1. The incremental approach of EPM
Finext Financial Services
28 oktober 2011
http://financialservices.finext.nl

2. Agenda
• What is EPM?
• Film: David Giannetto‟s vision on EPM
• Challenges and developments
• Fundamentals of EPM
• Cases
 Nordea Bank
 Royal Bank of Canada
 Unibanco
• Tips for a jump start
• Film: Inspiration

3. What is EPM?
• Gartner:
“The combination of management methodologies, metrics and IT (
applications, tools and infrastructure) that enable users to define,
monitor and optimize results and outcomes to achieve personal or
departmental objectives while enabling alignment with strategic
objectives across multiple organizational levels (personal, process,
group, departmental, corporate or business ecosystem).”
• Ventana Research:
“A business and IT imperative and management method that links
people, process, information and technology to align business and
technology to improve results.”
• Cranfield University:
“The process of quantifying past action, in which measurement is the
process of quantification and past action determines current
performance.”

4. Enterprise Performance Management

5. Challenges and developments
• One size does not fit all
• It‟s not about copying someone else‟s model
• Focus on process:
 Emphasizes operational effectiveness and efficiency that leads to
strong financial results
 Provide information on a timely basis
 Focuses on the future, not the past
• „Energy‟ within an organization is a limited resource
• Refocus the „power‟ to places that need it
• Most systems within organizations focus on processing transactions
• Simplifying number of applications/systems in house

6. EPM is about
• Using data to help make decisions
• Create information
• Leveraging information that already
exists

7. Fundamentals of EPM

8. Nordea Bank

9. EPM at Nordea Bank

10. Nordea’s Challenges
• “avoiding too strong a focus on the financial perspective”
(difficult to resist, for a financial institution) and
• “further improving linkage of Nordea‟s incentive system to the
BSC” as next steps
• to becoming a “best practice BSC user.”
• “start to use [the BSC] as soon as possible, even if not all key
performance indicators are defined or possible to measure,”
he advises
• “and don‟t be afraid to update — remember, it is a continual
learning process.”

11. Royal Bank of Canada

12. EPM at Royal Bank of Canada

13. Incremental improvements

14. RBC’s Future Plans
“When our customers are willing to trust us with detailed
information about their lives, their needs and wants, then we
can provide choices for people that also provide opportunity for
the Bank.
We can offer the customer trade offs between what they are and
are not willing to pay for. We can allow the customer to choose
what’s important to them in a banking relationship.”

15. Unibanco
• Establishing the model
• Large, internal communications campaign aimed at:
 Continuing education on balanced scorecard
 Business strategy
 Individual contributions to the strategy
• Implementation of the model
Implementation team housed within HR
• Maintenance of the model
Learning and development programs for both current and future
employees to get in line with strategy

16. Tips for a jump start
• Establishing the framework VISION
• Communication of objectives and strategy
• Implementation of the model;
 “Pull" instead of "push“
 No hasty implementation
 Consistent and transparent communication
 Use existing data and resources
• Maintenance of the model;
 Information exchange between all levels of the organization levels
Continuous feedback and adaptation

17. Inspiratie
http://www.youtube.com/watch?v=4RdOwbgg3MM&feature=r
elated

18. Got inspired and want to know
more about our vision on EPM,
contact us ….
Alwin Dooijeweerd
alwin.dooijeweerd@finext.nl
+31(0)6 13526981
http://nl.linkedin.com/pub/alwin-dooijeweerd/5/207/49a
http://twitter.com/alwin_do
Nerissa Laclé
nerissa.lacle@finext.nl
+31(0)6 54222775
http://nl.linkedin.com/in/nerissalacle
http://twitter.com/nerissalacle