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Hub16: Deloitte perspective: Next Generation Enterprise
The document discusses the importance of enterprise-wide planning in navigating dynamic market conditions and the challenges that organizations face, such as silos and visibility issues. It highlights the capabilities of the Anaplan platform for improving planning processes through features like predictive analytics and integrated demand planning. Additionally, it outlines strategic approaches and steps for successful enterprise-wide planning implementation.
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Hub16: Deloitte perspective: Next Generation Enterprise
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- 3. #AnaplanHub16 Enterprise-Wide Planning Next GenerationIntegrated Business Planning
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- 5. #AnaplanHub16 • Pressure fromfinancial markets • Dynamic economic times • Changing regulations • Complex global company footprints • Evolving technology landscapes • Unpredictable competition SHIFT Happens NEED FOR AGILITY AND PREDICTABILITY CONSTANT NEED TO NAVIGATE CHANGE
- 6. #AnaplanHub16 ENTERPRISE-WIDE PLANNING Repeatable functionaland cross- functional activities connecting strategic, financial and operational execution plans.
- 7. #AnaplanHub16 ENTERPRISE-WIDE PLANNING Additional: ProductLaunch Forecasting, Product Data Management, Commission & Incentives Planning. Strategic & Financial Planning Demand Planning Rolling Forecast (Gross/Net) Workforce Planning Go-To-Market Planning Sales Channel Marketing Support Supply Chain HR Finance R&D IT
- 8. #AnaplanHub16 Design Principles Align upstream/ downstream planning activities Track, measure and refine plans dynamically Coordinate multiple dynamic data sources Single shared version of data for planning Collaborate within / across business functions Enhanced collaboration, communication, access Enterprise- Wide Planning Plan Execute Measure Analyze Sales Channel MgmtHR R&D Plan Execute Measure Analyze Plan Execute Measure Analyze Plan Execute Measure Analyze Plan Execute Measure Analyze Plan Execute Measure Analyze Finance Supply Chain Cust Support Plan Execute Measure Analyze Mktg Plan Execute Measure Analyze ENTERPRISE-WIDE PLANNING NEEDS
- 9. #AnaplanHub16 Enterprise-wide Planning: THE5 BARRIERS Silos • Visibility of plans across functions haphazard at best • Meetings, phone calls, email primary plan sharing method Competency • Lack of analytical modeling skills outside of Finance • Often times side job so less attention applied Work Flow • Different planning levels and cycle times • Inability to quickly change plans, perform what-ifs, flow changes Data • Limited data availability and data inconsistency • Multiple sources of data challenging to reconcile Tool & Tech • Manually intensive to coordinate, consolidate, and share data • Prohibitive cost and time to build a solution
- 10. #AnaplanHub16 IT ANAPLAN – SMARTBUSINESS PLATFORM • What-if Analysis• In-Memory Processing • Predictive Analytics • Role-Based Access • Single Source of Planning Truth
- 11. #AnaplanHub16 ENTERPRISE-WIDE PLANNING Strategic & Financial Planning Demand Planning RollingForecast (Gross/Net) Workforce Planning Go-To-Market Planning Sales Channel Marketing Support Supply Chain HR Finance R&D IT2 3 1
- 12. #AnaplanHub16 ANAPLAN POTENTIAL FORVALUE ADD INTER- FUNCTION SUB- FUNCTION INTRA- FUNCTION Sales Channel Marketing Support Supply Chain HR Finance R&D IT PP PPP PPP PPP PPP PP P P PPP
- 13. #AnaplanHub16 Performance Reporting Analysis Forecast Business Modeling Corrective Actions STRATEGIC & FINANCIALPLANNING What is Different From Today? Potential Benefits • Rapid top-down and bottoms-up reconciliation • Single tool to aggregate organizational budgets and roll-up • “What-if” analysis across the enterprise • Improve organizational alignment • Execute changes throughout the system more quickly • Track budgets against key strategic priorities • Reduce year-end coordination and planning chaos Market Assessment Strategy Development Strategic Portfolio Management Operational Planning Cascading Targets Budgeting Target Development & Agreement Strategic Planning Operational Planning Analysis& CorrectiveAction Actual Results Budgets Forecasts Anaplan Value-Add
- 14. #AnaplanHub16 INTEGRATED DEMAND PLANNINGAND ROLLING FORECAST What is Different From Today? Potential Benefits • Built in reconciliation of forecasts from Sales, Finance & Demand Planning • Shared account hierarchy and historical sales data across functions • CRM opportunity information systematically captured in Demand Plan • Improve accuracy through collaboration and data sharing • Early warning of potential issues due to integrated input approach • Reduce time to reconcile various forecasts View of Plans & Trade-Offs Op & Exec Review Financial Review Integrate Sales & Channel Forecast 1 START – Monthly Process 2 4 Sales, Finance, Supply Chain Alignment Adjusted/ Finalized Plans Conduct Consensus Review Escalate Key Issues Escalate Key Issues 3 5 Rolling Forecast Supply Chain / Ops Plan Anaplan Value-Add
- 15. #AnaplanHub16 ENTERPRISE-WIDE PLANNING Strategic & Financial Planning Demand Planning RollingForecast (Gross/Net) Workforce Planning Go-To-Market Planning Sales Channel Marketing Support Supply Chain HR Finance R&D IT 1 2 3
- 16. #AnaplanHub16 SALES PLANNING Territory PlanningChannel Mgmt: Coverage Planning PLANNING ACTIVITY INTERLOCKING ACTIVITY Sales Forecast Supply Chain: Demand Planning Territory Planning HR: Workforce Planning Quota Management Finance: Annual Revenue Plan Sales Forecast Finance: Net Revenue Planning Pricing & Quoting (for more complex offerings) SUB-LEVEL PLANNING/MONITORING Territory Planning Quota Management Sales Forecast Projected Attainment Pipeline drives next period Quota Performance Tracking Core Planning Execute / Monitor Anaplan Value-Add
- 17. #AnaplanHub16 FINANCE PLANNING Rolling Forecast & Budget Bookings Revenue Conversion NetRevenue Capital Cost PLANNING ACTIVITY INTERLOCKING ACTIVITY SUB-LEVEL PLANNING/MONITORING Operational Planning Sales & Channel: GTM Planning Operational Planning All Functions: Operational Planning Rolling Forecast Sales: Sales Forecast Rolling Forecast Channel Mgmt: Channel Forecast Rolling Forecast Supply Chain: Demand Planning • Currency / FX Planning • Balance Sheet, Cash Flow • Allocations • M&A Modeling • Treasury Modeling • Capital Planning • Transfer Pricing • Warranty Cost • Inventory Cost • Discounting / Net Revenue • Workforce Planning • Operational Expense Core Planning Execute / Monitor Anaplan Value-Add Strategic Planning Operational Planning
- 18. #AnaplanHub16 ENTERPRISE-WIDE PLANNING JOURNEY ClientExample Sales Work Stream Finance Work Stream • Sales Forecasting & Reporting • Quota & Capacity Planning • Territory Planning • FP&A Operational Planning & Reporting • Workforce Planning • Long Range Planning
- 19. #AnaplanHub16 Q1 FY14 Q2FY14 Q3 FY14 Q4 FY14 Q1 FY15 Q2 FY15 Q3 FY15 Q4 FY15 Q1 FY16 Q2 FY16 Q3 FY16 Supply Chain Marketing + Finance Supply Chain Finance Finance + Supply Chain Sales + Finance Supply Chain + Finance Finance + Supply Chain Supply Chain + Marketing AMER APAC EMEA ENTERPRISE-WIDE PLANNING JOURNEY Client Example GLOBAL
- 20. #AnaplanHub16 STEPS TO ENSURESUCCESS 4 Keys to Enterprise-wide Planning Approach 1. CONTEXT & VALUE STEPS: Approach planning improvements incrementally but in-context overall to-be Enterprise Planning framework 2. FILL GAPS FIRST: Focus first on planning gaps that deliver greatest return, recognizing ‘good enough’ 3. CHOOSE TECHNOLOGY PLATFORM THAT GROWS: Pick technology approach that enables planning expansion + doesn’t limit freedom to grow 4. BALANCE CONSISTENCY & FLEXIBILITY: Recognize balance between global planning consistency and individual flexibility
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- 22. #AnaplanHub16 Thank You Bart Hughes bahughes@deloitte.com Thispublication contains general information only, and none of the member firms of Deloitte Touche Tohmatsu Limited, its member firms, or their related entities (collective, the “Deloitte Network”) is, by means of this publication, rendering professional advice or services. Before making any decision or taking any action that may affect your business, you should consult a qualified professional adviser. No entity in the Deloitte Network shall be responsible for any loss whatsoever sustained by any person who relies on this publication. About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. Please see www.deloitte.com/about for a detailed description of DTTL and its member firms. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. Copyright © 2015 Deloitte Development LLC. All rights reserved. Member of Deloitte Touche Tohmatsu Limited
Editor's Notes
- #4 INTRODUCTION – Practice Leadership – Client Experience HISTORY – Multi-year relationship – Early market traction – Industry Print Exercise STRATEGIC POSITIONING – Beyond current categorization – Enables NGIBP/Enterprise-Wide Planning
- #5 INTRODUCTION – Practice Leadership – Client Experience HISTORY – Multi-year relationship – Early market traction – Industry Print Exercise STRATEGIC POSITIONING – Beyond current categorization – Enables NGIBP/Enterprise-Wide Planning
- #6 ENVIRONMENT – Are things slowing down for anyone? Pace of change increasing, not surprising Planning getting so much attention TRENDS NET NEED – Agility and planning at speed – to do so needs to be more connected
- #7 EMERGING NEED – for true enterprise wide planning – vs. current subsets e.g. S&OP WHAT IS IT – definition WHAT’S NEW – These activities are happening today – just at a slower, less accurate and more time consuming way – technologies like Anaplan enable companies to approach in a more effective manner
- #8 CONCEPT – what is it? – Planning fabric that connects inter and intra function to create a more connected and dynamic organization BROADER – encompasses cross-functional planning activities like IBP, financial planning, etc. DESCRIPTION – describe major components – plus other areas
- #9 HOW ESTABLISHED – number of design principles required to establish planning fabric REVIEW LIST – seems straight forward WHY NOT HAPPENING?
- #10 OBSERVED BARRIERS – review list BELIEF THAT NOT FEASIBLE – for cost, practicality or other reasons ANAPLAN – key enabler
- #11 TRACTION – Anaplan’s traction not surprising ELEMENTS – Anaplan characteristics address many challenges of NGIBP SUMMARY – Anaplan is planning capability and/or planning connectivity (glue) – platform for more sophisticated analytics
- #12 DIFFICULTY IN EXPLAINING – can be many things to many people FRAMING – high tech industry perspective - best framed and described at three levels LEVELS – preview what is coming
- #13 BACKGROUND – Industry Print exercise SME PERSPECTIVES – net value add given capabilities already in existence SUMMARY CHART – I’ll dive into a few areas
- #14 ACTIVITIES – participants, activities - big opportunity, tops down – bottoms up all companies have GREEN – potential for Anaplan to have significant impact VALUE-ADD – connectivity for rapid reconciliation – more timely and accurate planning
- #15 ACTIVITIES – participants - description of activity flow VALUE-ADD – green boxes AND GREEN LINES KEY BENEFIT - connectivity
- #16 TRANSITION – inter and intra function level
- #17 OVERVIEW – of fundamental planning/monitoring steps VALUE ADD – relative to existing planning capabilities NEXT LEVEL – planning connectivity across range of interlock activities SUB – Pricing and Quoting for specialized situations (e.g. services or complex products)
- #18 OVERVIEW – of finance driven planning process VALUE ADD – broad coverage NEXT LEVEL – planning connectivity across range of interlock activities
- #19 JOURNEY – big concept – big bang not practical – how to get there MULTIPLE APPROACHES – client example one PARALLEL then CONNECTED