Donn Hanbidge, Ontario Power Generation Inc. - Speaker at the marcus evans Energy CFO Summit 2012 held in San Antonio, TX, delivered his presentation entitled Transforming OPG’s Finance Function
National Oil Companies (NOCs) have significantly increased their spending on research and development (R&D) over the past decade, outpacing spending growth by Independent Oil Companies (IOCs). However, NOCs have struggled to translate this increased spending into operational impacts and improved performance. While some NOCs have established technological leadership in certain areas, they generally lag IOCs in effectively managing technology and innovation. To close this gap, NOCs need to improve strategic alignment between technology and corporate strategies, better integrate R&D with operations, and strengthen technology deployment and portfolio management processes. Addressing organizational structure, strategic focus, and technology management processes can help NOCs boost performance from their R&D investments without requiring increased budgets.
ITT Corporation held an earnings call on February 29, 2012 to discuss Q4 2011 earnings and provide 2012 guidance. Key highlights from 2011 included 9% organic revenue growth, 13% organic order growth, record backlog, and a 23% increase in adjusted pro forma EPS. The company completed its transformation to a diversified global industrial company and is positioned for long-term growth with a strong balance sheet and $690 million in cash. Significant strategic progress was made in 2011 through focused emerging market expansion, aftermarket capture, new product technology investments, and operational excellence.
This document summarizes an ERP post-implementation review conducted over six months. The review assessed the ERP project's success level, identified gaps and lessons learned, and made recommendations. Key findings included mostly positive feedback, some deviations from planned timelines and budgets, and over 70 identified issues across various business processes. Recommendations to address gaps included 26 business cases and 33 quick win actions. A workshop was later held with department heads to present results and discuss feedback from the three-year ERP project.
Re-Positioning the value of the architecture practiceCraig Martin
This document discusses challenges facing enterprise architecture practices and opportunities to reposition their value. It notes a gap emerging between the utility and differentiation aspects of business as unique offerings become commonplace. Additionally, there is often unclear ownership around enterprise cohesion and an undefined business architecture mandate. The document argues that properly aligning strategic, business, and IT architecture disciplines can help address these issues and improve business performance.
These slides were presented as a 1 hour global webcast in partnership with The Open Group.
Summary: In an increasingly competitive landscape, organisations are becoming more aware how important it is to develop business services models that are aligned to customer values. Organisations that are not able to take a customer focused perspective are losing footing in the market as they attempt to understand what it means to architect for the customer.
Topics include:
- The Pressures caused by Disruption
- Performance and Expectation Gaps at the CxO level
- Improving Architecture Value
- Discipline Confusion
- Unifying the Enterprise
- Architecture Services Design
- Architecture Demand Analysis
This document is a presentation by Bill Johnson, Chairman and CEO of Progress Energy, given at the EEI Financial Conference in Phoenix, AZ on November 11, 2008. The presentation provides an overview of Progress Energy, including its strategic focus on achieving long-term annual EPS growth of 4-5%, pursuing a balanced solution to secure the energy future, and sustaining financial strength during nuclear construction. It also discusses Progress Energy's regulated utilities, major capital projects, regulatory updates, and long-term financial objectives.
The document discusses strategies for improving a company's EBITDA through operational transformations. It provides examples of how minimal improvements across portfolio companies can significantly increase a firm's overall enterprise value. The strategies include identifying opportunities to increase revenue, improve efficiencies, and reduce costs. A methodology is outlined that involves discovery, assessment, planning and executing initiatives to standardize processes and embed transformations organizationally. Case studies demonstrate how targeting specific value streams can yield substantial EBITDA and margin gains through strategic programs.
National Oil Companies (NOCs) have significantly increased their spending on research and development (R&D) over the past decade, outpacing spending growth by Independent Oil Companies (IOCs). However, NOCs have struggled to translate this increased spending into operational impacts and improved performance. While some NOCs have established technological leadership in certain areas, they generally lag IOCs in effectively managing technology and innovation. To close this gap, NOCs need to improve strategic alignment between technology and corporate strategies, better integrate R&D with operations, and strengthen technology deployment and portfolio management processes. Addressing organizational structure, strategic focus, and technology management processes can help NOCs boost performance from their R&D investments without requiring increased budgets.
ITT Corporation held an earnings call on February 29, 2012 to discuss Q4 2011 earnings and provide 2012 guidance. Key highlights from 2011 included 9% organic revenue growth, 13% organic order growth, record backlog, and a 23% increase in adjusted pro forma EPS. The company completed its transformation to a diversified global industrial company and is positioned for long-term growth with a strong balance sheet and $690 million in cash. Significant strategic progress was made in 2011 through focused emerging market expansion, aftermarket capture, new product technology investments, and operational excellence.
This document summarizes an ERP post-implementation review conducted over six months. The review assessed the ERP project's success level, identified gaps and lessons learned, and made recommendations. Key findings included mostly positive feedback, some deviations from planned timelines and budgets, and over 70 identified issues across various business processes. Recommendations to address gaps included 26 business cases and 33 quick win actions. A workshop was later held with department heads to present results and discuss feedback from the three-year ERP project.
Re-Positioning the value of the architecture practiceCraig Martin
This document discusses challenges facing enterprise architecture practices and opportunities to reposition their value. It notes a gap emerging between the utility and differentiation aspects of business as unique offerings become commonplace. Additionally, there is often unclear ownership around enterprise cohesion and an undefined business architecture mandate. The document argues that properly aligning strategic, business, and IT architecture disciplines can help address these issues and improve business performance.
These slides were presented as a 1 hour global webcast in partnership with The Open Group.
Summary: In an increasingly competitive landscape, organisations are becoming more aware how important it is to develop business services models that are aligned to customer values. Organisations that are not able to take a customer focused perspective are losing footing in the market as they attempt to understand what it means to architect for the customer.
Topics include:
- The Pressures caused by Disruption
- Performance and Expectation Gaps at the CxO level
- Improving Architecture Value
- Discipline Confusion
- Unifying the Enterprise
- Architecture Services Design
- Architecture Demand Analysis
This document is a presentation by Bill Johnson, Chairman and CEO of Progress Energy, given at the EEI Financial Conference in Phoenix, AZ on November 11, 2008. The presentation provides an overview of Progress Energy, including its strategic focus on achieving long-term annual EPS growth of 4-5%, pursuing a balanced solution to secure the energy future, and sustaining financial strength during nuclear construction. It also discusses Progress Energy's regulated utilities, major capital projects, regulatory updates, and long-term financial objectives.
The document discusses strategies for improving a company's EBITDA through operational transformations. It provides examples of how minimal improvements across portfolio companies can significantly increase a firm's overall enterprise value. The strategies include identifying opportunities to increase revenue, improve efficiencies, and reduce costs. A methodology is outlined that involves discovery, assessment, planning and executing initiatives to standardize processes and embed transformations organizationally. Case studies demonstrate how targeting specific value streams can yield substantial EBITDA and margin gains through strategic programs.
The company has undergone a transformation through leadership changes, cost reductions, and the planned spinoff of its TopBuild business. It has implemented a strategic focus on driving the potential of its core brands, leveraging opportunities across its portfolio, and actively managing the portfolio. This transformation and strategic focus have delivered strengthened financial performance with consistent profitability, solid returns, and profitable growth projected into 2017.
Reducing Time-to-Fill for IT Consulting firmsVijay GK
A Practical Approach to reduce the Time-to-Fill for IT Consulting Firms for their US Open Positions. Leverages the benefits of Inventory or Bench across the Talent Supply Chain
The document summarizes the turnaround story of GTL Infrastructure Limited (GTL Infra) over the past few years. It highlights that GTL Infra has focused on a "more and less" approach of growing revenue, optimizing costs, strengthening processes, and reducing liabilities. This has led to increased revenue and EBITDA, higher tenant numbers, and significantly reduced debt levels. Key achievements include reducing debt from US$2.054 billion to US$747 million and optimizing operating costs.
For any retailer in the 21st century not only to thrive but to survive they have to look at integrating their supply chain and streamline their operation to yield maximum results
How to Contain the Costs of Workload AutomationSkybot Software
In a recent survey by InformationWeek, over 50% of IT managers named cost as the primary limitation to data center automation.
In this enlightening presentation, you’ll learn about:
• Required vs. “nice to have” features.
• Budget creep prevention tactics.
• General product costs and comparisons.
• Yearly maintenance fees, and what they should be covering.
• Intangible savings areas.
Afterwards, you’ll have a better understanding of fair pricing, and which questions to ask to make sure you’re paying the right price for your IT needs.
There are many activities and methods addressing business (project and strategic) planning and execution, however the planning cycle still remains flawed and sub-optimal.
-46% of business failures stem from misguided strategies
-More than half of all business projects are still failing
- One third of firms fail to achieve expected results from annual strategic plans
Leading organisations are getting in front of the planning cycle to positively influence project delivery and positive business outcomes with modern approaches geared to rapidly changing and complex environments.
Many disciplines purport to be the silver bullet to deal with these issues. The reality is that most businesses are just too chaotic to handle overly robust and formal techniques – but still want to ensure the right strategies and outcomes are achieved - and by design - not chance.History may look back at the evolving discipline of modern Business Architecture as one of the keys. For that to come true though, Business Architecture, as any methodology and framework, needs to be applied in a pragmatic and lean manner to be an effective tool for today's businesses.
This presentation, given by EA's Chief Architect, looks at Business Architecture and its journey – and necessity – to support a more agile approach to enterprise design.
- Business Analysis, Business Architecture and Business
- Design and where they intersect;
- What is the value of each?
- Where does the problem lie?
- What is currently working and what is failing;
- Where can we position the discipline to be the most effective in the organization, and have the greatest amount of impact on the strategic outcomes?
- What are the first steps to escalate the visibility and mandate of the discipline?
- What training is available and where does it get me?
Telenet is a telecommunications company based in Belgium that provides cable television, broadband internet, fixed and mobile telephone services. The document discusses Telenet's strategy to transition from a focus on growth through volume to sustainable growth through value. This includes developing 3-year strategic planning, improving cost control and investment analysis, streamlining budgeting processes, increasing cash management, and creating business insights through key performance indicators and value driver analysis to better monitor performance and facilitate decision making. The goal is for the finance department to proactively support the business by being ahead of the curve in responding to changing demands.
Hillenbrand provided a Q3 2016 earnings presentation covering consolidated and segment financial results. Key points include:
- Consolidated revenue decreased 7% to $371 million due to lower demand for capital equipment in the Process Equipment Group.
- GAAP EPS was $0.48, while adjusted EPS increased slightly to $0.53.
- Batesville revenue declined 3% but adjusted EBITDA margin improved 250 bps due to cost savings.
- Process Equipment Group revenue fell 9% but adjusted EBITDA margin rose 90 bps on pricing and acquisitions.
- Guidance for FY2016 expects organic revenue to decline 2-5% but adjusted EPS to reach $1.98
iSelect reported strong financial results for FY15 with revenue growth of 15% and net profit after tax growth of 17%. Operational performance was solid across key metrics such as leads, conversion, and sales. The health insurance segment grew sales volume by 10% but revenue declined slightly due to consumers trading down to lower cost policies. The energy segment saw significant growth in revenue and sales following investment in marketing and staffing. For FY16, iSelect expects continued revenue growth but a lower earnings forecast as investment is made in staffing, technology, brand and developing business segments.
This document discusses several topics related to performance management. It mentions measuring and improving employee and organizational performance, linking lean six sigma methods to strategy, applying metrics to manage performance effectively, fostering a performance culture, and improving the customer experience. The document recommends incorporating business intelligence and analytics to maximize performance. It emphasizes measuring and using metrics for performance management.
This document provides an overview of accounting tools and concepts. It discusses accounting as an information system that processes raw data into financial statements and reports for stakeholders. It presents sample financial statements from San Miguel Corporation including the statement of financial position from 2009-2011. The statement of financial position shows assets, liabilities, and equity over time. It also discusses key accounting ratios like return on investment and internal rate of return that are useful for management decision making. In the end, it emphasizes that accounting provides important financial information and analysis for various stakeholders through statements, reports, and performance metrics.
Process Intelligence: Remaking Your BusinessCelonis
1) EDP is an integrated power and gas utility operating in 16 countries that generated €3.3 billion in EBITDA in 2018 from electricity production, distribution, supply, wind and solar power.
2) EDP has established retail businesses in Brazil, Spain and Portugal selling electricity and natural gas to over 4 million customers and is expanding to other geographies.
3) In 2017, EDP began a digital transformation initiative called edpX to adapt to new digital contexts and create a Digital Global Unit to increase synergies between digital and core IT functions.
Business process re-engineering implementationzabi10
Business process re-engineering (BPR) involves analyzing and redesigning workflows and processes within an organization to achieve goals like reducing costs and increasing efficiency. There are several key steps to implementing BPR, including defining objectives, identifying processes that need improvement, understanding and measuring problematic processes, ensuring adequate information systems and technology, designing and testing new prototypes, and adapting the organization to the changes. BPR requires managing change throughout the organization and ensuring a smooth transition to new ways of working.
Changing the PMO Status Quo with Frank La Rocca 051314UMT360
How Frank La Rocca Created an Enterprise PMO at Consolidated Edison to driver greater ROI. Presented May 13, 2014 via Projects at Work webinar. For the full presentation, please visit http://bit.ly/1h0uesU.
The document provides guidance on digital transformation for organizations in the Caribbean. It discusses key topics such as crafting an effective digital transformation strategy, nurturing human capital, unlocking the power of data, and includes examples of digital transformation use cases. The overall aim is to help organizations adapt to changing business landscapes and remain competitive through strategic leveraging of technologies, data insights, and process redesign.
This document outlines Tele2's plan to significantly improve productivity over 4 years through their "Challenger Program". The program aims to simplify processes, increase discipline, consolidate technology, and transform support functions. Examples highlighted include consolidating product development, reducing marketing spend, data center consolidation, and increasing the use of shared operations. The program expects to realize annual productivity improvements of 1 billion SEK by 2018 through multi-year investments and restructuring. Tele2 will provide updates on progress at quarterly reporting until the benefits are fully realized.
Annual Business Plan PowerPoint Presentation SlidesSlideTeam
Presenting this set of slides with name - Annual Business Plan Powerpoint Presentation Slides. This PPT deck displays fourty one slides with in depth research. Our topic oriented Annual Business Plan Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Annual Business Plan Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
Agilent Technologies' 2003 corporate report discusses the company's progress and accomplishments in 2003. Key points include:
- Agilent returned to profitability in Q4 2003 after transforming operations to reduce costs by $2 billion annually and lowering quarterly operating costs to $1.45 billion.
- The company continued innovating with new products, investing $1.1 billion in R&D, while gaining recognition from customers.
- Agilent sharpened its strategic focus on sustaining profitability and achieving consistent, profitable growth above market rates in selected areas by maintaining or gaining market share, investing in growth areas, and pursuing new opportunities.
- Senior leadership changes strengthened the management team for future
How Sapient Razorfish Cuts Its Campaign Deployment Times from Days to Minutes...Amazon Web Services
SapientRazorfish is a global digital transformation company. They transformed their IT infrastructure and development process to use AWS Elastic Beanstalk to deploy marketing campaigns, reducing deployment times from 15+ days to just 3 minutes. This allowed them to rapidly iterate, continuously deploy new features, and deliver innovation at scale for their clients. They accomplished this through a process of discovering problems and goals, transforming their architecture and ways of working to be cloud-native and agile, and executing the new approach.
My Single Point (MSP) offers a unique bundle of managerial applications that are intertwined using a unique Enterprise Architecture layer.
To know more about My Single Point Solutions, contact us:
IT-as-a-Service Consulting - ITaaSC
Email: info@itaasc.com
web: http://www.itaasc.com (UK) http://www.itaasc.be (FR)
Ahead of the marcus evans CFO Summit 2024, Erik Saito discusses what technology CFOs can utilise to improve financial reporting accuracy, make more strategic decisions and mitigate risks.
Ahead of the marcus evans Chief Procurement Officer Summit 2023, read here an interview with Ward Karson discussing what tools CPOs can utilize to deliver improved performance.
More Related Content
Similar to Transforming OPG’s Finance Function - Donn Hanbidge, Ontario Power Generation Inc.
The company has undergone a transformation through leadership changes, cost reductions, and the planned spinoff of its TopBuild business. It has implemented a strategic focus on driving the potential of its core brands, leveraging opportunities across its portfolio, and actively managing the portfolio. This transformation and strategic focus have delivered strengthened financial performance with consistent profitability, solid returns, and profitable growth projected into 2017.
Reducing Time-to-Fill for IT Consulting firmsVijay GK
A Practical Approach to reduce the Time-to-Fill for IT Consulting Firms for their US Open Positions. Leverages the benefits of Inventory or Bench across the Talent Supply Chain
The document summarizes the turnaround story of GTL Infrastructure Limited (GTL Infra) over the past few years. It highlights that GTL Infra has focused on a "more and less" approach of growing revenue, optimizing costs, strengthening processes, and reducing liabilities. This has led to increased revenue and EBITDA, higher tenant numbers, and significantly reduced debt levels. Key achievements include reducing debt from US$2.054 billion to US$747 million and optimizing operating costs.
For any retailer in the 21st century not only to thrive but to survive they have to look at integrating their supply chain and streamline their operation to yield maximum results
How to Contain the Costs of Workload AutomationSkybot Software
In a recent survey by InformationWeek, over 50% of IT managers named cost as the primary limitation to data center automation.
In this enlightening presentation, you’ll learn about:
• Required vs. “nice to have” features.
• Budget creep prevention tactics.
• General product costs and comparisons.
• Yearly maintenance fees, and what they should be covering.
• Intangible savings areas.
Afterwards, you’ll have a better understanding of fair pricing, and which questions to ask to make sure you’re paying the right price for your IT needs.
There are many activities and methods addressing business (project and strategic) planning and execution, however the planning cycle still remains flawed and sub-optimal.
-46% of business failures stem from misguided strategies
-More than half of all business projects are still failing
- One third of firms fail to achieve expected results from annual strategic plans
Leading organisations are getting in front of the planning cycle to positively influence project delivery and positive business outcomes with modern approaches geared to rapidly changing and complex environments.
Many disciplines purport to be the silver bullet to deal with these issues. The reality is that most businesses are just too chaotic to handle overly robust and formal techniques – but still want to ensure the right strategies and outcomes are achieved - and by design - not chance.History may look back at the evolving discipline of modern Business Architecture as one of the keys. For that to come true though, Business Architecture, as any methodology and framework, needs to be applied in a pragmatic and lean manner to be an effective tool for today's businesses.
This presentation, given by EA's Chief Architect, looks at Business Architecture and its journey – and necessity – to support a more agile approach to enterprise design.
- Business Analysis, Business Architecture and Business
- Design and where they intersect;
- What is the value of each?
- Where does the problem lie?
- What is currently working and what is failing;
- Where can we position the discipline to be the most effective in the organization, and have the greatest amount of impact on the strategic outcomes?
- What are the first steps to escalate the visibility and mandate of the discipline?
- What training is available and where does it get me?
Telenet is a telecommunications company based in Belgium that provides cable television, broadband internet, fixed and mobile telephone services. The document discusses Telenet's strategy to transition from a focus on growth through volume to sustainable growth through value. This includes developing 3-year strategic planning, improving cost control and investment analysis, streamlining budgeting processes, increasing cash management, and creating business insights through key performance indicators and value driver analysis to better monitor performance and facilitate decision making. The goal is for the finance department to proactively support the business by being ahead of the curve in responding to changing demands.
Hillenbrand provided a Q3 2016 earnings presentation covering consolidated and segment financial results. Key points include:
- Consolidated revenue decreased 7% to $371 million due to lower demand for capital equipment in the Process Equipment Group.
- GAAP EPS was $0.48, while adjusted EPS increased slightly to $0.53.
- Batesville revenue declined 3% but adjusted EBITDA margin improved 250 bps due to cost savings.
- Process Equipment Group revenue fell 9% but adjusted EBITDA margin rose 90 bps on pricing and acquisitions.
- Guidance for FY2016 expects organic revenue to decline 2-5% but adjusted EPS to reach $1.98
iSelect reported strong financial results for FY15 with revenue growth of 15% and net profit after tax growth of 17%. Operational performance was solid across key metrics such as leads, conversion, and sales. The health insurance segment grew sales volume by 10% but revenue declined slightly due to consumers trading down to lower cost policies. The energy segment saw significant growth in revenue and sales following investment in marketing and staffing. For FY16, iSelect expects continued revenue growth but a lower earnings forecast as investment is made in staffing, technology, brand and developing business segments.
This document discusses several topics related to performance management. It mentions measuring and improving employee and organizational performance, linking lean six sigma methods to strategy, applying metrics to manage performance effectively, fostering a performance culture, and improving the customer experience. The document recommends incorporating business intelligence and analytics to maximize performance. It emphasizes measuring and using metrics for performance management.
This document provides an overview of accounting tools and concepts. It discusses accounting as an information system that processes raw data into financial statements and reports for stakeholders. It presents sample financial statements from San Miguel Corporation including the statement of financial position from 2009-2011. The statement of financial position shows assets, liabilities, and equity over time. It also discusses key accounting ratios like return on investment and internal rate of return that are useful for management decision making. In the end, it emphasizes that accounting provides important financial information and analysis for various stakeholders through statements, reports, and performance metrics.
Process Intelligence: Remaking Your BusinessCelonis
1) EDP is an integrated power and gas utility operating in 16 countries that generated €3.3 billion in EBITDA in 2018 from electricity production, distribution, supply, wind and solar power.
2) EDP has established retail businesses in Brazil, Spain and Portugal selling electricity and natural gas to over 4 million customers and is expanding to other geographies.
3) In 2017, EDP began a digital transformation initiative called edpX to adapt to new digital contexts and create a Digital Global Unit to increase synergies between digital and core IT functions.
Business process re-engineering implementationzabi10
Business process re-engineering (BPR) involves analyzing and redesigning workflows and processes within an organization to achieve goals like reducing costs and increasing efficiency. There are several key steps to implementing BPR, including defining objectives, identifying processes that need improvement, understanding and measuring problematic processes, ensuring adequate information systems and technology, designing and testing new prototypes, and adapting the organization to the changes. BPR requires managing change throughout the organization and ensuring a smooth transition to new ways of working.
Changing the PMO Status Quo with Frank La Rocca 051314UMT360
How Frank La Rocca Created an Enterprise PMO at Consolidated Edison to driver greater ROI. Presented May 13, 2014 via Projects at Work webinar. For the full presentation, please visit http://bit.ly/1h0uesU.
The document provides guidance on digital transformation for organizations in the Caribbean. It discusses key topics such as crafting an effective digital transformation strategy, nurturing human capital, unlocking the power of data, and includes examples of digital transformation use cases. The overall aim is to help organizations adapt to changing business landscapes and remain competitive through strategic leveraging of technologies, data insights, and process redesign.
This document outlines Tele2's plan to significantly improve productivity over 4 years through their "Challenger Program". The program aims to simplify processes, increase discipline, consolidate technology, and transform support functions. Examples highlighted include consolidating product development, reducing marketing spend, data center consolidation, and increasing the use of shared operations. The program expects to realize annual productivity improvements of 1 billion SEK by 2018 through multi-year investments and restructuring. Tele2 will provide updates on progress at quarterly reporting until the benefits are fully realized.
Annual Business Plan PowerPoint Presentation SlidesSlideTeam
Presenting this set of slides with name - Annual Business Plan Powerpoint Presentation Slides. This PPT deck displays fourty one slides with in depth research. Our topic oriented Annual Business Plan Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Annual Business Plan Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
Agilent Technologies' 2003 corporate report discusses the company's progress and accomplishments in 2003. Key points include:
- Agilent returned to profitability in Q4 2003 after transforming operations to reduce costs by $2 billion annually and lowering quarterly operating costs to $1.45 billion.
- The company continued innovating with new products, investing $1.1 billion in R&D, while gaining recognition from customers.
- Agilent sharpened its strategic focus on sustaining profitability and achieving consistent, profitable growth above market rates in selected areas by maintaining or gaining market share, investing in growth areas, and pursuing new opportunities.
- Senior leadership changes strengthened the management team for future
How Sapient Razorfish Cuts Its Campaign Deployment Times from Days to Minutes...Amazon Web Services
SapientRazorfish is a global digital transformation company. They transformed their IT infrastructure and development process to use AWS Elastic Beanstalk to deploy marketing campaigns, reducing deployment times from 15+ days to just 3 minutes. This allowed them to rapidly iterate, continuously deploy new features, and deliver innovation at scale for their clients. They accomplished this through a process of discovering problems and goals, transforming their architecture and ways of working to be cloud-native and agile, and executing the new approach.
My Single Point (MSP) offers a unique bundle of managerial applications that are intertwined using a unique Enterprise Architecture layer.
To know more about My Single Point Solutions, contact us:
IT-as-a-Service Consulting - ITaaSC
Email: info@itaasc.com
web: http://www.itaasc.com (UK) http://www.itaasc.be (FR)
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Ahead of the marcus evans CFO Summit 2024, Erik Saito discusses what technology CFOs can utilise to improve financial reporting accuracy, make more strategic decisions and mitigate risks.
Ahead of the marcus evans Chief Procurement Officer Summit 2023, read here an interview with Ward Karson discussing what tools CPOs can utilize to deliver improved performance.
Michael McRoberts and George Skillin of Chartertech Pty Ltd, a sponsor company at the marcus evans CFO Summit 2023, discuss how financial processes can improve with tools such as RPA and AI.
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Lutz Finger, President, Product & Development at Marpai, an AI-powered health plan services provider (Third Party Administrator for Self-funded health plans), was interviewed ahead of the marcus evans CFO Summit XLI 2022, and discusses how CFOs can leverage the power of the most advanced AI to create the healthiest member population with the greatest cost efficiency within their health plan budget.
Ahead of the marcus evans Chief Procurement Officer Summit 2022, read here an interview with Cary David discussing how the supply chain function can be the engine for change in a growing company.
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The document discusses the global CFO's vision for digitization at McDonald's division of Coca-Cola. It outlines goals to grow externally with customers through digitization, be more agile and productive internally through technology, and promote digital efforts across the organization by maintaining innovative finance teams and driving cultural change. The CFO believes digital transformation is key and shares this vision in hopes of answering any questions.
Dual Keynote Presentation delivered by Dr Mark Frigo, Director, Center for Strategy, Execution & Valuation; Strategic Risk Management Lab, DePaul University and E. Terry Groff, Former CEO & President, Reading Bakery Systems at the marcus evans CFO Summit Spring 2019 held in Palm Beach, FL
The document discusses the digital transformation journey of The Coca-Cola Company from the perspective of Victor C. Barnes, Global CFO of McDonald's Division at Coca-Cola. Some key points discussed include:
- Coca-Cola's transformation has involved moving servers to the cloud, developing cloud-based systems for financial reporting and forecasting, and various groups pushing the agenda forward independently.
- Barnes emphasizes the importance of learning from others through networking, as well as ensuring data integrity, governance and clean data as transformations are implemented.
- Primary challenges have been around data ownership and quality, which must be addressed for digital projects to succeed. Steering committees have been created to facilitate collaboration around transformations.
The document discusses the digital transformation journey of The Coca-Cola Company from the perspective of Victor C. Barnes, Global CFO of McDonald's Division at Coca-Cola. Some key points discussed include:
- Coca-Cola's transformation has involved moving servers to the cloud, developing cloud-based systems, and automating manual processes.
- Barnes emphasizes the importance of addressing human factors like understanding the need for change, nurturing networks across teams, and dealing with challenges like data integrity.
- Lessons learned are to learn from others undertaking digital transformations, get data in the cloud, push for transparency, and apply technologies intelligently through collaboration.
Rio Tinto is a world leader in mining and metals that produces materials essential for modern life. The presentation discusses how automation can help Rio Tinto capture value and address disruption in the mining industry. Specifically, it provides examples of Rio Tinto's automation initiatives including autonomous trucks that have hauled over 1 billion tons of ore, autonomous drilling rigs, and its Mine of the Future which uses integrated automation and simulation systems. The presentation closes by asking CFOs to consider questions around what should be built internally versus outsourced, and ensuring the total cost of ownership and cost of change are accounted for with automation.
The document discusses the transformation of Mirvac Group's finance department over 5 years. It implemented several changes to processes, technology, and skills:
- Standardized and optimized processes, reducing documents by 50% and implementing robotic process automation. This freed up staff for new analytics roles.
- Established a cross-functional business intelligence center of excellence to lead the development of analytics capabilities across the business.
- Grew its analytics maturity from basic reporting to predictive modeling, gaining insights to make better strategic decisions.
- Metrics show increasing BI usage and a focus on value-driven outcomes over just implementing new technologies. This supported narrowing EPS guidance and improved employee engagement.
This document summarizes Peter Deans' presentation on addressing strategic business risks at the 2019 CFO Summit. It discusses the complex operating environment banks face with multiple regulatory, macroeconomic, client, and technological risks. It outlines Bank of Queensland's approach to identifying and managing strategic risks through a dynamic risk assessment process, strategic risk review, and ongoing executive review. Key emerging strategic risks identified include sovereign risk, liquidity and funding risk, talent risk, cyber security and data risk, conduct and reputation risk, and climate change risk. The presentation emphasizes the importance of institutionalizing a risk appetite framework and culture to help banks navigate the challenging risk environment.
This document discusses driving meaningful change through aligning personal and company values. It highlights key drivers of value creation such as innovation, operational efficiency, brand differentiation, risk mitigation, and talent attraction and retention. The document also discusses picking personal values and provides examples like integrity, contribution, love, friendship, and purpose. After attending a summit, the Coty delegation was inspired and motivated to brainstorm ideas, share documents to consolidate considerations, and work in groups on proposed initiatives.
This document summarizes the financial performance of Sportsbet and Paddy Power Betfair in Australia from 2017 to 2018. It shows key metrics like amounts staked, net revenue, operating costs, and EBITDA. It also discusses Sportsbet and PPB's forecasting process, the competitive environment in the betting industry, increasing regulation around betting restrictions, taxes and fees, and advertising. Additional sections cover promotional spending, competitor activity, customer margin, channel mix, and factors considered in net revenue forecasting like the sporting calendar and marketing plans.
The document discusses HCL Technologies' global procurement services organizational structure and operating models. It explores different options for structuring procurement teams across categories, geographies, and delivery models. The models proposed include a combination of functional, global, and category-aligned client-facing technology teams, with mostly offshore business services teams and regional contingent labor teams. Career progression opportunities within the procurement organization are also outlined.
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
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Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
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Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
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2. O N T A R I O P O W E R G E N E R A T I O N
Transforming OPG’s Finance function
g
Improving Efficiency & Effectiveness
Continuous I
C ti Improvement
t
The Road Ahead
Energy CFO Summit 2
3. O N T A R I O P O W E R G E N E R A T I O N
OPG’s Corporate Profile
p
100% owned by the Province
of Ontario
19,791 MW generating
capacity
65 hydroelectric, 3 nuclear
and 5 thermal stations
Produce ~60% of Ontario’s
electricity
~11,000 employees
Investment Grade credit ratings
Energy CFO Summit 3
5. O N T A R I O P O W E R G E N E R A T I O N
Improving Efficiency & Effectiveness
p g y
Decentralized & Centralized Services &
Full-Service Decentralized Controllership
Multiple locations Leading edge technology &
high
hi h process automation
i
Different application
platforms Ease of access to information
Manual processes Valued business partner
Energy CFO Summit 5
6. O N T A R I O P O W E R G E N E R A T I O N
Improvement Initiatives
p
Invest in technology
• Consolidate applications to one common platform
• Increase process automation
• Exploit leading edge technology
Centralize transaction processing
C t li t ti i
Standardize and simplify processes
Optimize resource allocation
Improve access to information
Energy CFO Summit 6
12. O N T A R I O P O W E R G E N E R A T I O N
External Challenges
g
Low growth in electricity demand
Low market prices
Decreasing capacity and electricity
generation
Higher expectations to achieve an appropriate
return on equity, while limiting impacts on
customer rates
Urgent need to align cost structure with declining
capacity and production
Energy CFO Summit 12
14. O N T A R I O P O W E R G E N E R A T I O N
Our Transformation Process
Start with a clean slate
Focus on transformational changes
Establish clear accountabilities
Eliminate any duplication
Be
B specific about work that will stop
ifi b t k th t ill t
Focus cost reduction efforts on non-core
work areas
Choose lowest cost, most efficient approach
Maintain focus on safe, reliable electricity generation
Energy CFO Summit 14
17. O N T A R I O P O W E R G E N E R A T I O N
Structural Improvements
p
Realign organization and roles to centre-led
organizational
organi ational model
Leverage Centres of Excellence
• Investment Planning, Management
and Performance Reporting, and Corporate
Business Planning
g
Expand Shared Financial Services Centre that will
deliver centralized accounting & transactional services
Focused business partner support by leveraging the use
of Centres of Excellence, centralized services, and
greater use of self-service
Energy CFO Summit 17
18. O N T A R I O P O W E R G E N E R A T I O N
Process Improvements
p
Simplify governance and policies
• Business Case Summary process
• Organizational Authority Register
Streamline business planning process
• Improve integration with strategic planning
and capital allocation process
d it l ll ti
• Reduce detail and condense timing
Standardize
St d di management reporting
t ti
• Standard suite of reports & eliminate ad-hoc reporting
• Automate delivery methods
Energy CFO Summit 18
19. O N T A R I O P O W E R G E N E R A T I O N
Process Improvements
p
Centralize performance & scorecard reporting
• Reduce effort to create multiple
performance and scorecard reports
• Improve alignment of measures
and targets
Transaction processing
• Automate matching and posting of invoices
Increase effectiveness of Internal Audit
I ff ti fI t l A dit
• Extend audit cycle for low risk business processes
• I
Increase use of control self-assessment
f t l lf t
Energy CFO Summit 19
20. O N T A R I O P O W E R G E N E R A T I O N
People & Rewards
p
Leadership
p
Cu tu e and eade s p
Culture a d leadership
behaviours
Talent
Align objectives and
accomplishments with rewards
p
Energy CFO Summit 20
21. O N T A R I O P O W E R G E N E R A T I O N
Future State Finance Function
A trusted business partner driving value
Efficient service delivery model
• Leverage expertise in COEs
and Shared services
• Streamline governance & processes
A World-Class Finance organization
Energy CFO Summit 21
22. O N T A R I O P O W E R G E N E R A T I O N
World-Class Performance – A Roadmap
p
Benchmark & undertake
gap analysis
Utilize bl k h t
Utili blank sheet
approach
Map out journey to World-Class
Frequent communication with stakeholders
Energy CFO Summit 22