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Helping you drive success by putting information at the heart of your decision making
Contents
Enterprise Performance Management Proposition
The PwC CEO survey perspective on performance management What drives the need for performance management across the enterprise?
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4 5 11 13 19
26 27 28 29 30
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Stormy waters
The PwC CEO survey perspective on performance management
CEOs are looking to the finance function to provide more insight and advice, yet only 11% of finance personnel are engaged in true business partner roles
Figure 9: Percentage of time spent on activities 6% 30% 20% 25% Strategy and planning 19% Budgeting and forecasting Performance improvement projects Business analysis Management reporting
There is very little insight provided, and little value-add. If I ask for comment or pose questions, they are answered reactively. FTSE CEO, Financial service sector
46%
23%
Despite the significant amount of time devoted to planning and forecasting, satisfaction with the quality of MI coming out of these activities remains low. 80% of participants in the survey stated that they were dissatisfied with the quality of management information.
Figure 8: Quality of management information 14% 4% 14%
54%
77%
Single suite of applications and database in use corporate wide ie 'single version of truth'
While 46% of participants draw financial data from a central repository, only 23% can access management reporting from a common source
CEO survey
68%
Dissatisfied
Highly dissatisfied
Consider the economic challenges we are facing, the key improvement that is needed is faster information, with more depth of analysis comparing us to the outside world. FTSE CEO, Oil and gas sector
PwCs research indicates a primary reason is the strong dissatisfaction with the quality of management information, especially forward-looking analysis
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External
Regulators
Shareholders
I need real long-term insight into the business beyond that given in the statutory accounts
Environmental agencies
CEO
(The Present) Am I deploying resources in the most optimum manner to attain our vision?
(The Future) I dont have genuine foresight through predictive, risk based scenario plans
(Evolution) What will the evolution of vision and strategy mean for my organisation?
What price do I pay and what burden do I place upon my team to answer my questions?
Finance
My ability to plan and monitor performance against the plan, is undermined by inconsistent data in multiple systems
HR
IT
I need clarity and transparency into the business financial and non-financial metrics
Am I making available what the business demands at the right time, in the right place on the right device?
How do I protect the information and ensure the right governance procedures are in place?
Are we setting our people individual objectives that are inline with delivering our organisations aspirations?
I need to be able to monitor staff development and ensure it aligns to career aspirations
Leadership teams
Suppliers
Production
Customer Service
Market
Can I improve the links between commercial and development to better understand customer requirements and needs?
I need to understand and track drivers of customer satisfaction and experience I want to define customer r etention performance and track drivers of retention
Performance management activities are considered as a series of end to end processes such as Strategy to Plan, rather than discrete activities like strategic planning, business planning and budgeting Strategy can be converted into tangible metrics, measured and forecasted into the future and incorporated into the learning, development and reward culture of the business These processes need to remain fluid, allowing changes in strategy to flow through into the actions of the people in the organisation
Enterprise performance management requires a cultural shift from managing by reports and numbers to managing by influencing changes in actions and behaviours This requires top down leadership and a strong governance framework
The business reference model describing the information needed to drive the business Integrated performance management and business intelligence applications
A consistent repository of data reflecting the requirements identified in the Information Strategy Diverse transactional systems (ERP, CRM, etc) and potential 3P systems (supplier, customer, market data, social network)
An enterprise wide performance management strategy identifies the important metrics across the entire organisation Operational performance can be linked to corporate strategy Operational teams can understand how they contribute to strategic performance
Production
Customer Service
Suppliers
As a result the entire business can leverage benefits from PwCs EPM solution
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Market
3. Recognise to reward
Recognise to Reward hard wires the behaviours of functions, teams and individuals to activity contributing to delivery of strategic objectives. This requires linking remuneration strategy to delivery of the measures identified in 'Strategy to Plan'. Also covers aligning individual performance management to business performance management and linking performance outcome to the learning and development programme.
1. Strategy to plan
'Strategy to Plan' is the end to end process by which organisations ready themselves to execute against their strategic objectives. This process includes key performance and risk indicator definition, cascading of metrics to engage the business, long range business planning and short term resource allocation through, where appropriate, comprehensive functionally integrated budgeting.
Value
2. Measure to forecast
'Measure to Forecast is the process by which organisations monitor and manage the execution of the long term strategy on an ongoing basis. Performance is measured by capturing, consolidating, reporting and analysing actual results aligned to the financial and non-financial measures prescribed during Strategy to Plan'. The goal is to provide insight to identify and understand plan deviations early and define and execute the right actions to improve performance. The process culminates with a realistic forecast of the expected business outcomes.
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Optimising performance
Cycle of strategy to execution: from insight to foresight through metrics The cycle of strategy execution is underpinned by understanding the right metrics, planning and measuring against these metrics and linking the behaviours and activities of the workforce to delivery of these metrics
High performance Insight and foresight The right metrics
External
I am confident that the information obtained from the business reflects reality
CEO
I can monitor our performance against strategy and can effectively plan for the future
Understand the breadth of metrics across the enterprise that underpin an organisations strategic goals CFO
Value
I have consistent data that I can trust enabling transparency into the financial and non-financial metrics
CIO
I know what information is needed and can produce it in the most effective way
I have clear line of sight into staff skills, training, motivation and how this aligns to our culture
Leadership Teams
I can monitor my individual performance and understand its effect on the overall strategy
Value
PwC considers the aspects of Strategy to Plan as differentiated by the level of granularity, audience and content strategic planning, long range planning, budgeting and operational planning and scheduling - increasing consistency and alignment across the organisation.
Offerings Strategic modelling and value driver analysis KPI and KRI definition Cascading metrics to functions, teams and individuals Integrating business planning to individual objective setting Scorecarding and board reporting
Benefit Common understanding of the key indicators of performance and risk that have the most significant impact on the business Business engagement at all levels with a focus on activities and actions linked to achieving strategic objectives Standardisation and simplification by reducing detail and complexity, centralising process control and ownership and definition of a common data model Integrated set of planning processes with clear handover points to improve alignment between strategic plans, business plans and budgets Integrated technology to automate and remove redundant activities including data collection, aggregation and reconciliation Driver based approaches enabling key drivers to model financial outcomes More frequent planning to smooth the planning effort across the year and minimise resource peaks Reduction in granularity and shift of focus to material and controllable cost drivers Outputs become action orientated with clear accountability
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Value
An organisation freed from data gathering and devoted to analysis and decision support
Lower costs and less complexity in the preparation of standard reports and analyses with the business enabled to self-serve on reporting requirements Finance recognised by the business for driving rigorous and analytical cross-functional dialogue and action plans based on commonly agreed performance measures
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Value
It is important that there is a clear and transparent link between performance measures and reward otherwise the organisation risks credibility with the entire performance management process. The meaning of the measures and how the individual roles and behaviours can affect them must be spelt out to limit cynical views of reward bearing no relation to organisation strategy. Increasingly, studies are reflecting the limits of financial rewards in changing or motivating behaviours, reinforcing the importance of total reward strategy.
Offerings Definition of business performance aligned individual performance management frameworks Saratoga benchmarking of reward for market competiveness Non financial reward option analysis Tax effective reward and pensions advice Performance aligned learning and development programmes
Benefit Individual performance management activity aligned to business performance management activity Organisation wide understanding of the reward system and importance of measures to applying the strategy Workforce incentivised to executive against activities aligned to delivering desired strategic outcomes Awareness of market/competitive reward offerings and where your organisation fits Tax efficient reward for staff resulting in lower reward costs Triggers to employee training linked to business performance and embedded in the individual performance management process
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New systems, process and measurement won't by themselves create an alignment to organisation strategy. Leadership behaviours will set the tone for the new model of what is acceptable behaviours and what is not, but they must themselves be aligned with the new model. The ability of the leadership team to give an unified and constant front becomes one of the key factors of success.
Governance - leadership can bring a performance management culture into existence but its long term survivability is dependent on establishing an effective governance structure. This goes far beyond merely the operating rules but includes the changes in the ways of working, and the creation or restructuring of organisational bodies to maintain and reinforce the performance structure. Changing workforce behaviours will need a number of approaches including the provision of appropriate training and capability solutions, reward reinforcement and communication.
Offerings EPM readiness and capability assessment EPM culture roadmap development Performance aligned organisation design strategy and implementation EPM behavioural change strategy and implementation EPM leadership assessment, development and coaching EPM governance and organisation design
Benefit Understanding of behavioural, organisational, people, process and technological barriers to adopting a performance management led culture Clearly defined communication audiences, messages and medium and a means to measure the effectiveness of the performance management communications activity Awareness of leadership values and behaviours prior to implementation of performance systems Clearly defined performance management governance and organisational structures to embed a performance management focused mindset into the long term culture of the business Alignment of leadership and organisation wide behaviour to strategy Clearly defined set of required performance aligned organisation behaviours combined with tools and processes to achieve them
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Information strategy
Source systems and infrastructure An integrated architecture for diverse transactional systems (ERP, CRM, etc) and potential 3P systems (supplier, customer, market data, social network).
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Information strategy
Benefit
Cost Savings Reduce cost of error, delays or misinterpretation Operational Excellence Standards; Common data dictionary
Increase Asset Value Simplifying access to authoritative information Stakeholder Satisfaction Data reliability and integrity
Align IT Investments Reduce technology duplication Optimize technology investments Streamline operational services
report delivery
MI process definition MI accountability definition
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Information strategy
Gartner describes EPM and BI applications projects as the number one IT investment for delivering value to the business; however a majority of these initiatives are seen to fail. In our experience this is usually a result of inadequate project planning and insufficient time spent on preparing a holistic Information Strategy before diving into implementation. Distinct EPM and BI applications are available to drive a range of performance management activities including: Strategic modelling Analytics Planning, budgeting and forecasting Management reporting, dashboarding and scorecarding Statutory and regulatory reporting The EPM and BI applications are the tools that the business users engage with on a day to day basis. Deployed effectively following a business reference model on an integrated set of consistent data, these applications become the front-line for deploying a performance management culture across an organisation. Profitability and cost management Data mining and predictive analytics
Offerings Expertise in: Strategic modelling tools Planning, budgeting and forecasting tools Management reporting tools Dashboard and scorecard tools Consolidation and reporting tools Analytics tools Profitability and cost management tools Data mining and predictive analytics tools Applications: SAP Business Objects ( BPC, PCM and BFC) Oracle Hyperion (HFM, Hyperion Planning, Essbase, PCM and HSF) IBM/Cognos (including Planning, BI) IBM/SPSS Microsoft SAS MicroStrategy
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Benefit Flexible, driver based strategic scenario modelling allowing the business to evaluate a range of likely business outcomes and assess the impact of potential risks Streamlines the planning, budgeting and forecasting processes so they are automated and integrated improves budget cycle time with a focus on providing insight and foresight not hindsight Streamlines the actual reporting process to enable a smarter close faster turn around of results and improved compliance with regulatory and financial standards, reducing potential audits costs and business risk Drive better performance through data-driven business analytics, e.g.
Optimise revenue cycle manage and measure receivables, collection rates and monitor trends Make right time operational adjustments optimise staff, facilities and resources Expedite data-driven quality and cost improvement
Optimise and automate decisions to improve business processes with predictive analytics
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Information strategy
Data is a corporate asset and as such is a potential source of competitive advantage. In order to derive this, an organisation must first be able to harness consistent and accurate data from across the enterprise and then consolidate it for the purpose of timely decision making. Increasingly this requires the creation of a central repository of data, and a series of additional applications managing the flows and messaging of data between systems. We can support you in navigating the range of architectural considerations and options available to you, and advise you on all the steps in your journey from software selection through to technical designs and programme management of any subsequent implementations.
Offerings Improving data connectivity ETL routines and movement of structured data from source to target systems Enterprise Application Integration implementation of middleware to share business data and processes across the organisation Delivering operational and analytical data stores Facilitating single versions of the truth for customer and transactional data Build ability to track deltas and events over time Master Data Management Create strategies and frameworks for managing master and meta-data Enterprise Records Management Manage sources of unstructured data Support document search and retrieval capabilities
Benefit One version of the truth - avoid the situation where the same information exists in different forms across an organisation Wider access to information effective information use supports cross-functional collaboration across operational and geographical boundaries Compliance with legislation and regulation in the US and in Europe over 10,000 regulations govern the storage, availability and disposal of information Reduced cost of data storing and managing data is an ongoing cost to the organisation. The ability to retrieve pertinent data in a timely fashion is critical. Increasingly it is important to be able to access both structured and unstructured data (an estimated 90% of data is held in unstructured form). The ability to retrieve, search and then exploit data is key component of getting data working for the organisation Increased productivity provides the framework for accurate and timely management information, in turn reducing time spent searching for and creating information, freeing staff to work on revenue generating activities
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Information strategy
To truly embrace the opportunity of enterprise performance management you will need broad horizons when it comes to sourcing data. The ERP and CRM systems are good places to start but can be supplemented with data from supplier and customer systems. Social networking sites are a good source of data for understanding the voice of the customer. There are few truly greenfield application architectures; most large organisations have seen a combination of organic and acquisitive growth resulting in a disparate IT architecture and infrastructure. In most large organisations Enterprise Architects wrestle with a myriad of different systems, and the challenges of how to efficiently operate the heritage systems and extract value from the data within them. The strategic choices for leveraging heritage systems range between: Initiatives to reduce individual islands of information and better leverage data in existing structures
Offerings Expertise in: Optimising operational efficiency and effectiveness of ERP, CRM and Supply Chain Management systems Data standardisation and ERP consolidation programmes Data audits and assessing the value of data in the organisation 3rd party data Semi-structured contact data Customer and supplier attitudinal data
Benefit Improve operational IT system efficiency and effectiveness Deliver value from existing IT infrastructure investment Identification of systems obsolescence and opportunities for systems decommissioning Deliver cost savings through heritage system consolidation Assess the strategic benefits of data standardisation and consolidation programmes Support strategic Enterprise Information Platform programmes (data warehousing)
Support for data aggregation and exploitation initiatives by addressing the key issues around what data needs to be fed or migrated to a data warehouse or accompanying data marts
Identify and exploit disparate data sources Silos of commercially valuable data sit throughout the organisation these need to be identified and audited Deliver tactical quick win initiatives based around exploitation of untapped data
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Production
Customer Service
Time Horizon What do you need to know now the daily update tweet to your mobile device? What matters on a monthly / quarterly time horizon? What matters strategically and what will be analysed on an ad hoc or annual cycle?
Business Operating Model What are the relationships between the entities in the end to end value chain? The operating model will shape metrics that you directly manage and those which are the responsibility of a business partner. For example, possible relationships with Production include: Wholly owned factories Toller or Contract Manufacturer under a Principal company structure Co-packer or co-manufacturer Other examples of relationships that will drive the optimum set of metrics include: The channel strategy Logistics outsourcing relationships The degree of P2P or O2C transaction processing outsourcing
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Production
Customer Service
Improve the links between commercial and development to better understand customer requirements and needs Understand product level P&L management to drive design decisions Customer and product segmentation Understand the value of innovation Business Case driven innovation reward those that kill innovation early Deliver streamlined, efficient NPI methods for quicker, safer, more cost effective launch
Linkage of procurement strategy with business strategy Understanding of savings / cost reduction performance in year Determining the P&L impact and shareholder value added from procurement Analysis of supply market risk management, including reputational risk Assessing the level of control and compliance with the procurement and supplier management process
Align shop floor activity to corporate strategy Understand efficiency and sources of waste with in the production processes To provide alignment with value from the customers viewpoint To identify hidden complexity in the business and move to standardised and simplified processes To drive the development of Lean capability and promote a culture of continuous improvement
Deliver integrated S&OP, leveraging total delivered cost, service and cash insights and analytics to drive informed decision making Drive efficiency in to the management of inventory across the supply chain Drive cost to serve trade offs integrated with commercial trade terms decisions Asset and Network analysis to drive the lowest cost, best service model Core vs. Noncore Improve demand forecasting processes, skills and tools Understand working capital (WC) drivers and opportunities to reduce WC cycles
Increase focus on high value / high potential customers Identify the most profitable products and services Understand the effectiveness of sales and advertising channels Understand the effectiveness of marketing, advertising and sales processes Determine the quality and assignment of sales pipeline Monitor and control sales and marketing activities including pricing Review and enhance trade terms to balance what the customer will pay for vs. what is the cost of doing business
Improve total customer experience (purchasing, fulfilment, usage, support, after sales service, directed marketing, etc) Define customer retention performance and track drivers of retention Support account / relationship development and management activity Understand and track drivers of customer satisfaction and experience Analyse ability to upsell / cross-sell to current customer base
Innovation direction
Innovation climate
Innovation delivery
Drives the activities relating to the role of innovation within the organisation
Number of new products/ services developed within a 12 month period Number of transformed products/ services, e.g. re-investing in underperforming products or ideas that have yet to be invested in Investment in innovation activities (both financial and in resources / also in training staff on innovation) Existing size of innovation portfolio number of new ideas being sought and considered Processes in place for proactively seeking new ideas, evaluating them and managing them through from concept Risk register and demonstration of risk tolerance... innovation has to come from pain
Focuses on developing a culture of innovation which is the centre piece of the framework
Culture conducive to innovation for example staff encouraged to idea generate, take calculated risk, investment in innovation activities e.g. time out for idea generation, supported learning, openness to new ideas Staff reward to be based partly on contribution to innovation for example, bonuses for ideas generated that are taken from concept and developed Physical office layout allows flow of ideas and doesn't hamper creativity Links with universities evidence of investment in R&D (either internally or through universities of research bodies) Collaboration with similar organisations in the area of R&D Evidence of benchmarking globally
The outcome of the organisations innovation activities. It is about more than R&D, technology and inventions which lead to new products and services. The outcomes can also manifest themselves in a number of other ways, such as cost reductions, increased productivity, increases in customer and people satisfaction, reduced cycle times, increased reputation and reduced cost of poor quality. For this reason, the Investor in Innovation Framework takes a wide view of innovation results.
it is about blending a strategic mix of key drivers around and through the organisations culture that leads to the creation of value and business impact
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Sales Director
Production
Supply chain understand which of our customers really matter and how we should serve them My sales teams understand how their actions forecasts and trade terms drive our cost base
Focus Manufacturing, capital expenditure, health, safety, quality and environment End-to-end supply chain performance, trading off customer service, total delivered cost and cash
Number/value of stock outs Major customer issues Key product/promotion item case
Critical materials and key suppliers Time horizon Short Term Daily Weekly Critical Tweets
Critical material and key supplier
Procurement Director
The early visibility of changes in demand allows me to be more collaborative with suppliers
Daily and weekly outturn Major capital programme news Alerts on major accidents and
failures
Medium Term Monthly to Quarterly Performance Trends
Material price vs. standard Hedging positions vs. spot prices On time in full performance Asset utilisation vs. budget Outturn volume and mix vs. budget Bill of material variance/waste vs.
budget Progress against Capex plan Lost time accidents and frequency Audit reports scores
Finance Director
Visibility of financial information allows me to be a better business partner
Internal service level agreements Capital productivity and intensity Internal and external benchmarks
relationship scorecard
Internal and external benchmarks
Awareness
Perception
Purchase
Satisfaction
Loyalty
I understand which customers we should be targeting and who targets them I have greater visibility over the forward order book and how I should prioritise
Marketing
Sales
Customer Driven Performance Management
Service
Competitive
Total Cost to Serve Quality of Service Customer Satisfaction Complaints Call response time On time delivery Claims and Disputes
Net Promoter Score Repeat Sales Customer Up Sell Customer Cross Sell Customer Lifetime Value Customer Payment
Positioning
Positive Share of Voice Conversion Rate
value
Total Margin Sales Growth Sales Cadence Market Share Pipeline Value
Marketing Director
I understand which mechanics work for us for each of our key channels to market Pricing is always a key lever of demand now we can use it more strategically
Recognition
Advertising Reach Media Share of Voice Conversion Rate
Customer Profitability
Recency and Frequency Cost of Sale Lifecycle Pricing Total Trade Investment
Service Director
I am much clearer about what our customers are looking for
Leadership Teams
I understand how the function is performing what is working and what isnt.
as a result the Commercial function can benefit from PwCs EPM solution
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I want to de-risk my supply chain and reduce costs by considering carbon in the products/services we buy
Sustainability has helped us reduce risk and meet changing customer expectations
Sales Director
Marketing Director
I am clear about how our products deliver on emerging green consumer trends
Green consumer
Physical climate Energy / carbon per trends change risks to key unit of production Product/service suppliers Energy intensity of lifecycle impacts Supplier policy & alternative Current & pending performance production energy efficiency / regarding child processes carbon regulations labour, forced Sensitivity of Impacts of design labour, H&S and production process on the production environmental to changes in carbon process impact price Sustainability Supplier Weight of packaging impacts of the use sustainability per unit of phase assessments production New technologies Carbon intensity per Efficient packaging that deliver reduced unit procured design costs and reduced Water use per unit impacts of production
Carbon emissions
Green consumer
per km Number of journeys & backhauling Distribution hub planning and key future supplier locations Low carbon alternatives Using carbon to instigate partnering / shared services
Meet new customer trends demands Product carbon Performance on key labelling customer Product / service sustainability environmental and assessments social benefits Substantiated marketing messages
Finance Director
I am much clearer about the financial benefits of embedding sustainability
Leadership Teams
The business is considering sustainability and climate change at every step of the business cycle
...as a result the business can embed sustainability & climate change into its decisions
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Systems Systems architecture Software licensing, infrastructure and hosting strategy People and organisation People and organisation impact assessment Project organisation design Roadmap
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Our team PwC provides an integrated end to end EPM offering, from KPI definition to application implementation, supported by a strong IT capability:
We have 3,500 SAP specialists globally We have 1,700 Oracle specialists globally We design and implement EPM software solutions We have 4 delivery centres across the globe
I call the BU President, and am told how great it is that we now have one version of the truth which forms the basis for focused discussions around key business decisions. Global consumer goods company
Production
Customer Service
The PwC difference our business case backed approach delivers sustainable change you can ask our clients Proven benefits management our EPM business cases and deep implementation experience deliver demonstrable value and enable us to take an innovative approach to pricing our services Making change stick all our consultants are trained in our Making change stick approach and are skilled in delivering sustainable change Track record listen to our clients all of our EPM client projects are referenceable
We bring together the range of expertise you need to cover all aspects of performance management
Corporate Social Responsibility including Sustainability and Climate Change
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Suppliers
Market
Building Public Trust Awards: Recognising Trust and Transparency in Corporate Reporting
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Nick is a qualified chartered accountant and a partner specialising in Enterprise Performance Management. He has advised leading multinational clients on realising performance management solutions including performance metric definition, long range planning, budgeting, forecasting and management and statutory reporting. Nick has led the deployment of a number of global performance management and business intelligence technology solutions. Nick has a long history of working closely with the performance management software vendors, notably Oracle Hyperion, SAP Business Objects and IBM Cognos.
Richard has over 18 years of EPM experience including systems strategy, financial consolidation and reporting, planning excellence, change management and project and programme leadership. As founder, and CEO of the (EPM) firm Paragon Consulting Group he developed an EPM practice of 90+ FTEs. Paragons success was based upon delivering EPM with a holistic suite of services covering process transformation, system implementation and application management services. The Paragon team at PwC is renowned for its system implementation capability, clear market leadership in Oracle Hyperion and skills in SAP Business Objects including SAP BPC.
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Appendix
Components of the PwC EPM solution EPM tools and methodologies
Enabled through technology We have methodologies to support process redesign, supporting technology selection and technology implementation. Technology templates accelerate delivery of benefits and lower risk.
Underpinned by deep thinking Pervading our unique points of view and technology accelerators is deep thought leadership grounded in experience and understanding of client challenges.
Driver based planning mine by mine Newmont Mining developed a roadmap to move it to an EPM enabled organisation. This started with implementing new strategic planning and actuals based reporting processes and systems. We then helped the client design and implement new driver based planning and budgeting processes, implemented at a mine by mine level, producing efficient integrated phase budgets bottom-up, for the global business, for the life of each mine.
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Combined with specify analysis We have helped many leading organisations to either transform their enterprise information environment and/or design and implement industry/function- specific solutions which provide new insights and have led to significant measurable business results.
Enable transformational change Our methodologies and tools are proven and have been applied successfully to the most complex situations. Our methodologies are not just enabling an accelerated implementation of new reporting and analysis tools but also a sustainable transformational change to the organisation.
Business Transformation The client aimed to maximise the standardisation and scalability of business processes and services across the company with particular focus on the support functions of HR, procurement, finance and information services. This is to enable scalable and reliable delivery of these services while freeing up the rest of the business to focus on its main business activities. As a key enabler for this business transformation, we established a globally harmonised management information and reporting environment with common measure, processes, tools and governance structures.
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Training strategy Any change in process will introduce the need for knowledge transfer. A clear training strategy will ensure the smooth introduction of new ways of working and in some cases can itself be a nonfinancial reward.
Performance improvement PwC worked in partnership with a global FMCG business to design develop an implement a performance improvement training programme aimed at: improving ownership of end to end process, improving clarity around responsibility for communicating performance variances, team dynamics, the importance of networking in solving problems. The training was co designed with the client to cover the basic spectrum of: increased knowledge, skills enhancement and attitude change.
Competencies & skills framework Reward strategy must be aligned to the strategic measures but also the organisation design. Jobs and roles are grouped by competencies, each competency having an appropriate market value.
Organisation design This global pharmaceutical organisation recognised its Compensation and Benefits function was not structured to deliver an efficient service to an organisation that was increasingly globalising. PwC assisted the company to review the effectiveness of the C&B organisation including: Reviewing the current organisation structure Benchmarking how other global organisations are structured to deliver similar reward services globally Assessing alternative operating models and reporting structures
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Culture roadmap The creation of a cultural roadmap is useful in pulling together all the interventions that will affect the organisation culture. It helps management to see the foundations and the timing of different actions and the interconnections between them.
Performance drive PwC assisted one of the largest energy companies in the world to transform the way it operates one of its key businesses. The main objectives of this workstream were; create a culture of ownership and performance drive within the clients operations, define and land the desired organisational behaviours, leadership and innovation as vehicles for driving business performance, develop business focused leadership, align local HR reward and recognition policies and develop the organisational capabilities required to underpin successful implementation.
Ten tests of Organisation Design All organisation design is a compromise: a trade off between different views and models. The ten tests allows assessment across strategic fit and good design principle promoting a considered view of this trade off.
R & D operating model design PwC assisted a large pharmaceutical company to design, construct and implement a new operating model for R&D. PwC also advised on the definition and implementation of new R&D policies, processes and systems, focusing on initiatives to get stakeholders as well as the front-line involved, and to encourage changes in peoples behaviours in a shift towards a project-oriented R&D.
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IT Performance Framework PwCs pragmatic approach that addresses prevailing business and IT issues in the market today with EPM in a way that drives accelerated and sustainable value to the business and creates a realistic road map for process and technology transition. .
Global Manufacturer
Master Date Management Project Background: M&As created multiple processes and technologies. Business units could not provide basic product and pricing reporting as data was inaccessible. 75+ people involved in the data collection covering 25 different IT systems. Our approach: Developed management processes in support of MDM model stewardship program, maintenance processes, and technology recommendations. Benefits: Resources were not distracted by legacy data issues and were able to focus on enterprise process efficiencies.
Integrated Technology Platform Overall alignment of the EPM suite integrating performance measurement, planning, budgeting and financial consolidation processes enable the shift to higher-value activities to achieve successful strategy implementation. A single integrated EPM technology platform is the support required to success on performance management.
Engineering Company
Standardising Data Set Project Background: Client problems with new CRM system due to multiple data sources (largely due to acquisitions) and conversion of legacy customer data. Our approach: Identified and defined the data elements that were critical to this initiative. Established data quality metrics. Reviewed existing processes for maintaining data. Benefits: Determined that 40% of customer data was duplicated across divisions. Provided a detailed assessment of client data, developed business rules and created an improvement plan.
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Application Selection PwC appointed to support selection process for group reporting and consolidation reporting system Review of finance processes Delivered detailed specifications for new system Management of system selection process Proof of concept management and delivery Established ongoing programme of continuous improvement
KPI libraries
PricewaterhouseCoopers Advisory: Complete the KPI as short as possible. Leave words out such as: number, percentage, relation, etc. Example: Percentage sickness absence This should be: Sickness absence Give each KPI a unique number, starting with the department code, followed by an _ (underscore) and finish with the KPI name. Example Management Team: MT1_SicknessAbsence PricewaterhouseCoopers Advisory: The KPI owner is the person who is responsible for the result of that specific KPI. This person also takes actions if the KPI report 'amber' or 'red'.
Engineering Group Industry relevant KPI libraries provide a fast start to deploying scorecard and dashboard technology.
Successfully supported Oracle Hyperion Enterprise Consolidation and Group reporting since 2006
Expert support and system development Rapid and valuable response to client issues Reduced maintenance effort Improved data quality and reduced time in data collection and reporting
PricewaterhouseCoopers Advisory: Describe detailed the definition of the KPI. Mention precisely how the calculation should be done and what values (measures) are used. Example Sickness absence: Sickness absence: (total # hours of absence per measure period / total # contract hours per measure period) * 100%. Absence hours at the days of no contract are not recorded as absence days.
KPI_ID Consumer Products Entertainment & Media Government & Public Sector Financial Services Industrial Products Pharmaceuticals/Life Sciences Energy KPI_Name KPI_Description KPI_Objective KPI_Calculation
11 Y
Industry
PricewaterhouseCoopers Advisory: Give as short as possible the formula of the KPI. This is a standard description at the dashboard next to the KPI name. Therefore it should be short, but it should give insight in what measures are connected to the calculation of the KPI For the example sickness absence would be: (# sickness absence hours / # contract hours) * 100.
Supply Chain: Capacity Utilisation The produced volume of Finished Product as a percentage of the volume of Finished Product that can maximally be produced. To identify what percentage of the maximum production capacity is actually being used. Volume of Finished Product Produced ----------------------------------------------- x 100% Line Speed x Available Hours x OE - Reference Speed is preferred over Line Speed - Available Hours based on standard days production per week - OE = Actual OE
PricewaterhouseCoopers Advisory: Give as short as possible the formula of the KPI. This is a standard description at the dashboard next to the KPI name. Therefore it should be short, but it should give insight in what measures are connected to the calculation of the KPI For the example sickness absence would be: (# sickness absence hours / # contract hours) * 100.
PricewaterhouseCoop ers Advisory: What should we excel at? Measurable factors that impact strategy execution and create PricewaterhouseCoop ers Advisory: Optional: What is PwC best practice?
Breadth of experience PwC extended its EPM capability by acquiring the Paragon Consulting Group providing domain leadership in strategic planning, budgeting, forecasting, consolidation, reporting and business intelligence.
Transforming the Reporting Process A global business where reporting overly focused on profit and loss and was highly inefficient (disjointed processes, disjointed Excel and EPM systems) We helped the client develop a world class blue print for future group reporting including an integrated data model for management and legal reporting and a new framework for standardised reporting processes Configured Oracle consolidation solution integrating with the ERP and automated parts of the process
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Leading Global Telecoms Group PwC assisted a large telecommunication company as trusted advisor
to define the structure and vision for a long-term programme establishing an EPM suite covering MI, consolidation and financial forecasting across the group. Activity included: reviewing strengths and weaknesses of the global EPM processes, KPIs/metrics, organisation and systems, defining a targeted scope for change across group and operating company business units and processes, determining the guiding principles for long-term improvement in MI and planning, including KPI and metrics definitions and establishing a 4year road map and approach to delivery across the global business.
Portal Data Applications Warehousing Enterprise Access & Search Knowledge Management Content Delivery Reporting & OLAP Solutions Operational BI Data Mining
Dashboards
Technical Security Architecture for Knowledge Management and E-Commerce Web Portal PwC assisted a large pharmaceutical company analysing business requirements, solution architectures, implementation considerations, operational considerations, and product selection criteria specific to company's Knowledge Management and ECommerce initiatives.
Relevant standards for Electronic Content Management EU Model Requirement for Electronic Records Management (MOREQ) US Department of Defense (DOD) Records Management Certification
Data Management Using the Data Management Group's proprietary Tactical Development Methodology, PwC assisted the client in developing user requirements which eventually were used by the client to create functional requirements.
UK National Archives Generic Requirements for Electronic Document and Records Management
PwC
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Web Based Finance Toolkit PwC assisted a leading finance services company to design an online-portal with a long term vision to develop it into a work-flow tool to support controllers in the performance of their roles. The design of the on-line tool provided the client with a catalyst for approaching the control environment in a top down way, starting with the consolidated 10-k financial statements, working down to the underlying policy, controls and processes supporting the financial statements.
PwCs Architecture Framework Service-oriented architecture centres on the notion that IT and/or business assets are described and exposed as Services. These Services can then be composed in a loosely coupled fashion into higher level business processes.
PwC assisted a large pharmaceutical company in the implementation of a validated SAP R/3 system. This included the definition and adherence to a formalised systems development life cycle, the definition, development and implementation of validation protocols and procedures, ensuring quality in the development and finalisation of system requirements, design and development, detailed review and assurance of system and user acceptance testing.
IT Governance Framework Cube PwC brings together unique thought leadership on Business Process Management to design and build target IT architectures. This approach based around understanding the functions well suited to BPM lends itself to defining pragmatic, implementable solutions.
ERP solution and the implementation of 3 new regional Shared Service Centres
PwC assisted a leading tobacco company implementing a combination of SAP Corporate Finance Management (CFM) and SAP In-House Cash (IHC). These systems were linked to Citibank's CitiDirect platform to facilitate the processing of both payments on behalf and internal settlements. PwC conducted a data gathering and analysis exercise to define the business needs, write functional blueprints and RICEF requirements, build enhanced transactional FX hedge management process, database tables and functionality to efficiently identify, consolidate and hedge FX exposures.
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