Global IT - Defense Daily Network

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Project Royal Integration Process Global IT

CONFIDENTIAL © 2009, All rights reserved, Cambridge Energy Research Associates, Inc., 55 Cambridge Parkway, Cambridge, Massachusetts 02142 No portion of this presentation may be reproduced, reused or otherwise distributed in any form without prior written consent.

Objectives of the Assessment & Planning Process I.

Establish communication channels between IHS and Project Royal, allowing functional teams to learn about one another’s people, systems, and processes through conversation and exchange of information

II.

Identify and assess the combined capabilities, best practices, opportunities, and any associated risks in the IHS and Project Royal combination

III. Propose integration objectives that will capture opportunities, achieve synergies, and mitigate any identified risks

Copyright © 2010 IHS Inc. All Rights Reserved.

IHS Highly Confidential; not for disclosure beyond IHS colleagues with a need to know.

2

Integration Guiding Principles We will…. • Put Customers First to deliver world-class value and service to Project Royal customers • Focus resolutely on revenue growth • Position ourselves for growth through new and improved joint products and services • Prioritize revenue growth by supporting sales of Project Royal’s market leading solutions through

• • • •

IHS’s customer base and sales channels • Assess all products for full value realization in the market Continue Project Royal’s history of innovation and thought leadership to develop world class products in the chemical and energy markets Ensure clear and timely two-way communication with our newest Project Royal colleagues Work to fully understand Project Royal’s business, drivers, and priorities in making joint assessments Evaluate all opportunities to be more effective and efficient throughout both organizations

We will not…. • • • •

Compromise the stability of the business Stall the current growth trajectory of the business Disrupt core analytical support for Project Royal products or customers Endanger product quality or capabilities

Copyright © 2010 IHS Inc. All Rights Reserved.

IHS Highly Confidential; not for disclosure beyond IHS colleagues with a need to know.

3

Integration Process & Team Approach • First and foremost, integration must be executed while protecting Project Royal revenue. • Integration activities must interfere as little as possible with daily operations. • Sensitivity to colleagues’ time (both Project Royal and IHS) is a priority • Integration teams are organized by function, consisting of members from both IHS and

Project Royal • Key objectives • IHS team leaders have begun the process of identifying key objectives, priorities, dependencies and timeframes (documented at back of this deck) • Objectives and tasks will be tracked, repositioned, and expanded to as the process moves forward.

• Team meetings and reporting • Individual teams will begin meeting immediately and will meet as often as necessary • Cross-functional team meetings will be held regularly and objectives / action items reported on • 30-60 day initial analysis and recommendations • Comprehensive assessment of each functional and operating area for opportunities, risks, and synergies to be approved by executive leadership • Proposed integration objectives and project plans w/ time-phased key outputs • Quantification of financials / metrics for FY11 if possible Copyright © 2010 IHS Inc. All Rights Reserved.

IHS Highly Confidential; not for disclosure beyond IHS colleagues with a need to know.

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Integration Assessment & Planning Teams Business Lead: Prill Trumbull

IHS Integration Lead: Michael DeJesus

Project Manager: Chelsea Havill

Functional Team

IHS Team Members

Project Royal Team Members

Industry Research

Prill Trumbull*, Frantz Price

Andrew Brown, Ralf Gubler, Russell Heinen, Steve Landau*, Carolyn Read

Stuart Wood, Seth Drewry

Andrew Brown, George Lobsenz, Alex Scott, Rob Westervelt*

Publishing & Editorial

Product Management / Daria Greely, Michael DeJesus, Marketing Beth Mills, Edouard Tavernier*

Carol Bennett, Marcos Nogueiera Cesar*, Russell Heinen, Linda Henderson, Steve Landau, John Pearson, John Rockwell, Lyn Tattum

Events

Ross Kiener*, Peter Augustini, Lou Carranza Sabrina Ousmaal, John Rockwell*, Lyn Tattum

Sales

Bert Turner*, Blake Bartlett*, Mike Banville, Mike Wynne

Chris Beeston, Marcos Nogueiera Cesar, Linda Henderson*, Sabrina Ousmaal

Consulting

Philippe Frangules

Carol Bennett, Russell Heinen*

Global IT

Jeff Carlisle*, Andrzej Dostatni

Steve Landau, Rob Paciorek, Vicki Prugh, John Rockwell*

Finance

Theresa Mack

John Pearson*

HR

Shaunda VanWert*, Michael Stuart, Steward Warburn Sandi Lucas*, Mary Pinto

Facilities

Tim Markham, Jenean Fields

Sandi Lucas*, John Pearson, Mary Pinto * Indicates Team Lead

Copyright © 2010 IHS Inc. All Rights Reserved.

IHS Highly Confidential; not for disclosure beyond IHS colleagues with a need to know.

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Integration Milestones & Timeline Transaction Announcement Integration Assessment & Planning • Public Knowledge

• Broad Access

Integration Team Read-Outs

Execution Monitoring & Tracking Integration Plan Evaluation & Finalization

• Inquiry & Fact finding •Joint IHS / Project Royal Teams

Phase I Execution

•Synergy Assessments •Detailed Plan Build

• Items identified for near term synergy capture

• Project Royal is still independent and conducts day to day business as usual • IHS and Project Royal jointly discuss possible synergy options, but no decisions are made or acted upon until Read Outs are approved around 60 day mark.

IHS Q4 2010 Copyright © 2010 IHS Inc. All Rights Reserved.

IHS Q1 11

Phase II Execution • Items identified for medium term synergy capture

IHS Q2 11

IHS Q3 11

IHS Highly Confidential; not for disclosure beyond IHS colleagues with a need to know.

Phase III Execution • Items identified for longer term synergy capture

IHS Q4 11 6

Global IT Integration Key Objectives • Basic Colleague Enablement • IT Colleague Hiring and Mapping

• Key Transitional Support Services • Product Transition/Migration • Secure Intellectual Property • Core Infrastructure Migration

Key Open Questions • Approval for new hires • Accounting guidelines for required purchases

• Office Migration

Copyright © 2010 IHS Inc. All Rights Reserved.

IHS Highly Confidential; not for disclosure beyond IHS colleagues with a need to know.

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