Improving Performance for North American Sales Division (Concurrency Corporation)

Contents

Executive Summary Current State Analysis Future State Analysis Adoption & Implementation Planning Next Steps 2

Background

Your organization’s North American Sales Division currently faces a number of challenges related to its sales performance, including:

Difficult to assess the impact of a given strategic decision on the business Increased cycle times and plan iterations required to set goals and objectives Limited integration between financial and operational systems creates integration problems for users, limiting ability to model and measure key business drivers More professional staff time is spent collecting and validating data than on analysis Performance reports often of limited value, with either too much or too little performance data for a given audience Significantly increased ad-hoc report generation time 3

Engagement Participants

Participant Name

(name) (name) (name) (name) (name) (name)

Department

(department) (department) (department) (department) (department) (department)

Role

(title) (title) (title) (title) (title) (title) 4

Executive Summary

Concurrency proposes expanding upon (North American Sales Division’s) current Office System deployment to incorporate advanced performance management and workflow capabilities to automate a number of critical sub processes Implementing the proposed solution will provide you with:

53% reduction in staff labor time associated with sales performance analysis and management 57% decrease in cycle time to manage and assess sales performance 30% improvement in forecast accuracy 5% improvement in division close rate 5

Executive Summary

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Contents

Executive Summary Current State Analysis Future State Analysis Adoption & Implementation Planning Next Steps 7

Current State Process Analysis

Sales Performance Process Phases – Analysis Summary Develop Objectives and Goals Forecast Results to Plan Analyze Performance Report Results Process Phase Description Goals and objectives developed by senior managers often do not align with ongoing Division sales activities; LOB Managers struggle to apply objectives to day-to-day activities Manual process for generating forecasting report templates, running reports, populating data in forecasts, distributing and sharing input/report templates Collect measures data using email and Excel with limited time remaining to assess performance because metrics are not available in one location Manually create ad hoc scorecards and reports to display and convey performance results relative to plan Key Stakeholders • Sales Division HQ • MA Division Manager High-Level Problems Identified Impact • MA Division Manager • MA Division Staff • MA Division Staff • Sales Division HQ • MA Division Manager • MA Division Staff • Supporting information captured and shared in an ad-hoc manner • Objectives and goals do not align across the organization • Time consuming process with limited transparency • Difficult to assess the impact of a given strategic decision on the business • Increased cycle times and plan iterations required to align goals and objectives • Information is not available when needed • Difficult to make changes to large models; currently a manually intensive process in Excel • Limited integration between financial and operational systems creates integration problems for users, limiting ability to model and measure key business drivers • Majority of time is spent manually gathering and manipulating data, with limited time left to analyze data • Difficult to quickly identify issues or trends in performance data • Professional staff time is spent collecting and validating data rather than analyzing; • Increasing analysis cycle time analysis errors • As-hoc performance reporting cumbersome and time consuming • Few if any reusable performance reporting templates • Performance reports often of limited value, with either too much or too little performance data for a given audience • Significantly increased ad-hoc report generation time 8

As-Is Process Diagram

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As-Is Process Diagram

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Contents

Executive Summary Current State Analysis Future State Analysis Adoption & Implementation Planning Next Steps 11

Future State Process Analysis

Sales Performance Process Phases – Analysis Summary Develop Objectives and Goals Forecast Results to Plan Analyze Performance Report Results New Process Phase Description Develop objectives and goals that can be used to implement strategy and drive operational performance across the business unit Models are linked together to share business definitions, rules, and plans and create cross functional alignment throughout the organization Collect measures and assess performance against an established set of results focused metrics; performance data easily drawn and manipulated from data sources Improve regular and ad-hoc performance reporting through increased process automation and improved content sharing and distribution Key Stakeholders • Sales Division HQ • MA Division Manager • MA Division Manager • MA Division Staff • MA Division Staff • Sales Division HQ • MA Division Manager • MA Division Staff High-Level Improvements • Integrate multiple data silos into a single cohesive model across the business • Link forecasting models across business units and integrate models such that changes applied to one area/level can be reflected in other areas/levels • Automate data consolidation, integration, and analysis activities • Automated performance reporting and report development through reporting templates and automated data linkages / integration • Automated report distribution, publishing, and sharing Impact / Benefit • Improved KPI linkages and drill-down through cascading scorecards • Decreased planning cycle times • Forecasting process is simplified and streamlined using models that are linked top down/bottom up and across business units • Mid-Atlantic Division staff can more efficiently and effectively collect, analyze, and assess performance data • Report preparation and presentation significantly streamlined using automated features in SharePoint • Reports posted to SharePoint site 12

Prioritized Process Solutions

High 5

Level Of

3

Complexity

Low 1 1 Low

Integrate multiple data silos into a single cohesive model across the business

(SharePoint Server 2010 with PerformancePoint Services and Excel Services)

Automate data consolidation, integration, and analysis activities

(SharePoint Server 2010 with PerformancePoint Services and Excel Services)

Review performance through rich, dynamic and context-driven dashboards and scorecards from within a browser

(SharePoint Server 2010 with PerformancePoint Services and Excel Services)

Automate report distribution, publishing, and sharing

(SharePoint Server 2010)

3

Value to Business

5 High

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Future State Process Diagram

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Future State Process Diagram

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1 2 3 4

ID

Anticipated Benefits - Process

Process Phase

Develop Objectives and Goals Forecast Results to Plan Analyze Perform ance Report Results

Improvement Description

• Integrate multiple data silos into a single cohesive model across the business • Link forecasting models across business units and integrate models such that changes applied to one area/level can be reflected in other areas/levels • Automate data consolidation, integration, and analysis activities • Automated performance reporting and report development through reporting templates and automated data linkages / integration • Automated report distribution, publishing, and sharing

Benefits

• Improved KPI linkages and drill down through cascading scorecards • Decreased planning cycle times • Forecasting process is simplified and streamlined using models that are linked top down/bottom up and across business units • Mid-Atlantic Division staff can more efficiently and effectively collect, analyze, and assess performance data • Report preparation and presentation significantly streamlined using automated features in SharePoint • Reports posted to SharePoint site

Technology Leveraged

SharePoint Server 2010 with PerformancePoint Services and Excel Services SharePoint Server 2010 with PerformancePoint Services and Excel Services SharePoint Server 2010 with PerformancePoint Services and Excel Services SharePoint Server 2010 with PerformancePoint Services and Excel Services

KPI Impact(s)

• 46% decrease in phase labor • 47% reduction in phase cycle time • 48% decrease in phase labor • 60% reduction in phase cycle time • 30% improvement in forecast accuracy • 67% decrease in phase labor • 60% reduction in phase cycle time • 5% improvement in division close rate • 80% decrease in phase labor • 80% reduction in phase cycle time

Affected Stakeholders

• Sales Division HQ • MA Division Manager • MA Division Manager • MA Division Staff • MA Division Staff • Sales Division HQ • MA Division Manager • MA Division Staff 16

Contents

Executive Summary Current State Analysis Future State Analysis Adoption & Implementation Planning Next Steps 17

1 2 3 4

ID

Adoption & Implementation Planning Summary

Improvement Description Resources Required Implementation Owner Additional Stakeholders

Integrate multiple data silos into a single cohesive model across the business Automate data consolidation, integration, and analysis activities Review performance through rich, dynamic and context-driven dashboards and scorecards from within a browser Automate report distribution, publishing, and sharing • IT department resources for solution development and/or project management • MA Division volunteers for pilot testing • MA Division Manager time to oversee roll-out and communication • IT department resources for solution development and/or project management • MA Division volunteers for pilot testing • MA Division Manager time to oversee roll-out and communication • IT department resources for solution development and/or project management • MA Division volunteers for pilot testing • MA Division Manager time to oversee roll-out and communication • IT department resources for solution development and/or project management • MA Division volunteers for pilot testing • MA Division Manager time to oversee roll-out and communication • Business Unit IT • Business Unit IT • Business Unit IT • Business Unit IT • Sales Division HQ • MA Division Manager • MA Division Staff • Sales Division HQ • MA Division Manager • MA Division Staff • Sales Division HQ • MA Division Manager • MA Division Staff • Sales Division HQ • MA Division Manager • MA Division Staff

Notes

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Potential Adoption Roadblocks

Stakeholder Group Anticipated Resistance to Change Degree to which Resistance will Limit Initiative Success Mitigation actions

Technical Business Unit IT Ability for existing infrastructure to deliver upon desired solution MA Division Manager MA Division Staff New technology seen as too hard; high level of perceived technical complexity New technology seen as too hard; high level of perceived technical complexity Low

Mid High

• Pilot test proposed solution to work out technical issues • Use latest platform • Develop training document and FAQ • Effective communications • Develop training document and FAQ • Effective communications • Provide hands-on, role-specific training as required Cultural MA Division Manager MA Division Staff “Just wants this to get done” – risk of pushing new solution too hard without giving staff time to adjust Perception that proposed solution will increase workload of additional publication workload

Mid Mid

• Reward involvement • Phased implementation approach • Link to PDP • Highlight time saving benefits of solution • Solution demonstration to show speed of use / creation • Reward involvement • Link to PDP 19

Adoption Roadblock Mitigation Actions by Stakeholder

Adoption Category Awareness Sales Division HQ

Awareness generating communications via email, newsletters, manager meetings, etc., targeted to stakeholder group and concerns

MA Division Manager

Awareness generating communications via email, newsletters, manager meetings, etc., targeted to stakeholder group and concerns

MA Division Staff

Awareness generating communications via email, newsletters, manager meetings, etc., targeted to stakeholder group and concerns

Value Demonstration Integration & Alignment

Emphasize process and productivity improvements to Division specifically and company as a whole; including estimated financial impact.

Ensure proposed solutions/ initiatives are aligned with both with business and IT strategy and direction Emphasize value to company as well as importance of pilot-testing; provide case studies and whitepapers related to virtual training to demonstrate how other companies have successfully implemented solution Ensure proposed solutions/ initiatives are aligned with both with business and IT strategy and direction Demonstrate both improvement in productivity through quick hits and quick wins; also show overall process improvements and estimated financial impact for company. Provide useful tactical training to support roll-out.

Ensure proposed solutions/ initiatives are aligned with both with business and IT strategy and direction 20

Contents

Executive Summary Current State Analysis Future State Analysis Adoption & Implementation Planning Next Steps 21

Next Steps

Review presentation and proposal with decision maker(s) and stakeholders for approval Consider a SharePoint Deployment Planning Services (SDPS) follow-up engagement Execute work order for project Schedule kick off meeting for week of _____ and weekly status meetings Propose schedule: A) Deadlines for initial milestones, or B) Date to finalize initial milestones

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