【正文】 e/HR)Mainframemidrange puting(Manufacturing/Supply)Client/serverputing(Service)Inter/workputing(Consumer)Ubiquitousputing(Home)IT is now at the heart of the CEO’s agenda? Year 2023 wakeup call? Large scale puting is now mission critical? Pervasive IT now gnawing at the heart of the executive agenda41997A gap existed in Business/IT alignment before Y2K? Business/IT alignment the CIO’s highest priority? Business and IT didn’t often connect? Business frustration with IT Requirements/DeliveryBusiness NeedsIT Valueadded5? IT focus finances deflected to pliance? ‘Makedoandmend’ delivers zero business value ? Increasing gap between IT and business alignment1997Y2KRequirements/Delivery2023Y2K has made the gap widerBusiness NeedsIT Valueadded6? IT focus finances deflected to pliance? Makedoandmend delivers zero business value ? Increasing gap between IT and business alignment? How to ensure that IT is delivering business valueThe challenge looking forward1997Requirements/Delivery2023Business NeedsIT Valueadded2023Convergence?orBusiness as usual?7Implications for South African BreweriesListed on LSE XXXXXXXXX is on a journey from national brewer to major global player ...…the challenge is in defining the routeTop 5 Brewery1993Dreher1994China1996Ursus1999Pilsner Urquell1999Listed LSEIntegrated Global Beverage Business8? Globalisation ? Growth through Acquisition? Customer Trends? EBusiness? Competitive environmentPLUS ? Technology developmentleading to …? Longterm Shareholder ValueGlobalisationEBusinessGrowthTechnology DevelopmentBuyers SuppliersCompetitorsSubstitutesNewEntrantsYouThere are 7 key areas where IT can address the “value gap” in XXXXXXXXXShareholder Value9Efficiency? Speed of delivery to global customers (35%)Competition? Response to petitors global initiatives (34%)Customers? Meeting demands of foreign customers (46%)? Supporting current customer’s international operations (34%)Labour Markets? Access to skilled labour (22%)? Access to lower cost labour (8%)Regulations? Avoiding domestic regulations (17%)Drivers of GlobalisationOf the many reasons for globalisation: customers, petitors efficiency are likely to be highest on XXXXXXXXX’s agenda10The positive impact of globalization on stock price: Food Manufacturers1001502002501991 1992 1993 1994 1995 1996 1997Stock Price IndexIndices of the 8 most global and 8 least global: Food Manufactures industryLeast GlobalMost global FT/SP World In some industries, there are markets for both more global and least global, but more global players still perform bestSource: Mason, P and Moore, K. The impact of globalization on pany performance: an analysis of the AutoComponents, Chemicals, Pharmaceuticals Food Industries. Templeton/Citibank study,.Global panies are more successful11Globalisation involves plex and sometimes seemingly contradictory challenges :VisibilityCompeting with other global panies...Trying to maintain global control...MindsetInstilling a global anization culture ...Promoting technical skills required for globalization...CapabilityTrying to be globally efficientCentralizing certain value chain activities...Standardisation of product/service... Utilising personnel on a worldwide basis ...Leveraging opportunities in new markets... Developing people to consider global issues......while maintaining a partnership to share certain resources ...while containing new costs/risks...while allowing for the subsidiary contribution...while ensuring that the local relationships are not ignored...while being aware of national cultures...while ensuring that soft cultural sensitivity skills are developed...while being locally responsive...while decentralizing others ...while reflecting unique sociocultural issues...while considering the limitations of national regulationsChallenges of Globalisation12Globalisation : IT implicationsMultilocal GlobalInformationApplicationsInfrastructureOrganisationGovernance? Locally held, inpatible? Diverse range of transaction processing systems? Managed at a country level? All roles exist in all business units? Local autonomy funded by Business Unit profitability? Consistent data standards at appropriate levels? Some knowledgesharing, centres of excellence, business templates? Some regional/ global systems enabling regional/ global processes? Standards based infrastructure designed globally, implemented supported locally? Some global/ regional teams, more virtual teams, knowledgesharing works? Some global/ regional funding/ decisionmaking depending on where benefits realised13Growth through AcquisitionTime TheAcceleratedTransitionprolongedValue Creation in the transition periodCompletionShareholder value gap}Four key factors contribute to postacquisition success...… of which the most important is speedMerger SuccessPrioritisation76% cited clarity of purposeSpeed76% cited speed of implementing integration plansCulture59% cited good cultural fitCooperation47% cited a highdegree of partnercooperation14Mergers Acquisitions IT in the Integration ProcessPreAcquisition PostAcquisitionTransitionStrategy Planning Gaining ControlCreating SynergyMinimising the dip? Understand rationale? Integration approach planning? Comparison to XXXXXXXXX architectures and identify key integration challenges? Prepare “Day 1” systems? Install “Day 1” systemseg.? ? phones/directories? f