087 critical factors for strategic business improvement success

1. Critical factors for strategic business improvement success Maintenance, Engineering Services and Technology Management Conference 2 June 2010 Dr James A Robertson PrEng [email protected]

2. Business improvement versus bridges

3. Engineers do NOT design bridges to stand up

4. Engineers design bridges NOT to fall down

5. Angus Struan Robertson Vision

6. Experiencing failure

7. What is strategy?

8. Strategy Doing the right things Professor Malcolm McDonald

9. Tactics Doing things right Professor Malcolm McDonald

10. Strategy Doing the right things TacticsDoingthingsright Strategy versus tactics Professor Malcolm McDonald

11. Thrive Strategy Doing the right things TacticsDoingthingsright Strategy versus tactics

12. Strategy Doing the right things TacticsDoingthingsright Survive Strategy versus tactics

13. Strategy Doing the right things TacticsDoingthingsright Die Strategy versus tactics

14. Strategy versus tactics Strategy Doing the right things TacticsDoingthingsright Die slowly Die fast

15. Strategy versus tactics Thrive Strategy Doing the right things TacticsDoingthingsright SurviveDie slowly Die fast

16. What is strategy? The essence of why an organization exists and how it thrives

17. Infrastructure maintenance 1. Roads R75 billion 2. Water supply, massive drought driven shortage looming 3. Electricity supply failures again ? 4. Sewerage filled rivers 5. Electricity reticulation quietly decaying 6. etc An industry in crisis

18. Maintain or ?

19. Accountability for maintenance Governance = Care! Board is responsible for technology maintenance Mervyn King

20. Question Does maintenance or technology management failure constitute a threat to your business today?

21. There is a need for a new approach

22. What is NOT an engineering approach?

23. The new Gauteng numberplate with microchip Restore the integrity of the number plate to fulfil its true functions which are the vehicles ID book and a law enforcement tool. = + ?

24. Is technology moving so fast you cannot keep up?

25. Question Why do technology maintenance and management investments fail?

26. 30% 25%15% 12% 10% 8% 5% 1. IT Mythology -- 30% 2. Lack of executive custody -- 25% 3. Poor strategic alignment - - 15% 4. Lack of an engineering approach -- 12% 5. Poor data engineering -- 10% 6. People issues -- 8% 7. Technology issues -- 5% Factors causing IT failure

27. The value of technology is determined by the person using the technology

28. Technology Methods Strategic objectives Systems Structures and processes P e o p l e High risk High frustration Performance improvement People and technology alignment After Dr Fritz Hlscher Empowerment Commitment Ownership Experience Knowledge Participation Consultation Information

29. Question How to fix deficient maintenance and technology management initiatives?

30. Factors for ERP reimplementation success

31. Leadership 1. Executive custody is critical -- 50% leadership

32. Strategic alignment Essence of why the business exists and how it thrives

33. Call to action What is your single most important insight from this presentation? What is the single most practical action that you can take tomorrow to apply I.T. more effectively?

34. [email protected] Telephone: ++27-(0)83-251-6644 If you do not act within 48 hours you probably never will act TODAY!

35. Design maintenance solutions like bridges ... Not to fall down and to last

36. Acknowledgements Clients, associates, staff Father and mother, Angus and Thelma Children Alexandra and Struan Fiona and Ingrid Psalm 136:5 "To Him who by wisdom made the heavens, for His mercy endures forever;"

37. Finding the missing pieces of your I.T. and strategy puzzles Questions? Dr James Robertson PrEng James A Robertson & Associates Telephone: ++27-(0)86-111-5409 / ++27-11- 782-5996/7 Cell: ++27-(0)83-251-6644 (preferred) Fax: ++27-(0)86-540-0178 P O Box 4206, Randburg, 2125, South Africa www.JamesARobertson.com email: [email protected]