The historical landscape meant that many systems, in particular the ﬁnance system, were not suitably connected to one another. The port faced some key issues as a result:
- Reporting the level of success against many business objectives was a time consuming, manual process.
- The lack of connections between systems resulted in duplicated effort; reducing efﬁciency and increasing costs.
The port recognised that if technology is effectively aligned to the needs of the business, then efﬁciencies could be introduced into the business processes.
Waterstons developed an IT Strategy for Port of Tyne that helped the port understand how their assets, including their people, could to be fully utilised to achieve operational excellence.
Further investment in new business systems was necessary to support the port’s value added services, whilst ensuring supporting functions were able to carry out their roles in a streamlined, efﬁcient and integrated way.
During the strategy creation process, Waterstons translated the port’s business strategy to identify the following:
- Business priorities
- Projects and initiatives to address the business priorities
- Risks and mitigations of these to the delivery of the port’s priorities
- Business beneﬁts of recommendations made, e.g. Return on Investment (ROI)
Waterstons were able to identify practical steps that the port could perform in order to ensure their business systems supported their clearly identiﬁed strategic objectives.
In addition, as some of these practical steps would take some time to implement, clear and attainable quick-wins were identiﬁed that could be accomplished using existing tools and systems that were in place at the port. These quick wins would also support the long term recommendations, ensuring that both the ﬁnancial and time investment made continue to add value to Port of Tyne.
The steps Waterstons took to produce the Port of Tyne’s IT Strategy are described below. These steps were undertaken asynchronously; while the status quo was being assessed, Waterstons was also clarifying the business strategy.
Assess the status quo
Interviews with operational staff and senior individuals within in each business area helped to identify all the primary systems in use within the port. A high level map of the existing business systems, workﬂows and information ﬂows were created.
Clarifying the Business Strategy
The Waterstons team held a workshop with the senior management, using several methods to clarify the port’s business strategy.
Creating the Strategy Map
The Strategy Map describes how the port can create value by connecting their strategic objectives in explicit cause-and-effect relationship with their ﬁnancial, stakeholder, internal and learning and growth perspectives. In order to clarify what is important to the organisation at a high level, Jim Collins’ Hedgehog principles were used to identify what the port is passionate about; what the port can be the best at; and what drives their economic engine.
Treacy and Wiersema’s model was used to identify the port’s main discipline driver as an operationally excellent organisation.
Once Waterstons fully understood the port’s business strategy the following were reviewed to identify areas where technology could be used to support this:
- IT Business Systems Strategy
- IT Support Strategy
- Plans and Budgets
(The IT Technical Infrastructure Strategy can also be reviewed; however this was excluded during this particular review.)
Final presentation and written report
Waterstons’ ﬁndings and recommendations were presented to the Port of Tyne. Discussion of these ﬁndings and recommendations is encouraged during the presentation.
One of the key recommendations was the creation of an IT Steering Committee in order to ensure that all projects went through an approval process and demonstrated a good return on investment. Other recommendations included:
- Business Process Mapping exercise to improve underlying processes.
- Strategic Review of all applications, speciﬁcally where there is overlap and duplication of speciﬁc systems (due to company acquisitions).
- Formal System Selection process for some of the specialist bespoke systems under discussion.
- Implementation of an intranet for collaboration and to replace many of the ofﬂine spread sheets.
- Investigation of suitable ERP applications, including the development of a complete ITT.
The recommendation was that while these projects were being considered some short term quick wins, such as consolidation of ledgers, should be executed in order to facilitate processing and lay better foundations for new systems.