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Performanceleadership

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  • 1. THE FOLLOWING IS INTENDED TO OUTLINE OUR GENERAL PRODUCT DIRECTION. IT IS INTENDED FOR INFORMATION PURPOSES ONLY, AND MAY NOT BE INCORPORATED INTO ANY CONTRACT. IT IS NOT A COMMITMENT TO DELIVER ANY MATERIAL, CODE, OR FUNCTIONALITY, AND SHOULD NOT BE RELIED UPON IN MAKING PURCHASING DECISION. THE DEVELOPMENT, RELEASE, AND TIMING OF ANY FEATURES OR FUNCTIONALITY DESCRIBED FOR ORACLE'S PRODUCTS REMAINS AT THE SOLE DISCRETION OF ORACLE. Copyright © 2007, Oracle and/or its affiliates All rights reserved.
  • 2. <Insert Picture Here> Management Excellence Frank Buytendijk Vice President and Fellow, Oracle Enterprise Performance Management Visiting Fellow, Cranfield University School of Management Author of ―Performance Leadership‖, McGraw-Hill, September 2008
  • 3. Management Excellence: The Next Competitive Edge Smart – Deep Insight – Decisive Action Agile Competitive Aligned – Across the Advantage extended enterprise MANAGEMENT EXCELLENCE Cost – Lean and Mean Quality – Six Sigma, TQM Speed – Real-time, JIT OPERATIONAL EXCELLENCE Time Copyright © 2007, Oracle and/or its affiliates All rights reserved. - Internal Use Only 2008, and / or its affiliates. All rights reserved.
  • 4. Strategy to Success: Oracle’s Framework for Achieving Management Excellence Traditional Performance Management SMART AGILE ALIGNED Copyright © 2007, Oracle and/or its affiliates All rights reserved.
  • 5. Integrating Key Management Processes Oracle EPM System EXTERNAL REPORTING FINANCIAL MODELING PREDICTIVE MODELING INTEGRATED BUSINESS PLANNING PROFITABILITY & COST MANAGEMENT SCORECARDING MONITORING, ANALYSIS & REPORTING FINANCIAL REPORTING BI REPORTING TOOLS & APPLICATIONS OLAP DATA QUALITY, DATA INTEGRATION & MASTER DATA APPLICATION & METADATA MANAGEMENT Copyright © 2007, Oracle and/or its affiliates All rights reserved.
  • 6. Scenario 1: You Develop a New Product Identify Bridge Align corp Maximize Continue contributions conflicting strategy with stakeholder stakeholder requirements requirements stakeholders value dialogue Investigate Match with Define port- Assess Invest/ market resources, folio and potential divest dynamics assets, goals position Set Decide on Create Create Assess aspirational business scenarios strategies Risks goals model Agree on Align Allocate Experiment planning Commit cross-LOB resources continuously framework Continuously Perform Identify Benchmark monitor root-cause improvement Reforecast performance variances analysis opportunities Extract Transform Determine Moderate Share data data presentation dialogue Copyright © 2007, Oracle and/or its affiliates All rights reserved.
  • 7. Scenario 2: Your competitor launches a superior product Identify Bridge Align corp Maximize Continue contributions conflicting strategy with stakeholder stakeholder requirements requirements stakeholders value dialogue 1 Investigate Match with Define port- M&A Assess Invest/ market resources, folio and OEM potential divest dynamics assets, goals position Set Decide on Create Create Assess aspirational business scenarios strategies Risks goals model Agree on Align Allocate Experiment planning Commit cross-LOB resources continuously framework Continuously Perform Identify Benchmark monitor root-cause improvement Reforecast performance 2 variances analysis opportunities Extract Transform Determine Moderate Share data data presentation dialogue Copyright © 2007, Oracle and/or its affiliates All rights reserved.
  • 8. Scenario 3: Process interruption Identify Bridge Align corp Maximize Continue contributions conflicting strategy with stakeholder stakeholder requirements requirements stakeholders value dialogue Investigate Match with Define port- Assess Invest/ market resources, folio and potential divest dynamics assets, goals position 2 Set Decide on Create Create Assess aspirational business scenarios strategies Risks goals model Agree on SOLVE Align Allocate Experiment planning Commit cross-LOB resources continuously framework 1 Continuously Perform Identify Benchmark monitor root-cause improvement Reforecast performance variances analysis opportunities Extract Transform Determine Moderate Share data data presentation dialogue Copyright © 2007, Oracle and/or its affiliates All rights reserved.
  • 9. Excellence in Market intelligence 1 Lack of insight in sales performance Time-consuming manual effort to pull 2 in many countries and segments. market data from only 5 countries Fragmented competitive insight. Implemented Oracle BI to automate 3 data acquisition, reporting and analysis processes. More detailed analyses of the company’s and competitors’ 4 sales across 32 countries —broken down not only by model but by sales channel, fuel type, chassis type, etc. Optimized analysis of trends in its business worldwide and among its competition Copyright © 2007, Oracle and/or its affiliates All rights reserved.
  • 10. Cash Flow Crisis New growth strategy 1 based on acquisitions 2 Cash flow imbalance Rating agency drops 3 credit rating to below investment level Company implements 4 HSF for liquidity planning 5 Improved Rating agency improve 6 accuracy credit rating Copyright © 2007, Oracle and/or its affiliates All rights reserved.
  • 11. World-Class Fast Close World-class financial 1 processes 2 First to report Setting the & 3 competitive Communicating dates benchmark two years out 4 5 Stakeholder confidence Shareholder value premium Copyright © 2007, Oracle and/or its affiliates All rights reserved.
  • 12. Recession Makes Demand Drop Recession hits 1 the market Significant 2 drop in product demand Adjust 3 planning Shorten 4 working week Seek financial 5 government aid Survive Acquire 6 channel partners 7 Copyright © 2007, Oracle and/or its affiliates All rights reserved.
  • 13. 7 Imperatives In An Economic Downturn • Enforce transparency, end protecting data. Make sure top management as well as work floor immediately get all relevant information, don’t wait for monthly and weekly reports • Monitor crucial information on a daily basis – Collect Cash, Scrutinize Expenses • Throw away your old plans – throw away your new plans. Identify key operational drivers and forecast operational and financial results continuously • Spot the profit. Focus spending and investing on profitable activities • Divest wisely. Don’t only model the cost savings, but also the revenue impact • Embrace your stakeholders. Weather the crisis together, share information and save costs by value chain integration. • … Do these 6 things in concert. Align operational, financial and strategic activities in a framework of management processes Copyright © 2007, Oracle and/or its affiliates All rights reserved.
  • 14. Further Reading http://www.oracle.com/epm Management Excellence White Papers: • How Tomorrow's Leaders Will Get Ahead • The Metrics Reloaded • From Strategy to Success • Techniques and Technologies Profit Online Podcast • Beyond Competitive Advantage: EPM and Management Excellence Publications • Journal of Management Excellence, Issue 1, 2, 3 and 4 Copyright © 2007, Oracle and/or its affiliates All rights reserved.