Efektyvus finansų valdymas (PTT, 4.07 MB)


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  • All management groups at highly automated companies report higher levels of satisfaction with their performance management data.
  • One Sweden’s largest insurance companies Over 3000 employees in 50 offices CPM Journey highlights: SAP R/3 implementation Implementation of a standard BI platform Expansion to Scorecarding & Planning Addition of Consolidations Platform includes internal & external data sources Business Issue Various disparate data sources Time-consuming, manual reporting and analysis processes (60% data collection/ preparation vs 40% utilization) Ad-hoc vs. forward looking decision making Traditional planning & budgeting approaches Business Impact Single tool provide ease of use and consistency Users spend 15% on data collection/ prep and 85% on utilization Early warning mechanism instill a forward looking style Platform for leading practices such as rolling forecast, driver based planning
  • Efektyvus finansų valdymas (PTT, 4.07 MB)

    1. 1. Making Financial Performance Management Real Greg Ferenc Nagy Solution Specialist IBM Cognos, AT/EE, CIS/Russia
    2. 2. Session Objectives <ul><li>After this session, you will be able: </li></ul><ul><ul><li>To discuss the role of Financial Performance Management in today‘s business environment </li></ul></ul><ul><ul><li>To identify the value that Financial Performance Management can bring to the organization </li></ul></ul><ul><ul><li>To obtain insights into how to structure a Performance Management program and how to leverage the right Cognos resources </li></ul></ul>
    3. 3. Does this sound familiar? Spreadsheets Failing “ there have been well-documented cases of errors and losses resulting from spreadsheet manipulation errors and accidents.” Source: Gartner, August 2007 Disparate Systems “ Average finance organizations operate 11 finance systems per billion dollars of revenue.” Source: Hackett Group, 2007 Business Risks “ 62 percent of enterprises … encountered a major risk event … 42 % of these enterprises were not well prepared for the event.” Source: IBM Global CFO Study 2008
    4. 4. The Monthly Maze Regulatory Compliance Investor Scrutiny Forecast Accuracy IFRS Spreadsheets failing Monthly Reporting Package Managing Risk Disparate Systems
    5. 5. FPM as the GPS Regulatory Compliance Investor Scrutiny Forecast Accuracy IFRS Risk Management Spreadsheets Monthly Reporting Package Disparate Systems Managing Risk
    6. 6. <ul><li>“ CPM is financial performance management typically driven by corporate finance out into the organization’s divisional financial operations” and has gotten the “lion’s share of attention and budget.” </li></ul>Pervasive Performance Management: What It Is and How To Prepare by David Kasabian and John Hagerty, AMR Research
    7. 7. Finance Function Makes a Difference Driving Performance “ 68% anticipate serving as the performance management experts for the rest of the company.” Source: CFO Research, Feb 2008 … Enterprise Rewards “ World-class EPM organizations deliver 2.4 times the equity market returns of industry-peers companies.” Source: Hackett Group, 2008 … with Professional Upside “ Corporate performance and CFO performance are inextricably linked; CFOs that deliver shareholder value are most likely to achieve the next career step they desire.” Source: CFO Executive Board, Strategies for Inflecting CFO Performance, 2004
    8. 8. Finance Function Makes a Difference The majority have already started to enjoy practical rewards Source: CFO Research, February 2008 Question: How automated is your company's management of business performance? HIGHLY AUTOMATED 14% PRIMARILY MANUAL 32% PARTIALLY AUTOMATED 54% 68% have started to automate
    9. 9. Finance Function Makes a Difference The majority have already started to enjoy practical rewards C-SUITE EXECUTIVES BOARD/ INVESTORS FINANCE BUSINESS UNIT/ LINE MANAGERS OTHER STAFF/ EMPLOYEES 0% 10% 20% 30% 40% 50% 60% 70% Highly Automated Partially Automated Primarily Manual PERCENTAGE OF RESPONDENTS SAYING “VERY SATISFIED” Question: How satisfied are each of these constituencies with the amount, utility, and timeliness of performance management available to them? Highly automated companies report higher levels of satisfaction with their performance management data Source: CFO Research, February 2008
    10. 10. Bedford, Freeman & Worth <ul><li>Performance Pain </li></ul><ul><li>Heavy spend on auxiliary materials for promotions not linked to increases in revenue </li></ul><ul><li>Manual spreadsheet budgeting and planning was fragmented, time-consuming and lacked accountability </li></ul><ul><li>Cognos Impact </li></ul><ul><li>Understanding of profitability by book and project </li></ul><ul><li>Ability to analyze performance of disciplines </li></ul><ul><li>Ability to focus personnel on projects tied to tangible returns </li></ul><ul><li>Annualized ROI of 454% and payback period (years) of 0.22 </li></ul><ul><li>Direct Benefits over 3 years of $32.7M USD </li></ul><ul><li>Increased editor productivity and reduced personnel costs </li></ul>Nucleus Research www.nucleusresearch.com
    11. 11. Folksam Insurance <ul><li>Performance Pain </li></ul><ul><li>60% of planning time spent collecting and consolidating from SAP R/3 and other sources </li></ul><ul><li>40% of planning time spent using information for planning </li></ul><ul><li>Cognos Impact </li></ul><ul><li>Reduced time spent collecting and consolidating data to 15% </li></ul><ul><li>85% of effort spent on productive, future-oriented work </li></ul><ul><li>750 daily users with access to market trends, scenario planning and forecasting, revenue and cost statements, and sales planning; </li></ul><ul><li>New insight into operating costs per cost center and product, sales relative to budget, and premiums paid and disbursed insurance sums </li></ul>Nucleus Research www.nucleusresearch.com
    12. 12. Performance Management Roadmap AUTOMATION TRANSFORMATION <ul><li>Performance Management Processes </li></ul><ul><li>Enterprise Planning </li></ul><ul><li>Financial Consolidation and Corporate Reporting </li></ul><ul><li>Financial Analytics, Reporting, and Profitability Management </li></ul><ul><li>Scorecarding and Strategy Management </li></ul>
    13. 13. Address Initial Needs <ul><li>People </li></ul><ul><li>Free up experts </li></ul><ul><li>Engage casual users </li></ul><ul><li>Process </li></ul><ul><li>Eliminate re-keying </li></ul><ul><li>Enable process visibility </li></ul><ul><li>Technology </li></ul><ul><li>Leverage familiar user interfaces (Excel, Web) </li></ul><ul><li>Implement workflow </li></ul>Move Beyond Spreadsheets <ul><li>Cognos Advantages </li></ul><ul><li>Structures and automates all key financial PM processes </li></ul><ul><li>Delivers systems “driven” by finance </li></ul>
    14. 14. Drive Best Practices <ul><li>People </li></ul><ul><li>Redeploy experts </li></ul><ul><li>Rethink user communities </li></ul><ul><li>Process </li></ul><ul><li>Rethink the horizons </li></ul><ul><li>Drive Faster cycles </li></ul><ul><li>Technology </li></ul><ul><li>Leverage common data architecture </li></ul><ul><li>Model non-financial measures and metrics </li></ul><ul><li>Cognos Advantages </li></ul><ul><li>Offers flexible systems that support best practices </li></ul><ul><li>Provides know-how and resources to support transformation </li></ul>Best Practices
    15. 15. Drive Best Practices RESEARCH, CASE STUDIES, ARTICLES MEMBERS AND PEER NETWORK / COMMUNITY ASSETS, RESOURCES, EVENTS Steve Lukens Global Leader, Financial Management, IBM David Axson President, The Sonax Group Jeremy Hope, BBRT Innovation Roundtables Member Communities Best Practices Performance Blueprints Wilfried Lux, FH Sankt Gallen
    16. 16. Drive Best Practices <ul><li>Blueprints </li></ul><ul><li>Pre-defined data, process and policy model </li></ul><ul><li>Reflecting Best Practices </li></ul><ul><li>Integrated and aligned </li></ul><ul><li>Enables rapid time-to-value </li></ul><ul><li>Tried, Tested, Validated </li></ul><ul><li>Flexible, open, smart </li></ul>
    17. 17. Drive Best Practices Project Accelerator Tangible Best Practices Smart Guide & Head Start Benchmarks
    18. 18. Drive Best Practices PERFORMANCE BLUEPRINTS BY FUNCTION Best-practice blueprints use planning, analytics, consolidation and BI capabilities to address recurring financial and operational planning and management processes <ul><li>NEW! Strategic Finance </li></ul><ul><li>Expense Planning & Control </li></ul><ul><li>Revenue Planning & Forecasting </li></ul><ul><li>Workforce Planning </li></ul><ul><li>Capital & Initiative Planning </li></ul><ul><li>… </li></ul><ul><li>Management and Financial Reporting (MFR) </li></ul><ul><li>Close, Consolidate, Report (CCR) </li></ul><ul><li>NEW! Group Consolidation and Corporate Reporting (GCCR) </li></ul><ul><li>… </li></ul>
    19. 19. Extend Enterprise-Wide Financial Management Expense Management Revenue Management Long Term Asset Management <ul><li>Cognos Advantages </li></ul><ul><li>Easily models and links operational plans, analytics, and metrics </li></ul><ul><li>Supports rapid prototyping </li></ul><ul><li>Provides know-how and resources to support transformation </li></ul>New significant customer New Headcount Capital Expenditures Updated P&L Adjusted Budget Customer Profitability Beyond Finance Inventory Management
    20. 20. Extend Enterprise-Wide Top Planning Areas From A Survey of 75 Cognos Customers Beyond Finance 67% Finance 33% Human Resources Sales Planning Prod. & Distrib. Marketing Other Financial Statements Expense Planning Capital & Initiative
    21. 21. Extend Enterprise-Wide PERFORMANCE BLUEPRINTS BY INDUSTRY Best-practice blueprints that leverage PM capabilities by design to address industry-specific performance management processes linked to competitive advantage <ul><li>Financial Services </li></ul><ul><li>Branch Performance </li></ul><ul><li>Retail Banking Customer Segment Performance </li></ul><ul><li>Corporate Banking Customer Segment Performance </li></ul><ul><li>Product Performance for Insurance </li></ul><ul><li>Risk-Adjusted Profitability for Banking (IBM) </li></ul><ul><li>Life Sciences </li></ul><ul><li>Clinical Trial Planning </li></ul><ul><li>Sample Optimization </li></ul><ul><li>Manufacturing </li></ul><ul><li>Sales & Operations Planning </li></ul><ul><li>Trade Promotion Management </li></ul><ul><li>S&OP Executive Review </li></ul><ul><li>Retail </li></ul><ul><li>Store Operations (P&L) </li></ul><ul><li>Store Development </li></ul><ul><li>Merchandise Planning </li></ul><ul><li>Government </li></ul><ul><li>Program Objectives Mgt </li></ul>
    22. 22. Advancing Performance Management <ul><li>People </li></ul><ul><li>Lead culture change </li></ul><ul><li>Develop competency </li></ul><ul><li>Process </li></ul><ul><li>Improve process linkages </li></ul><ul><li>Technology </li></ul><ul><li>Span enterprise systems; reconcile “differences” </li></ul><ul><li>Cognos Advantages </li></ul><ul><li>Provides all PM capabilities </li></ul><ul><li>Leverage all PM data sources </li></ul><ul><li>Supports development of competency centers </li></ul>Drive Performance
    23. 23. Performance Management System Requirements AUTOMATION TRANSFORMATION <ul><li>Performance Management Requirements </li></ul><ul><li>Structure and Automate Core Processes </li></ul><ul><li>Drive and Sustain Best Practices </li></ul><ul><li>Report, Analyze, Model, Plan, and Score Enterprise-wide Performance </li></ul><ul><li>Span all systems and connect management decision-making </li></ul>
    24. 24. A final thought and question.... How can we build the business case? ?
    25. 25. DAVID AXSON’S True Drivers of Performance Management Value PROCESS QUALITY DECISION QUALITY STAFF LEVERAGE RISK MITIGATION Performance Management Value Source: “Justifying Your CPM Investment,” David Axson
    26. 26. DAVID AXSON’S True Drivers of Performance Management Value <ul><li>Improving effectiveness is the reason for investing </li></ul><ul><li>Improving efficiency justifies investment </li></ul>Source: “Justifying Your CPM Investment,” David Axson
    27. 27. Wrap Up and Next Steps <ul><li>Get Started </li></ul><ul><li>The Performance Manager Book </li></ul><ul><li>Innovation Center for Performance Management </li></ul><ul><ul><li>Hackett </li></ul></ul><ul><ul><li>David Axson </li></ul></ul><ul><ul><li>Jeremy Hope </li></ul></ul><ul><li>Cognos Discovery and Validation Workshop </li></ul><ul><ul><li>David Norton </li></ul></ul><ul><ul><li>Brett Knowles </li></ul></ul><ul><ul><li>Larry Maisel </li></ul></ul><ul><ul><li>Accenture </li></ul></ul><ul><ul><li>Deloitte </li></ul></ul><ul><ul><li>IBM </li></ul></ul>
    28. 28. Why Cognos? <ul><li>Leader in Performance Management </li></ul><ul><ul><li>Focus and expertise </li></ul></ul><ul><ul><li>Independent system </li></ul></ul><ul><ul><li>Customer success </li></ul></ul><ul><li>Global Innovation Center for Performance Management </li></ul><ul><li>Functional and Industry Performance Blueprints </li></ul><ul><li>Global Services, Support, and Partner Network </li></ul><ul><li>Global reach and resources of IBM </li></ul>
    29. 29. Cognos Positioned in Leaders Quadrants BI Platforms and CPM Suites Magic Quadrants This Magic Quadrant graphic was published by Gartner, Inc. as part of a larger research note and should be evaluated in the context of the entire report. The Gartner report is available upon request from Cognos. The Magic Quadrant is copyrighted December 2007 by Gartner, Inc. and is reused with permission, which permission should not be deemed to be an endorsement of any company or product depicted in the quadrant. The Magic Quadrant is Gartner, Inc.’s opinion and is an analytical representation of a marketplace at and for a specific time period. It measures vendors against Gartner defined criteria for a marketplace. The positioning of vendors within a Magic Quadrant is based on the complex interplay of many factors. Gartner does not advise enterprises to select only those firms in the &quot;Leaders&quot; quadrant. In some situations, firms in the Visionary, Challenger, or Niche Player quadrants may be the right matches for an enterprise's requirements. Well-informed vendor selection decisions should rely on more than a Magic Quadrant. Gartner research is intended to be one of many information sources including other published information and direct analyst interaction. Gartner, Inc. expressly disclaims all warranties, express or implied, of fitness of this research for a particular purpose. This Magic Quadrant graphic was published by Gartner, Inc. as part of a larger research note and should be evaluated in the context of the entire report. The Gartner report is available upon request from Cognos. Source: Gartner “Magic Quadrant for CPM Suites, 2007 , Nigel Rayner, Neil Chandler, John E. Van Decker, December 19, 2007 “ Magic Quadrants for Business Intelligence Platforms, 2008 ”, J, Richardson, K. Schlegel, B. Hostmann, N. McMurchy, February 1, 2008 Magic Quadrant for Business Intelligence Platforms, 2008 Magic Quadrant for CPM Suites, 2007