Never-before-disclosed Oracle planning techniques
Oracle background <ul><li>Jeff was CFO from 1986-1991 </li></ul><ul><ul><li>Staff grew from ~200 to ~ 12,000 </li></ul></u...
Consequences of doubling <ul><li>Next year revenues > total revenues all prior years </li></ul><ul><li>Spending 75% > bigg...
MOKRs (Top down planning) <ul><li>Mission </li></ul><ul><ul><li>Describe purpose of this organization </li></ul></ul><ul><...
MOKRs (Mission, Objectives, Key Results) <ul><li>Larry’s mission </li></ul><ul><li>Become the largest database company  </...
MOKRs (Mission, Objectives, Key Results) <ul><li>Accounts Payable mission </li></ul><ul><li>Pay vendors and keep them happ...
Key indicators (Drivers) <ul><li>In each cost center </li></ul><ul><ul><li>Identify “drivers” to predict costs (and revenu...
Budgeting (Bottom up planning + buy-in) <ul><li>In each cost center (May 31 fiscal) </li></ul><ul><ul><li>Draft detailed m...
Over-assign (set bar high; overachieve) <ul><li>Typical goal is everyone meets plan </li></ul><ul><ul><li>Better is opport...
Responsibility reporting (accountability) <ul><li>Monthly, Oracle GL produces </li></ul><ul><ul><li>Budget versus Actual r...
Weekly forecast (world-wide Monday) <ul><li>Larry Ellison led 3PM Monday meeting </li></ul><ul><ul><li>Every Monday (7 peo...
Quarterly re-budgeting (raise bar) <ul><li>Before each quarter: </li></ul><ul><ul><li>Update rest-of-year budget </li></ul...
Oracle planning techniques <ul><li>MOKRs (Top down planning) </li></ul><ul><li>Key indicators (Drivers) </li></ul><ul><li>...
Future of planning <ul><li>Moore’s law guarantees software innovation </li></ul><ul><ul><li>Improved user interfaces </li>...
Upcoming SlideShare
Loading in …5
×

Never before-disclosed oracle planning techniques by Jeff Walker

3,209
-1

Published on

Jeff Walker, former Oracle CFO, presnted "Never-before-disclosed Oracle planning techniques" These slides were presented at the Alight/IE Group FP&A High Tech Summit in Palo Alto June 15, 2011. Jeff discussed key planning and reporting practices that supported Oracle’s rapid growth as it more than doubled annually from $20M to $1.2B while he was CFO.

1 Comment
10 Likes
Statistics
Notes
No Downloads
Views
Total Views
3,209
On Slideshare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
7
Comments
1
Likes
10
Embeds 0
No embeds

No notes for slide

Never before-disclosed oracle planning techniques by Jeff Walker

  1. 1. Never-before-disclosed Oracle planning techniques
  2. 2. Oracle background <ul><li>Jeff was CFO from 1986-1991 </li></ul><ul><ul><li>Staff grew from ~200 to ~ 12,000 </li></ul></ul><ul><li>Jeff founded, designed products, Applications GM from 1985-91 </li></ul>
  3. 3. Consequences of doubling <ul><li>Next year revenues > total revenues all prior years </li></ul><ul><li>Spending 75% > biggest revenue year </li></ul><ul><li>Headcount doubles each year </li></ul><ul><ul><li>Over ½ staff < 1 year with company </li></ul></ul><ul><ul><li>Over ¾ staff < 2 years with company </li></ul></ul><ul><ul><li>Hiring 1,000 staff means roughly 5 per day </li></ul></ul><ul><ul><li>Special processes for recruiting, hiring, training, new employee introduction, management processes </li></ul></ul>
  4. 4. MOKRs (Top down planning) <ul><li>Mission </li></ul><ul><ul><li>Describe purpose of this organization </li></ul></ul><ul><li>Objectives </li></ul><ul><ul><li>Name 5 or 6 major objectives this year </li></ul></ul><ul><li>Key Results </li></ul><ul><ul><li>Identify 20 or so measurable results to demonstrate achieving each objective </li></ul></ul>
  5. 5. MOKRs (Mission, Objectives, Key Results) <ul><li>Larry’s mission </li></ul><ul><li>Become the largest database company </li></ul><ul><li>Objectives </li></ul><ul><li>Double revenues </li></ul><ul><ul><li>Gain market share on each competitor (KR) </li></ul></ul><ul><li>20% margins </li></ul><ul><ul><li>Reduce G&A to 5% of revenues (KR) </li></ul></ul><ul><li>Hire only the best and brightest </li></ul><ul><ul><li>#1 recruiter at MIT, Cal Tech, Sloan … </li></ul></ul>
  6. 6. MOKRs (Mission, Objectives, Key Results) <ul><li>Accounts Payable mission </li></ul><ul><li>Pay vendors and keep them happy </li></ul><ul><li>Objectives </li></ul><ul><li>Return all vendor calls within 24 hours </li></ul><ul><li>Significantly improve staff productivity </li></ul><ul><ul><li>Introduce key indicators </li></ul></ul><ul><ul><li>Measure staff productivity (invoices/staff) </li></ul></ul><ul><ul><li>Improve productivity quarterly </li></ul></ul><ul><li>Slow growth in number of invoices </li></ul><ul><ul><li>Count invoices per month </li></ul></ul><ul><ul><li>Eliminate major-supplier invoices by paying on receipt </li></ul></ul>
  7. 7. Key indicators (Drivers) <ul><li>In each cost center </li></ul><ul><ul><li>Identify “drivers” to predict costs (and revenues) </li></ul></ul><ul><ul><ul><li># of invoices </li></ul></ul></ul><ul><ul><ul><li># of applications products </li></ul></ul></ul><ul><ul><ul><li># of sales staff </li></ul></ul></ul><ul><ul><ul><li>Average price per sale </li></ul></ul></ul><ul><ul><li>Measure “drivers” </li></ul></ul><ul><ul><ul><li>Plan to drive key indicators in desired direction </li></ul></ul></ul><ul><ul><ul><li>Plan objectives around influencing key indicators </li></ul></ul></ul><ul><ul><li>Use key indicators in budgeting </li></ul></ul>
  8. 8. Budgeting (Bottom up planning + buy-in) <ul><li>In each cost center (May 31 fiscal) </li></ul><ul><ul><li>Draft detailed monthly budget in March for next year </li></ul></ul><ul><ul><ul><li>Divisional controllers lead process </li></ul></ul></ul><ul><ul><ul><li>Budget only what you control </li></ul></ul></ul><ul><ul><li>Roll-up and review budgets at responsibility levels </li></ul></ul><ul><ul><ul><li>Divisional controllers supply corporate finance </li></ul></ul></ul><ul><ul><li>Finalize budgets in April </li></ul></ul><ul><ul><li>Finance loads spreadsheets to Oracle GL </li></ul></ul><ul><ul><li>Budgeting ensures that managers “buy-into” MOKRs for their organization (or super-organization) </li></ul></ul>
  9. 9. Over-assign (set bar high; overachieve) <ul><li>Typical goal is everyone meets plan </li></ul><ul><ul><li>Better is opportunity to blow-out plan </li></ul></ul><ul><li>Key indicators determine revenue plan </li></ul><ul><ul><li># of sales staff * average sales per person </li></ul></ul><ul><li>Over-assign means hire > you need </li></ul><ul><ul><li>Wall street revenues = 90% of budgeted plan </li></ul></ul><ul><ul><li>Sales EVP quota = 100% of budgeted plan </li></ul></ul><ul><ul><li>Sales VPs quota = 110% of budgeted plan </li></ul></ul><ul><ul><li>District’s quota = 120% of budgeted plan </li></ul></ul><ul><ul><li>Total sales quota = 130% of budgeted plan </li></ul></ul>
  10. 10. Responsibility reporting (accountability) <ul><li>Monthly, Oracle GL produces </li></ul><ul><ul><li>Budget versus Actual report matching budget detail </li></ul></ul><ul><ul><li>Managers review of subordinate performance </li></ul></ul><ul><ul><ul><li>Culture of under-promise, over-achieve </li></ul></ul></ul><ul><ul><ul><li>Keep expenses under budget </li></ul></ul></ul><ul><ul><ul><li>Drive revenues over budget </li></ul></ul></ul><ul><ul><ul><li>Move key-indicators beyond planned key results </li></ul></ul></ul>
  11. 11. Weekly forecast (world-wide Monday) <ul><li>Larry Ellison led 3PM Monday meeting </li></ul><ul><ul><li>Every Monday (7 people including note-taker) </li></ul></ul><ul><ul><ul><li>Sales (Gary Kennedy) </li></ul></ul></ul><ul><ul><ul><li>Europe (Geoff Squires) </li></ul></ul></ul><ul><ul><ul><li>International (John Luongo) </li></ul></ul></ul><ul><ul><ul><li>Marketing (Peter Tierney) </li></ul></ul></ul><ul><ul><ul><li>Development (Bob Miner) </li></ul></ul></ul><ul><ul><ul><li>Finance & Applications (Jeff Walker) </li></ul></ul></ul><ul><ul><li>Roll-up meetings start early Monday AM </li></ul></ul><ul><ul><li>Final spreadsheets to corporate finance by Noon </li></ul></ul><ul><ul><li>Consolidated by 2PM; handed out at meeting </li></ul></ul><ul><ul><ul><li>Jeff reviewed before 3PM meeting </li></ul></ul></ul><ul><ul><li>Executives report activities and current-quarter cost-and revenue projections </li></ul></ul>
  12. 12. Quarterly re-budgeting (raise bar) <ul><li>Before each quarter: </li></ul><ul><ul><li>Update rest-of-year budget </li></ul></ul><ul><ul><li>Attend off-site planning meeting </li></ul></ul><ul><ul><ul><li>Update executive team on MOKR progress </li></ul></ul></ul><ul><ul><ul><li>Agree on new rest-of-year budget </li></ul></ul></ul><ul><ul><ul><li>Name the budget (Coronado, London, Sonoma, Monaco, Kaui, ….) </li></ul></ul></ul><ul><ul><li>During my tenure as CFO, each quarter we: </li></ul></ul><ul><ul><ul><li>Raised our revenue goals </li></ul></ul></ul><ul><ul><ul><li>Built infrastructure for following year </li></ul></ul></ul><ul><ul><ul><li>Increased our capacity investments </li></ul></ul></ul>
  13. 13. Oracle planning techniques <ul><li>MOKRs (Top down planning) </li></ul><ul><li>Key indicators (Drivers) </li></ul><ul><li>Budgeting (Bottom up planning + buy-in) </li></ul><ul><li>Over-assign (set bar high; overachieve) </li></ul><ul><li>Monthly responsibility reporting (accountability) </li></ul><ul><li>Weekly forecasts (world-wide Monday) </li></ul><ul><li>Quarterly re-budgeting (raise bar) </li></ul>
  14. 14. Future of planning <ul><li>Moore’s law guarantees software innovation </li></ul><ul><ul><li>Improved user interfaces </li></ul></ul><ul><ul><li>Instantaneous computational speeds </li></ul></ul><ul><ul><li>Prosumerism </li></ul></ul><ul><ul><li>Technology becomes a competitive advantage </li></ul></ul><ul><li>Planning Maturity Curve predicts </li></ul><ul><ul><li>Interactive top-down planning </li></ul></ul><ul><ul><li>Buy-in integrated with planning processes </li></ul></ul><ul><ul><li>Budgets as an output not an input </li></ul></ul><ul><ul><li>Planning making drivers part of your culture </li></ul></ul><ul><ul><li>Contingency planning part of your culture </li></ul></ul>

×