Do It Smart: Seven Rules for Superior Information Technology Performance

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Copyright © 1998 by Wirtschaftsverlag C. Ueberreuter GmbH

All rights reserved, including the right of reproduction in whole or in part in any form.

First Free Press Edition 1999

Published by arrangement with Wirtschaftsverlag C. Ueberreuter GmbH

Originally published in Germany as Do IT smart. Chefsache Informationstechnologie—Auf der Suche nach Effektivität

THE FREE PRESS and colophon are trademarks of Simon & Schuster, Inc.

Designed by Michael Mendelsohn of MM Design 2000, Inc.

ISBN 0-684-86921-7

ISBN-13: 978-0-684-86921-6

eISBN: 978-0-684-86921-6

CONTENTS

Foreword

Acknowledgments

Introduction

PART I.SEVEN RULES MAKE THE DIFFERENCE

The Four IT Cultures

How the Four IT Cultures Perform

Seven Rules for Managing Superior IT Performance—

An Overview

PART II.EFFECTIVE USE OF IT IN CORE BUSINESS PROCESSES

Rule 1 Make IT a Priority in Product Development

Rule 2 Integrate IT into Marketing, Sales, and Service

Rule 3 Use IT Selectively to Integrate Order Processing Across

the Company

Rule 4 Shift the Focus of IT in Administration to Business

Planning and Management Development

PART III.SUCCESSFUL IT MANAGEMENT

Rule 5 Make IT a Top Management Affair

Rule 6 Create a Customer-Oriented IT Service Network

Rule 7 Introduce Integrated Standard Software on a Fast-Follower

Basis—But Redesign the Business First

PART IV.OUTLOOK ON THE FUTURE OF IT

Incessant Dynamics of IT Development

New IT Applications

New Challenges for IT Management

Summary

Appendix A: About the Empirical Research

Appendix B: Measuring the Performance of IT

Glossary

Index

About the Authors

FOREWORD

In the age of the Internet, the use of sophisticated information and communication technology in industry has become second nature. But what contribution does this wealth of hardware, software, and networks actually make to a company’s bottom line? How far do the benefits of IT depend on its functionality? What impact do factors such as quality of the infrastructure or the design of individual business processes have? And what level of expenditure on IT is reasonable?

My colleagues Dr. Rolf-Dieter Kempis and Dr. Jürgen Ringbeck decided to investigate these questions with a team of McKinsey consultants and staff from the Institute of Production Engineering and Machine Tools at Darmstadt University of Technology, focusing on the manufacturing industry. In the course of a 15-month research project, they examined leading international companies and supplemented these analyses by countless discussions with top managers and experts.

A key finding of the survey is that smarter solutions to the question of what IT is used for—IT effectiveness—make a much greater contribution to corporate success than concentrating on the how of IT support, IT efficiency. Leveraging both virtues simultaneously is the best strategy of all, of course. But only around 25 percent of all companies analyzed demonstrated both above-average IT efficiency and effectiveness, earning the title IT stars. Even within this group, there were differences between the simple stars and the best of the best. But the stars provide outstanding benchmarks in many respects.

One of the main breakthroughs of this study was the development and application of a methodology for measuring IT effectiveness. Now a metric is finally available for a variable that every manager sensed intuitively, but could not express in figures. The quality of IT in individual core processes in terms of its functionality, availability, and utilization can be used to quantify IT effectiveness for specific processes. Whether for product development, marketing, sales, order processing, or service, numerous indicators were combined to make an effectiveness index—a highly ambitious empirical and analytical achievement.

The decisive link in the chain of cause and effect between IT effectiveness and corporate success is process performance in the business processes supported by IT. The prerequisite for improving these processes is their design or redesign. Many companies have recognized this connection, performing reengineering projects in an attempt to lay the foundations for more effective IT support, which—if implemented professionally—is also more efficient, i.e., cheaper and faster. The special feature of this book is that it crystallizes the findings of the McKinsey survey into seven rules for successful IT management in every company.

Dr. Kempis, Dr. Ringbeck, and their team do not limit their perspective to the survey results. They also consider the future perspectives of IT. Instead of succumbing to the usual IT euphoria, they draw sober conclusions from practical experience and observable trends. Courage to innovate will continue to reap rewards, but understanding and controlling the new information and communication technologies will become even more important than ever before. In view of the ever increasing performance of IT and its shrinking innovation cycles, this means the ability to move fast, and to concentrate on the essential: the systematic integration and standardization of a company’s different information technologies.

New webs of integration will develop both internally and beyond a company’s borders. Learning communities within companies will open up their intranet solutions even further, extending them from R&D through production to marketing, sales, and service, for example. These communities will also successively integrate selected external business partners. A healthy dose of skepticism is needed toward prophecies of an Internet-dominated future, but communication networks such as the Automotive Network eXchange (ANX) of Chrysler, Ford, and GM are witness to the enormous productivity reserves that can be captured via the smart application of these new technologies.

Integration of the different IT systems must be closely interconnected to their standardization. Agreement on uniform, binding communication standards and data (exchange) formats is just as important as the growing use of integrated standard software until brainware standards have been established that allow the coordination of companies in virtual enterprises. Standardization will then become a guarantee of flexibility.

The design and guidance of such all-encompassing integration and standardization initiatives is a top management affair. The more management attention is focused on IT issues of this kind, the more successful a company will be.

Detlev J. Hoch

Director, McKinsey & Company, Inc.

ACKNOWLEDGMENTS

This book could not have been written without the assistance of colleagues both within the firm and beyond. We particularly wish to thank Professor Herbert Schulz and Markus Haag from the Institute of Production Engineering and Machine Tools of the Darmstadt University of Technology, who supported us throughout our work with valuable advice and constructive feedback.

We would also like to thank many colleagues at McKinsey for their professional support; among these are Hans-Georg Frischkorn, Carolin Elger, Carsten von der Ohe, Andreas Cornet, Bengt Starke, Peter Wolpert, Georg Klymiuk, Torsten Oltmanns, Dorte Landwehr, Michaela Schneider, Feridun Keskin, Judith Burmann, Ursula Grewing, Sabine Kröll, and Gilian Crowther.

INTRODUCTION

Over the past two decades, almost no other subject has been discussed in the manufacturing sector as passionately as the use of IT. IT enthusiasts paint the opportunities for IT in glowing colors; they wax poetic about paperless offices, fully automated plants, and virtual enterprises. The skeptics respond with sarcasm: There are many different ways to ruin a company. Speculation is the fastest, IT the most reliable.

Quotations from survey interviewees quickly indicated how divided the camps are, from top management through to operations:

R&D. Our new engineering information system will offer on-line access to all patent databases. Users can learn to operate it in one day using a CAD interface, say the supporters. Using their IT, R&D has created so many variants that we can’t handle them anymore," production complains.

Sales. The product configurator has significantly improved our customer service. It has reduced the number of special requests enormously, argues the one side. The other: Our sales information system is so inflexible that it’s hampering the vital restructuring of order processing.

Purchasing. For the first time, our integrated materials management system enables us to evaluate suppliers comprehensively on a daily basis, analyze make-or-buy decisions reliably, and optimize logistics planning. This is mirrored by the opposite opinion: In our sector of industry, IT support for purchasing doesn’t make any sense. Interfaces with our suppliers are so complex—excellent personal staff contacts are all that count.

Production. The new integrated standard software will improve our production stability, boost our delivery reliability, and increase stock turnover tenfold, declares an IT protagonist, while an IT opponent replies: Our production planners use their entire energy trying to outwit the enterprise resource planning system. It is totally inappropriate for a manufacturer of product variants.

Administration. Our extremely flexible executive information system is based on the data warehouse concept. It allows us to analyze problems systematically on screen in precise detail. This improves decision making—and saves a mint on paper! A colleague’s reaction is the complete opposite: Interfaces between the financial accounting systems of our plants are weak—every transaction has to be checked again manually.

We constantly encountered these conflicting attitudes in the course of our interviews. Why is there such a gap between aspiration and reality across all lines of business in the manufacturing sector? Before our survey, no systematic correlation had been shown between the use of sophisticated hardware and software systems and the operating results of companies, although isolated cases have time and again demonstrated the cost and competitive advantages that can be captured from professional use of IT.

Our research project, Benefits of IT in the Manufacturing Industry, was designed to close this gap in the field of IT research.

Together with the Institute of Production Engineering and Machine Tools at Darmstadt University of Technology, we conducted in-depth interviews with top managers of over seventy leading industrial companies in the manufacturing sector from Europe, the United States, and Asia. The spectrum of industries ranged from component manufacturers, automotive suppliers, mechanical engineering companies, and electronics firms to companies in the process industry. We also interviewed experts at another thirty companies on specific themes, such as the use of integrated standard software, outsourcing, rapid prototyping, and product configurators, and held discussions with selected suppliers of these IT products and services.

We developed a new, strictly empirical methodology for measuring the impact of IT on corporate success. Analysis of the survey results revealed that although IT efficiency is important, IT effectiveness makes a particularly powerful contribution to a company’s bottom line. We found that highly effective IT organizations seem to share an understanding of seven key principles.

This book describes those seven rules for superior IT performance. It is addressed to managers in the manufacturing sector who have to make fundamental decisions on IT strategy and investment, and to executives and users from departments and functions who wish to learn more about the strategic and operational benefits of IT. We hope the factors for success described in this book will help readers tap the enormous productivity reserves that can be opened up by smart IT management.

Part I

SEVEN RULES MAKE THE DIFFERENCE

How do you define good IT performance? A programmer or systems analyst might measure it using MB/s or MIPS. But what does that really mean to the user? From a user perspective, IT performance reflects both the efficiency and effectiveness of IT management and systems. Throughout this book we use the following definitions:

IT efficiency: IT cost as a percentage of revenues, plus project management performance against schedule and budget

IT effectiveness: The availability, functionality, and utilization rates of IT applications for each core business process

The impact of IT efficiency on corporate success (i.e., profitability and growth) can be measured directly (see Exhibit I-1). However, the impact of IT effectiveness on corporate success can only be measured indirectly through process performance in product development, in the operational core processes—marketing and sales, materials and logistics management, manufacturing and service—and in administration.

For the empirical research, we developed a comprehensive performance measurement system that mirrors this correlation and delivers the basis for the analyses. (See Appendixes A and B for details on the approach we used in our empirical research, scope of the survey, structure of the companies analyzed, and the methodology of our performance measurement system.)

The system measures the benefits of IT using four indicators of corporate success: return on sales, change in return on sales, change in sales, and change in market share—all the indicators that are commonly used to measure bottom-line corporate performance.

Measurement of IT Performance

THE FOUR IT CULTURES

The companies surveyed fell into four categories depending on their IT efficiency and effectiveness. We called these categories the four IT cultures:

IT stars

Big IT spenders

Cautious IT spenders

IT laggards

Exhibit I-2 illustrates the spread we found.

IT Performance: Four IT Cultures

Only 27 percent of the companies surveyed are IT stars with excellent IT performance

Our research showed that only 27 percent of the companies analyzed have both effective and efficient IT. Forty-nine percent of companies achieve disappointing functionality, systems and data availability, as well as low utilization rates at high cost.

IT STARS

At comparatively low IT costs, IT stars achieve very good IT effectiveness. Users of IT systems in these companies have good IT know-how, and the IT department sees itself as a process-oriented internal service provider. We could classify only 27 percent of the companies surveyed as IT stars.

BIG IT SPENDERS

Thirteen percent of the companies surveyed achieved above-average IT effectiveness—at the price of above-average effort and expenditure. They give the go-ahead to almost any application that looks as if it might be useful, regardless of the expense. Often they favor expensive proprietary software solutions rather than cheaper standard software, imagining this will secure them a competitive advantage.

CAUTIOUS IT SPENDERS

Eleven percent of the companies analyzed are efficiency oriented and control their IT expenditure via tight budgets. This prevents spiraling IT costs but does not provide sufficient support for these companies’ business processes. Cautious spenders come nowhere near exploiting the full potential of IT technology. The reason is not only their prime focus on cost optimization (often due to acute business problems) but also lack of commitment on the part of their IT managers. IT departments at cautious spenders largely play a passive role instead of acting as change integrators.

IT LAGGARDS

Laggards make up the biggest category, at 49 percent. In spite of high IT costs, these companies derive little benefit from their IT. These companies have underdeveloped organization structures with a lack of service orientation and poor project management. Often laggards have only a vague conception of potential IT performance, and their IT costs and follow-up expenditure are intransparent.

HOW THE FOUR IT CULTURES PERFORM

How could IT laggards benefit from bringing their IT management up to scratch? And how do greater IT effectiveness and efficiency really affect a company’s bottom line? To answer these questions, we used a financial indicator to score the companies surveyed, consisting of four criteria: return on sales, change in return on sales, change in sales, and change in market share (see Exhibits I-3 and B-1). The corporate success of each company was rated on a scale ranging from 0 (poor) to 100 (excellent). On the basis of this financial indicator, it emerged that IT stars perform substantially