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SEIC2 566 1992 • • — SYSTEMS INTEGRATION OPPORTUNfTIES IN RE-ENGINEERING EUROPE, 1992 INPUT Abstract Historically, information systems have been developed by the internal specialist departments of organisations, which have concentrated on the automation of existing business procedures. However, this approach has led to widespread dissatisfaction and information systems that made a negligible contribution to the competitiveness of the parent organisation. In the present climate, senior executives seek a real contribution to the enterprise from their investment in information systems (IS). This can only be achieved if a more proactive approach is taken to IS strategy. Accordingly, a number of vendors are complementing their systems integration capability with management consultancy skills. These skills enable the vendor to assist their clients in tasks such as competitive benchmarking and business process redesign prior to any systems devel- opment activity. This report analyses the emerging need for business process re-engineering and its impact on the European systems integra- tion market. SEIC2 e1993by INPUT. ReproductionProhibited. Digitized by the Internet Archive 2015 in https://archive.org/details/systemsintegrati2566unse 1111 SYSTEMS INTEGRATION OPPORTUNITIES IN RE-ENGINEERING—EUROPE, 1992 INPUT Table of Contents Introduction 1-1 A. Purpose 1-1 B. Scope of Methodology 1-1 C. Report Structure 1-4 D. Related Reports 1-4 Executive Overview II- — A. Business Process Re-engineering The Means to Deliver II- Competitive Advantage B. Re-engineering the Delivery of Information Systems II-3 — C. Strategic Consultancy Skills The Critical Success Factor II-5 — D. Technology An Enabler or a Driving Force? II-7 — A E. Business Process Re-Engineering Critical Skill in Targeting the Top 1000 Organisations II-8 Case Studies ni-1 — A. Major Utility Adapting to Privatisation III-l B. Restoring Profitability in a Manufacturing Company III-4 C. Cost Reduction in the Manufacturing Sector III-6 IV Vendor Approaches to Business Process Re-engineering IV- — & A. Coopers Lybrand Anticipating Growth in Business IV- Re-engineering 1. Targeting Times 500 IV-1 BPR 2. Offering Breakpoint IV-3 3. Retaining their Independence IV-4 — B KPMG Norton Nolan Formed Strategic Business IV-5 Management Unit to Address Business Process Re-engineering — C. Andersen Consulting Combining Processes, People and IV-7 Technology SEIC2 © 1993by INPUT. Reproduction Prohibited. 1 SYSTEMS INTEGRATION OPPORTUNITIES IN RE-ENGINEERING—EUROPE, 1992 INPUT Table of Contents (Continued) D. EDS Aims to Close the ‘Impact Gap’ IV-12 1. Increased Emphasis on Front-End Activities IV-13 2. Offering Co-Investment with Clients IV-16 3. Adopting Transnational Positioning IV-17 — E. Gemini Consulting Seamless Delivery of Business IV-18 Transformation 1. The Vision of Business Transformation IV-18 2. Formation as a Separate Entity IV-20 3. Developing—Close Relationships With Cap Gemini Sogeti IV-20 4 Cap Gemini Targeting Transnational Projects IV-21 . — F. Digital Developing Business Process Re-engineering IV-23 Approach to Major Accounts 1. Systems Integration Becomes the Key to Large Accounts IV-23 2. Digital is now Targeting 25 Industry Sectors IV-25 3. Clients Must View Digital as a Key Service Provider IV-29 — G. CSC Major Emphasis on Business Re-engineering IV-32 1. Concentrating on the Desired Future IV-33 2. Aggressive Exploitation of Technology IV-34 3. An Interactive Approach to System Design IV-35 n C1993by INPUT. ReprodudlonProhibited. SEIC2 511 SYSTEMS INTEGRATION OPPORTUNITIES IN RE-ENGINEERING—EUROPE, 1992 INPUT Exhibits 1 Products/Services in Systems Integration Projects 1-3 -1 IS Contribution During 1980’s II- -2 Driving Forces, Business Process Re-engineering II-2 -3 Key User Demands II-3 — -4 Organisational Position of IS Unit Present II-4 — -5 Organisational Position of IS Unit Future II- -6 Vendor Selection Criteria Business Process Re-engineering II-6 -7 Range of Technology Perspectives H-7 8 Business Process Re-engineering and the Systems II-9 Integration Market -1 Major Utility Driving Forces ID- -2 Vendor Selection Criteria ID-2 -3 Extent of Vendor Involvement III-3 & -1 Coopers Lybrand Consulting Division IV-2 -2 Examples of Business Process Re-engineering Projects IV-4 EMEA -3 Andersen Consulting IV-9 — -4 Andersen Consulting U.K. IV-10 -5 Business Integration Continuum IV-13 -6 EDS Scicon, Revenue by Service Type IV-14 -7 EDS: Business Information Planning IV-15 -8 Constituents of Gemini Consulting IV-19 -9 Strategic Business Areas (SBAs) IV-21 -10 Digital’s view of the Marketplace Degree of IV-23 Customisation -11 Digital: Business Strategy IV-25 -12 Digital Enterprise Integration Services Organisation IV-26 -13 Digital’s European Integration Centres IV-27 — -14 Digital’s Systems Integration Centres United Kingdom IV-27 -15 Scope for Business Process Re-engine—ering IV-30 -16 CSC European Structure/Value Chain “Making IT IV-33 Happen” -17 CSC’s Service Offerings IV-34 -18 Vision and Strategy Stage IV-35 -19 Business and Systems Design, Development and IV-36 Integration SEIC2 O 1993by INPUT. Reproduction Prohibited. Ill SYSTEMS INTEGRATION OPPORTUNITIES IN RE-ENGINEERIN' (Blank) IV ©1993by INPUT. ReproductionProhibited.