Guidelines to restructure the jumble of management information

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Management Information: Everywhere and Nowhere
How to restructure the jumble of management information?
Step 1: What is the objective: who will use it for which decision?
Step 2: Based on the objective, determine the information need
Step 3: The Management Information will only be effective when presented in a certain way: How often? Which reference or benchmark? Which fashion?
Step 4: To create the Management Information, we need a well-defined process including responsibilities and tooling

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Guidelines to restructure the jumble of management information

  1. 1. Management Information<br />Guidelines to restructure the jumble of management information<br />
  2. 2. Management Information: Everywhere and Nowhere<br />“Dimensions differ, however, the sum of the dimensions is not aligned”<br />“Each staff departments delivers its own report, but I like to know how these data is linked”<br />“All managers get the same information, for some useful, for others, it is just not what they need”<br />“My organization has a lot of information, but does it really help my managers in taking better decisions?”<br />“I use my monthly report for both strategic as operational decisions, however, it feels that I just need some more reflection now and then”<br />“My reference data to compare my actuals is not useful; budget is out of date and my peers are in a completely different situation”<br />“The KPIs in my managers report differ significantly compared to my monthly report”<br />How to restructure the jumble of management information?<br />
  3. 3. Step 1: What is the objective: who will use it for which decision?<br />Objectives<br />Target Group / Users<br />Group Management<br />Unit managers<br />Shared Service managers<br />Project managers<br />Account managers<br />Product managers<br />Etc.<br />Type of Decisions<br />Strategicdecisions<br />Operational decisions<br />Ad hoc or one-off decisions<br />Etc.<br />Reporting not customized to decision-making and users is not effective<br />
  4. 4. Step 2: Based on the objective, determine the information need<br />Need<br /><ul><li>Types of Information
  5. 5. Financial
  6. 6. Sales
  7. 7. Delivery / Operations
  8. 8. HR
  9. 9. Risk
  10. 10. Etc.
  11. 11. Scope
  12. 12. Organization / Unit
  13. 13. Projects
  14. 14. Customers / Clients
  15. 15. Products
  16. 16. Etc.
  17. 17. Level of Detail
  18. 18. Status
  19. 19. Confidential
  20. 20. Validation
  21. 21. Etc.</li></ul>The set of reported KPIs is aligned with strategy and consistent with the role of the user<br />
  22. 22. Step 3: The Management Information will only be effective when presented in a certain way: How often? Which reference or benchmark? Which fashion?<br />Effectiveness<br /><ul><li>Frequency
  23. 23. Realtime
  24. 24. Drumbeat: Weekly, Monthly, Quartly, Yearly
  25. 25. Ad hoc
  26. 26. Reference
  27. 27. History (past period, year, etc.)
  28. 28. Budget
  29. 29. Forecast
  30. 30. Peers
  31. 31. Etc.
  32. 32. Presentation
  33. 33. Online dashboard
  34. 34. Spreadsheet or PowerPoint
  35. 35. Graphs or Text
  36. 36. Etc.</li></ul>Reporting with realistic but challenging reference data will stimulate performance<br />
  37. 37. Step 4: To create the Management Information, we need a well-defined process including responsibilities and tooling<br />Realization<br /><ul><li>Process
  38. 38. Define MI
  39. 39. Prepare reports
  40. 40. Analysis
  41. 41. Distribution
  42. 42. Maintenance
  43. 43. Governance
  44. 44. RACI: Accountable, Responsible, Consulted, Informed
  45. 45. Functional or multidisciplinaire teamwork
  46. 46. Tooling
  47. 47. ERP systems
  48. 48. Data Warehouse
  49. 49. Microsoft Office
  50. 50. Etc.</li></ul>Analyzing data from several perspectives, not just financials, will bring new insights<br />
  51. 51. Conclusion: The Management Information Framework will help you in creating a set of consistent decision-support information<br />Realization<br />Objectives<br />Target Group / users<br />Type of decisions<br />Process<br />Group<br />Business Unit<br />Strategic<br />Opera-tional<br />Define MI<br />Prepare reports<br />Business Line<br />…<br />One-off<br />…<br />Analysis<br />Maintenance<br />Responsibilities (RACI)<br />Need<br />Tooling<br />Types of information<br />Policy Statement<br />Financial<br />Delivery<br />Data warehouse<br />Microsoft office<br />Sales<br />HR<br />ERP<br />…<br />Risk<br />…<br />Scope<br />Client view<br />Organization<br />Effectiveness<br />Project view<br />…<br />Presentation<br />Reference<br />Frequency<br />Status<br />Continuously<br />Weekly<br />Past period<br />Past year<br />Online tool<br />PowerPoint<br />Confidential<br />Validation<br />Monthly<br />Quarterly<br />Budget<br />Forecast<br />Spread-sheet<br />Graphs<br />Level of detail<br />Yearly<br />Ad hoc<br />Peers<br />…<br />Dashboard<br />Text<br />
  52. 52. Ir. L.Y. (Liesbeth) Bout RC<br />Tel: +31 30 689 0388 <br />Mob: +31 6 15 030 372<br />liesbeth.bout@capgemini.com<br />www.capgeminiconsulting.nl<br />Capgemini Consulting is the strategy and transformationconsulting brand of Capgemini Group<br />

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