SCR - Knowledge Management Section

Comprehensive Corporate Knowledge Base (CCKB)

1.      Set up all structured databases required by the design of the CCKB developed during the ‘TO BE’ description stage

2.      Set up all repositories of unstructured information required by the design of the CCKB developed during the ‘TO BE’ description stage

3.      Deploy all necessary ‘knowledge mining’ tools

4.      Deploy the ‘corporate cockpit’ – a uniform interface into the CCKB

5.      Provide all corporate managers and specialists with CCKB access via the corporate cockpit on a ‘need-to-know’ basis

Computer Software

Computer Software is essentially a special category of corporate tools and, therefore, must be treated and managed as such.

1.      Acquire (or develop) and deploy ‘missing’ computer software products, integrating them into your corporate software portfolio and into your business system

2.      Upgrade inefficient computer software that creates insufficient financial and aggregate value

3.      Provide valuable training and coaching to users of your computer software

4.      Replace or remove those inefficient software products that can not be upgraded with the acceptable NPV and IRR for this investment project

Computer Hardware

Computer Hardware is essentially a special category of corporate tools and, therefore, must be treated and managed as such.

1.      Acquire (or develop) and deploy ‘missing’ computer hardware products, integrating them into your corporate hardware portfolio and into your business system

2.      Upgrade inefficient computer hardware that creates insufficient financial and aggregate value

3.      Provide valuable training and coaching to users of your computer hardware

4.      Replace or remove those inefficient hardware products that can not be upgraded with the acceptable NPV and IRR for this investment project

Corporate Intranet

Corporate Intranet is essentially a tightly integrated portfolio of corporate software tools and, therefore, must be treated and managed as such.

1.      Acquire (or develop) and deploy ‘missing’ Intranet components, integrating them into your corporate Intranet and into your business system

2.      Upgrade inefficient Intranet components that create insufficient financial and aggregate value

3.      Provide valuable training and coaching to users of your corporate Intranet

4.      Replace or remove those inefficient Intranet components that can not be upgraded with the acceptable NPV and IRR for this investment project

Best Management Practices

Best Management Practices make an important component of the comprehensive corporate knowledge base (CCKB) and, therefore, must be managed and treated as such.

1.      Fill in the database of best management practices

2.      Deploy the best management practices

3.      Monitor adherence to the best management practices

4.      Implement the system for identifying, locating, storing, structuring and adopting the best management practices in your company

SCR - Communications Section

Communications section covers (a) ‘permanent’ corporate communication channels – such as your corporate Web site, your mobile applications, your corporate Twitter account, etc.; and (b) your corporate communication campaigns – on TV, in print media, on the Internet, etc.

Both communication channels and communication campaigns are essentially a special category of corporate projects and, therefore, must be treated, managed and reengineered as such.

Corporate Communication Channels

1.      Add ‘missing’ financially valuable communication channels

2.      Restructure communication channels that do not create financial and aggregate value

3.      Close communication channels that can not be restructured with acceptable NPV and IRR for the restructuring project

Corporate Communication Campaigns

1.      Add ‘missing’ financially valuable communication campaigns

2.      Restructure communication campaigns that do not create financial and aggregate value

3.      Terminate communication campaigns that can not be restructured with acceptable NPV and IRR for the restructuring project

SCR - Operations Section

Corporate Projects

1.      Add financially valuable projects to your corporate projects portfolio

2.      Terminate corporate projects that make no financial or economic sense (or just do not meet the new project acceptance requirements)

3.      If necessary, restructure corporate projects to maximize financial and aggregate value generated by these projects

Corporate Processes

1.      Add financially valuable processes to your system of corporate processes

2.      Eliminate corporate processes that make no financial or economic sense (in other words, destroy financial value)

3.      If necessary, restructure corporate processes to maximize financial and aggregate value generated by these processes

Corporate Tools

1.      Acquire and deploy ‘missing’ corporate tools, integrating them into your corporate tools portfolio and your business system

2.      Upgrade inefficient corporate tools that create insufficient financial and aggregate value

3.      Remove those inefficient corporate tools that can not be upgraded with the acceptable NPV and IRR for this investment project

Corporate Risk Management System

1.      Implement corporate risk management system designed at the previous stage (description of the ‘TO BE’ condition)

SCR - Marketing Section

Competencies & Advantages

1.      Add (develop or acquire) missing core competencies

2.      Add (develop or acquire) missing competitive advantages

3.      Implement efficient competition intelligence system

Target Markets

1.      Add ‘missing’ target markets

2.      Remove inefficient target markets that make no financial or economic sense

3.      Restructure existing target markets portfolio (e.g. by redefining target markets)

4.      Implement efficient target markets intelligence system

Corporate Brands

1.      Add ‘missing’ corporate brands

2.      Remove inefficient brands that make no financial or economic sense

3.      Restructure existing corporate brands to maximize their financial value

4.      Implement developed UVP in your corporate brands

Corporate Products & Services

1.      Add ‘missing’ corporate products & services

2.      Remove inefficient products & services that make no financial or economic sense

3.      Restructure existing corporate products & services to maximize their financial value

4.      Implement developed UVP in your corporate products & services

SCR - Organizational Structure

Business Units

1.      Add (create or acquire) missing business units to your business system

2.      Remove redundant business units from your business system

3.      Restructure (reengineer) poorly structured business units

Regional Branches

1.      Add (create or acquire) missing branches to your business system

2.      Remove redundant branches from your business system

3.      Restructure (reengineer) poorly structured branches

Retail Locations

1.      Add (create or acquire) missing locations to your business system

2.      Remove redundant locations from your business system

3.      Restructure (reengineer) poorly structured locations

Internal Value Centers (IVC)

1.      Add (create or acquire) missing IVC to your business system

2.      Remove redundant IVC from your business system

3.      Restructure (reengineer) poorly structured IVC

Functional Units

1.      Add missing functional units to your business system

2.      Remove redundant functional units from your business system

3.      Restructure (reengineer) poorly structured functional units

4.      Restructure the whole system of functional units

Workgroups

1.      Add missing workgroups to your business system

2.      Remove redundant workgroups from your business system

3.      Restructure (reengineer) poorly structured workgroups

Legal Entities

1.      Add (create or acquire) missing legal entities to your business system

2.      Remove redundant legal entities from your business system

3.      Restructure (reengineer) poorly structured legal entities

SCR - Financial Section

Again, most of the SCR in these section has already been accomplished at the ‘TO BE’ description stage. Essentially, you have only one thing left – implementing the comprehensive (but lean!) corporate budgeting system aimed at maximizing the financial value and aggregate corporate performance of your company.

SCR - Strategic Section

Most of the SCR in these section has already been accomplished at the ‘TO BE’ description stage. Only a couple of things remain to be done:

1.      Implement corporate process for monitoring you key external factors (KEF) and utilizing them in your strategic corporate management process

2.      Develop detailed corporate strategic plans – financial, operational and business plan (by integrating individual object performance maximization plans developed during ‘TO BE’ description stage)