Enterprise Project Management is one part of the organizational structure that hasn’t seen the same levels of technology integration as most others. Manual data testing is still prevalent and with the influx of technology in business, the need to adapt is evident. In this presentation, we attempt to identify the inefficiencies that currently prevent organizations from achieving optimum efficiency.

2. EPM has had no dearth of technology and buzzwords
Excel HyperionMonte Carlo Simulation
Sensitivity & Scenario Analysis
BI Tool Predictive modelling
Cognos SAP
Oracle
Data Marts
Zero-based budgeting

3. Yet EPM maturity today is underwhelming
Management reports are manually collated in Excel60%
Time is spent on data gathering Vs. analysis50%
Organizations carry out ad-hoc, manual data testing61%
DRIVING ACTION FROM INSIGHTS
Too late
Too little
More information, fewer insights
More past than future
More internal than external

4. Will it be different with digital?
Internet of Things
Machine Learning
NLG
Big Data
Integrated Business PlanningCognitive
NLP
Hadoop
Social, Mobile, Analytics, Cloud (SMAC)

5. Yes, if we can reimagine 5 cornerstones for EPM transformation
Standardization with
mass customization
Operating model for
specialization
Literacy and numeracy
Experience drives
effectiveness
Agility >= accuracy
1 2
3
4
5

6. Standardization with mass customization - e-commerce gets it
400+ flights, 257,000 Properties, dozens of rental car companies
Our Common Database
140+ different front ends

7. Experience drives effectiveness - the secret behind successful digital
assets
Bloomberg
Professional
Bloomberg TV + Bloomberg
Business
Bloomberg
Business for
Apple Watch
Bloomberg
Radio+
Bloomberg
Businessweek+

8. Mass customization and experience enhancement can overcome
fundamental EPM challenges
Business unit performance
Sales Department
Marketing Department
Regional performance
Sales Department
Marketing Department
Sales performance
Sales Department
Marketing Department
Production performance
Sales Department
Marketing Department
COGS spend
Sales Department
Marketing Department
A&SP spend
Sales Department
Marketing Department

9. © 2015 Copyright . All Rights Reserved.© 2015 Copyright . All Rights Reserved.
TYPICAL SITUATION
Extraction Transformation Load
Source level data governance
Data transformation leads to
opaque data lineage
Visualization
Application
Modelling
Reporting
DATA
SOURCES
Define data sources and
governance
Consistent Operational
model
INTERNAL EXTERNAL BOTH STRUCTURED UNSTRUCTURED
Multiple information supply
chains
Embedded governance in information
supply
Digital advancement allows flexibility in data and computation models

10. Our experience with clients validates the hypothesis

11. Agility >= accuracy
200m
400m
700m
Low Fuel

12. Unfortunately most EPM efforts are skewed towards the past
 Poor data quality
 Legacy technology
 Driving the last point of accuracy
 Bottom-up forecasting
 Rolling forecasts
 Driver-based forecasting
 80:20 rule
 Digital leverage
80%
20%
50%
50%
Past
Forward
looking
Past
Forward
looking

13. Example : SKU-level prices impact forecasting for CPG companies based
on real-time input price variation
Structured
Data
Unstructured
Data
Procurement plans
Operating plans
Materials movements
Competitors plans
Commodity exchange
Weather forecasts
Political movements
Customers preferences
Machine learning
(NLP/NLG)
Cognitive
SKU linked
profitability report
Price and scheme
optimizer for each
SKU
Scenario analysis at
SKU level

14. Literacy and numeracy: it's no longer enough to only deal with numbers

15. Effective EPM combines the qualitative and quantitative
Past performance
News feed Industry prospects
Financial score
Market & business
insights
Structured &
unstructured
internal data

16. Example: fundamentally changing the planning and forecasting cycle
Forecast Strategic
Plan
Annual
Contract
Action
Time
Integrated Business
Planning

17. Operating models for specialization
Data
Curation
Data
Governance
Analysis
Reports
We expect EPM practitioners to be superhuman
10-15%
Analytics Data Collection
25-35% 55-65%
Business
Partnering

18. Not surprisingly, the process is frustrating and longer
Book Closure Done
I don't get reports on
time. They lead to so
much rework
Yes you are right, I also
have too many data
sources to work on. It
takes time and I cannot
do more analytics .
Day 1 to 3
In-country and regional report preparation
focuses on data gathering, reconciliation,
cross checking and formatting

19. Not surprisingly, the process is frustrating and longer
Day 4 to 6
Region 1
Region 2
Region 3
Region 5
Region 4
Reconcile
Cross check
Ensure accuracy
Report preparation in a region focuses on
data gathering from countries, reconciling,
and cross checking rather than qualitative
analysis
Let me know
why the cost of
production has
gone up.
Why have
sales dropped
in your
country?

20. Not surprisingly, the process is frustrating and longer
Day 7
That’s what I do too, reformat
reports in the common chart
of accounts.
I do not get reports on
time from the regions,
they do not include
competitive analysis, and I
have to rewrite the
commentaries.
Mgmt. Team
The reports received from various regions are collated, reconciled
and qualitative inputs are used to create the final report

21. Operating model redesign to a competency-based organization is
imperative
Transactional
Complexity
Dimension
Processing
Action
Dimension

22. The new operating model
Country Region Headquarters
Trend discussion with sales team
Strategy discussion with
business leaders
Corporate strategy discussion
Global centralized hub
Empowered dashboard
Data scientist Reporting COE Analytics COE

23. EPM transformed
Standardization with
mass customization
Experience drives
effectiveness
Agility >= accuracy
Literacy and numeracy
Operating model for
specialization
Driving action from insights!

24. DESIGN • TRANSFORM • RUN 24© 2015 Copyright Genpact. All Rights Reserved.
About Genpact
Genpact (NYSE: G) stands for “generating business impact.” We architect the Lean DigitalSM enterprise through a unique approach
based on our patented Smart Enterprise Processes (SEPSM) framework that reimagines our clients’ middle and back offices to generate
growth, cost efficiency, and business agility. Our hundreds of long-term clients include more than one-fourth of the Fortune Global 500. We
have grown to over 70,000 people in 25 countries, with key management and a corporate office in New York City. We believe we are able to
generate impact quickly and power Intelligent OperationsSM for our clients because of our business domain expertise and experience running
complex operations, driving our unbiased focus on what works and making technology-enabled transformation sustainable. Behind our
passion for technology, process, and operational excellence is the heritage of a former General Electric division that has served GE
businesses since 1998. For additional information, visit www.genpact.com. Follow Genpact on Twitter, Facebook, LinkedIn, and YouTube.
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© 2015 Copyright Genpact. All Rights Reserved.
Genpact Research Institute
The Genpact Research Institute is a
specialized think tank harnessing the
collective intelligence of Genpact – as
the leading business process service
provider worldwide - its ecosystem of
clients and partners, and thousands of
process operations experts. Its
mission is to advance the “art of the
possible” in our clients’ journey of
business transformation and adoption
of advanced operating models.
www.genpact.com/research-institute