This document summarizes a presentation about how Scania Australia implemented a new finance system to drive organizational change. It discusses how Scania was experiencing growth but faced challenges from restructuring and competition. The new system provided increased visibility, engagement of business users, and insights to help managers understand variances. It reduced the time to create budgets from 19 days to 90 minutes and allowed for collaboration across divisions.

1. Are you Driving
Change in your
Organisation?
Presenters:
Rebecca Payne & Phillip Taphouse
See how to tackle the challenges
of strategic planning and
finance.

2. What we do
We use industry leading technology from some of the world’s best software
providers to offer our clients holistic improvements to their business systems.

3. Can finance genuinely play a lead role in
transforming performance and culture across a
business when they are enabled by an
appropriate technology?
Or does it tend to lead to small
improvements in silos in the business?

4. Business Impact

5. SCANIA
This is a story about change

6. Scania Australia operation in a snapshot…
Est. 1971Approx. 400
employees nationwide
Multi location
workshops requiring
labour and part sales
calculations
5 States where labour and part
sales are consolidated with units,
sales value and margin for truck,
bus and engines incorporated
Multiple National departments that are
incorporated into the budget results
5 National
Vehicle sales
departments

7.  Currently experiencing growth in Australia competing with a
number of imported brands all competing for a small market.
 Growth has brought significant challenges such as:
 Restructuring - centralising and decentralising
 Stock levels growing
 Customer profitability
 Competition with imports
 New products
 Resulted in the NEED to review business progress in order to
analyse and make responsive decisions - the current
technology couldn't do this.
Business environment changes

8.  Increased visibility of operations across
the organisation
 Sustainability of business
 Financial oversight – linking financial and
operational perspectives
 Insight into activity
 Daily performance management
 Collaboration between business and
workshop managers.
 Technology which enabled the change
NOT managing the change of technology.
Looking for?

9. “My main objective was for a system that
didn't leave us relying on IT for everything.
It had to be simple. I wanted something
that we, the accountants in the business,
would be able to make changes to.”

10. What’s wrong with excel?
 Manual, time consuming, maintenance intensive
 Can’t collaborate
 Doesn’t engage business users!
 Any Excel based reporting is open to errors
 Formulas can be over-ridden – 16,000 formulae to 76
 Time taken to create new year
 Time taken to enter actual and upload budget
 Changes to hierarchy or information requirements
 Too consolidated a view!

12. Often dealing with a vendor can be like this…

13. Where are they now?
 Through centralised business drivers, they are
able to share, update and collaborate on data
across multiple divisions, nationwide
 Less finance focused, more operations driven
 Opportunity to slice and dice the data
 Able to pick up and understand the root
cause of variances.

14. Creating the
NEWYEAR
1day
2 days
Used to take 2 days
Creating the
‘New Year’
Now takes 15mins
Uploading budgets in management reports
3 days x 3 people
123
Now takes
30 mins
Preparation for budget input into
Management reports
From 19 days
to
90

16. What if you could have?
No single
source of truth
Too much data
Too little insights
Strategy
disconnected
from results
Lack of visibility
into performance
and risk
Single
integrated
data
platform
Business
intelligence
everywhere
Combined
planning,
analytics &
execution
Focused,
automated
interactive
insights

17. Strategy
Tactic
Operations
Planning
 What if analysis / Forecasting
 Resource Capacity Planning
 Financial and Operational Planning
 Business modelling
Control
 Profitability Analysis
 Financial Consolidation
Strategy Formulation
 Scorecards
 Strategy Maps
 Strategic Planning
Execution
 Reporting
 Monitoring
 S&OP and Short Term Planning

18. Process Efficiency
Decision
EffectivenessTHE TURNING POINT

19. Magic Quadrant
Figure 1: Magic Quadrant for Corporate Performance
Management Suites
Source: Gartner (April 2015)

22. One step
at a time.
It’s a journey not a destination

23. Analysis Development Implementation Delivery
Agile Delivery
 Functional requirements are
immediately translated into
the Data Model
 Users can touch and asses
the application day by day
 The model continuously
adapts to needs
 Spontaneous and continuous
knowledge sharing




26. Are you ready?
Contact us to organise your
free proof of concept.

27. We promise we won’t be like this….

29. Q&A

30. Copyright ©2014 Infor. All rights reserved. This presentation is provided for informational purposes only and does not constitute a commitment in any way. The information, products and services described herein are subject to change at any time without notice.
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