Applying analytics to collaboration is a business strategy for value creation that is not based on cost containment, but on the leveraging of network-enabled processes, data and activities to transform the relationships between the organization and all its (internal and external) constituencies in order to maximize current and future opportunities.

As more and more established organizations realize that they need analytics to form tighter relationships with their customers, partners and suppliers, they realize integration and shared analytics isn’t simply a technology issue; it requires integration and alignment, at many levels:

Without this holistic approach to business network design, the very reliance of organizations on partners, suppliers and other outside companies exposes them to strategic risks.This is not a comforting fact when one considers that over 60% of alliances fail to deliver anticipated results in an environment where firms are only as strong as their weakest partner.

When it comes to analytics to manage risk inherent with collaboration,  we provide business analysis, organizational and social network analysis, executive coaching and the Velox ERM Framework.  We work to make businesses more flexible and resilient. through the active management of collaborative networks and processes within the organization and those that span across multiple firms.

By working with TP on analyze risk in your business networks, you and your organization can reduce implementation cost and adoption time related to key activities such as:

• Strategy and Planning: Establishing strategic priorities and objectives where collaboration can directly and sustainably improve business performance.
   
• Value Management :Identify and value key tangible and intangible assets portfolio for building a highly competitive virtual organization
   
• Technology Planning: Identifying and leveraging technology resources and capabilities such as Shared Services, Business Intelligence and Predictive Analytics to integrate and manage internal and external relationships effectively.
   
• Operationalization: Working with partners and service providers and organizational stakeholder to develop processes that work on the ground as much as on paper.
  
  

To find out more, please call us at 1-888-879-8440

Enterprise Relationship Risk Management Framework

The Velox Enterprise Relationship Management Framework (ERM) enables businesses and other organizations to see their collaborative activities from a cross-industry process viewpoint versus a narrow functional viewpoint. The ERM Framework equally serves as road-map for implementing best-practices that continuously improve an organization’s capability to manage, enhance and better leverage their collaborative business networks and supply/value chain links within the intended business strategy.

Since an organization cannot implement all of the best ERM practices in a day, the ERM framework introduces them in stages. Each of the 3 life-cycle stages in the framework produce a unique set of transformations in the organization’s culture, people, technology and operations.

At the heart of the ERM framework are  powerful practices for designing collaborative processes that incorporate the principles of process repeatability, predictability, measurability and alignment into core activities such as selecting, developing, orchestrating, measuring, and retaining business network partners. As a result, the ERM framework establishes an integrated system of best practices that matures through increasing alignment with the organization’s business objectives, performance, and changing needs.
 

 Framework Components

• Compendium of management best practices in the following areas:

  • Risk Analysis & Management
  • Organizational Change Management
  • Alliance Management
  • Business Process Redesign
  • Performance Management
    
    

• Process Mapping & Documentation Tool

  • Designed in Microsoft Access so it can be migrated or integrated with MS SharePoint when you want to share across the organization
  • Data base tool that can link to documents in SharePoint or any URL.
  • Designed to easily document an organizations business architecture at a granular level by assigning for each process activity:
    • Roles and responsibilities
    • Critical Success Factors
    • Key Performance Indicators
    • Process Inputs and Outputs
    • Process Deliverable
    • Documents, Templates and Accelerators
       

• Benchmarking

  • Using the framework best practices anthology, we are able to generate a questionnaire to identify which best practices are used in an organization and by who. We are also able to assign a numeric value and follow its evolution over time.
     

• 360 Feedback

  

  • Using specialized questionnaires we assess consensus and alignment on core organizational issues, imperatives and values as they relate to virtual organizing and collaboration.
     

• Social and Organizational Network Analysis

  • Using specialized questionnaires we map and analyze information flows to :
    
    • Identify key (informal) stakeholders
    • Resolve bottlenecks
    • Better understand how to structure collaborative changes within the firm.

Why manage collaborative risk? Because over 60% of alliances don't deliver!

As more and more established organizations realize that they need to form tighter relationships with their customers, partners and suppliers, collaboration with other organizations' people, technology and operations become critical issues. This is not a comforting fact when one considers that over 60% of alliances fail to deliver anticipated results in an environment where firms are only as strong as their weakest partner.

On the other hand, a structured approach to integration and relationship management translates into better top and bottom lines all while reducing risk and maintaining service levels. To find out more, call us at 1-888-879-8440

Financial Performance Gains

• Strategic alliances have consistently produced a return on investment of nearly 17 percent among the top 2,000 companies in the world for nearly a decade. This return is 50 percent more than the average return on investment that the companies produced overall.
• The 25 companies most active in alliances achieved a 17.2 percent return on equity - 40 percent more than the average return on equity of the Fortune 500.
• The 25 companies least active in alliances lagged the Fortune 500, with an average return on equity of only 10.1 percent.
• Successful alliances recognize 20 percent profitability improvements, as compared to only 11 percent for the less successful companies.
• Revenue generation from highly successful alliances equates to 21 percent of overall firm sales, as compared to 14 percent for less successful alliances.

Source: Harbison, J.R., Pekar, P.jr., Viscio, A. and Moloney, D. (2000) The Allianced Enterprise: Breakout Strategy for the New Millennium, BoozAllen & Hamilton.

Operational Performance Gains

• Inventory levels reduced by as much as 50 percent.
  
• Inventory turns doubled.
  
• Stock outs reduced ninefold.
  
• On-time deliveries increased by as much as 40 percent.
  
• Cycle times decreased by as much as 27 percent overall.
  
• Supply chain costs reduced by as much as 20 percent.
  
• Revenues increased by as much as 17 percent.

Source: Gretchen Teagarden, Solomon Smith Barney, 2000

Understanding how information flows between people, groups, organizations and systems enables us to design strategies that leverage relationship assets leading to

• The elimination of performance/decision making bottlenecks,
• A thorough understanding of group dynamics
  
• Increased knowledge sharing between people, groups and organizations.
• Rapid adoption of change relating to new business practices and laws.

Uncovering hidden opportunities in your business networks - Where to Start

Network Analytics Solution Areas

The following diagrams outline different networks scenarios and what their optimization can contribute to the organization.

 and many, many more...