high-levelorganizationaldesign(ppt50)-经营管理(编辑修改稿)

high-levelorganizationaldesign(ppt50)-经营管理(编辑修改稿)内容摘要：

derived from inAble guiding principles Strategic Focus and Execution: Business models will be focused on understanding market forces and opportunities, and shifting priorities to follow market dynamics. Proactive Research amp。 Development: In order to achieve the new strategies, Ramp。 D needs to adopt an aggressive and proactive portfolio management approach. Sales: A sales process model and anization needs to allow for maximizing existing client relationships while peting effectively with solution and product sales expertise. Marketing: Key marketing processes should be centralized and shared, to leverage existing capabilities in new market segments. Client Relationship Management: Metavante wants to continue to emphasize its strength in client management and enhance it with a new approach to sales. Shared Services: Support functions need to be standardized and leveraged throughout the anization whenever possible. Operational Excellence: Although Metavante places a premium on strategic positioning, the importance of quality delivery requires a highly disciplined, performancemanaged anization. 17 Key Organizational Components Marketing, Sales, amp。 Relationship Management Clientcentric processes within the anization to attract, maintain and manage client relationships. Operations amp。 Delivery The internal efficiencies and management of the processes that enable the operations and delivery of products and services and support of the client. Innovation and Product Development amp。 Management The research, development, creation and management of technology and service solutions. Internal Infrastructure The internal processes, functions and structure, which are critical enablers to a successful anization. A process model analysis defined a framework to categorize the key Metavante anizational ponents Internal Infrastructure 18 CEO Headquarters (Administrative) Corporate Development Shared Operations Legal Accounting Procurement Human Resources Methodologies and Best Practices Innovation / Incubation Research (Ramp。 D) Marketing Mergers and Acquisitions IT Services Conversions Client Call Center Strategy Education Organizational Design Baseline Structure Production * Note: The broad categories of Headquarters, Corporate Development, and Shared Operations need not translate directly to anizations headed by a single executive. Other considerations such as span of control, CEO focus, and executive experience might support a category being spread across several anizations and executives. As a starting point, all iterations of the anizational model held the following categories* constant. P r o s C o n s In t e r d e p e n d e n c ie s P r o m o te s o p e r a tio n a le ff i c i e n ci e s a n d c a p a b i l i ty O r g a n i za ti o n a l e m p h a si so n s h a re d s e r v i ce s S h a r e d s e r v i c e s c r e a tem a n a g e m e n t c o m p le x i tya n d c a n i m p a c t s p e e d /r e s p o n s i v e n e s s A c q u i si ti o n in te g ra ti o n /d i v e s ti tu re m o r e d i ff i cu l t A l l c o m m o n s e r v i c e s a res ta n d a rd i z e d , a n d s h a r e da c r o s s t h e o r g a n i z a ti o n a sa p p ro p r ia te19 Organizational Design Remendation The initial phase of anization design focused on designing alternatives around the sales function structure for new and existing clients. The remendation for a clientcentered anization model is driven by the following considerations: Although the current anization has strong sales capability in traditional products, it struggles with new markets, changing environments, leveraging client relationships, innovation, etc. A new type of sales capability is needed. The remended clientcentered anization model will be more effective in creating market focus, treating each client as a corporate asset, and developing a clientcentered culture。 however, it will bring a new set of tensions across the management team. Although other alternatives may be less challenging to implement, they will reinforce many current silo attitudes and will be less effective internally and for clients. 20 Solution /Product Solution /Product CEO Headquarters (Administrative) Corporate Development Shared Operations Solution /Product Business Development Client Management Sales ClientCentered Organization Model The core focus of this model is centralizing the client management and sales function under the business development group. Pr os Cons Int e r de pe nde nc ies Sal es force respons i v eness to t he market Li mi ts s al e s and marketi ng red un danci es Enabl es the est abl i s hment of c onsi s tent proces s es andadherence to t hem Redu c es the need fo r sal es management T rea ts c l i ent as c orp ora te as s et Market foc used appr oach Al l ows f or l everagi ng of resources ac ross s ol uti ons Sy ner gy betwee n c l i ent rel ati onshi p amp。 s al es funct i on Car ee r path i n the s al es funct i on O pti mi z ati on of al l s al es peop l e as a resul t of c entrali z edfoc us Hi gher foc us on cl i ent qual i ty resul ti ng from c l i entmanagement a nd sal es i nterface Pri mary del i v ery foc us wi thi n Sol uti on/Product groups Requ i res s i gni fi c ant i nterface between sal es and sol uti onsfor pro d uct and st rategic devel opment Sol uti on/Product groups hav e P/ L r esponsi bi l i ty , butl i mi ted i nfl uence ov er the sal es funct i on Strategi c al ly – B ig c ul tural s h ift Not ti ghtl y i ntegra ted wi th ma rket s ol uti ons Sol uti on/Product groups de pend ent on the Bus i nessDevel opment grou p for n。