WHY THE CLASSICAL PERFORMANCE IMPROVEMENT APPROACH is NOT SUFFICIENT ANYMORE

  • The sustainability of CLASSICAL PERFORMANCE IMPROVEMENT PROGRAMS IS DECREASING due to the constantly and fast changing external factors.
  • INNOVATION CYCLES have become SHORTER AND SHORTER. There is no time to rest anymore.
  • NEW COMPETITORS WITH DISRUPTIVE BUSINESS MODELS break into established domains.
  • Therefore the NECESSITY AND THE SPEED TO ADAPT AND INNOVATE THE BUSINESS MODEL (and its scalability) has tremendously increased if one wants to keep (or gain) a leading position.

A NEW APPROACH is required to MASTER THESE CHALLENGES…!

A NEW APPROACH is required to MASTER THESE CHALLENGES…!

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1.0 De-risking, reduction of leverage and multiple arbitrage

(Focus on cost reduction as measures from 1.0 were not sufficient)

2.0 Operational Transformation I

(The repetitive model for consolidation, build and cost reduction)

2.5 Operational Transformation II

(The ‘Operating Partner Model’ and increasing growth focus)

3.0 Operational Transformation III

How?

2011 +

Operating Partner

Knowledge Network

CEO

Chairman

Serial CEO

Serial Chairman

Serial CEO

Serial Chairman

Operating Partner

Business Model Expert

Serial CEO

Serial Chairman

Knowledge Network

CEO

...

Best Practice from 1.0 – 4.0 +

Multiple arbitrage, e.g. through dedication to core business

Reduction of leverage through a collection of financial measures

Increasing focus on cost measures, w/c and core competencies

Best Practice from 1.0 +

Repetitive, zero-based approach reoperational improvement

Best Practice from 1.0 – 2.0 +

Operating Partner expert support
(+ related knowledge network)

Best Practice from 1.0 – 3.0 +

Disruptive Business Modelling

Open Innovation

Who?

Increasing pressure to generate returns

1990's

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The evolution of value creation…
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Maturity of Value Creation Model

Effort to create value

BUSINESS PERFORMANCE
EXCELLENCE

BUSINESS MODEL
INNOVATION

VALUE CREATION THROUGH
PERFORMANCE EXCELLENCE ALONG
“INNOVATE – PERFORM – GROW” IN A NETWORKED, LEAN & AGILE OPERATING MODEL

VALUE CREATION THROUGH
BUSINESS MODEL TRANSFORMATION
BASED ON OUR UNIQUE
OPEN INNOVATION APPROACH

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BUSINESS
MODEL
INNOVATION

BUSINESS
PERFORMANCE
EXCELLENCE

THE TRUE ARTISTRY...

COMBINE BUSINESS MODEL INNOVATION WITH BUSINESS PERFORMANCE EXCELLENCE IN A HOLISTIC APPROACH

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SHARED SERVICE 2.0

SALES & SERVICE
EFFECTIVE-NESS

WORKING
CAPITAL
MANAGE-MENT

LEAN
PRODUCTION/ ADMIN

PORTFOLIO
CONSOLI-DATION

SOURCING
EXCELLENCE

SUPPLY
CHAIN
EXCELLENCE

GLOBAL FOOTPRINT
REDESIGN

PRICING

POST
MERGER
INTEGRATION

PERFOR-MANCE MEASURE-MENT AND REWARD

BUSINESS PROCESS OPTIMIZATION (BPM)

IT
STRATEGY
& ORGANI-ZATION

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DESIGNING
SPECIFIC
NEW DIGITAL BUSINESS MODEL

IDENTIFYING TRENDS AND DRIVERS / DEVELOP TREND RADAR

DISCLOSE
(FUTURE) UNMET NEEDS

TECHNOLOGY
AND PRODUCT ROADMAP ANALYSIS

GENERATING
NEW VALUE PROPOSITION (PRODUCT & SERVICES)

DIGITAL READINESS CHECK

CORE COMPE-TENCE ANALYSIS

DEFINING OPTIONS TO DIFFEREN-TIATE & FUTURE CORE POSITIONING

DEVELOP “GUIDING
4.0 BLUEPRINT”

DEVELOP
INITIAL
BUSINESS CASE

UNDER-STANDING THE CURRENT BUSINESS LOGIC

CREATE TRANSFOR-MATION ROADMAP EVALUATE REQUIRE-MENTS

IMPLEMEN-TATION / PROTOTYPING

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DUE DILLIGENCE

PERFOR-MANCE EXCELLENCE PROGRAM

TRANSFER TO INDUSTRIA-LIZATION

SALES & OPERATIONS PLANNING (S&OP)

OPERATIONAL RESTRUC-TURING PROGRAM

SUPPLY RISK MANAGEMENT

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VALUE CHAIN REDESIGN

CROSS-INDUSTRY IDEATION (EXPERTS/ LEAD USER)

CO-INNOVATOR-SHIP

SMART FACTORY

DIGITAL TRANSFOR-MATION

SCM 4.0

BUSINESS PERFORMANCE
EXCELLENCE

BUSINESS MODELL
INNOVATION

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VALUE
CREATION
PROGRAM

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Identify ‘state-of-the-art’ improvement levers and initiatives

9

Diagnostic of current performance and organization

5

6

7

8

Apply an investor’s view on the business to focus on right priorities

Incentive Structure/Target Agreements

Assess readiness of the organization for delivery

Develop business model blueprint

Integrate in business planning process

Define workstreams and execute

PMO/Transformation Office

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1

1

Identifying trends & drivers, disclose future (unmet) needs

2

3

3

4

Business Model Check / Digital Readiness Check

4

2

Core competence analysis / Review of existing value creation initiatives

Defining options to differentiate & future core positioning

Test, challenge and synchronize identified performance
excellence measures with innovative business model

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BUSINESS PERFORMANCE
EXCELLENCE

BUSINESS MODELL
INNOVATION

BUSINESS PERFORMANCE
EXCELLENCE

BUSINESS MODEL
INNOVATION

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SWISS IPG PARTNERS GROUP, founded and headquartered in Switzerland, is an international thought factory and top management consultancy driven by senior partners with long-term experience in BUSINESS TRANSFORMATION.

IPG stands for value creation through BUSINESS MODEL INNOVATION combined with PERFORMANCE EXCELLENCE along all three axes "INNOVATE – PERFORM – GROW".

We merge state-of-the-art performance improvement measures with business model innovation in a holistic approach to take value creation to the next level.



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CONTACT INFO

SWISS IPG PARTNERS GROUP AG

Hotelstreet 1, P.O. Box 311
CH-8058 Zurich Airport, Switzerland
www.SWISS-IPG.com
office@SWISS-IPG.com

Zurich

 

CUSTOMERS AND REFERENCES

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