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© 2014 IBM Corporation
Pushing the Frontiers
CFO Insights from the IBM Global C-Suite Study
Mark Rolfe, Leader of European Performance Management, IBM
3rd June 2014
© 2014 IBM Corporation
New dynamics put new pressures on CFOs
In the U.S., non-financial companies have
a record $1.45 trillion in cash (Forbes)
“...growth and job creation are still too
weak. New risks are arising while several
old risks remain.” (IMF)
75% of security breaches are driven by
financial motives (Verizon)
Business model innovation
Uncertainty and volatilityRegulatory environment
• Changing nature of transactions
(e.g., mobile)
• Partnering for speed
• Growth in emerging markets
• Cash-rich balance sheets
• Uneven economic recovery
• Growing shareholder expectations
• Changes to currency and financial institutions
• Globalization and demographic shifts
• Higher levels of transparency
• New cybersecurity / information security
regulations
• Focus on corporate governance
© 2014 IBM Corporation
Big Data and the CFO
Over eight in ten (84%) of those financial professionals
polled think that big data and analytics will require a
change in how they do their jobs in the coming five
years. CGMA October 2013
85% of survey respondents believe that increasing
their ability to work with big data will enhance their
career and employability.
© 2014 IBM Corporation
Big data can offer accountants and finance
professionals the possibility of reinvention, the chance
to take a more strategic, ‘future-facing’ role in
organisations. ACCA Big Data: Its Power and Perils.
Big Data and the CFO
© 2014 IBM Corporation
19
Middle East and Africa 51
Asia Pacific
Central and Eastern Europe
57
Western Europe
155
Japan
98
North America
102
South America
94
Getting the C-Suite Viewpoint - 2013 IBM C-Suite Study
576 CFO interviews from around the world
Source: Question E--Participant Country
© 2014 IBM Corporation
Our CFO respondents represent a diverse set of industries
Energy and Utilities
Media and Entertainment
Telecommunications
Communications sector
Consumer Products
Life Sciences
Professional and Computer Services
Distribution sector
Retail
Transportation
Travel
Banking and Financial Markets
Insurance
Financial Services sector
Aerospace and Defense
Automotive
Chemicals and Petroleum
Industrial sector
Electronics
Industrial Products
Education and Research
Healthcare
NGOs and Government
Public sector
576
interviews
29%
18%
28%
14% 10%
Source: Question M--In which industry does the participant’s enterprise primarily operate?
© 2014 IBM Corporation
Pushing the Frontiers
CFO Insights and how to transition
The evolution of the CFO
Revisiting the 2010 Global CFO Study: Value Integrators
Pushing the frontier: Performance Accelerators
Perfecting finance efficiency
Capitalizing on business insight
Creating profitable growth
Transitioning into new territory
© 2014 IBM Corporation
All CxOs recognize the importance of the CFO role–CFOs rank
second only to CEOs in collaborative influence
Collaboration partners
Source: Question B6--Which of your C-suite peers do you work most closely with in support of the enterprise?
78%
65%
24%
CEO CFO All others
© 2014 IBM Corporation
Open up to customer influence
Breaking down barriers to extend collaboration inside
and outside–bringing the customer’s voice directly into
the boardroom
Pioneer digital-physical innovation
Fusing traditional activities with social, mobile, and
digital networks to create new products, services, and
business models
Craft engaging customer experiences
Creating and enhancing seamless interactions which fulfill
customer expectations and differentiate the organization
…however, CFOs already have a full agenda
running the core finance function
The 2013 C-suite Study explores the newest venture of
high-performing enterprises–the Customer-activated
enterprise
C-suit cover
9
© 2014 IBM Corporation
Importance 2010
50% 100%
CFOs report that almost all aspects of their role have
increased in importance over the past 3 years
Areas of importance–historical
Importance 2013
Measure/monitor business performance
Provide inputs into enterprise strategy
Develop talent in the finance organization
Optimize planning, budgeting and forecasting
Drive enterprise cost reduction
Support/manage/mitigate enterprise risk
Drive integration of information across the enterprise
Execute continuous finance process improvements
Strengthen compliance programs/internal controls
Manage investor/stakeholder relations
Process transactions
90%80%70%60%
10
Source: Question CFO1--How important are each of the following areas of responsibility to your enterprise?;
© 2014 IBM Corporation
The gaps between importance and effectiveness
Integrate information
across the enterprise
Optimize planning,
budgeting and
forecasting
Develop talent in
the finance function
Provide input into
enterprise strategy
82%
87%
87%
92%
91%
24%
41%
45%
55%
57%
Measure and monitor
business performance
Importance of activity Effectiveness of function
58-point gap
46-point gap
42-point gap
37-point gap
34-point gap
SOURCE: IBM, The Customer Activated Enterprise: Insights from the Global C-Suite Study, October 2013.
© 2014 IBM Corporation
CFOs report they use sophisticated, enterprise-wide
tools to support Finance only one-third of the time
Intuition Spreadsheet ERP Analytic tool
14% 52% 19% 15%
50% 100%0%
Capabilities/tools used to support Finance
Source: Question CFO6--What capabilities / tools does your organization use for the following activities?
© 2014 IBM Corporation
The evolution of the CFO
Revisiting the 2010 Global CFO Study: Value Integrators
Pushing the frontier: Performance Accelerators
Perfecting finance efficiency
Capitalizing on business insight
Creating profitable growth
Transitioning into new territory
Pushing the Frontiers
CFO Insights and how to transition
© 2014 IBM Corporation
The 2010 Global CFO Study identified 4 Finance profiles, with one group,
Value Integrators, outperforming the rest
Low
High
HighLow
Value
Integrator
Disciplined
Operator
Scorekeeper
Constrained
Advisor
Finance Efficiency
Enterprise-wide information
standards
Standard financial chart of
accounts
Common finance data definitions
and data governance
Standard/common finance
processes
Operational planning and forecasting capability
Finance talent development
Common planning platform
Value Integrator
Performance optimization
Predictive insights
Enterprise risk management
Business decision making
Disciplined Operator
Finance operations focused
Information provision
Performance interpretation
Constrained Advisor
Analytics focused
Sub-optimal execution
Fragmented data
Scorekeeper
Data recording
Controllership
Multiple versions of the “truth”
Business Insight
Finance efficiency and business insight
Source: IBM Institute for Business Value,
The Global CFO Study 2010, The Global C-suite Study 2013
© 2014 IBM Corporation
The evolution of the CFO
Revisiting the 2010 Global CFO Study: Value Integrators
Pushing the frontier: Performance Accelerators
Perfecting finance efficiency
Capitalizing on business insight
Creating profitable growth
Transitioning into new territory
Pushing the Frontiers
CFO Insights and how to transition
© 2014 IBM Corporation
* Value Integrators are 30% and Performance Accelerators are 7% of the overall
CFO population interviewed.
High
Business Insight
High
Finance
Efficiency
Value Integrator
Value Integrator *
Performance
Accelerator
Source: “CFO insights from the Global C-Suite Study”, IBM Institute for Business Value, 2014
Comparison of average ranking
on measures of profit and
revenue
Source: Question E4--How does the revenue growth of your enterprise compare to your
industry peers over the past 3 years?; Question E5--How does your enterprise’s profitability
compare to your industry peers over the past 3 years?
70% more
…than the remaining Value
Integrators
Value Integrators are pushing the boundaries of efficiency and
insight–a subset are emerging as Performance Accelerators
© 2014 IBM Corporation
Source: Question CFO2--How effective is your organization in the following areas?
0% 20% 100%
Performance Accelerators have mastered core finance and enterprise
duties–outperforming Value Integrators in every dimension
Manage investor/stakeholder relations
Process transactions
Strengthen compliance programs/internal controls
Execute continuous finance process improvements
Provide inputs into enterprise strategy
Optimize planning, budgeting and forecasting
Drive enterprise cost reduction
Support/manage/mitigate enterprise risk
Measure/monitor business performance
Develop talent in the finance organization
Drive enterprise-wide integration of information
Gap
43% 62% 81%
60%40% 80%
All other CFOs Remaining Value Integrators Performance Accelerators
Effectiveness across the CFO agenda
17
© 2014 IBM Corporation
Performance Accelerator’s focus areas can be grouped into efficiency,
insight, and growth initiatives–one ability builds on the previous
Performance Accelerators
begin to pull away in terms of
business insight
Value Integrator
Value Integrators and
Performance Accelerators
are neck and neck in
finance efficiency
Performance Accelerators
shine when it comes to
profitable growth and are
truly the engines of change
Performance
Accelerator
Value Integrator Value Integrator
Performance
Accelerator
Performance
Accelerator
Finance efficiency Business insight Profitable growth
© 2014 IBM Corporation
The evolution of the CFO
Revisiting the 2010 Global CFO Study: Value Integrators
Pushing the frontier: Performance Accelerators
Perfecting financial efficiency
Capitalizing on business insight
Creating profitable growth
Transitioning into new territory
Pushing the Frontiers
CFO Insights and how to transition
© 2014 IBM Corporation
100%
46%
All other CFOs
100%
Performance
Accelerators and
Value Integrators
Performance Accelerators and Value Integrators are defined, in part, by the
fact that they have made baseline improvements in efficiency
70%
All other CFOs
Standard financial
chart of accounts
Standard/common
finance processes
100%
Performance
Accelerators and
Value Integrators
50%
All other CFOs
100%
Performance
Accelerators and
Value Integrators
43%more more
117%more
Common finance data
definitions and governance
Improvements undertaken by the organization
Source: Question CFO4--Which of the following improvements has your organization undertaken?
20
© 2014 IBM Corporation
50%
31%
27%
57%
44%
Implemented service delivery models for
finance processes including business
performance analysis and reporting
Performance Accelerators are more likely to operate as
shared services organizations at the enterprise level
59%
Shifted finance transactional activities
in a standalone cross-functional
shared service organization
Performance Accelerators Remaining Value Integrators All Other CFOs
Improvements undertaken by the organization
Source: Question CFO4--Which of the following improvements has your organization undertaken?
© 2014 IBM Corporation
The evolution of the CFO
Revisiting the 2010 Global CFO Study: Value Integrators
Pushing the frontier: Performance Accelerators
Perfecting financial efficiency
Capitalizing on business insight
Creating profitable growth
Transitioning into new territory
Pushing the Frontiers
CFO Insights and how to transition
© 2014 IBM Corporation
78%
54%
Deployed a common planning platform
67%
66%
Performance Accelerators have implemented key components
necessary to generate deep business insights
Improvements undertaken by the organization
Developed analytical talent in finance
to partner with the business
Established a strong operational
planning and forecasting capability
78%
69%
Performance Accelerators Remaining Value Integrators
Source: Question CFO4--Which of the following improvements has your organization undertaken?
© 2014 IBM Corporation
Performance
Accelerators
Remaining
Value Integrators
Performance Accelerators are integrating internal and
external data in order to develop these deep insights
Integration of internal and external data for deep insights
30%
44%
47%
more
Source: Question B1--To what extents do you agree with the following statements: Enterprise capabilities
© 2014 IBM Corporation
Evaluate market trends and
competitor actions
Performance Accelerators' strong focus on data
analytics enables them to excel at scenario planning
Effectiveness of Finance
Apply predictive modeling to improve
foresight and trigger action
Collaboratively create timely, reliable
forecasts to steer business performance
44%
59%
31%
74%
92%
59%
30%
60%
Challenge business partner’s assumptions,
business cases and plans
Performance Accelerators Remaining Value Integrators
Source: Question CFO7--How effective is your organization at performing the following?
© 2014 IBM Corporation
The evolution of the CFO
Revisiting the 2010 Global CFO Study: Value Integrators
Pushing the frontier: Performance Accelerators
Perfecting finance efficiency
Capitalizing on business insight
Creating profitable growth
Transitioning into new territory
Pushing the Frontiers
CFO Insights and how to transition
© 2014 IBM Corporation
Performance Accelerators are applying their analytic capabilities to
the pursuit of profitable growth
43%
71%
82%
Business model innovation
60%
Business unit strategy and execution
Capital management
90%
79%
64%
29%
61%
Performance measurement/metrics
31%
67%
17%
Acquisitions/divestitures
Information agenda to leverage value
of big data
Where Finance spends its time
Performance Accelerators Remaining Value Integrators
Source: Question CFO3--Where does Finance spend its time?
© 2014 IBM Corporation
Performance Accelerators are defined by the fact that they’re both better at
performing core tasks and more willing to enter new arenas
Mergers and acquisitions
22%
89%
Pricing
39%
Demand planning and forecasting
52%
100%
31%
50%
90%
Product/service development
78%
91%
Profitability/Economic Analysis
Core finance
Organic growth
Inorganic growth
Performance Accelerators Remaining Value Integrators
Effectiveness of Finance
Source: Question CFO5--How effective is Finance in the following areas?
© 2014 IBM Corporation
60%
more
One third of Performance Accelerators report using
data analytics to identify new products and services
Use of big data to identify
new products and services
13%
32%
All Other CFOs
Remaining Value Integrators
Performance Accelerators
20%
Source: Question B1--To what extents do you agree with the following statements: Enterprise capabilities
My objective is to move the
finance staff from a state of
transaction thinking to one
of analytical thinking
CFO
Insurance company, Canada
”
© 2014 IBM Corporation
77%
This enables Performance Accelerators to be more
effective at risk management and growth identification
67%
Remaining Value
Integrators
91%
Performance
Accelerators
76%
Performance
Accelerators
36%more
43%
Remaining Value
Integrators
more
Effectiveness of Finance
Risk management
Revenue growth
opportunity identification and tracking
Source: Question CFO5--How effective is Finance in the following areas?
© 2014 IBM Corporation
The evolution of the CFO
Revisiting the 2010 Global CFO Study: Value Integrators
Pushing the frontier: Performance Accelerators
Perfecting finance efficiency
Capitalizing on business insight
Creating profitable growth
Transitioning into new territory
Pushing the Frontiers
CFO Insights and how to transition
© 2014 IBM Corporation
Journey from Value Integrator to Performance Accelerator
Value
Analytic Data
Management
Maturity
Align
information
Optimize
outcomes
Best
Practices
Strategy -Aligned
Organization
Analyze
patterns
Span Finance
& Operations
Process
Automation
Enterprise-wide
Continuous
Steering
• Managing multi-
dimensional
performance
information
• Financial
Consolidation
and Close
• Budgeting
• Incentive
Compensation
Management
• Span Financial &
Operations
• Leading & External
Indicators
• Driver-based
modeling
• Rolling Forecasts
• Scenario Analytics
• Metrics and
Scorecarding
• Strategy
Management
• Profitability
• Predictive
Analytics
• Big Data
Analytics
• Planning,
Analysis, and
Forecasting
• Collaborative and
Narrative
Performance
Reporting
• Disclosure
Management
• Sales
Performance
Management
• Agile enterprise
• Risk-adjusted
Value
Management
Accelerate
& LinkEngage
Frontlines
Value Integrators Performance Accelerators
© 2014 IBM Corporation
Journey from Value Integrator to Performance Accelerator
Value
Analytic Data
Management
Maturity
Align
information
Optimize
outcomes
Best
Practices
Strategy -Aligned
Organization
Analyze
patterns
Span Finance
& Operations
Process
Automation
Enterprise-wide
Continuous
Steering
• Managing multi-
dimensional
performance
information
• Financial
Consolidation
and Close
• Budgeting
• Incentive
Compensation
Management
• Span Financial &
Operations
• Leading & External
Indicators
• Driver-based
modeling
• Rolling Forecasts
• Scenario Analytics
• Metrics and
Scorecarding
• Strategy
Management
• Profitability
• Predictive
Analytics
• Big Data
Analytics
• Planning,
Analysis, and
Forecasting
• Collaborative and
Narrative
Performance
Reporting
• Disclosure
Management
• Sales
Performance
Management
• Agile enterprise
• Risk-adjusted
Value
Management
Accelerate
& LinkEngage
Frontlines
Value Integrators Performance Accelerators
© 2014 IBM Corporation
Take a longTake a long--term, strategic view of Finance Transformationterm, strategic view of Finance Transformation
but attack the problem with targeted, wellbut attack the problem with targeted, well--coordinatedcoordinated
initiatives and focus on delivering rapidly.initiatives and focus on delivering rapidly.
Think BigThink Big – Determine how to become a Value Integrator/
Performance Accelerator
Start SmallStart Small – Focus on discrete changes that will support a
transition
Deliver QuicklyDeliver Quickly – Show tangible results, engage team
“Think Big, Start Small, Deliver Quickly”
© 2014 IBM Corporation
The Journey to best in class Planning, Analysis and Forecasting
Value
Maturity
Today’s
challenge
Realize
performance
potential
Drive analytic
innovation
Forecasting
success
Elevate with
predictive
Better
outcomes
Analytic
agility
• Spreadsheets for
reporting and
analysis
• Enterprise
resource
planning
budgeting
• Isolated
applications
• Disparate data
• Financial and
operational
performance
management
• Rolling forecasts
• Key performance
indicators (KPIs)
and scorecards
• Statistical
algorithms to
improve
information
under uncertainty
• Predictive
intelligence
• Driver-based
planning and
forecasting
• Near-real-time
analysis
• Scenario analytics
• Narrative reporting
• Dashboards and
management
reports Span the
enterpriseFirst
steps
Status quo Integrate and
accelerate
Automate and
model
• New analytic
modeling and
enhancement
• Product and
customer
profitability
analysis
• Continual
alignment of
resources with
opportunity
© 2014 IBM Corporation
SalesMarketing FinanceOperations
Human
Resources
• Campaign scorecard
• Promotion plan
• Customer /
Product profitability
• Revenue plan
• Sales dashboard
• Sales forecasting
• Incentive Comp
• Quota Plan
• Territories
• Sales Channels
• Enterprise Scorecard
• Strategic Financial
Plans
• Profit and Loss
• Balance Sheet
• Cash Flow
• Workforce KPIs
• Headcount plan
• Salary & comp
• Staffing plan
• Training &
Development
• Ops KPIs
• S&Op plan
• Capacity & Inventory
plan
• Product allocation
• New products
Planning, Analysis, Forecasting, and Scorecarding
in ONE platform to span finance and operations
Strategy and activity driver-aligned organization
© 2014 IBM Corporation
The Next Level of PM Engagement
PLATFORMS (10s)
Report Analyze Model Plan Collaborate
PredictScore Simulate Forecast Visualize PLATFORMS (10s)
CloudBig Data &
Analytics
Collaboration Mobile
The Nexus of Forces describes the convergence and mutual
reinforcement of four interdependent trends: social interaction,
mobility, cloud, and information. The forces combine to empower
individuals as they interact with each other and their information
through well-designed ubiquitous technology.
Collaboration Mobile Big Data &
Analytics
Collaboration Mobile CloudData &
Analytics
Collaboration Mobile
© 2014 IBM Corporation
IBM Transforms the way you work in Performance Management
Guided Business Processes
Personalized task list highlight
priorities.
Focus on Collaboration
Act upon insights by easily
collaborating and sharing data analysis
with anyone, anywhere.
Mobile Enabled
Activity streams alert you to changes as
they occur across the enterprise.
Cloud Deployable
•Take advantage of savings and
efficiencies via a SaaS deployment
© 2014 IBM CorporationIBM Confidential
IBM Institute for Business Value
Demonstration
The Future of Performance Management
Jonty Gethin, IBM Business Analytics Solution Specialist

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Ibm bis 2014 m. rolfe cfo insights from ibm global c suite study

  • 1. © 2014 IBM Corporation Pushing the Frontiers CFO Insights from the IBM Global C-Suite Study Mark Rolfe, Leader of European Performance Management, IBM 3rd June 2014
  • 2. © 2014 IBM Corporation New dynamics put new pressures on CFOs In the U.S., non-financial companies have a record $1.45 trillion in cash (Forbes) “...growth and job creation are still too weak. New risks are arising while several old risks remain.” (IMF) 75% of security breaches are driven by financial motives (Verizon) Business model innovation Uncertainty and volatilityRegulatory environment • Changing nature of transactions (e.g., mobile) • Partnering for speed • Growth in emerging markets • Cash-rich balance sheets • Uneven economic recovery • Growing shareholder expectations • Changes to currency and financial institutions • Globalization and demographic shifts • Higher levels of transparency • New cybersecurity / information security regulations • Focus on corporate governance
  • 3. © 2014 IBM Corporation Big Data and the CFO Over eight in ten (84%) of those financial professionals polled think that big data and analytics will require a change in how they do their jobs in the coming five years. CGMA October 2013 85% of survey respondents believe that increasing their ability to work with big data will enhance their career and employability.
  • 4. © 2014 IBM Corporation Big data can offer accountants and finance professionals the possibility of reinvention, the chance to take a more strategic, ‘future-facing’ role in organisations. ACCA Big Data: Its Power and Perils. Big Data and the CFO
  • 5. © 2014 IBM Corporation 19 Middle East and Africa 51 Asia Pacific Central and Eastern Europe 57 Western Europe 155 Japan 98 North America 102 South America 94 Getting the C-Suite Viewpoint - 2013 IBM C-Suite Study 576 CFO interviews from around the world Source: Question E--Participant Country
  • 6. © 2014 IBM Corporation Our CFO respondents represent a diverse set of industries Energy and Utilities Media and Entertainment Telecommunications Communications sector Consumer Products Life Sciences Professional and Computer Services Distribution sector Retail Transportation Travel Banking and Financial Markets Insurance Financial Services sector Aerospace and Defense Automotive Chemicals and Petroleum Industrial sector Electronics Industrial Products Education and Research Healthcare NGOs and Government Public sector 576 interviews 29% 18% 28% 14% 10% Source: Question M--In which industry does the participant’s enterprise primarily operate?
  • 7. © 2014 IBM Corporation Pushing the Frontiers CFO Insights and how to transition The evolution of the CFO Revisiting the 2010 Global CFO Study: Value Integrators Pushing the frontier: Performance Accelerators Perfecting finance efficiency Capitalizing on business insight Creating profitable growth Transitioning into new territory
  • 8. © 2014 IBM Corporation All CxOs recognize the importance of the CFO role–CFOs rank second only to CEOs in collaborative influence Collaboration partners Source: Question B6--Which of your C-suite peers do you work most closely with in support of the enterprise? 78% 65% 24% CEO CFO All others
  • 9. © 2014 IBM Corporation Open up to customer influence Breaking down barriers to extend collaboration inside and outside–bringing the customer’s voice directly into the boardroom Pioneer digital-physical innovation Fusing traditional activities with social, mobile, and digital networks to create new products, services, and business models Craft engaging customer experiences Creating and enhancing seamless interactions which fulfill customer expectations and differentiate the organization …however, CFOs already have a full agenda running the core finance function The 2013 C-suite Study explores the newest venture of high-performing enterprises–the Customer-activated enterprise C-suit cover 9
  • 10. © 2014 IBM Corporation Importance 2010 50% 100% CFOs report that almost all aspects of their role have increased in importance over the past 3 years Areas of importance–historical Importance 2013 Measure/monitor business performance Provide inputs into enterprise strategy Develop talent in the finance organization Optimize planning, budgeting and forecasting Drive enterprise cost reduction Support/manage/mitigate enterprise risk Drive integration of information across the enterprise Execute continuous finance process improvements Strengthen compliance programs/internal controls Manage investor/stakeholder relations Process transactions 90%80%70%60% 10 Source: Question CFO1--How important are each of the following areas of responsibility to your enterprise?;
  • 11. © 2014 IBM Corporation The gaps between importance and effectiveness Integrate information across the enterprise Optimize planning, budgeting and forecasting Develop talent in the finance function Provide input into enterprise strategy 82% 87% 87% 92% 91% 24% 41% 45% 55% 57% Measure and monitor business performance Importance of activity Effectiveness of function 58-point gap 46-point gap 42-point gap 37-point gap 34-point gap SOURCE: IBM, The Customer Activated Enterprise: Insights from the Global C-Suite Study, October 2013.
  • 12. © 2014 IBM Corporation CFOs report they use sophisticated, enterprise-wide tools to support Finance only one-third of the time Intuition Spreadsheet ERP Analytic tool 14% 52% 19% 15% 50% 100%0% Capabilities/tools used to support Finance Source: Question CFO6--What capabilities / tools does your organization use for the following activities?
  • 13. © 2014 IBM Corporation The evolution of the CFO Revisiting the 2010 Global CFO Study: Value Integrators Pushing the frontier: Performance Accelerators Perfecting finance efficiency Capitalizing on business insight Creating profitable growth Transitioning into new territory Pushing the Frontiers CFO Insights and how to transition
  • 14. © 2014 IBM Corporation The 2010 Global CFO Study identified 4 Finance profiles, with one group, Value Integrators, outperforming the rest Low High HighLow Value Integrator Disciplined Operator Scorekeeper Constrained Advisor Finance Efficiency Enterprise-wide information standards Standard financial chart of accounts Common finance data definitions and data governance Standard/common finance processes Operational planning and forecasting capability Finance talent development Common planning platform Value Integrator Performance optimization Predictive insights Enterprise risk management Business decision making Disciplined Operator Finance operations focused Information provision Performance interpretation Constrained Advisor Analytics focused Sub-optimal execution Fragmented data Scorekeeper Data recording Controllership Multiple versions of the “truth” Business Insight Finance efficiency and business insight Source: IBM Institute for Business Value, The Global CFO Study 2010, The Global C-suite Study 2013
  • 15. © 2014 IBM Corporation The evolution of the CFO Revisiting the 2010 Global CFO Study: Value Integrators Pushing the frontier: Performance Accelerators Perfecting finance efficiency Capitalizing on business insight Creating profitable growth Transitioning into new territory Pushing the Frontiers CFO Insights and how to transition
  • 16. © 2014 IBM Corporation * Value Integrators are 30% and Performance Accelerators are 7% of the overall CFO population interviewed. High Business Insight High Finance Efficiency Value Integrator Value Integrator * Performance Accelerator Source: “CFO insights from the Global C-Suite Study”, IBM Institute for Business Value, 2014 Comparison of average ranking on measures of profit and revenue Source: Question E4--How does the revenue growth of your enterprise compare to your industry peers over the past 3 years?; Question E5--How does your enterprise’s profitability compare to your industry peers over the past 3 years? 70% more …than the remaining Value Integrators Value Integrators are pushing the boundaries of efficiency and insight–a subset are emerging as Performance Accelerators
  • 17. © 2014 IBM Corporation Source: Question CFO2--How effective is your organization in the following areas? 0% 20% 100% Performance Accelerators have mastered core finance and enterprise duties–outperforming Value Integrators in every dimension Manage investor/stakeholder relations Process transactions Strengthen compliance programs/internal controls Execute continuous finance process improvements Provide inputs into enterprise strategy Optimize planning, budgeting and forecasting Drive enterprise cost reduction Support/manage/mitigate enterprise risk Measure/monitor business performance Develop talent in the finance organization Drive enterprise-wide integration of information Gap 43% 62% 81% 60%40% 80% All other CFOs Remaining Value Integrators Performance Accelerators Effectiveness across the CFO agenda 17
  • 18. © 2014 IBM Corporation Performance Accelerator’s focus areas can be grouped into efficiency, insight, and growth initiatives–one ability builds on the previous Performance Accelerators begin to pull away in terms of business insight Value Integrator Value Integrators and Performance Accelerators are neck and neck in finance efficiency Performance Accelerators shine when it comes to profitable growth and are truly the engines of change Performance Accelerator Value Integrator Value Integrator Performance Accelerator Performance Accelerator Finance efficiency Business insight Profitable growth
  • 19. © 2014 IBM Corporation The evolution of the CFO Revisiting the 2010 Global CFO Study: Value Integrators Pushing the frontier: Performance Accelerators Perfecting financial efficiency Capitalizing on business insight Creating profitable growth Transitioning into new territory Pushing the Frontiers CFO Insights and how to transition
  • 20. © 2014 IBM Corporation 100% 46% All other CFOs 100% Performance Accelerators and Value Integrators Performance Accelerators and Value Integrators are defined, in part, by the fact that they have made baseline improvements in efficiency 70% All other CFOs Standard financial chart of accounts Standard/common finance processes 100% Performance Accelerators and Value Integrators 50% All other CFOs 100% Performance Accelerators and Value Integrators 43%more more 117%more Common finance data definitions and governance Improvements undertaken by the organization Source: Question CFO4--Which of the following improvements has your organization undertaken? 20
  • 21. © 2014 IBM Corporation 50% 31% 27% 57% 44% Implemented service delivery models for finance processes including business performance analysis and reporting Performance Accelerators are more likely to operate as shared services organizations at the enterprise level 59% Shifted finance transactional activities in a standalone cross-functional shared service organization Performance Accelerators Remaining Value Integrators All Other CFOs Improvements undertaken by the organization Source: Question CFO4--Which of the following improvements has your organization undertaken?
  • 22. © 2014 IBM Corporation The evolution of the CFO Revisiting the 2010 Global CFO Study: Value Integrators Pushing the frontier: Performance Accelerators Perfecting financial efficiency Capitalizing on business insight Creating profitable growth Transitioning into new territory Pushing the Frontiers CFO Insights and how to transition
  • 23. © 2014 IBM Corporation 78% 54% Deployed a common planning platform 67% 66% Performance Accelerators have implemented key components necessary to generate deep business insights Improvements undertaken by the organization Developed analytical talent in finance to partner with the business Established a strong operational planning and forecasting capability 78% 69% Performance Accelerators Remaining Value Integrators Source: Question CFO4--Which of the following improvements has your organization undertaken?
  • 24. © 2014 IBM Corporation Performance Accelerators Remaining Value Integrators Performance Accelerators are integrating internal and external data in order to develop these deep insights Integration of internal and external data for deep insights 30% 44% 47% more Source: Question B1--To what extents do you agree with the following statements: Enterprise capabilities
  • 25. © 2014 IBM Corporation Evaluate market trends and competitor actions Performance Accelerators' strong focus on data analytics enables them to excel at scenario planning Effectiveness of Finance Apply predictive modeling to improve foresight and trigger action Collaboratively create timely, reliable forecasts to steer business performance 44% 59% 31% 74% 92% 59% 30% 60% Challenge business partner’s assumptions, business cases and plans Performance Accelerators Remaining Value Integrators Source: Question CFO7--How effective is your organization at performing the following?
  • 26. © 2014 IBM Corporation The evolution of the CFO Revisiting the 2010 Global CFO Study: Value Integrators Pushing the frontier: Performance Accelerators Perfecting finance efficiency Capitalizing on business insight Creating profitable growth Transitioning into new territory Pushing the Frontiers CFO Insights and how to transition
  • 27. © 2014 IBM Corporation Performance Accelerators are applying their analytic capabilities to the pursuit of profitable growth 43% 71% 82% Business model innovation 60% Business unit strategy and execution Capital management 90% 79% 64% 29% 61% Performance measurement/metrics 31% 67% 17% Acquisitions/divestitures Information agenda to leverage value of big data Where Finance spends its time Performance Accelerators Remaining Value Integrators Source: Question CFO3--Where does Finance spend its time?
  • 28. © 2014 IBM Corporation Performance Accelerators are defined by the fact that they’re both better at performing core tasks and more willing to enter new arenas Mergers and acquisitions 22% 89% Pricing 39% Demand planning and forecasting 52% 100% 31% 50% 90% Product/service development 78% 91% Profitability/Economic Analysis Core finance Organic growth Inorganic growth Performance Accelerators Remaining Value Integrators Effectiveness of Finance Source: Question CFO5--How effective is Finance in the following areas?
  • 29. © 2014 IBM Corporation 60% more One third of Performance Accelerators report using data analytics to identify new products and services Use of big data to identify new products and services 13% 32% All Other CFOs Remaining Value Integrators Performance Accelerators 20% Source: Question B1--To what extents do you agree with the following statements: Enterprise capabilities My objective is to move the finance staff from a state of transaction thinking to one of analytical thinking CFO Insurance company, Canada ”
  • 30. © 2014 IBM Corporation 77% This enables Performance Accelerators to be more effective at risk management and growth identification 67% Remaining Value Integrators 91% Performance Accelerators 76% Performance Accelerators 36%more 43% Remaining Value Integrators more Effectiveness of Finance Risk management Revenue growth opportunity identification and tracking Source: Question CFO5--How effective is Finance in the following areas?
  • 31. © 2014 IBM Corporation The evolution of the CFO Revisiting the 2010 Global CFO Study: Value Integrators Pushing the frontier: Performance Accelerators Perfecting finance efficiency Capitalizing on business insight Creating profitable growth Transitioning into new territory Pushing the Frontiers CFO Insights and how to transition
  • 32. © 2014 IBM Corporation Journey from Value Integrator to Performance Accelerator Value Analytic Data Management Maturity Align information Optimize outcomes Best Practices Strategy -Aligned Organization Analyze patterns Span Finance & Operations Process Automation Enterprise-wide Continuous Steering • Managing multi- dimensional performance information • Financial Consolidation and Close • Budgeting • Incentive Compensation Management • Span Financial & Operations • Leading & External Indicators • Driver-based modeling • Rolling Forecasts • Scenario Analytics • Metrics and Scorecarding • Strategy Management • Profitability • Predictive Analytics • Big Data Analytics • Planning, Analysis, and Forecasting • Collaborative and Narrative Performance Reporting • Disclosure Management • Sales Performance Management • Agile enterprise • Risk-adjusted Value Management Accelerate & LinkEngage Frontlines Value Integrators Performance Accelerators
  • 33. © 2014 IBM Corporation Journey from Value Integrator to Performance Accelerator Value Analytic Data Management Maturity Align information Optimize outcomes Best Practices Strategy -Aligned Organization Analyze patterns Span Finance & Operations Process Automation Enterprise-wide Continuous Steering • Managing multi- dimensional performance information • Financial Consolidation and Close • Budgeting • Incentive Compensation Management • Span Financial & Operations • Leading & External Indicators • Driver-based modeling • Rolling Forecasts • Scenario Analytics • Metrics and Scorecarding • Strategy Management • Profitability • Predictive Analytics • Big Data Analytics • Planning, Analysis, and Forecasting • Collaborative and Narrative Performance Reporting • Disclosure Management • Sales Performance Management • Agile enterprise • Risk-adjusted Value Management Accelerate & LinkEngage Frontlines Value Integrators Performance Accelerators
  • 34. © 2014 IBM Corporation Take a longTake a long--term, strategic view of Finance Transformationterm, strategic view of Finance Transformation but attack the problem with targeted, wellbut attack the problem with targeted, well--coordinatedcoordinated initiatives and focus on delivering rapidly.initiatives and focus on delivering rapidly. Think BigThink Big – Determine how to become a Value Integrator/ Performance Accelerator Start SmallStart Small – Focus on discrete changes that will support a transition Deliver QuicklyDeliver Quickly – Show tangible results, engage team “Think Big, Start Small, Deliver Quickly”
  • 35. © 2014 IBM Corporation The Journey to best in class Planning, Analysis and Forecasting Value Maturity Today’s challenge Realize performance potential Drive analytic innovation Forecasting success Elevate with predictive Better outcomes Analytic agility • Spreadsheets for reporting and analysis • Enterprise resource planning budgeting • Isolated applications • Disparate data • Financial and operational performance management • Rolling forecasts • Key performance indicators (KPIs) and scorecards • Statistical algorithms to improve information under uncertainty • Predictive intelligence • Driver-based planning and forecasting • Near-real-time analysis • Scenario analytics • Narrative reporting • Dashboards and management reports Span the enterpriseFirst steps Status quo Integrate and accelerate Automate and model • New analytic modeling and enhancement • Product and customer profitability analysis • Continual alignment of resources with opportunity
  • 36. © 2014 IBM Corporation SalesMarketing FinanceOperations Human Resources • Campaign scorecard • Promotion plan • Customer / Product profitability • Revenue plan • Sales dashboard • Sales forecasting • Incentive Comp • Quota Plan • Territories • Sales Channels • Enterprise Scorecard • Strategic Financial Plans • Profit and Loss • Balance Sheet • Cash Flow • Workforce KPIs • Headcount plan • Salary & comp • Staffing plan • Training & Development • Ops KPIs • S&Op plan • Capacity & Inventory plan • Product allocation • New products Planning, Analysis, Forecasting, and Scorecarding in ONE platform to span finance and operations Strategy and activity driver-aligned organization
  • 37. © 2014 IBM Corporation The Next Level of PM Engagement PLATFORMS (10s) Report Analyze Model Plan Collaborate PredictScore Simulate Forecast Visualize PLATFORMS (10s) CloudBig Data & Analytics Collaboration Mobile The Nexus of Forces describes the convergence and mutual reinforcement of four interdependent trends: social interaction, mobility, cloud, and information. The forces combine to empower individuals as they interact with each other and their information through well-designed ubiquitous technology. Collaboration Mobile Big Data & Analytics Collaboration Mobile CloudData & Analytics Collaboration Mobile
  • 38. © 2014 IBM Corporation IBM Transforms the way you work in Performance Management Guided Business Processes Personalized task list highlight priorities. Focus on Collaboration Act upon insights by easily collaborating and sharing data analysis with anyone, anywhere. Mobile Enabled Activity streams alert you to changes as they occur across the enterprise. Cloud Deployable •Take advantage of savings and efficiencies via a SaaS deployment
  • 39. © 2014 IBM CorporationIBM Confidential IBM Institute for Business Value Demonstration The Future of Performance Management Jonty Gethin, IBM Business Analytics Solution Specialist