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Cockpit group conférence saint anne  - octobre 2012
Cockpit group conférence saint anne  - octobre 2012
Cockpit group conférence saint anne  - octobre 2012
Cockpit group conférence saint anne  - octobre 2012
Cockpit group conférence saint anne  - octobre 2012
Cockpit group conférence saint anne  - octobre 2012
Cockpit group conférence saint anne  - octobre 2012
Cockpit group conférence saint anne  - octobre 2012
Cockpit group conférence saint anne  - octobre 2012
Cockpit group conférence saint anne  - octobre 2012
Cockpit group conférence saint anne  - octobre 2012
Cockpit group conférence saint anne  - octobre 2012
Cockpit group conférence saint anne  - octobre 2012
Cockpit group conférence saint anne  - octobre 2012
Cockpit group conférence saint anne  - octobre 2012
Cockpit group conférence saint anne  - octobre 2012
Cockpit group conférence saint anne  - octobre 2012
Cockpit group conférence saint anne  - octobre 2012
Cockpit group conférence saint anne  - octobre 2012
Cockpit group conférence saint anne  - octobre 2012
Cockpit group conférence saint anne  - octobre 2012
Cockpit group conférence saint anne  - octobre 2012
Cockpit group conférence saint anne  - octobre 2012
Cockpit group conférence saint anne  - octobre 2012
Cockpit group conférence saint anne  - octobre 2012
Cockpit group conférence saint anne  - octobre 2012
Cockpit group conférence saint anne  - octobre 2012
Cockpit group conférence saint anne  - octobre 2012
Cockpit group conférence saint anne  - octobre 2012
Cockpit group conférence saint anne  - octobre 2012
Cockpit group conférence saint anne  - octobre 2012
Cockpit group conférence saint anne  - octobre 2012
Cockpit group conférence saint anne  - octobre 2012
Cockpit group conférence saint anne  - octobre 2012
Cockpit group conférence saint anne  - octobre 2012
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Cockpit group conférence saint anne - octobre 2012

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  • 1. COCKPIT GROUP Management with COCKPITGrégoire Talbot Founder & CEO « We cannot improve what we cannot measure »
  • 2. We bring business intelligence on board
  • 3. “What if I skip page 56 ?” Les données Les équipes Le temps Trop d’information  Des équipes qui ne sont pas  Les patrons passent trop de temps alignées en termes d’objectifs à analyser leurs données Mauvaise qualité des données  Risques de démotivations pour  Ou bien, ils ne sont pas informés Beaucoup de manipulations ceux qui n’ont pas d’objectifs de ce qui se passe manuelles clairement définis  Plus assez de temps pour se concentrer sur la prise de décision
  • 4. Les données Les équipes Le temps Avoir  Avoir des objectifs individuels  Avoir un Cockpit Officer - un ERP et mensuels bien définis responsable qui est votre source - une Datawarehouse d’information et d’analyse  Avoir un système de mesure et unique - un outil de reporting de contrôle pour chaque - un dashboard employé  Avoir un Cockpit Offcer qui maitrise les chiffres et qui entièrement automatisé et  Avoir des plans de routes et des présente les résultats chaque partagé plans d’actions détaillés pour semaine au board chaque employé  Avoir un Cockpit Officer qui coordonnent le controlling, l’IT et le management
  • 5. Le Management Cockpit est un espace collaboratif destiné à tout décideur professionnel permettant le pilotage financier et non-financier de ses activités et de ses personnes Outil d’analyse Outil de reporting Outil de pilotage d’une équipePermettre l’analyse détaillée d’une Permettre la production et la présentation Permettre la cascade et le suivi organisation. d’un reporting performant. d’indicateurs de chaque personne d’une équipe.• Strategy Map • Reporting reproductible d’un mois à • Cascade des KPIs par équipe• KPIs prédéfinis l’autre • KPIs et objectifs individuels• Visuels ergonomiques • Reporting paramétrable pour des • Scaning selon divers critères• Commentaires dimensions choisies (par pays, par • Accès filtré par personne• Plan d’actions département, .. ) • Plans d’actions individuels• Gestion du processus Cockpit • Diffusion du reporting par mail via Cockpit Reports • Création de scénarios de navigation
  • 6. Un manager consome l’information de 3 façonsDans une réunion de Management Sur son ordinateur ou son IPAD Sur un rapport papier “The tools have to be adapted to your brain … not the opposite.”
  • 7. Report Data & dashboard Objectives Create analytic, Decision Automate your data & KPI’s collection process dynamic and process ergonomic reports Define your KPIs Ensure a performance culture StrategyStrategy Execution Align your teams Optimize your decision taking process
  • 8. KPI’s Define your KPIs StrategyStrategy Execution Align your teams Optimize your decision taking process
  • 9. Fixation des Sélection des 6- Construction de objectifs par figures la Strategy Map équipes• Sales From New• Time Facing Customer• People Responsibility Index• Gain From Processing• Critical Ressource Profitability• Key Project Status
  • 10. Professeur Patrick M. Georges Où en êtes vous par rapport à vos…. Où en êtes vous par rapport à vos …. Objectifs Revenue, financial ratio, cost, risk, shareholdersOù en êtes vous par rapport à vos …. Projets Facteurs Externes Customers, competitors, major dangers, macro-economical majeurs Plan d’actions, suivi de projetsOù en êtes vous par rapport à vos …. Facteurs internes Productivity, human resources, systems & tools, social climate
  • 11. Airport FMCG Hospital Industry Are we economically strong ? Are we economically strong ? CSR Do we provide medical services for everyone ? Are we economically strong ? Financial perspective CSR CSR CSR Financial perspective Financial perspective Net Profit Cash Flow Risk Management Planet Mission Net Profit Cash Flow Risk Management Planet Admissions Social Patient care Planet Net Profit Free Cash Flow  Operating income Risk Management Planet  Operating income     Free cash flow  Hot news  CO2 emissions  #of admissions  Precariousness rate  Patients falls and loss of set of teeth   Operating income  Free cash flow Free cash flow Hot news CO2 emissions  P&L  Energy  CO2 emissions  Hot news  CO2 emissions  Profit and loss  Opex  Fixed costs / Equity  Energy  Opex  Fixed costs / Equity  Case mix  Non return to usual life place # of steals  Energy  EBIT(DA)  Management cash-flow  Energy  Margin  Fixed costs / Equity  EBIT(DA)  Capex  Capex  Return on capital employed  Capex / Opex People People People  People  ….  …. Do we deliver our mission with quality ? ….  …. Quality Hygiene Reputation Revenue streams Cost structure Working capital Revenue streams Cost structure Working capital  #of medical faults  Nosocomial infections  # of articles about us Profit Revenue streams Cost structure Working capital  Aeronautical revenues  People costs  Payables Profit  Sales revenue  People costs  Payables Profit  # of labo non conformities  Hydroalcoholic solutions used  # of publications  Profit from CSR  Sales revenue  Manufacturing costs  Payables  Marketing costs (COGS)  Receivables  Profit from CSR initiatives    Profit  Commercial revenues  Marketing costs (COGS)  Receivables  … initiatives Assets revenue Fixed and variable costs Receivables  Profit from CSR  Airlines contribution  Support costs  Operating cash-flow  Support costs  Inventories  Cost reduction program  Inventory initiatives External perspective Competitors Partners How far stand our Patient Satisfaction  Regional  External projects ?  Patient satisfaction index market agents  Claims and thanks shares satisfaction Is the competition harder? External perspective  #of patient Cost External perspective How far stand our External perspective Do we manage our clients efficiently ? referred Competitors Products Markets Partners Is the competition harder? reduction projects ? Is the competition harder? Macroeco  Internal  Market  Shipments  Contribution by market • SLAs Selection Acquisition Retention Growth program Do we increase our traffic ? Do we improve our sales ?  Regional    Top of minded  Hospital skills agents shares  Selling prices  Sales from new markets • Supplier’s Competitors Partners How far stand our Competitors Partners How far stand our % of Geographical GDP unprofitable provenance services awareness satisfaction  OTIF Cost  Market  SLAs projects ?  Market Products  SLAs projects ?  Competition Overall traffic Traffic from new Markets % of new follow-up • % of defect- reduction shares   # of airlines shares   Suppliers patients Customer relationship Channels # of pax / movements  Revenue from new Shipments • Selling prices free program  Competition  companies Project #1  Competition   Partners Project #1  Hours spent with customers  Shipments Seat load factor  # of new destinations Sales from new purchases follow-up  Cities top 15  Seat load factor from new  Handlings follow-up  Products by status satisfaction  Claims  Selling prices  • Lost time Internal perspective IATA kpi index Do our core activities perform ?  Dealer due to Consultation Emergencies Ambulatory Hospitalization Customer Satisfaction supplier scorecard  Customer relationship Channels Customer relationship Channels  # of consultations /  # of admissons  # of admissions  Bed occupation Customer satisfaction index error Macroeco  tbd  Sales made by partners Macroeco  # of visits  Weighted distribution total revenue  Entry/leaving reasons  #of no shows  Length of stay Macroeco  Service level • # of  Crude Oil        Project #2 Direct sales (internet, etc.) promotions Numeric distribution # of no shows Time-to-response Surgical / consultation Framing  Raw suppliers in price  Claims material charge of  Exchange Do we manage our clients efficiently ? prices 80 % of Project #2 rate Customer Satisfaction Do our support activities perform ? Project #2 Consumer Satisfaction  GDP Selection Acquisition Retention Growth spending  Customer satisfaction index Project #2  Consumer satisfaction index Administration Hostelry ICT Technics  Confidence  Contribution  Product  #of premium  # of products  Service level  Claims and thanks  % of awarness  Customer life per customer  Admission process  Purchase  Maintenance time  Infrastructure indices unprofitable  Conversion time value  #of new  Accessibility  Logistic  Projects  Maintenance rate customers  Factoring delays  Cooking  Availability  Outdated equipment Internal perspective Internal perspective Internal perspective Do our support activities perform ? Do our core activities perform ? Do our support activities perform ? How performant is our human capital ? Sales and Marketing Logistic and supply chain Work Performance Plan and Purchase Production Supply chain Innovation HR Capacity HR Productivity HR Skills Plan and Purchase Manufacturing Supply chain  Campaign response rate  Info system availability  Flight on-time rate  Forecasts accuracy  Productivity  OTIF  Pipeline • Turnover of key personnel  Overtime – Nursing workload • Trainings Project #3  S&OP  Yield  On time in full  Conversion rate  Lost bagages rate  On-ground time Project #3  Purchase price  Capacity  Fill rate  Time-to-market Project #3 • Workload  Absenteeism  Purchase price variance  Productivity  Transportation costs  Website hits  Infrastructure (Facility)  On-time departure rate Project #3 variance  Efficiency  Stock turnover  % of defect-free purchase  Capacity management  Stocks Engagement - Culture Satisfaction How efficient are our internal process?  Employee satisfaction index How efficient are our internal process? How efficient are our internal process? Safety Security ICT Corporate Sales and Marketing Safety - Security ICT Safety - Security ICT R&D - Innovation  # of accidents  Waiting time at  ICT time available communication  Brand image index  # of accidents  ICT time available  # of accidents  System availability  Time-to-market security gate  Supplier  Strategy awareness  Share of voice  Incidence rate  Tickets  Incidence rate  Supplier performance  Innovation pipeline Financial perspective Are we economically strong ? performance  Intranet hits Net Profit Free Cash Flow Risk Management Project #4  Operating income  Free cash flow How performant is our human capital ? Project #4 How performant is our human capital ? How performant is our human capital ?  Key ratios  Operating cash-flow HR Capacity HR Productivity HR Skills  Capex / Opex Project #4 HR Capacity HR Productivity HR Skills HR Capacity HR Productivity HR Skills Project #4 • Turnover of key personnel  Overtime • Human capital readiness  Turnover of key personnel  Overtime  Human capital readiness • Turnover of key personnel  Overtime • Trainings  Absenteeism • FTE  Absenteeism  Absenteeism Engagement - Culture Satisfaction Revenue streams Cost structure Working capital Engagement - Culture Satisfaction    Engagement - Culture Satisfaction • Company events participation  Employee satisfaction index Revenue from activities People Payables  Company events participation  Employee satisfaction index  Commercial revenues  Investments  Receivables • Company events participation  Employee satisfaction index rate rate  Subsidiaries  Litigations  Inventory rate Retail Private banking Services Telecoms Maximize Group Value Are we economically strong ? Financial perspective Are we economically strong ? Are we economically strong ?  ROE CSRFinancial perspective Financial perspective Net Profit Free Cash Flow Risk Management Net Profit Cash Flow Risk Management  Operating income  Free cash flow  Hot news Net Profit Free Cash Flow Risk Management Planet  Operating income  Free cash flow  Hot news  Operating income  Free cash flow  Hot news  …  Project margin  Capex  Fixed costs / Equity    EBIT(DA)  Operating cash-flow Capex Fixed costs / Equity Increase Net Profit  ROI per project  Fixed costs / Equity  Net profit  Return on capital employed  Capex / Opex People  …. Revenue streams Cost structure Working capital Revenue streams Cost structure Working capital Increase AUM & AUC Increase Gross Income Control costs Manage risks Revenue streams Cost structure Working capital  AUM & AUC  Gross income  Main costs follow-up  Main risks follow-up  Sales revenues  People costs  Payables  Sales revenue  People costs  Payables - DPO  Sales revenues  People costs  Payables  Royalties/ Licence fees  Marketing costs (COGS)  Receivables Profit  Discretionnary (%)  Securities turnover  Coverage ratio  Customers risk  Assets revenue  Marketing costs  Receivables - DSO  Marketing & RAF  Marketing costs (COGS)  Receivables  Support costs  Profit from CSR  Support costs  Inventory - DOI  Escomptes  Support costs  Inventories Private banking initiatives Private Banking Entities #1  Entities financial performance  Entities financial performance  Pipeline & Time-facing-customers  Pipeline & Time-facing-customers Is the competition harder? External perspective ALM External perspective Is the competition harder? Markets How far stand our ProductsExternal perspective Is the competition harder? Dealing & Treasury Group Portfolio Credits Competitors Partners projects ?  Financial market performance  Return  Credits follow-up  Market  Quality  Selling prices • Lost time Products Volume Partners How far stand our  Coverage  Product mix Products Volume Partners How far stand our Competitors shares due to Competitors  Sales by product  # of ongoing projects • Sales made projects ?  Sales by product  Average ticket • Sales made projects ?  Competition  Competition supplier Cost  Competition  Product appreciation (quality)  Project by popularity by partners  Product appreciation (quality) by partners follow-up follow-up Customer relationship Channels error reduction follow-up Is the competition harder? • Supplier program  External perspective  Market Project #1 Loyalty index Project #1 How far stand our  Brand image index performance shares Competitors Products Quality Partners projects ? Customer Satisfaction Customer Satisfaction  Market  Home funds performance vs  Complaints  Customer satisfaction index  Customer satisfaction index shares competitors Customer Satisfaction Project #1  Service level Macroeco  Service level  Competition Macroeco  Customer satisfaction index follow-up  GDP   Weather Macroeco Claims  Confidence Customer Satisfaction  ICT indices  Customer satisfaction index Do we manage our clients efficiently ? market Do we manage our clients efficiently ?  Service level Do we manage our clients efficiently ? Macroeco Selection Acquisition Retention Growth evolution Project #2 Selection Acquisition Retention Growth      Savings  Contribution  Time-facing  % of repeated  Churn rate  Forecast Selection Acquisition Retention Growth Contribution Time-facing % of repeated Churn rate Project #2  % of customers customers  #of new Project #2  Contribution  Product  #of premium  # of products  % of customers customers  #of new  Equities Do we manage our clients efficiently ? unprofitable  Conversion  Customer life customers  % of awareness  Customer life per customer unprofitable  Conversion  Customer life customers market rate time value unprofitable  Conversion time value  #of new rate time value Selection Acquisition Retention Growth rate customers  Contribution  Time-facing  #of premium  Churn rate  % of customers  Customer life  #of new Project #2 unprofitable  Conversion time value customers Internal perspective rate Internal perspective Internal perspective Do our activities perform ? Do our support activities perform ? Do our activities perform ? Sales and Marketing Operations Work Performance Innovation and R&D Sales & Marketing Logistic and supply Operations Sales and Marketing Servicing Supply chain Do our activities perform ?  Pipeline value chain  Applications  COGS  Project profitability  Stock value  COGS  Project profitability • On-time delivery Private Bankers Performance Analyst performance Process performance  Conversion rate  Average time per service • Cost cuting Project #3  Time-to-market  #purchase requests availability  Conversion rate  Average time per service  Stock turnover Project #3 Project #3  Website hits  Activity based costing  Stock by status  Time-facing-customers  Portfolio performance  Lost events  Customer pipeline  Activity based costing • Sold days / worked days  Portfolio Are our internal activities efficient ? Project #3 How efficient are our internal process? How efficient are our internal process? How efficient are our internal process? Safety - Security ICT Corporate communication Sales and Marketing Safety - Security ICT Corporate communication Safety - Security ICT Audit & Compliance ICT     Website hits  # of accidents  Sytem availability  Strategy awareness  Backbone availability  #of tickets # of accidents Sytem availability Strategy awareness  Overdue actions  IT performance   Events organized  Rules adhesion  Ticket closing time Rules adhesion  Implementation rate  SLAs  Branding How performant is our human capital ? Project #4 How performant is our human capital ? Project #4 How performant is our human capital ? How performant is our human capital ? HR Capacity HR Productivity HR Skills HR Capacity HR Productivity HR Skills HR Capacity HR Productivity HR Skills Project #4 • Turnover of key personnel  Occupation rate • Solutions proposed HR Capacity HR Productivity HR Skills • Turnover of key personnel  Occupation rate • Solutions proposed • Turnover of key personnel  Overtime • Trainings • Succession plan  Absenteeism • Knowledge transmission • Turnover of key personnel  Absenteeism • Trainings Project #4 • Succession plan  Absenteeism • Knowledge transmission • FTE  Absenteeism • FTE Engagement - Culture Satisfaction Engagement - Culture Satisfaction Engagement - Culture Satisfaction • Events participation rate  Employee satisfaction index Engagement - Culture Satisfaction • Events participation rate  Employee satisfaction index • Company events participation  Employee satisfaction index • # of events proposed/organized • Company events participation  Employee satisfaction index • # of events proposed/organized rate rate
  • 12. Financial Non-profit MISSION Increase impact Macroeconomical Maximize net profit Optimize balance sheet  Profit and loss  Balance sheet Consumers State Resources  Operating income Maximize the needs Government Increase #of people reached Increase service satisfaction coverage Person Raw materials Government revenue Productivity strategy Growth strategy Optimize financial  Pension Crude oil price Maximize EBIT Optimize cash flow  Number of people reached Stakeholder satisfaction dependance  Geographical reach index Government expenditures  EBIT  Free cash flow  Long term debt Essential Health Energy  EBITDA  Cash forecasts  Equity Useful Budget balance Confidence indices Gold Interesting # of services per Economy New stakeholders Price Quality Education Raw materials stakeholders Improve cost Increase asset Expand revenue Enhance customer Working capital Good to know Revenue per inhabitant Working capital structure utilization opportunities value requirement  Cost reduction  Capacity utilization  Sales from new  Profitability  Stock value  Payables Nice to have Delay Functionalities Goods GDP Employment program  Eliminate  New sources of  Margin  Short term debt  Receivables  Eliminate defects bottlenecks revenue  Customer retention  Account receivables  Inventories Average basket Employment market  Cost deviance index Debt Strategic planning Marketing Increase average Consumption/inhabitant Entreprise Unemployment rate  Capex # of offered services  Salary mass / Revenue Lobbying importance degree Forecasting/Budgeting  #of events Perfomance  # of articles about us Savings Productivity  Deviation on planned budget  Influence degree Equities market  Cash forecast Internal capacity Innovation Demography Currency Internal capacity Tax management Investment management Cash flow management Reporting management Sectorial performance Demography Interest rate  Taxes  Return on investment  Current free cash flow / budget  Reporting quality  Members Revenue Expenditures Partnerships Sales from new / sales  DSO  #of different reportings Confidence budgeted  DPO  Reporting production delays Crime rate Exchange rate  % of doubtful debt  % of on time reports  #of members  Activity revenue  Activity costs  # of partners Confidence indices  First fass yield on payments  Member satisfaction  Subsidiaries  Support costs  SLA’s  Amount overdue index  Donations and legacies  People costs  Partners satisfaction index  Urbanization Investments Donors  Marketing costs Inflation rate Sales Innovation Selection Acquisition Market attributes Retention Growth Revenue from new products    Sales from new products Sales from new products / Sales Return on spending on technology Production Gross margin new products  Actual vs targeted breakeven Selection  Sales pipeline  % of leads converted  # of repeated customers  # of products per customers time New customers      Royalty and licencing income  Gross margin new products Marketing budget Cost of sales Brand preference Cross market revenue from patents Resources Transformation Output Storage  Profit contribution per segment  Return on advertising  Life time value customer  Customer satisfaction from new products  Market shares growth  # of new applications from Reduce Claims Loyalty platforms products  Revenue from new customers Order management Production Quality Stock levels  #of claims  Loyalty index  Claims value  Brand preference  % of claims resolved at  # of referrals to new customers the first time Extend into new markets First to market Functionalities Turnover Productivity Do it again Stock turnover  Sales from new markets  Lead-time relative to competitors  Specific performance attribute  Sales from new markets / Sales  # of products first to market of new product Customer  % of products launched on-time Value Capacity utilization Rework satisfaction  Customer satisfaction index Capacity management Maintenance Time-to-make  # of satisfaction reports  Claims / Thanks Manage the innovative Design and develop Identify the new opportunities Bring to market portfolio the innovation Environment Material Variance Perceived quality  Brand image index Technology to explore, Human Culture of creativity and Multidisciplinary skills integrate and speed to innovation market  Strategic skill coverage in key  % of products launched with  # of ideas from employees Stock levels Product/Service Relationship Image R&D positions effective CAD/CAM integration  % of R&D employees capable of  % of R&D employees with access effective project management to and knowledge of avanced Raw material leadership modeling tool Price Quality Availability Selection Functionality Service Partnership Brand Manage life-cycle costs  Maintenance costs as % of total manufacturing costs Energy  Disposal costs as % of total manufacturing costs Warehousing Supply chain Marketing Optimize Martketing efficiency  Market Shares  Increase Sales revenue Sales revenue per segment/product HR Planning accuracy Suppliers Be a business partner Increase Employee SatisfactionAvailability Suppliers Raw materials of the CEO Invoices Delivery Employees Service level INTRODUCE ATTRACT KEEP  # claims  Satisfaction about HR actions Machines Raw materials  First pass yield and equipment  Delay  Stream line index  Late salary payment Branding Plan Buy Provide HR capacity Provide flexibility to Sourcing and supplier planning the organization Increase HR quality Increase ESI Demand and supply planning  Loyalty  Spontaneous awareness  Notoriety  Penetration rate  Preference  Frequency  Give perspective  Good salary & benefits  Consideration  Improve skills  TOM awareness  Rewards Increase Increase  Work environment Maximize Human productivity competencies  Social climate Advertisement Promotion Activation Minimize HR costs Capital  Communication  Culture & company value Employee productivity  Work life balance Radio TV Press Online Folders Sampling Sponsoring Event Attract candidate Retain employees Employee fidelity  Cost  Cost  Cost  Net impact : # ‘touched’ persons,  Volume effect  Impact Move Make  Quality : precision of the message  Promo pressure Manufacturing and operations (right message to the right segment) Transport and distributionTransportation Transportation costs performance market(ing) research define targeted customer/market segmentStorage costs Storage innovate -new product development
  • 13. Fixation des Sélection des 6- Construction de objectifs par figures la Strategy Map équipes• Sales From New• Time Facing Customer• People Responsibility Index• Gain From Processing• Critical Ressource Profitability• Key Project Status
  • 14. Permettre la cascade et le suivi d’indicateurs de chaque personne d’une équipe • Objectifs concrets • Entre 2 et 6 objectifs • Sur maximum 7 semaines • Liés la rémunération • Liés à un plan d’action
  • 15. Report Data & dashboard Create analytic, KPI’s Automate your data dynamic and collection process ergonomic reports Define your KPIs StrategyStrategy Execution Align your teams Optimize your decision taking process
  • 16. La question Les drill downs Les filtres La traffic lightLa vue globale La légende Les 4 dimensions Le titre Les couleurs Les objectifs
  • 17. Le ‘Monthly ManagementReport’ est un rapport papier… • Centralise toute l’information clé (visuels, table de données, commentaires,…) devant être revue tout les mois par le Comité Exécutif • Rempli par plusieurs personnes dans l’organisation et centralisé par l’équipe de controlling • Respecte une série de directives concernant la présentation de l’information
  • 18. Report Data & dashboard KPI’s Automate your data Create analytic, Decision collection process dynamic and process ergonomic reports Define your KPIs Ensure a performance culture StrategyStrategy Execution Align your teams Optimize your decision taking process
  • 19. • « No Cry, no tears, no excuses … just decisions and actions »• Parcourir tous les résultats en 20 minutes• Fil rouge
  • 20. Analyse et Validation des préparation des données rapportsCollecte des Cockpit Briefing données (comité de direction) Amélioration Suivi des plans continue d’actions
  • 21. Data KPI’s Automate your data collection process Define your KPIs StrategyStrategy Execution Align your teams Optimize your decision taking process
  • 22. 1 Chargez 2 Visualisez 3 Partagez Compte de résultat abrégé Période : Comparaison : Périodicité : 2012.08 Budget Année dernière Mensuel Cumulé LEGEND : > 2% d’écart Entre 0 et 2% > référence Ecart au budget Réalisé Budget Ecart (€) Chiffre d’affaires 93% 159.456 163.831 4.275 Coûts directs 95% Augmentons-nous nos revenus ? 60.457 63.479 3.022 Coûts indirects Période : 104% Clients :55.085 Activité : 58.084 Fournisseurs : 3.001 Comparaison : Périodicité : 2012.08 (Tous) IARD (Tous) Budget Année dernière Mensuel Cumulé Résultat opérationnel 104 % LEGEND : 43.914 > 2% d’écart 42.268 1.646 Entre 0 et 2% > référence Résultat financier 82 % Aperçu global des revenus 5.067 5.979 Revenus 912 activité par Revenus par fournisseurs Référence Résultat extraordinaire 99% -2% 10.541 10.646 105 82.000 € AG Insurance Vie 50.000 € Résultat net 101 % 59.522 58.893 629 Ethias 43.000 € 100 % IARD 43.000 € Budget AXA 30.000 € Evolution mensuelle Hospitalisation 8.000 € Delta Lloyd 26.000 € 62.000 -1,8% 59.522 60.000 58.508 58.046 58.698 57.008 -10% 57.209 +10% 58.000 56.380 55.683 55.477 56.000 53.565 Generali 8.000 € 54.000 52.220 Réalisé 159.000 € 51.368 52.000 50.068 Crédit 26.000 € Budget 163.000 € 50.000 Allianz 2.000 € 48.000 Ecart 4.000 € 46.000 44.000 2011.08 2011.09 2011.10 2011.11 2011.12 2012.01 2012.02 2012.03 2012.04 2012.05 2012.06 2012.07 2012.08 Evolution mensuelle Revenus par type de clients 165.000 162.543 159.568 159.000 160.000 157.768 158.104 157.286 157.564 157.497 Particuliers 100.000 € 156.710 156.066 154.458 155.000 150.967 Indépendants 49.000 € 150.252 150.000 145.000 Entreprises 10.000 € 140.000 2011.08 2011.09 2011.10 2011.11 2011.12 2012.01 2012.02 2012.03 2012.04 2012.05 2012.06 2012.07 2012.08 On the cloud“Transformez vos données…en rapports ergonomiques…et partagez les”
  • 23. Report Data & dashboard Decision process KPI’s Quels sont les bénéfices? Le temps StrategyStrategy Execution Pilotage en maximum 2 h par semaine de son entreprise et identification des problèmes à la source Les données Les équipes Gain de productivité pour la production Focus des personnes, débat entre les personnes, des rapports et la collecte alignement du niveau d’information d’information Comment commencer? par une étude de faisabilité de quelques jours apportant un regard extérieur sur votre entreprise (Audit – formation – POC)
  • 24. Our methodology in 3 steps Phase 1 Phase 2 Phase 3 Define KPI’s & Cockpit Map Implement the Cockpit Monitor the Reporting Build Strategy Map Produce Monthly Management & select KPI’s Identify data flows Report Define business & IT Build new KPI’s specifications (20 KPI IDs) Create the datamart, upload & structure the data Deliver specific analysis Train the team • Data Mining •Customer Satisfaction Survey •Employee satisfaction survey •Macro-economical report Develop ergonomic visual reports Build 1 report with existing data’s Cascade Cockpit & KPI’sProof of Concept
  • 25. 3 accès au reporting synchronisés Reporting Cockpit (dashboard & KPI’s) Cockpit Briefing1 platform “reporting” performante 1 Load 2 Visualize 3 Share Compte de résultat abrégé Période : Comparaison : Périodicité : 2012.08 Budget Année dernière Mensuel Cumulé LEGEND : > 2% d’écart Entre 0 et 2% > référence Ecart au budget Réalisé Budget Ecart (€) Chiffre d’affaires 93% 159.456 163.831 4.275 Coûts directs 95% Augmentons-nous nos revenus ? 60.457 63.479 3.022 Coûts indirects Période : 104% Clients : 55.085 Activité : 58.084 Fournisseurs : 3.001 Comparaison : Périodicité : 2012.08 (Tous) IARD (Tous) Budget Année dernière Mensuel Cumulé Résultat opérationnel 104 % LEGEND : 43.914 > 2% d’écart 42.268 1.646 Entre 0 et 2% > référence Résultat financier 82 % Aperçu global des revenus 5.067 5.979 Revenus 912 activité par Revenus par fournisseurs Référence Résultat extraordinaire 99% -2% 10.541 10.646 105 82.000 € AG Insurance Vie 50.000 € Résultat net 101 % 59.522 58.893 629 Ethias 43.000 € 100 % IARD 43.000 € Budget AXA 30.000 € Evolution mensuelle Hospitalisation 8.000 € Delta Lloyd 26.000 € 62.000 -1,8% 59.522 60.000 58.508 58.046 58.698 57.008 -10% 57.209 +10% 58.000 56.380 55.683 55.477 56.000 53.565 Generali 8.000 € 54.000 52.220 Réalisé 159.000 € 51.368 52.000 50.068 Crédit 26.000 € Budget 163.000 € 50.000 Allianz 2.000 € 48.000 Ecart 4.000 € 46.000 44.000 2011.08 2011.09 2011.10 2011.11 2011.12 2012.01 2012.02 2012.03 2012.04 2012.05 2012.06 2012.07 2012.08 Evolution mensuelle Revenus par type de clients 165.000 162.543 159.568 159.000 160.000 157.768 158.104 157.286 157.564 157.497 Particuliers 100.000 € 156.710 156.066 154.458 155.000 150.967 Indépendants 49.000 € 150.252 150.000 145.000 Entreprises 10.000 € 140.000 2011.08 2011.09 2011.10 2011.11 2011.12 2012.01 2012.02 2012.03 2012.04 2012.05 2012.06 2012.07 2012.08“Transform your data …. into ergonomic reports ….. and share it”1 Cockpit Officer Roles : Coordonne IT, finance & management Analyse et mesure la performance Informe si évènement exeptionnel
  • 26. Grégoire Talbotconctact@cockpit-group.com © Cockpit Group 2008-2012
  • 27. Mise en place d’un ERP Mise en place d’un Mise en place d’un Datawarehouse reporting & de KPI 1 à 2 ans 1 an 1 an Changements CONCLUSION  les rapports ne sont jamais produits  les personnes n’auront jamais d’objectifs clairs,  on a gaspillé du temps et de l’argent

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