Luc Goossens Benelux Technical Sales and Solutions Leader

Transcription

1 IBM BUSINESS ANALYTICS SUMMIT 2014 Luc Goossens Benelux Technical Sales and Solutions Leader

2 Performance Management FOR THE FUTURE READY ENTERPRISE

3 Pervasive connectivity Transformation forces Change how we live Social Big data New economic asset We are here Sensors and devices Percentage of uncertain data Mobile Cloud Social media Analytics VoIP Enterprise data

4 Best In Class Organizations Are Distinguished by their ability to leverage All information Transaction data Application data Machine data Social data Enterprise content At the point of impact All perspectives Past (historical, aggregated) Present (real-time) Future (predictive) All people All departments Experts and non-experts Executives and employees Partners and customers All decisions Major and minor Strategic and tactical Routine and exceptions Manual and automate

5 Three Imperatives For Improving PERFORMANCE MANAGEMENT SYSTEMS Creating a future-ready enterprise The IBM Point of View Transform the system of engagement Span finance and operations performance management Infuse scenario and predictive intelligence

6 Imperative One Performance Management SPAN FINANCE & OPERATIONS Creating a future-ready enterprise The IBM Point of View Transform the system of engagement Span finance and operations performance management Infuse scenario and predictive intelligence

7 Spanning Finance & Operations Performance Management PLANNING, BUDGETTING, FORECASTING, ANALYSIS & SCORECARDING IN ONE PLATFORM Drive alignment and monitor execution scorecarding integrated in plans & forecasts Engage end-users web, mobile and desktop Performance gains build, deploy, implement and run faster on premise / on cloud Focus on business, not on infrastructure

8 Spanning Finance & Operations Performance Management BEYOND FINANCE Strategy and activity driver-aligned organization Marketing Sales Manufacturing HR Finance Campaign scorecards Promotion plans Customer and product profitability Revenue plans Sales dashboards Sales forecasts Incentive compensation Quota plans Territories Sales channels Operational KPIs Strategy and operations plans Capacity and inventory plans Product allocation New products Workforce KPIs Headcount plans Salary and compensation Staffing plans Training and development Enterprise scorecards Strategic financial plans Profit and loss Balance sheets Cash flow

9 Pains/Risks of A Manual FINANCIAL CLOSE MANAGEMENT Process (FCM)

10 Issues with Manual FCM and Manual Narrative Performance Reporting The Last Mile Planning Modeling Budgeting Forecasting Narrative Performance Reporting Consolidation & Reporting Disclosure Management & Tagging Combine financial results with narrative, descriptive information? Over-reliance on MS Office + Time pressure accuracy?? Risk, Security, Insider Info, Controls, audit trail, transparency?? XBRL (+ Corep/Finrep) Beyond Finance: Sustainability, Health/Safety/Environment reporting Manual process is repeated each reporting period

11 Experts agree manual processes contain risks Risk Elements Outcomes Contributors Approvers Report Consumers Reviewers Document Managers Error Fraud Incorrect interpretation Lack of enterprise interoperability Lack of accuracy Productivity Compliance Insider trading Financial loss Legal challenges Loss of stock value Loss of reputation Fines and penalties Job loss Source: Forrester Research, Inc.

12 What steps do you take to report to your stakeholders? Financial close and disclosure management processes: A) Financial consolidation B) Supplemental information and data integration C) External reporting D) Internal management reporting Ask yourself, at my organization: Are these processes automated? Are these processes integrated?

13 The Ideal Solution: An Integrated & Automated FINANCIAL CLOSE MANAGEMENT Process

14 Close, Consolidate, Report & File - Address Financial Governance Performance Reporting & Scorecarding Enterprise Capacity Account Analysis & Close Financial Consolidation Reporting & Analysis Disclosure Management & Tagging Better Outcomes Common Information & Technical Platform End-to-end Process Support & Consistent BA Capabilities Platform

15 Financial consolidation Built-in Financial Intelligence Deep Consolidation Functions Multi Jurisdictional GAAP Reporting Familiar Web & Excel User Interface Consolidation Workflow Configurable data submission process 260+ Working Reports Out of the Box Application Configuration Approach Finance Operated/Managed Rapid Time to Value

16 Disclosure Management Collect Collaborate/Edit/Approve Report Regulatory reports & industry submissions Statutory accounts production and filing Consolidations IBM CDM Compliance Checklists Monthly/quarterly board books Internal formatted management reports CEO/CFO Packages ERP Press releases & announcements OLAP Business Rules Stock exchange submissions Data Warehouse Security Contributors Document Managers Reviewers Auditors

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18 Imperative Two INFUSE SCENARIO & PREDICTIVE ANALYTICS Creating a future-ready enterprise The IBM Point of View Transform the system of engagement Span finance and operations performance management Infuse scenario and predictive intelligence

19 Infuse Scenario & Predictive Analytics SCENARIO ANALYTICS analysis beyond the financial planning process to: What-If Profitability modeling Detailed customer analysis Marketing campaign analysis Time based Sales forecasting Headcount analysis Almost anywhere there are large amounts of disparate data

20 Infuse Scenario & Predictive Analytics PREDICTIVE ANALYTICS: USE CASE Monthly manual forecast on sales volumes per product and customer very time consuming process many resources manual contributions based on personal experience and extensive analysis short time horizon (max one month) last moment changes forecasting results not always as expected (especially long term) Results add statistical version to your planning models manual adjustments still possible much more reliable - especially long term (6 months) fully automated more iterations possible extra variables (Weather, Promotions, Events, )

21 Imperative Three Transform the SYSTEM OF ENGAGEMENT Creating a future-ready enterprise The IBM Point of View Transform the system of engagement Span finance and operations performance management Infuse scenario and predictive intelligence

22 Transform The System Of Engagement ENGAGE ALL THE RIGHT PEOPLE WHEN NEEDED Tailored user experiences High participation and greater frequency Guided business process engagement Integrated social collaboration Finance Executives Managers Line of business IT

23 This is what a typical TM1 user sees today when they are entering data into a PM Model.

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25 IBM IS A WORLD-CLASS ALLY FOR THIS JOURNEY Value Status quo Spreadsheets for reporting and analysis Enterprise resource planning budgeting Isolated applications Disparate data Today s challenge Automate and model Driver-based planning and forecasting Near-real-time analysis Scenario analytics Narrative reporting Dashboards and management reports First steps Integrate and accelerate Financial and operational performance management Rolling forecasts Key performance indicators (KPIs) and scorecards Span the enterprise Elevate with predictive Statistical algorithms to improve information under uncertainty Predictive intelligence Forecasting success Drive analytic innovation New analytic modeling and enhancement Product and customer profitability analysis Analytic agility Better outcomes Continual alignment of resources with opportunity Realize performance potential Maturity

26 THREE IMPERATIVES FOR IMPROVING MANAGEMENT OUTCOMES Transform the system of engagement Span finance and operations performance management Infuse scenario and predictive intelligence

27 IBM BUSINESS ANALYTICS SUMMIT 2014 Thank you

28 IBM BUSINESS ANALYTICS SUMMIT 2014 Thank you