Da Vinci Performance Management 4 13 09


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Da Vinci Performance Management 4 13 09

  1. 1. DaVinci Partners
  2. 2. 1. The information challenge
  3. 3. Scorecards Spreadsheets IM/chat Newspapers Financial reports Documents Meetings Email Portals Business books Slide decks Webcasts Presentations RSS feeds Project plans Intranet Blogs Dashboards Magazines Analytic applications Television reports Internet Charts and graphs
  4. 4. Business demands becoming more complex Shareholder, Board Transparency Business Trends Enterprise Affecting Strategy Accounting Risk Business complexity Scandals and Technology Management Increasing Compliance Globalization Controls Internet Business bubble Intelligence Information explosion Y2K Financial Systems updates Internet Infrastructure Technologies E-mail Desktop Accounting 2000s 1990s
  5. 5. High performers are more focused on strategic business issues than operational details High performers invest in advanced capabilities Source: quot;The Changing Role of the Organization in a Multi- Polar World: Accenture High Performance Study 2008.quot;
  6. 6. People, processes, and technology drive business performance Increasing Value Organization-wide access to relevant business information (no IT filter) People Easy-to-use intelligence tools for all levels and roles Role-based delivery of performance-related information Scorecards, dashboards, and strategy maps that identify business drivers Standardized KPIs to align with business goals and initiatives Processes & Redesigned business processes to affect business drivers Methodologies Automated workflow for simpler consolidation and reporting Data integration to combine information from existing systems Technology Data consistency, security, and integrity Server-based views to allow collaboration and consistency – single version of the truth
  7. 7. Business Performance Management Performance Management Applications “I need to improve our analytics Financial capabilities so we can understand our Budgeting, Planning and Forecasting, Consolidation, current business performance and do Management Reporting, Scorecards & Analytics a better job of planning for the future.quot; “I need better visibility into my cost of Operational/Supply Chain/MFG operations so I can target specific cost reduction opportunities that Operational Dashboards, Supply Chain Analytics, won‟t have a negative impact.” Constraint Based Planning “I need better visibility into our pipeline Sales/Customer/Marketing performance so I can focus on deals that help Analytic CRM, Sales Forecasting, Campaign me grow business with my most profitable customers.” Management & Analytics, Sales Scorecards Human Resources “I need better visibility into our talent management so I can plan for growth and HR Analytics, Headcount Planning, Talent understand issues before they become Scorecards, OPEX Planning & Analytics troublesome.”
  8. 8. 2. The need for an integrated approach
  9. 9. Users attempt to integrate data in their own environment (Office) Many management systems developed „offline‟ Disconnected from source and „formal‟ systems Point solutions for management Sales Management CRM Dashboard Planning processes Reporting Analytics Little or no integration Doesn‟t deliver the integrated BI Data Data Warehouse Mart solutions
  10. 10. Need for an Integrated Approach What do I want to happen? Planning and Budgeting How to coordinate What did happen? what happens? Management Reporting Scorecard Common KPI’s Financial Consolidation and Business Rules What is happening now? What will happen? Dashboard Forecasting Why did this happen? Analytics
  11. 11. “Less than 5.0% of the typical workforce understands their organization’s strategy” Kaplan & Norton
  12. 12. Actionable strategy has an Operational Blueprint
  13. 13. Why is Planning Important? Recommended Actions Evidence from Highly Effective Organizations 71% Utilize collaborative planning, reporting and decision-making process 55% 68% Employ rolling forecasts, based on relevant business events 50% 65% Use a streamlined, integrated budgeting process 48% 50% Use linked and aligned scorecard metrics down to each function and business unit 35% Highly effective 43% Create enterprise-wide performance management organizations in reporting 28% managing performance Moderately effective organizations in managing performance Source: IBM Business Consulting Services, The Global Study 2005
  14. 14. 3. Performance Management from DaVinci Partners
  15. 15. The DaVinci Difference Corporate Strategy Financial & Business Compliance Reporting Risk Treasury & Cash Management Management Business Management Budgeting & Analysis & Across Planning Monitoring Multiple Systems Information Sales & Marketing Technology Legal & Regulatory Business Units Operations Management Human Resources
  16. 16. Aligning past informatoin, present conditions, and future outcomes What is happening? Scorecards Why did it happen? and Dashboards Analytics What happened? Reporting, Consolidation What will happen? What do I want to happen? Forecasting Planning, Budgeting
  17. 17. 4. Partnering for success
  18. 18. Focusing the IT Debate on Creating Business Value Using boardroom-relevant metrics and recognized diagnostic tools, we shift the IT debate from “utility” to “value creation.” Creating Powerful Propositions for IT-enabled Change We work with senior management teams to frame the business rationale for significant change where IT is a major component. Optimizing the IT Investment Agenda Our experts devise clear investment roadmaps to help companies balance short and medium-term investment agendas, appropriate for the economic climate. Transforming IT to Deliver Improved Capability and Business Results We deliver a comprehensive approach to transforming the IT organization for better business performance.
  19. 19. Global Service Logistix
  20. 20. Rescue 8
  21. 21. 5. Conclusion
  22. 22. High Performance is a Journey First step is to know your “Blueprint” Strategic Leading Innovate methodology Operational Blueprint Continuous planning (frequency) Accelerating Extended enterprise scorecards extranets Methodology permeates Closed-loop continuous process Metrics cascade throughout Aligning standardization “Try on” methodology (BSC, Six Sigma) Process codification – financial planning Departmental metrics Operating Data silo‟s No management methodology Manual planning process Tactical Financial metrics spreadsheets Three to Five Year Progression
  23. 23. DaVinci Partners Vision and strategy Complete and integrated Performance Management offering Agile products that adapt to your information needs Built on a trusted part of your IT backbone