Best Practice for financial budgeting and planning

2,630 views
2,533 views

Published on

iBusiness solutions webinar on financial reporting best practices with a focus on budgeting and planning and how to achieve better results through implementation of the Intelligent Business programs

Published in: Technology
0 Comments
3 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
2,630
On SlideShare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
77
Comments
0
Likes
3
Embeds 0
No embeds

No notes for slide
  • Capture, manage, and analyze your data (disciplines) to communicate what has happened, influence what is happening, and anticipate what will happen (capabilities) in order to increase your organization’s profitability, productivity, and predictability (opportunities)
  • Capture, manage, and analyze your data (disciplines) to communicate what has happened, influence what is happening, and anticipate what will happen (capabilities) in order to increase your organization’s profitability, productivity, and predictability (opportunities)
  • Capture, manage, and analyze your data (disciplines) to communicate what has happened, influence what is happening, and anticipate what will happen (capabilities) in order to increase your organization’s profitability, productivity, and predictability (opportunities)
  • As a leader, you've proven that you have the ability to have a positive impact on your organization by creating value for your organization's customers.  Yet, as many organizations become successful, they reach a point where it becomes increasingly difficult to move ahead and stay ahead.  Endless market, competitive, organizational, and regulatory change creates periods of powerlessness, confusion, and complexity.   The i ntelligent Business Program TM gives you the tools and structure to make quantum leaps in your organization's productivity, profitability, and predictability, infusing new capabilities, confidence, and clarity into the endless change.  Designed for organizations and organizational leaders, The Program provides what is needed to break through current obstacles to manage change and capitalize on new opportunities resulting from that change. Go Farther, Faster by: Aligning people, processes, data, and technology to your organization's strategic objectives Allocating funding to those analytics and data management initiatives that can provide value to your customers Creating a high-performing team, bridging the gap between and balancing the needs of the business and IT Identifying opportunities to transform your data into a strategic asset and maximize your information to drive strategic outcomes Learning best practices, unique tools and techniques, and innovate models, and cost-effective technology accelerators   Everything you do must have a positive impact on your business and help you create more value for your customers.  The intelligent Business Program TM will help you do just that by "driving decision-quality information higher up, further down, and more widely across your organization” TM , and by focusing on the three intelligent Business Questions TM : What do we need to communicate ? TM What do we need to influence ? TM What do we need to anticipate ? TM
  • Discover, understand, and articulate current reality in your business along with both the opportunities and constraints in your future with The Vision Builder TM .  This step in the process is based on your three-year business vision and goals to provide clarity and alignment.     Within the context of the future framework you also need to identify and confront your dangers and obstacles to eliminate, your greatest opportunities to capture, and your greatest strengths to reinforce and leverage.   Focused on creating business value, we will work with you to define the disciplines you need to develop in order to create the capabilities that will allow you to capture your top opportunities.  This is where you will create increasing value for your customers and create The i ntelligent Business TM with your organization. Again, by "driving decision-quality information higher up, further down, and more widely across your organization” TM , you will be able to effectively ask – more importantly answer – the three intelligent Business Questions TM : What happened that we need to communicate ? TM What is happening that we need to influence ? TM What is going to happen that we need to anticipate ? TM
  • Nextel Partners This dashboard enables a 360-degree view of customer for call center reps. Brings visibility to a whole host of information about the customer on the phone, such as: Size of the account – number of units Past due A/R balances Current contracts Overage charges Alignment around ARPU from Wall Street to the call center “ Nextel Partners, Inc. (NASDAQ:NXTP) last month reported record top-line results for the third quarter of 2005. During the period, the company saw an acceleration in service revenues, which increased 32% over the prior year's third quarter to $445.2 million. The growth was driven by the company's best ever net subscriber additions and higher ARPU (average monthly revenue per subscriber unit).” Empowered, decision-making by customer-facing employees with operational alignment to strategic, organizational objectives.
  • Internal focus Financial services – sales pipeline continuum Coach producers Ideal sales funnel mix Improve sales velocity Increase close rate Analyze compensation Incent actions necessary to meet goals Unified data and metrics Collaboration, agreement, responsibility
  • External focus Spader – “data as a service” Data is an opportunity but also a constraint Project involved moving them from data as a constraint to data as an asset NAPCP – customer portal Customer-facing portal Reports and dashboards Forums and discussion boards Rich media content Content aggregration
  • With your vision built, you now need to determine how you will get there.  Using The Strategic Navigator TM  you will answer the what is needed, who will do it, when will it be done, and how much will it cost questions.  This step can be summed up as "plan strategically, build incrementally."  You know the vision and the value you need to achieve strategically, but you need to chart and navigate a course that creates opportunities for you to deliver value and results incrementally. Our goal is to increase decision makers’ confidence by improving best practices in data management, data visualization, analysis, and information delivery. Our object is to shorten the “time to value” by delivering the highest valued priorities as quickly as possible, and then iteratively picking up more functionality as the return on your investments justifies. One typical way to define the incremental strategy is to address the three intelligent Business Questions TM  in sequence: What do we need to communicate? What do we need to influence? What do we need to anticipate? While you may want to and even need to be able to forecast, model, and anticipate future performance, the quickest and easiest way to get started is typically to focus on communicating what has happened. As you develop the disciplines and capabilities to effectively communicate relevant information in a timely manner, you will have a great foundation for expanding your disciplines and capabilities to influence what is happening and ultimately to anticipate what will happen.
  • MnSCU accountability framework and dashboard
  • Your incremental strategy will prioritize the items of greatest value and with The Data Transformer TM you will now identify the information necessary to support your business vision and the data necessary to product that critical, decision-quality information.  Unfortunately, for many organizations, increasing volumes of data and increasing complexity in business processes have created a ceiling of data complexity, evidenced by: Fragmented silos of data, including many shadow systems in Microsoft Excel and Access Poor data quality, including lack of accuracy, consistency, timeliness, and relevance Duplicated efforts and wasted time spent manually gathering and manipulating data A loss of confidence in your data, which arguably should be one of your most valued assets. Many organizations invest heavily each year to maintain this level of data complexity across many operational and financial systems as well as data sources outside the organization. This complexity is the cause for the failure of many past initiatives, both by IT and by the business. With The Data Transformer TM you can begin managing your data as a strategic asset that will allow your scarce human and financial resources to be applied to value-added, customer-facing activities. Defining information needs, optimizing business processes, and managing data as an asset based on the greatest business value will allow you to "drive decision-quality information higher up, further down, and more widely across your organization" TM  in as short a time-to-value as possible, and thereby break through the ceiling of data complexity.
  • Motorola Balanced scorecard-like design Collaboration Drill to detail for root cause analysis MnSCU 4 ways to view a student: a person (student), a person at a point in time (student year term), a person at a particular institution (institution student), a person at a particular institution at a point in time (institution student year term) Spader Utilizing CRM for MDM – CRM can/should be more than just automating the sales pipeline or help desk function
  • Go farther, faster Capture Crm Planning Other operational systems Manage MDM DW/DM Data governance Analyze BI Dashboards/scorecards Employees, customer, supplier portals Customer-facing analytics Sales, expenses, and labor forecasts
  • The Technology Accelerators Data management Master drug lists Master customer management Database Relational and multi-dimensional databases Analytics Web-based, customer-facing portal Customer-facing analytics
  • With opportunities to capture and capabilities to create, you need to develop new disciplines that deliver on the promises.  A key, unique discipline, The Visual Advantage TM , uses graphical representations of your complex requirements and designs, allowing you to visualize the many aspects of your incremental build within the context of your strategic plan.  These visuals are much quicker to create than traditional project documents, much easier to share with your team members, and facilitate better communication and collaboration with your sponsors and other stakeholders, all shortening your time to value. One of the distinctive ways in which we help our clients is to help them realize what we call “the value breakthrough”. Gone are the days of IT taking months or years to deliver a data warehouse environment. Gone also are the days of the maverick shadow IT operations in business units. Neither of these two approaches are wrong in and of themselves. However, we have found a way to leverage the “work fast” and “just do it” benefits of the right side with enough structure to product “just enough definition at just the right time” to produce a high degree of value in a short amount of time. One of the keys here is to work smart by using graphical representations for many project deliverables. The Visual Advantage leverages the best of both approaches to more effectively define and communicate the business needs, deliver value to meet those needs, and do it in a timeframe that meets business priorities.
  • Visual approach and Iterative approach Release diagram Business and IT disciplines represented and integrated in the solution roadmap Multi-year plan
  • Visual approach and Iterative approach Wells Fargo Sales Pipeline Continuum Visual – communication and manage expectations Iterative - reinforces release plan with more detail specifically related to the data discipline
  • McKesson data sourcing flow diagram 12 data sources, succinctly documented in terms of format of data, frequency of data loads, and target system During the project, boxes were color coded to indicate status Project sponsor used this diagram to report back to the COO what was in scope, status of the back-end data work, and where data deficiencies existed. The COO was able to use that information to improve how people entered data in the field to produce better data to the system. Visual – visualize complex requirements for what is often a very complex domain (data movement and integration) of BI projects. Iterative – color coded during development to show released implementation.
  • To do what’s needed to create The intelligent Business, new disciplines are required for a successful initiative. A well-balanced initiative bridges the gap that often exists between the business and IT and acknowledges the value each party brings to the initiative.  The Execution Disciplines TM identifies and empowers your IT department to take responsibility for the back-end disciplines related to data and technology, while making sure your business stakeholders are fully engaged in the leadership and business front-end disciplines.  The cooperation, collaboration, and partnership established with this approach can create a high level of productivity within your organization, further shortening the time to value and accelerating progress toward your business goals. The three most common compliments we receive from our clients are on: Our high-caliber and dedicated people Our multi-disciplinary approach Our ability to bridge the gap between the business and IT   All three of these are embodied in The Execution Disciplines TM to help you and your team work together effectively and efficiently.
  • Everything you do needs to move your business forward by increasing your top line revenues in a way that profitably impacts your bottom line. Your investments must produce tangible returns and add value to your business processes, your employees, and ultimately to your customers.  The Growth Profile TM leverages The intelligent Business Solution TM coupled with iBusiness Solutions' suite of Services to equip you to "increase revenues profitably" TM .  What new opportunities should you be capturing today? The D.C.O Model TM is a roadmap to continue developing and maturing Disciplines as you create value by moving from a reactive state where many systems produce lots of reports and move to a managed state where data and information are seen and utilized as a strategic asset.  The more your Disciplines expand, the more your organization is able to own and evolve your solution without dependency on consultants for project execution.   As your Disciplines expand, you will also find a growing demand for new Capabilities to leverage your data and information assets.  Dashboards, scorecards, predictive analytics, location intelligence, and others will introduce new capabilities that add increased value to your organization.  The more your Capabilities expand, the more you will enable and empower the customer-facing and executive decision-makers in your organization.   As your Capabilities expand, you will discover opportunities that you previously would not have been able to capture.  You will move to a state of proactively identifying opportunities to increase revenues profitably TM and to realize a positive, potentially significant ROI, allowing you to further expand your Disciplines, Capabilities, and Opportunities.  As your Opportunities expand, your organization will become more competitive, shaping rather than reacting to the market.
  • Customized experience Compare one account to other accounts Find other accounts with similar characteristics New Disciplines Multi-disciplinary approach Emulated many of our techniques and best practices in future releases and projects New Capabilities New and revised business processes Communication with clients Data management Analytics New Opportunities Customer value scorecards Customer-facing analytics Increased customer retention
  • People often ask us whether The intelligent Business Program TM will work for someone in their industry. The answer is almost always yes. In fact, iBusiness Solutions clients come from over 20 different industries ranging in size from $6M in annual revenues to the Fortune 50.  How can one program work for so many different kinds of businesses?  Think about it this way.   Through your years of experience running and growing your business, you’ve achieved a level of wisdom about what you do.  Your industry has its own unique challenges and possibilities.  But the fundamental fact is that you are a leader within your organization and possibly within your industry.   Our wisdom comes from working closely with highly successful business and IT leaders from more than 70 organizations for over 12 years, discovering principles that are true for all businesses and creating disciplines that are applicable across industries.  We are leaders within our industry and in our programs and services we offer practical tools, solutions, and strategies that work for you.   The i ntelligent Business Program TM gives you the tools and structure to make quantum leaps in your organization's productivity, profitability, and predictability, infusing new capabilities, confidence, and clarity into the endless change.  Designed for organizations and organizational leaders, The Program provides what is needed to break through current obstacles to manage change and capitalize on new opportunities resulting from that change. Go Farther, Faster by: Aligning people, processes, data, and technology to your organization's strategic objectives Allocating funding to those analytics and data management initiatives that can provide value to your customers Creating a high-performing team, bridging the gap between and balancing the needs of the business and IT Identifying opportunities to transform your data into a strategic asset and maximize your information to drive strategic outcomes Learning best practices, unique tools and techniques, and innovate models, and cost-effective technology accelerators   Everything you do must have a positive impact on your business and help you create more value for your customers.  The intelligent Business Program TM will help you do just that by "driving decision-quality information higher up, further down, and more widely across your organization” TM , focusing on the three intelligent Business Questions TM : What do we need to communicate ? TM What do we need to influence ? TM What do we need to anticipate ? TM The Action Accelerator – take action today! Do something today! (Brad Sugars) What is your biggest insight? Who does this need to be communicated to? What is your most important first action? When does this need to completed? What’s the single biggest things you need to accomplish in the next 30 days? The next 90 days? Sshare this information with us as feedback and we will send you a $5 Caribour Coffee gift card.
  • We understand we work in a confusing space.  It's not fully IT but it's not fully business either.  It involves company objectives, business needs, and IT's technology.  Many service providers with very different services, approaches, and expertise compete for your scarce project budgets.   Only iBusiness Solutions offers The intelligent Business Experience TM , three distinct yet complementary ways in which we can deliver the value of The intelligent Business Program TM . Intelligently Choose The Experience That Is Best For You   Our contracting services provide you project resources specific to a phase of your project or a specific role with your project team, ranging from project management and business analysis to data modeling and ETL development.  Analytics and data management projects involving many, diverse technologies, some that may be new to your team.  When you need specific technology expertise or simply extra bandwidth to complete your project within aggressive timelines, our contracted resources deliver.   Our consulting services range from key senior resources to plan and architect your solution to project teams working remotely in our Project Center or onsite at your facility to deliver turnkey analytics applications.   Our coaching services can be experienced in two ways: A 12-month program for those ready to tackle a larger analytics or data management initiative where they need to do it right the first time A 4-week workshop for those needing to realize a quick-win utilizing an abbreviated version of The Program
  • Best Practice for financial budgeting and planning

    1. 1. Improve your Financial Planning, Budgeting, and Reporting Online Workshop
    2. 2. Today’s agenda <ul><li>To begin increasing your organization’s profitability , productivity , and predictability by helping you communicate what has happened, influence what is happening, and anticipate what will happen </li></ul><ul><li>Align your planning and budgeting process and your financial data to your organization’s strategic goals and objectives </li></ul><ul><li>Break through the “ceiling of data complexity” by transforming your manual planning, budgeting and reporting into high-value processes </li></ul><ul><li>See planning, budgeting and financial reporting as integral parts of the capture  manage  analyze data continuum </li></ul><ul><li>Design planning and budgeting processes to enable driver-based year end forecasting </li></ul><ul><li>Apply real-world case studies from various business segments </li></ul><ul><li>About: </li></ul>
    3. 3. Today’s Speaker <ul><li>Timothy Brands – CEO – iBusiness Solutions </li></ul><ul><li>As the founder and chief executive officer, Tim focuses on creating opportunities for iBusiness Solutions to become a trusted advisor to executives and customer-facing decision-makers, a strategic business partner to our clients, and a recognized thought-leader within our industry </li></ul><ul><li>Created The i ntelligent Business Program TM , encompassing more than a decade of hands-on experience, tools, techniques, and best practices used to create innovative solutions for capturing, managing, and analyzing data </li></ul><ul><li>Has helped dozens of organizations, from Minnesota State Colleges and Universities, McKesson, Motorola, and Wells Fargo, to many small to mid-sized, privately-held companies, become world class examples of The i ntelligent Business TM </li></ul>
    4. 4. Objective <ul><li>To begin increasing your organization’s profitability , productivity , and predictability by helping you communicate what has happened, influence what is happening, and anticipate what will happen </li></ul>
    5. 5. Go Farther, Faster <ul><li>In the midst of unprecedented uncertainty, confusion, and change, achieve a higher level of profitability, productivity, and predictability for your organization with: </li></ul><ul><li>Financial planning, budgeting, and analytics </li></ul><ul><li>Sales, expense, labor, and other forecasting </li></ul><ul><li>Customer experience analytics and CRM </li></ul><ul><li>Sales force and pipeline analytics and SFA </li></ul><ul><li>Executive, operational scorecards and dashboards </li></ul><ul><li>and more to achieve your business goals. </li></ul>
    6. 6. Leverage Customer Experiences and Behaviors <ul><li>Every organization has unique customer experience moments and a unique continuum of processes and systems that interact with customers in those experience moments. </li></ul><ul><li>Implement customer-facing analytics with self-service portals to increase the loyalty, sales, and profitability or your best customers </li></ul><ul><li>Replicate the behaviors of your most profitable customers across the rest of your customer base </li></ul><ul><li>Identify new customers with the demographics and behaviors of your best customers </li></ul>A Business Services Customer Experience Continuum A Financial Services Sales Continuum
    7. 7. Change the Budgeting and CRM Paradigms <ul><li>We offer a unique perspective on and a distinct approach to financial budgeting and CRM applications. </li></ul><ul><li>We start with the metrics and information you need to manage profitability, productivity, and predictability </li></ul><ul><li>Planning, budgeting and CRM business processes and applications must support decision-making all year </li></ul><ul><li>These applications must facilitate relevant, timely, and on-going reporting, analysis, and reforecasting </li></ul><ul><li>Capture, manage, and analyze financial and customer data critical to strategic performance management </li></ul>
    8. 9. The Vision Expander TM
    9. 10. Examples of Dangers <ul><li>Falling behind competitors:  A business management consulting firm risked falling behind their newer, larger, and better-funded competitors in terms of the web-based, timely, and interactive delivery of information. </li></ul><ul><li>Data is outdated before we get it: A retail company’s nightly data processing and report generation was taking in excess of 21 hours, resulting in management receiving daily operational results on the second business day after the performance occurred. </li></ul><ul><li>No consistent way to calculate cost of doing business: A pharmacy company could not accurately and consistently calculate the costs for drugs and labor, which combined for more than 85% of their operational expenses </li></ul><ul><li>Losing customers: A outsourcing company lost its single largest client, accounting for more than 30% of their revenue, because they were not able to define and present the value and cost savings they were delivering </li></ul>
    10. 11. Marketing Services <ul><li>Customer satisfaction survey results </li></ul><ul><ul><li>Structured, quantified survey ratings </li></ul></ul><ul><ul><li>Unstructured content in the form of verbatim comments </li></ul></ul><ul><ul><li>Predict customer buying behavior based on survey responses </li></ul></ul><ul><ul><li>Tie customer survey responses to major business processes to identify areas for business improvement </li></ul></ul><ul><li>Briefing book design </li></ul><ul><ul><li>Web-based, hosted solution </li></ul></ul><ul><ul><li>Custom-designed graphics not available off-the-shelf </li></ul></ul><ul><ul><li>Leverage red-yellow-green visual experience with descriptors </li></ul></ul><ul><ul><li>Include relevant text in all levels </li></ul></ul>
    11. 12. Examples of Opportunities <ul><li>Improve sales productivity: The wealth management division of a major financial services firm discovered 50% underachievement in overall sales goals and 70% underachievement in cross-selling goals. Our solution provided visibility to a single source of truth while reducing annual labor costs by $255K and eliminating fields sales force and management waste by $1.6M. </li></ul><ul><li>Reduce operational costs: A wireless network provider reduced its call center labor expense by 15,000 hours per month while increasing quarterly service revenue by 32%.  </li></ul><ul><li>Increase operational effectiveness: Utilizing location intelligence, we helped a branch of the military cut time to engagement of new recruits by up to 75%, while providing new insights into marketing campaigns. </li></ul>
    12. 13. Wireless Telecommunications <ul><li>Contact center dashboard </li></ul><ul><li>Decision data includes key customer background information </li></ul><ul><li>Calculated time savings of more than 15,000 hours per month </li></ul><ul><li>Supported Nextel in accelerating service revenues, which increased 32% over </li></ul><ul><li>the prior year's </li></ul><ul><li>third quarter to </li></ul><ul><li>$445.2 million </li></ul>
    13. 14. Examples of Strengths <ul><li>Leverage data for competitive advantage: A business management consulting company made its industry-leading data available to customer in Web-based, interactive dashboards to leap frog the competition’s capabilities, retain their existing customers, and entice new customers away from the competition. </li></ul><ul><li>Utilize expertise and knowledge of staff: A professional services organization upgraded several back-end and client-facing applications by using a combination of consulting and coaching services to leverage the knowledge and skills of their staff while also getting them up-to-speed on the new technologies. </li></ul>
    14. 15. Financial Services <ul><li>Coach producers </li></ul><ul><li>Ideal sales funnel mix </li></ul><ul><li>Improve sales velocity </li></ul><ul><li>Increase close rate </li></ul><ul><li>Drive utilization of CRM to manage relationships </li></ul><ul><li>Analyze compensation to incent actions necessary to meet goals </li></ul><ul><li>Enhance management and coaching of sales force and channels </li></ul>
    15. 16. Examples of Value Creation <ul><li>Enhance customer experience:  An outsourcing division of a Fortune 50 company retained 100% of its customers over the fiscal year by demonstrating to its customers $56 million in cost savings.  </li></ul><ul><li>Greater alignment between strategy and execution: A statewide education system was propelled to the national forefront of driving greater accountability by making its performance to goal transparent to policy makers, administrators, educators and the public. </li></ul><ul><li>Capture a 360-degree view of a customer: Integrating the many points of customer-related data, a professional services organization was able to more effectively manage their relationship with their customers and streamline internal processes. </li></ul>
    16. 17. Performance Management <ul><li>Increase institutional knowledge of customers across business functions and employees by utilizing CRM as the single point of capturing and managing all customer-related data </li></ul><ul><li>Proactively upsell, cross-sell, and extend current products and services to increase customer retention </li></ul><ul><li>Deliver and manage customer-facing analytics and reporting via an online customer portal integrating reports and analytics, proprietary systems, and third-party applications </li></ul><ul><li>Innovative solution design eliminated $100K in anticipated project costs </li></ul>
    17. 18. Expanding On Your Vision 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 “ If we were meeting here three years from today – and you were to look back over those three years to today – what has to have happened during that period, both personally and professionally, for you to feel happy about your progress?” Top 3 Dangers to be Eliminated Top 3 Opportunities to be Focused on and Captured Top 3 Strengths to be Reinforced and Maximized Top 3 Ways You Create Value for Your Customers
    18. 19. The Strategic Navigator TM
    19. 20. Organizational Performance to Strategic Plan <ul><li>Higher education through 37 institutions and online services </li></ul><ul><li>Illustrates typical evolution for BI </li></ul><ul><ul><li>Scheduled jobs producing static reports and charts </li></ul></ul><ul><ul><li>Introduce dashboards to provide interactivity to the masses with “not-so-easy-to-consume” dashboards </li></ul></ul><ul><ul><li>BI chaos ensues </li></ul></ul><ul><ul><li>Define key performance indicators, metrics, and measures </li></ul></ul><ul><ul><li>Address data challenges </li></ul></ul><ul><ul><li>Develop standards-based, template-driven performance management applications incrementally </li></ul></ul><ul><ul><li>Incorporate Web 2.0 capabilities for increased communication and collaboration </li></ul></ul>
    20. 21. The Data Transformer TM
    21. 22. High Tech Manufacturer <ul><li>CEO and direct reports </li></ul><ul><li>Able to view key performance indicators across business units </li></ul><ul><li>Enterprise-wide view of data </li></ul><ul><ul><li>Supply chain customer/quality </li></ul></ul><ul><ul><li>Sales </li></ul></ul><ul><ul><li>Finance expenses and cash </li></ul></ul><ul><ul><li>Human Resources </li></ul></ul><ul><li>Combined financial and non-financial data without having to pull the financial data out of the general ledger </li></ul><ul><li>Updated weekly </li></ul><ul><li>Included a “comments” feature with database write-back for executive collaboration </li></ul>
    22. 23. The Technology Accelerators TM
    23. 24. Healthcare Outsourcing <ul><li>Fortune 50 acute care pharmacy outsourcing division </li></ul><ul><li>Customer-facing value scorecards and analytics used across 100 locations, executive leadership, and internal operation teams </li></ul><ul><ul><li>Focusing on defining value of outsource services to customers </li></ul></ul><ul><ul><li>Initial release targeted value around contract purchasing, clinical intervention activity, and clinical initiatives </li></ul></ul><ul><ul><li>Subsequent releases targeted value around talent management, and internal operational benchmarks </li></ul></ul><ul><li>Aligned business operational measurements to achieving customer value </li></ul><ul><li>Defined over $56M in customer value which was critical in retaining 100% of existing customer base </li></ul>
    24. 25. The Visual Advantage TM
    25. 26. Release Plan
    26. 27. Hierarchy Diagram
    27. 28. Sourcing Flow Diagram
    28. 29. The Execution Disciplines TM
    29. 30. Cargo / Logistics <ul><li>International airline field and corporate sales support dashboard </li></ul><ul><li>Web application design </li></ul><ul><ul><li>Dashboard integrated with mainframe application </li></ul></ul><ul><ul><li>Synchronizes data from laptop to mainframe </li></ul></ul><ul><ul><li>Persistent dashboard leveraged when disconnected </li></ul></ul><ul><li>Used in pre- and post-sales call activity across the world supporting field sales and corporate management </li></ul>
    30. 31. The D.C.O. Model TM
    31. 32. Healthcare Outsourcing <ul><li>Fortune 50 acute care pharmacy outsourcing division </li></ul><ul><li>Customer-facing value scorecards and analytics used across 100 locations, executive leadership, and internal operation teams </li></ul><ul><ul><li>Focusing on defining value of outsource services to customers </li></ul></ul><ul><ul><li>Initial release targeted value around contract purchasing, clinical intervention activity, and clinical initiatives </li></ul></ul><ul><ul><li>Subsequent releases targeted value around talent management, and internal operational benchmarks </li></ul></ul><ul><li>Aligned business operational measurements to achieving customer value </li></ul><ul><li>Defined over $56M in customer value which was critical in retaining 100% of existing customer base </li></ul>
    32. 35. A Partial List of Companies Creating Value
    33. 36. Questions? Timothy Brands 612-730-7404 [email_address]

    ×