Transcript Slide 1

Improving Performance for North
American Sales Division
(Concurrency Corporation)
Contents
Executive Summary
Current State Analysis
Future State Analysis
Business Case
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
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Engagement Participants
Participant Name
Department
Role
(name)
(department)
(title)
(name)
(department)
(title)
(name)
(department)
(title)
(name)
(department)
(title)
(name)
(department)
(title)
(name)
(department)
(title)
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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 subprocesses
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
Anticipated annual benefit to (North American Sales Division) of
$290,000
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Executive Summary
6
Contents
Executive Summary
Current State Analysis
Future State Analysis
Business Case
Adoption & Implementation Planning
Next Steps
7
Current State Process Analysis
Sales Performance Process Phases – Analysis Summary
Develop
Objectives and
Goals
Process
Phase
Description
Key
Stakeholders
High-Level
Problems
Identified
Impact
Forecast
Results to Plan
Analyze
Performance
Report Results
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
• Sales Division HQ
• MA Division Manager
• 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
• Information is not
available when needed
• Difficult to make changes
to large models; currently
a manually intensive
process in Excel
• 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
• As-hoc performance reporting
cumbersome and time
consuming
• Few if any reusable
performance reporting
templates
• 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
• Limited integration
between financial and
operational systems
creates integration
problems for users,
limiting ability to model
and measure key
business drivers
• Professional staff time is
spent collecting and
validating data rather than
analyzing;
• Increasing analysis cycle
time analysis errors
• 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
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As-Is Process Diagram
9
As-Is Process Diagram
10
Contents
Executive Summary
Current State Analysis
Future State Analysis
Business Case
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
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
• 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
New Process
Phase
Description
Key
Stakeholders
Report Results
• Reports posted to SharePoint site
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Prioritized Process Solutions
High 5
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
Level
3
Of
Complexity
(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)
Low
1
1
Low
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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Contents
Executive Summary
Current State Analysis
Future State Analysis
Business Case
Adoption & Implementation Planning
Next Steps
16
Anticipated Benefits - Process
ID
1
2
3
4
Process
Phase
Develop
Objectives
and Goals
Forecast
Results to
Plan
Analyze
Performance
Report
Results
Improvement
Description
Benefits
Technology
Leveraged
KPI Impact(s)
Affected
Stakeholders
• Integrate multiple data
silos into a single
cohesive model across
the business
• Improved KPI
linkages and drilldown through
cascading
scorecards
• Decreased planning
cycle times
SharePoint Server
2010 with
PerformancePoint
Services and Excel
Services
• 46% decrease in
phase labor
• 47% reduction in
phase cycle time
• Sales Division HQ
• MA Division
Manager
• Link forecasting
models across
business units and
integrate models such
that changes applied to
one area/level can be
reflected in other
areas/levels
• Forecasting process
is simplified and
streamlined using
models that are
linked top
down/bottom up and
across business
units
SharePoint Server
2010 with
PerformancePoint
Services and Excel
Services
• 48% decrease in
phase labor
• 60% reduction in
phase cycle time
• 30%
improvement in
forecast accuracy
• MA Division
Manager
• MA Division Staff
• Automate data
consolidation,
integration, and
analysis activities
• Mid-Atlantic Division
staff can more
efficiently and
effectively collect,
analyze, and assess
performance data
SharePoint Server
2010 with
PerformancePoint
Services and Excel
Services
• 67% decrease in
phase labor
• 60% reduction in
phase cycle time
• 5% improvement
in division close
rate
• MA Division Staff
• Automated
performance reporting
and report
development through
reporting templates
and automated data
linkages / integration
• Automated report
distribution, publishing,
and sharing
• Report preparation
and presentation
significantly
streamlined using
automated features
in SharePoint
SharePoint Server
2010 with
PerformancePoint
Services and Excel
Services
• 80% decrease in
phase labor
• 80% reduction in
phase cycle time
• Sales Division HQ
• MA Division
Manager
• MA Division Staff
• Reports posted to
SharePoint site
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Anticipated Benefits - Financial
ID
Process
Phase
Improvement Description
Develop
Objectives and
Goals
2
3
1
4
Estimated
Revenue Increase
Estimated Cost
Decrease
Total Benefit
• Integrate multiple data silos into a
single cohesive model across the
business
$100,000
-
$100,000
Forecast Results
to Plan
• Link forecasting models across
business units and integrate
models such that changes applied
to one area/level can be reflected
in other areas/levels
$50,000
$30,000
$80,000
Analyze
Performance
• Automate data consolidation,
integration, and analysis activities
$20,000
$40,000
$60,000
Report Results
• Automated performance reporting
and report development through
reporting templates and automated
data linkages / integration
• Automated report distribution,
publishing, and sharing
-
$50,000
$50,000
Total Estimated
Benefits
$290,000
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Anticipated Costs
Cost Area
Component
Software
Additional CALs
$10,000
-
Hardware
2 Additional Servers
$6,000
-
Training
Division Staff Training
$30,000
-
Deployment
Solution roll-out and implementation
$200,000
-
Other
N/A
-
-
$246,000
N/A
Total
One-Time Costs
Ongoing-Costs
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Contents
Executive Summary
Current State Analysis
Future State Analysis
Business Case
Adoption & Implementation Planning
Next Steps
20
Adoption & Implementation
Planning Summary
ID
Improvement
Description
Resources Required
Implementation
Owner
Additional
Stakeholders
1
Integrate multiple data
silos into a single
cohesive model across
the business
• 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
• Sales Division HQ
• MA Division Manager
• MA Division Staff
2
Automate data
consolidation, integration,
and analysis activities
• 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
• Sales Division HQ
• MA Division Manager
• MA Division Staff
3
Review performance
through rich, dynamic and
context-driven dashboards
and scorecards from
within a browser
• 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
• Sales Division HQ
• MA Division Manager
• MA Division Staff
4
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
• Business Unit IT
• Sales Division HQ
• MA Division Manager
• MA Division Staff
Notes
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Project Plan
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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
New technology seen as too hard; high level
of perceived technical complexity
MA Division
Staff
New technology seen as too hard; high level
of perceived technical complexity
Low
• Pilot test proposed solution to
work out technical issues
• Use latest platform
Mid
• Develop training document and
FAQ
• Effective communications
High
• 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
• Reward involvement
• Phased implementation approach
• Link to PDP
Mid
• Highlight time saving benefits of
solution
• Solution demonstration to show
speed of use / creation
• Reward involvement
• Link to PDP
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Adoption Roadblock Mitigation
Actions by Stakeholder
Adoption Category
Awareness
Value
Demonstration
Integration &
Alignment
Sales Division HQ
MA Division Manager
MA Division Staff
Awareness generating
communications via email,
newsletters, manager
meetings, etc., targeted to
stakeholder group and
concerns
Awareness generating
communications via email,
newsletters, manager meetings,
etc., targeted to stakeholder
group and concerns
Awareness generating
communications via email,
newsletters, manager meetings,
etc., targeted to stakeholder
group and concerns
Emphasize process and
productivity improvements to
Division specifically and
company as a whole; including
estimated financial impact.
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
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
Ensure proposed solutions/
initiatives are aligned with both
with business and IT strategy and
direction
Ensure proposed solutions/
initiatives are aligned with both
with business and IT strategy and
direction
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Contents
Executive Summary
Current State Analysis
Future State Analysis
Business Case
Adoption & Implementation Planning
Next Steps
25
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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