How to implement measurements to drive valueOMNINET USA
Slides belonging to a BrighTalk presentation given by David Smith, president of Micromation.
How to Implement Measurements to drive value
Improve the "Business of IT" by using a measurement framework and metrics that matter most.
Metrics are important to management. What's not measured cannot be managed. But what should be measured, why and how?
If you're experiencing any of these symptoms, then this session is for you:
• not sure what to measure
• not sure how to measure
• IT metrics don't seem to support business goals
• too busy fighting fires to become more proactive
• measure too many things already
• business/IT goals not measured
• priorities focus on noise vs. what's important
• customer complaints drive improvements
• efficiency, effectiveness, quality not well understood
• reduced visibility resulting in loss of control
• not sure who needs what level of detail
Learning Objectives:
Metrics validate your IT strategy and vision; provide direction with targets and metrics; justify changes with a means to gauge value-realized; signal when to intervene with corrective actions.
Hear case studies and examples that help you improve alignment, meet compliance and drive service excellence.
Learn the secrets of how measurement frameworks works and take away a roadmap with actionable steps. Let's get IT started.
Provides an overview of the problems Finance professionals face, the solution Host Analytics provides, and why the cloud provides the best delivery model and support for future growth.
How to implement measurements to drive valueOMNINET USA
Slides belonging to a BrighTalk presentation given by David Smith, president of Micromation.
How to Implement Measurements to drive value
Improve the "Business of IT" by using a measurement framework and metrics that matter most.
Metrics are important to management. What's not measured cannot be managed. But what should be measured, why and how?
If you're experiencing any of these symptoms, then this session is for you:
• not sure what to measure
• not sure how to measure
• IT metrics don't seem to support business goals
• too busy fighting fires to become more proactive
• measure too many things already
• business/IT goals not measured
• priorities focus on noise vs. what's important
• customer complaints drive improvements
• efficiency, effectiveness, quality not well understood
• reduced visibility resulting in loss of control
• not sure who needs what level of detail
Learning Objectives:
Metrics validate your IT strategy and vision; provide direction with targets and metrics; justify changes with a means to gauge value-realized; signal when to intervene with corrective actions.
Hear case studies and examples that help you improve alignment, meet compliance and drive service excellence.
Learn the secrets of how measurement frameworks works and take away a roadmap with actionable steps. Let's get IT started.
Provides an overview of the problems Finance professionals face, the solution Host Analytics provides, and why the cloud provides the best delivery model and support for future growth.
Balance Sheet (Financial) ConsolidationDhiren Gala
There is always a challenge to close the accounting books quickly & publish the statutory balance sheets with profit and loss accounts statement or for that matter internal financial MIS for monthly quarterly or yearly. There are various challenges when there are group of companies, local subsidiaries, international subsidiaries, branches, strategic business units, sister concerns, joint ventures, merger, acquisitions, investment companies, SPV’s etc. data to be consolidated in single financial report.
CFO team is always under pressure to publish quarterly, half yearly and yearly statements based on Indian GAAP or US GAAP or IFRS or any other formats of publishing data. There are challenges to map and consolidate data from multiple entities, multiple accounting period and multiple currencies. Finance team lead by CFO works days and weeks on multiple spreadsheets to arrive a final statement. While doing this exercise finance team faces several challenges.
Technology can also be a barrier to close books faster. Companies that use desktop spreadsheets to manage their accounting, closing takes about 25% longer to get it done. If the company is still busy closing its books, it can and should do better. We help companies CLOSE YOUR BOOKS FASTER WITH ACCURACY AND EXTENSIVE ANALYTICS.
1KEY Financial Consolidation software is a complete data warehouse model with standard statutory reporting requirements for publishing financial statements and with extensive analytical reports. It provides financial managers the ability to rapidly close and report financial results, meet global regulatory requirements, reduce compliance costs and provide confidence in the numbers.
Accelerate closing cycle and improve the quality of data – remove the pain of consolidation of financial management & reporting cycle. Organizations that are able to close their books quickly & deliver faster & more accurate information can gain a competitive advantage in a rapidly changing market. Provide financial managers the ability to rapidly close & report financial results, meet global regulatory requirements, reduce compliance costs with trust in numbers.
CLOSE BOOKS – Faster | Error Free | with Extensive Analytics is the strategic and exclusive Financial Technologies event that presents the challenges, solutions for Financial Consolidation from industry thought leaders in an interactive knowledge-sharing environment.
Management control systems jsb 606 part2Debasis Das
Management Control Systems make management of an organization possible. This set of presentations tells you what they are and how to go about building them. The series is in four parts. If you need to download the presentations mail me at ddas15847@gmail.com
Management control systems jsb 606 part4Debasis Das
Management Control Systems make management of an organization possible. This set of presentations tells you what they are and how to go about building them. The series is in four parts. If you need to download the presentations mail me at ddas15847@gmail.com
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Balance Sheet (Financial) ConsolidationDhiren Gala
There is always a challenge to close the accounting books quickly & publish the statutory balance sheets with profit and loss accounts statement or for that matter internal financial MIS for monthly quarterly or yearly. There are various challenges when there are group of companies, local subsidiaries, international subsidiaries, branches, strategic business units, sister concerns, joint ventures, merger, acquisitions, investment companies, SPV’s etc. data to be consolidated in single financial report.
CFO team is always under pressure to publish quarterly, half yearly and yearly statements based on Indian GAAP or US GAAP or IFRS or any other formats of publishing data. There are challenges to map and consolidate data from multiple entities, multiple accounting period and multiple currencies. Finance team lead by CFO works days and weeks on multiple spreadsheets to arrive a final statement. While doing this exercise finance team faces several challenges.
Technology can also be a barrier to close books faster. Companies that use desktop spreadsheets to manage their accounting, closing takes about 25% longer to get it done. If the company is still busy closing its books, it can and should do better. We help companies CLOSE YOUR BOOKS FASTER WITH ACCURACY AND EXTENSIVE ANALYTICS.
1KEY Financial Consolidation software is a complete data warehouse model with standard statutory reporting requirements for publishing financial statements and with extensive analytical reports. It provides financial managers the ability to rapidly close and report financial results, meet global regulatory requirements, reduce compliance costs and provide confidence in the numbers.
Accelerate closing cycle and improve the quality of data – remove the pain of consolidation of financial management & reporting cycle. Organizations that are able to close their books quickly & deliver faster & more accurate information can gain a competitive advantage in a rapidly changing market. Provide financial managers the ability to rapidly close & report financial results, meet global regulatory requirements, reduce compliance costs with trust in numbers.
CLOSE BOOKS – Faster | Error Free | with Extensive Analytics is the strategic and exclusive Financial Technologies event that presents the challenges, solutions for Financial Consolidation from industry thought leaders in an interactive knowledge-sharing environment.
Management control systems jsb 606 part2Debasis Das
Management Control Systems make management of an organization possible. This set of presentations tells you what they are and how to go about building them. The series is in four parts. If you need to download the presentations mail me at ddas15847@gmail.com
Management control systems jsb 606 part4Debasis Das
Management Control Systems make management of an organization possible. This set of presentations tells you what they are and how to go about building them. The series is in four parts. If you need to download the presentations mail me at ddas15847@gmail.com
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SoftExpert PLM Suite - Gestión del Ciclo de Vida del Producto - es una solución que brinda los recursos y capacidades que las empresas necesitan para administrar exitosamente la información y facilitar la comunicación y la colaboración en todo el ciclo de vida del producto, desde su concepción y diseño hasta su fabricación, desde el servicio hasta la eliminación. Además, SoftExpert PLM Suite ayuda a las empresas de ingenierías de fabricación a desarrollar, describir, gestionar y comunicar información sobre sus productos (PDM).
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In order to fulfill their founding missions, several Associations observed a growing pressure on increasing their financial and business performance, with the objective of maximizing the generation of resources to be re-invested into relevant and valuable benefits, products and services for their stakeholders.
Associations, and their executives, are today called to a higher level of challenge in outlining effective strategies, drafting effective business plans and defining systems to monitor the efficiency of their organization.
CFOs and the Corporate Performance event presentation is now available for download!!
Don't miss out the chance to discover KMS Financial Dashboard and gain a 360 degree view of the profitability, risk and cash flow metrics of your organization. Get in touch with us and learn how to perform Dynamic Analysis, Simulation of Profits, Sensitivity Analysis and uncover key value drivers.
Webinar - Transition Your Organization - The Microsoft CasePatrick Nolot
Managing the transition to multi-country HR BPO involves dealing carefully with three main tasks (or streams) at the same time: process conversion, implementation and change management and communication. But even more challenging is the integration of the human dimension related to any transition project.
During this complimentary 60 minute webcast, Bonnie Skelly, Director, International Payroll, Finance Operations at Microsoft, Barbara Paterson, Director and People Development Specialist for Paterson Consultancy Ltd., and Patrick Nolot, Global Program Director at ADP, will discuss:
• Dealing with the complexity of transitioning multi-country HR BPO projects
• Managing the three key transition streams according to a proven methodology
• Identifying the emerging challenge of international organizations’ permanent transition state
• Managing the challenges related to people and transition
• Maintaining employee engagement over time
This presentation was given at GRC Conference in Boston (October 2010) and explains the importance of measuring performance for real value. It goes into the world of metrics and balanced scorecards
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If tracked correctly, ER metrics can help determine the root cause of workforce trends in your organization. In this webinar, human capital strategy consultant and 20-year HR veteran Cathy Missildine-Martin will reveal five critical ER metrics you should be tracking and why.
Join us to learn:
* Why ER metrics are just as important to HR analytics as performance metrics
* How to use ER metrics to drive corporate policy change
* What ER metrics you should be tracking and what they reveal
* How to use technology to track, measure and report on ER metrics
This must-attend webinar will help ensure that you’re including the metrics necessary to paint a full picture of what’s going on in your organization’s workforce and have the insight you need to build an effective human capital strategy.
Your Digital Finance Transformation JourneyWorkday, Inc.
When it comes to navigating digital transformation within finance, no two organizations or industries are alike.
View this slide deck to learn how Workday and Deloitte are partnering to provide customers across industries with a perfect path forward, and can help you set a clear strategy for your journey.
Frank munz oracle fusion middleware and aws cloud services in sync11InSync Conference
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Ebs operational reporting at santos evaluation, selection & implementation
Insync10 1708 145 vella
1. Achieving Organisational Change from
Measurement and Reporting
Paul Vella
17-Aug-2010
The most comprehensive Oracle applications & technology content under one roof
2. Introduction
• Change
• Landscape
• Resistance
• Measurement
• Best Practice
• Use Measurement Strategically
• OBI Analytics KPI and Metrics
• 11g Scorecard Features
3. Change Landscape
Political
Change
“It is change, continuing change, inevitable
Technological Financial change, that is the dominant factor in
Change Change society today. No sensible decision can be
made any longer without taking into account
not only the world as it is, but the world as it
Organisational will be ...” - Isaac Asimov
Change
Demographic Climate
Change Change
Market
Change
6. Resistance to Change – Top 10
1. Risk of Change
2. Connection to “Old Way”
• Resistance relates to people and
3. No Role Models for “New Way” perception
4. Fear about Competence to • You can change technology and
Change systems, but unless it is accepted,
5. People are too busy to Change then there will be significant
6. Healthy Scepticism resistance
7. Fear of a “Hidden Agenda” • Can lead to expensive failures
8. Feeling Threatened / Loss of
Status
9. Past Failure to Change
10. Believe that change is a bad idea
7. Using Measurement Strategically
End State
Assess
What are the
changes needed in
Measure
people, processes,
products/services,
and climate, in Define Take a Leap
order to drive the
required results. Targets Magic Happens
Baseline
Determine Current State
Measures
8. Measures should….
1. Ownership: Connect business results to people
2. Forward Looking: Involve a healthy mix of leading and lagging indicators
3. Current: Are kept alive in discussions-and not left sitting in a binder
somewhere
4. Realistic: Are given time to work
5. Challenging: Have teeth
6. Strategically Aligned: Support organisational goals over and above
functional/divisional goals
7. Consistent: Measure the right things
9. How Measurement Helps…
1. Need for Change: Provide evidence that change is needed
2. Clarity: Clarify the purpose and direction of the change effort, by forcing
people to consider its specific impact in unambiguous terms
3. Communication: Measurement is a form of communication - it tells
people what you care about
4. Progress: Tracking the effectiveness of the change effort both tells people
that it is important and provides a way to judge how well it is being
implemented, or how well it was designed
5. Business Case: The results can be used as a justification for future
projects
6. Direction: The measurement effort can be set up as a framework for
expecting and anticipating change, making it seem more controllable and
less threatening
10. Approach to Measurement
1. Develop Strategy Map of • KPIs are measures by which the
performances of organisations,
Organisation business units, and their divisions,
2. Define Objectives under each departments and employees are
Strategy periodically assessed.
3. Define KPIs under each Objective
• Balanced Scorecard Methodology is
4. Baseline Current State used to review and track
5. Set and Agree Targets performance of KPIs aligned to the
6. Measure and Report on Indicators Objectives and Strategic Map of the
Organisation.
7. Review Progress against Agreed
Targets
11. Defining KPIs
1. Acceptable, understood, meaningful and
measurable.
2. Measured when systems and processes • SMART Criteria (Specific,
to capture and measure are in place. Measurable, Achievable, Relevant,
3. Meaningful by contributing to and Time phased.
organisational improvement.
4. Take into account seasonal, geographic,
demographic considerations
5. Lower level KPIs aligned to higher level
objectives
6. Numerical Targets should be set in terms
of a value, a lower limit, an upper limit,
range of values, percentage or scheduled
date.
13. OBI Analytics Measures
DSO Purchasing ROA AR Turnover
DPO Misses
%Adhoc
Purchases AP Turnover ROE
ROCE
Inventory
EBIT
Turns Compa Ratio
Days Cash in
Current Ratio
Hand CAPEX Ratio Cash Cycle
Quick ratio
14. OBI Analytics KPIs
AP AP Days Payables This metric shows Days Payable Outstanding (DPO). It
Outstanding (DPO) shows the average length of the time the trade payables
are outstanding before they are paid.
This metric determines the average number of days in
accounts payable to measure the effectiveness of the
firm’s credit policies and indicate the level of investment
in payables needed to maintain the firm’s expenditure
level.
AR AR Days Sales This metric compute4s the Days Sales Outstanding- (AR
Outstanding (DSO) Balance / Average Daily Posted Revenue). Average Daily
Posted Revenue is computed by Posted Revenue for the
period / Number of days in the period.
This metric determines the average number of days in
accounts receivable to measure the effectiveness of the
firm’s credit policies and indicate the level of investment
in receivables needed to maintain the firm’s sales level.
15. Common KPIs - 2
AR AR Turnover Accounts receivable Turnover measures the
number of times the trade receivables turnover
annually. The higher the AR Turnover, the lower
the working capital needs of the company.
AP AP Turnover This metric calculates Purchases / Accounts
Payables; where Purchases = total purchases
from various suppliers.
16. Common KPIs - 3
Inventory Avg Inventory Days This metric determines the ratio of inventory to COGS to
measure the efficiency of the firm’s inventory management
(number of days of inventory held). A higher ratio or days
indicates that inventory does not remain in the warehouses
or on the shelves but rather turns over rapidly form the time
of acquisition to sale.
GL Cash Cycle This metric calculates an organisations cash cycle by
subtracting the Operating Cycle in days from the Average
Payables in days
GL Working Capital This metric determines the ratio of revenue to Working
Turnover Capital where working capital = current assets less current
liabilities
17. Common KPIs - 4
GL CAPEX ratio This metric is the ratio of operating cash flow to capital
expenditure for the period.
GL Current ratio This metric calculates the current assets to current
liabilities ratio. Sometimes called the liquidity ratio.
Provides an indication of financial risk.
GL Days Cash In Hand This metric calculates (Cash + AR) / Minimum
Operating Expenses ; where Minimum Operating
Expenses = (Total Operating Expenses + Interest
Expenses – Depreciation)
18. Common KPIs - 5
GL Debt to Equity This metric calculates the long-term debt to total
equity ratio.
GL EBIT This metric calculate profitability by calculating
Revenue – COGS – Selling and Marketing Costs –
Other Operating Expenses – R&D Expenditure +
Other Income
GL Net Working This metric subtracts current assets from current
Capital (NWC) to liabilities, then divides the results into total assets to
Assets determine the ration of net working capital to total
assets.
19. Common KPIs - 6
GL Quick Ratio This metric perovides liquidity information by calculating
(Current Assets – Inventories) / Current Liabilities.
GL Times Interest This metric calculates (Earnings before interest and taxes)
Earned / Interest expense where EBIT = revenue – COGS –
Selling and Marketing Costs – Other Operating Expenses
– R&D Expenditure + Other Income
GL Return on Assets EBIT / Total Assets * 100
(ROA)
20. Common KPIs - 7
GL Return on Capital Pre-Tax Income / Total Capital Employed *100; Capital
Expenditure (ROCE) Employed = (Total Shareholders Funds + Long Term Debt)
GL Return on Equity Net Income / Total Shareholders Funds * 100
HR Leave •Absence Days (Notified / Not Notified)
Ratios •Annual Leave Balance
•Long Service Leave Balance
•Headcount
•Diversity Ratios (M/F), (P/T)
•Compa Ratio (Emp salary / Avg salary)
•Termination ratios
•Average Length of Service
•Training Days pa
•Supervisor / Employee ratios
21. OBI 11g Scorecarding and Metrics
• OBIEE 11gR1 includes a new
product called Oracle Scorecard
and Strategy Management.
•KPIs are defined within the web
catalog and are defined by taking
a measure, a target measure and
a set of thresholds, which can
then be used either directly in
dashboards (by use of another
new feature called KPI
Watchlists) or within one of the
new scorecards.
22. OBI 11g Scorecarding and Metrics
•Build KPIs and KPI Watch Lists
•You can either display the results of
the KPI in a simple table, or you can
add them to a KPI Watchlist.
•These can be added like any other
object to a user’s dashboard.
•This KPI Watchlist can then be sliced
and diced, using dimension controls
at the top of the watchlist, to allow
the user to drill into whatever level of
data they are authorized to view.
23. OBI 11g Scorecarding and Metrics
The Scorecard part of OBIEE
11g builds on the foundation
of KPIs to allow you to define
complex, multi-part
strategies using the metrics
in your semantic layer.
24. OBI 11g Scorecarding and Metrics
•These objectives are
organized into a hierarchy.
•Create a strategy tree
diagram that shows how
each objective feeds up into
the overall strategy.
•The objective of improving
store performance is made
up of financial, and non-
financial objectives, each
with their own set of KPIs.
25. Summary
• Change
• Change Landscape
• Resistance to Change
• Measurement
• Best Practices
• Using Measurement Strategically
• OBI Analytics KPI and Metrics
• 11g Scorecard Features
26. Tell us what you think…
• http://feedback.insync10.com.au