Decentralization: Benefits When Low and When High Low Decentralization (High Centralization) High Decentralization (Low Centralization) Eliminates the additional responsibility not desired by people performing routine jobs Can eliminate levels of management, making a leaner organization Permits crucial decisions to be made by individuals who have the “big picture” Promotes greater opportunities for decisions to be made be people closest to problems Table 12-1
View full slide show




IUC’s scope will focus on two functions (Finance and IT) Adherence to process definitions within the Hackett taxonomy is key to comparability; processes are defined end to end Selling and General Administrative Scope Finance Finance Human Human Resources Resources Sales* Sales* Executive Executive and and Corporate Corporate Services Services**  Total  Sales  General Cash Cash Disbursements Disbursements Total Rewards Rewards Administration Administration Sales Execution Execution General Administration Administration Management Management    Revenue Cycle Payroll Services Sales Operations   Travel and  Revenue Cycle Payroll Services Sales Operations Travel and Transportation Transportation Services Services  Planning  Real Accounting Accounting and and External External Reporting Reporting  Data Data Mgmt., Mgmt., Reporting Reporting & & Compliance Compliance Planning and and Strategy Strategy Real Estate Estate & & Facilities Facilities Management Management  Staffing  Function  Government Tax Tax Management Management Staffing Services Services Function Management Management Government Affairs Affairs  Labor  Legal Treasury Treasury Management Management Labor Relations Relations Legal  Workforce  Quality Compliance Compliance Management Management Workforce Development Development Services Services Service* Quality Management Management Service*  Organisational  Planning Risk  Order  Planning & & Performance Performance Management Management Organisational Effectiveness Effectiveness Risk and and Security Security Management Management Order and and Contract Contract Management Management (OTC) (OTC)  Total  Corporate Fiscal Communications  Service Fiscal Analysis Analysis Total Rewards Rewards Planning Planning Execution Corporate Communications Service Execution  Strategic  Planning Function  Service Function Management Management Strategic Workforce Workforce Planning Planning Planning and and Strategy Strategy Service Operations Operations  Function  Executive Office  Planning Function Management Management and Strategy Executive Office Planning and Strategy  Function Function Management Management Information Technology          Information Technology            Infrastructure Infrastructure Management Management End End User User Support Support Infrastructure Infrastructure Development Development Application Application Maintenance Maintenance Application Application Development Development & & Implement. Implement. Quality Quality Assurance Assurance Risk Risk Management Management IT IT Business Business Planning Planning Enterprise Enterprise Architecture Architecture Planning Planning Emerging Emerging Technologies Technologies Function Function Management Management Procurement Procurement            Supply Supply Data Data Management Management Requisition Requisition and and PO PO Processing Processing Supplier Scheduling Supplier Scheduling Receipt Receipt Processing Processing Compliance Compliance Management Management Customer Customer Management Management Sourcing Sourcing Execution Execution Supplier Supplier Management Management and and Development Development Sourcing Sourcing & & Supply Supply Base Base Strategy Strategy Function Function Strategy Strategy and and Performance Performance Management Management Function Function Management Management Marketing* Marketing*      Marketing Marketing Communication Communication Brand Brand and and Product Product Management Management Planning and Planning and Strategy Strategy Market Market Research Research and and Analytics Analytics Function Management Function Management Capture FTEs and Costs as defined regardless of where they are organizationally located
View full slide show




24 Functions are not Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods are are are are are are are are are are are are are are are are are are are are are are are are not not not not not not not not not not not not not not not not not not not not not not not not Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods are are are are are are are are are are are are are are are are are are are are are are are are not not not not not not not not not not not not not not not not not not not not not not not not Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods F are are are are are are are are are are are are are are are are are are are are are are are are not not not not not not not not not not not not not not not not not not not not not not not not Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods Methods are are are are are are are are are are are are are are are are are are are are are are are are not not not not not not not not not not not not not not not not not not not not not not not not Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions Functions
View full slide show




Channels 2. Main makes routines and passes them both channels 1. Main makes 2 channels, data and result 6. Routine 3 claims third piece of data, no longer listening Routine 3 Routine 3 Routine 3 Routine 3 Routine 2 Routine 2 Routine 2 Routine 2 Routine 1 Routine 1 Routine 1 Routine 1 data Main 3. Main sends data over channel and listens to result channel 8. Main receives and processes the results result 4. Routine 1 claims first piece of data, no longer listening 5. Routine 2 claims second piece of data, no longer listening 7. The routines finish and send their results back on the result channel
View full slide show




VOMmean on WINE150hl(FA,FS,TS,AL) 0 1 1 4 2 4 3 5 4 3 5 8 6 7 7 1 8 7 _________[0 9 2 . 10) 42 low 0 high CLUS_1.1.1.1.1.1 _________[0 . 19) 56 low 10 5 [10,16) 15 low 12 high CLUS 1.1.1.1.1.2 [19,22) 1 low 12 high 11 4 But no algorithm would pick 19 as a cut! ___12 _____[0 . 13) 56 low 5 1 low 12 high But no alg would pick a 13 cut! 13 7 [13,16) 14 3 _________[0 15 3 . 16) 57 low 12 high CLUS 1.1.1.1.1 35 high CLUS 1.1.1.1.2 17 2 [16,31) 0 low 18 5 19 4 20 3 21 1 22 4 23 4 24 5 25 1 26 2 27 1 29 2 30 1 31 1 _________[0 . 31) 57 low 47 high CLUS_1.1.1.1.1 32 1 28 high CLUS 1.1.1.1.2 34 1 [31,58) 0 low 36 1 37 3 38 1 39 2 40 1 43 6 44 4 46 2 47 1 48 1 50 1 52 1 _________[0 .58) 57 low 75 high CLUS_1.1.1.1 56 1 5 high CLUS 1.1.1.2 60 1 [58,70) 0 low 63 1 65 2 _________[0 .70) 57 low 80 high CLUS_1.1.1 67 1 [70,78) 0 low 2 high CLUS 1.1.2 72 1 _________[0 .78) 57 low 82 high CLUS_1.1 74 1 82 1 7 high CLUS1.2 83 1 [78,94) 0 low 85 1 86 1 87 2 _________[0.94) 57 low 89 high CLUS_1 88 1 99 1 0 low 4 high CLUS_2 105 1 113 1 119 1 d=VOMMEAN DPP on WINE_150_HL_(FA,FSO2,TSO2,ALCOHOL). Some agglomeration required: CLUS1.1.1.1.1.1 is LOW_Quality F[0,10], else HIGH Quality F[13,119] with 15 LOW error. Classification accuracy = 90% (if it had been cut 13, 99.3% accuracy!) 7 1 8 4 STDs=(1.9,9,23,1.2) 9 4 maxSTD=23 for 10 5 11 4 d=e TS on WN150hl(FA,FS,TS,AL 12 7 13 7 14 8 _________[0 CLUS 1.1.1.1.1.1 15 2 . 16) 42 low 12 high CLUS 1.1.1.1.1.2 16 5 [16,22) 15 low 17 4 18 5 . 19 7 20 3 _________[0 . 22) 57 low 12 high CLUS_1.1.1.1.1 21 3 32 high CLUS 1.1.1.1.2 23 2 [22,33) 0 low 24 9 25 3 26 1 27 4 28 4 29 5 30 1 31 2 _________[0 . 33) 57 low 44 high CLUS_1.1.1.1.1 32 1 31 high CLUS 1.1.1.1.2 34 2 [33,60) 0 low 35 1 36 1 37 1 39 1 41 1 42 3 43 1 44 2 45 1 47 6 48 4 49 2 50 1 51 1 53 1 55 1 _________[0 .60) 57 low 75 high CLUS_1.1.1.1 59 1 5 high CLUS 1.1.1.2 63 1 [60,72) 0 low 65 1 67 2 _________[0.72) 57 low 89 high CLUS1.1.1 69 1 74 1 [72,80] high CLUS1.1 CLUS1.1.2 _________[0.80) 57 low 892 high 75 1 84 1 7 high CLUS1.2 85 1 [80,95] 86 1 87 1 88 2 _________[0.95) 57 low 89 high CLUS1 89 1 100 1 4 high CLUS2 106 1 113 1 119 1 Identical cuts and accuracy! Tells us that d=eTotal_SO2 is responsible for all separation. WINE
View full slide show




Graphics that show progression help the reader grasp the order of events. Long Term Plan (2018 & Forward): Once IBC establishes itself with a large membership presence, the current executive board members must effectively train the younger individuals in the organization the necessary skills to ensure the organization’s long term survival. This includes a deep understanding of the case frameworks and an understanding of the administrative tasks that accompany an organization. From there, IBC should look to establish a deep network of alumni who are professionals in the consulting field. As the organization grows, the alumni base will become more significant, starting a cycle of recruitment opportunities that improve ever year. First Year Plan (2017 – 2018): In August of 2017, IBC executives established the organization on-campus through the Student Organization Business Office (SOBO), providing Iowa Business Consulting with access to important university resources and recruiting opportunities. In September of 2017, the executive board established the organization’s general practices, including organizational case frameworks, training and layout, which are primarily based off of the Harvard Business School framework for solving case problems. In October of 2017, the IBC team put new members through case training and a series of sample cases designed to test their problem solving ability. By February of 2017, IBC hopes to initiate client engagements by sending managing directors into the field to scout opportunities and consult on the organization’s first 4 case projects. Once IBC establishes itself with a large membership presence, the current executive board members must effectively train the younger individuals in the organization the necessary skills to ensure the organization’s long term survival. This includes a deep understanding of the case frameworks and an understanding of the administrative tasks that accompany an organization. From there, IBC should look to establish a deep network of alumni who are professionals in the consulting field. As the organization grows, the alumni base will become more significant, starting a cycle of recruitment opportunities that improve ever year. The primary goal of Iowa Business Consulting is to prepare students for interviews and on-job success. August 2018: Establish beginning steps of alumni base in the consulting industry through current member job placement May 2018: Turn the organization over to young leadership team with the hopes of continuing the organization on pre-established framework February 2017: Initiate client engagements, sending managing directors into the field to scout opportunities to consult on 4 case projects October 2017: Initiated new members, putting the team through case training and a series of sample cases designed to test their problem solving ability October 2017: Recruiting initial class of 20 members, selected via applications and intensive interview process including behavioral, market-sizing, and brain-teaser questions September 2017: Established general practices, including organizational case frameworks, training, and layout August 2017: Established IBC as an official on-campus organization
View full slide show