T7

0

1

2

3

4

5

6

0123456

Risk

Valu

e

Innovat ion Maintenance Produc tivity Gro wth

Project Portfolio Management Tool Suite At A Glance

Risk/Value Matrix : All Projects

A1

A2

A3 A4

A5

A6

A7

A8

A9

A10

A11A12

A13

I1

I2

I3

I4I5

I6

I7

I8

O1

O2O3

O4

O5

O6 O7

O8

O9

T1

T2T3

T4T5

T6

T7

0

1

2

3

4

5

6

0123456

RiskVa

lue

Innovation Maintenance Productivity Growth

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Wrap-up1. What is The Value Initiative?2. The Value Initiative Components3. The Value Initiative Tool Suite4. Q&A

The Value Initiative

Documents

Transcript of The Value Initiative