HOW THE INTELLIGENT ENTERPRISE DELIVERS PERFORMANCE MANAGEMENT.

Transcription

1 HOW THE INTELLIGENT ENTERPRISE DELIVERS PERFORMANCE MANAGEMENT.

2 HIGHER INTELLIGENCE.

3 MANAGEMENT SUMMARY All organizations, public, private, large and small need to effectively manage business performance. This has never been more true than in today s complex, highly regulated and confusing business environment which requires better decisions and improved execution now! In spite of the billions of dollars invested in information technology to address these challenges, managers and executives in many organizations still make key decisions underpinned by their own personal versions of documents and spreadsheets. Their organization struggles to provide a seamless flow of trusted information between customers, suppliers and their employees. The result is that most organizations cannot provide their people with the right information at the right time, and in attempting to do so are committing significant resources to compiling and auditing numbers instead of using them to inform the business. Consequently, they are far more reactive than proactive and ultimately they are not efficiently and effectively managing their current and future performance. Leading organizations are investing in managing information and developing predictive insights to drive sustainable business results. These companies have become masters in Performance Management - going beyond mere users of business intelligence to become the Intelligent Enterprises....a new breed of company is upping the stakes....have dominated their fields by deploying industrial-strength analytics across a wide variety of activities. In essence, they are transforming their organizations into armies of killer apps and crunching their way to victory. Thomas H. Davenport, Harvard Business Review, January

4 THE COMPLEX ENVIRONMENT FOR MANAGING PERFORMANCE Delivering increased performance year on year is a difficult enough task in its own right, but it s made even harder to achieve if the underlying information systems are not able to accurately measure corporate performance across the entire organization, top to bottom. As Figure 1 indicates, the average manager and executive have a very tough job to effectively manage the performance of their organization. The ability to collect pertinent information and report on performance is no longer good enough, although this is still quite an achievement for some large and complex organizations. Key metrics are put in place at all levels to frequently and consistently monitor how the enterprise and its business units are performing against strategy. These metrics, often referred to as key performance indicators (KPIs), are derived from analytical models developed to measure the impact of financial and operational decisions on overall strategy achievement. There is a management truism that you can t manage it if you can t measure it, and the fact is that many organizations do fail to execute on their strategies. Recent Capgemini research indicates that the average company reports 132 metrics each month. Within our sample, 59% of organizations indicated that they are, to a greater or lesser extent, reliant on spreadsheets to report these metrics; consequently 70% indicate that their planning and budgeting processes do not fulfill management expectations. In parallel, these companies are seeing the sheer volume of data they have to consider is increasing by 79% a year. Organizations that have an understanding of how their business is performing and also have a means of improving this performance in a cost effective way, have moved to making information a corporate asset. They have embraced an approach which will lead them towards an Intelligent Enterprise. Organizations often fail to execute their strategy failure rates may range from 60 to 90 percent. R Kaplan and D.P. Norton. Creating the Office of Strategy Management. Harvard Business Review, April 2005 Figure 1 The Complex Environment for Managing Performance EXTERNAL PRESSURES Shareholder Competition INTERNAL PRESSURES Drive for Adaptability Public Scrutiny Cost Pressure Drive for Efficiency Compliance Innovation Sophistication Shared Services My organization is in silos What does it mean in terms of actions? I have too much information Everyone s working to different priorities EXECUTION COMPLEXITY Corporate Dashboards Organizational Restructures Annual Review Process IFRS SEC Filings Market Updates Budgets & Forecasts Unplanned Obstacles Faster Adaptation Focus Continuous Improvement Info. Systems Matrix Mgmt. Rewards Balanced Performance Business Alignment

5 A LEADING GLOBAL MOBILE TELECOMMUNICATIONS COMPANY WORKED WITH CAPGEMINI TO MOVE TO A CORE SET OF OPERATING METRICS ACROSS ALL THEIR GEOGRAPHIC LOCATIONS, CONSOLIDATED IN ONE PLACE, SHARED BY THE SENIOR MANAGEMENT COM- MUNITY AND SUPPORTING BOTH FORMAL AND AD-HOC MANAGEMENT REPORTING. THIS FORMED A SUSTAINABLE PLATFORM FOR ONGOING ENHANCEMENT WHILE DELIVERING EARLY BENEFITS. BUSINESS INTELLIGENCE IS NOT ENOUGH In 1979, John Rockart published the article Chief Executives Define Their Own Data Needs 1 proposing that systems used by corporate leaders ought to give them data about the key jobs the company must do well to succeed. Ten years later, Howard Dresner coined the term business intelligence 2 to describe systems that help decision makers throughout the organization understand the state of their company s world. Thomas Davenport published the results of a two year study Competing on Analytics 3 in January His research identified that virtually all the organizations identified as aggressive analytics competitors were the clear leaders in their fields, and they attribute much of their success to the masterful exploitation of data. Key examples would be Tesco, Wal-Mart, Dell, Marriott Hotels and Progressive Insurance. When contemplating business intelligence, most organizations think about more technology and apply an application driven approach which was designed for the operation recording of transactions. Capgemini uses an approach that is informationally driven which changes the ethos of design and build. By being driven by information, we focus on the business decisions that the users and stakeholders are making in the operation of their business. The ultimate purpose of any BI tool is to help the organization deliver improved performance. The tool itself is merely a key enabler that provides information to decision-makers; it is the consequent action that leads to improvement. 3

6 In our experience, the reason most organizations fail to realize the benefits of their investments in business intelligence, is because the primary focus is on the delivery of the tools, while the critical elements of people and process change and the broader Information Management dimension are neglected. The organizations we have helped to achieve successful outcomes have a relentless focus on these very areas. These and other successful organizations also employ a technology approach which enables iterative and agile delivery. Various factors are driving enterprises to take a holistic view of Performance Management. After a series of scandals and alleged frauds, governments are demanding higher standards of corporate governance. Another driver is the need to complete the work started by adopting enterprise resource planning (ERP) systems. In addition, many enterprises are realizing that the more turbulent world calls for a new view of how the business is managed, and a new approach to preparing for the future. Today for many organizations, there is a disconnect in the core management planning and control processes, for example, between setting targets, formulating strategy, planning, forecasting, risk management, investment planning, performance feedback, and financial consolidation. The annual budget, driven by the finance department, frequently dominates the process, and the value it adds in its current form is increasingly being questioned. These processes need to be linked together in a better way, making use of feedback loops and control at three levels: Strategic, Operational, and Activities levels. Step-by-step progress is required through the enterprise s processes, methodologies, metrics and technologies. Merely implementing a business intelligence tool is not the answer. We have seen examples of failed projects where technology implementation is done without this understanding. As a result, the Performance Management approach we use (Figure 2) is more holistic, addressing the full range of what is required to drive performance. PERFORMANCE MANAGEMENT An effective Performance Management program can be framed as a consistent and adaptive process (from budgeting and planning to consolidation and reporting) and encompasses three fundamental principles: driving a forward-looking view of the business, ensuring alignment, and enabling more effective decision making at all levels of the company. This system also ensures that key business processes are conducted under the guidance of a clear and well communicated company strategy. First, dramatic increases in enterprise data make Performance Management more practical. Second, and more importantly, stakeholders demand that management deliver predictable execution, operational efficiency and corporrate accountability, which collectively make Performance Management more of an imperative. The benefits of a Performance Management initiative will include more solid foundations for making decisions, the discovery of previously hidden inefficiencies and a more rational use of resources in planning and control activities. Performance Management offers an understanding of the performance levers which can be managed to drive high performance behaviors and improve decision making. It focuses on the design and integration of a Management Framework which ensures alignment of people, process, and the use of information, to the organization s strategic objectives.

7 A MAJOR GOVERNMENT DEPARTMENT WAS FACING THE CHALLENGE OF NOT HAVING THE INFORMATION IT NEEDED TO MANAGE AND DRIVE THE PERFORMANCE OF ITS KEY OBJECTIVES. OVER 55% OF ANALYSTS TIME WAS SPENT FINDING, EXTRACTING, CLEANING AND INTEGRATING DATA, INSTEAD OF ANALYZING AND REPORTING IT. THE STARTING POINT WAS TO ESTABLISH WHAT INFORMATION WAS ACTUALLY NEEDED TO DRIVE PERFORMANCE AND THEN TO ADOPT CONSISTENT DEFINITIONS. A successful Performance Management program will link together all of the key elements for managing performance, including balanced scorecard, activity-based costing and management, quality management, value-based management, etc. All involve processes, methodologies, metrics and technologies, whose use can, collectively, be called a Performance Management system. They seek to align the organization and ensure a focus on the desired outcomes (refer to Figure 3). Appropriate tools will also be a critical factor. The Performance Management tool of choice for many executives remains the Microsoft Excel spreadsheet, predominantly because of familiarity and ease of use. Figure 2 Characteristics of Holistic Performance Management EACH ELEMENT HAS SPECIFIC AND INTERLINKED AREAS Leadership Coaching, Accountabilities PM Organization, Stakeholder Management Employee Engagement Change Management Incentives and Rewards PM Capabilities Communications Leadership & Governance Vision and Strategy Objectives and Goals Measures and KPIs Cascading PM Frameworks (eg BSC) Capabilities & Cultures Linking Performance Management Objectives & Measures Budgeting Forecasting Strategic Planning Dashboards Data sources and Supply Systems & Processes Information & Insight Reporting Analysis Performance Meetings Decision Making Process THE SUM IS GREATER THAN THE PARTS 5

8 INTELLIGENT ENTERPRISE A JOURNEY NOT A POINT SOLUTION Performance Management is a continual journey, which aims to gradually improve the effectiveness and adaptability to a changing market for the organization over time. The first step is critical in moving forward and can be seen as part of an overall future plan for improvements. Figure 4 illustrates the levels of maturity that can guide the scope and focus of future initiatives. Over time, business managers and users will move from traditional uses of information to more novel and explorative uses, always aiming to maximize the investment in information and other resources. The roadmap will: be a map that shows the way forward beyond this project encompass an approach that covers all the main aspects of Performance Management drive collaboration between the front line and back office processes. With reference to Capgemini research and that of Thomas Davenport, we believe that there are five characteristics of those companies which have become masters in Performance Management and gone beyond being mere users of business intelligence to become the Intelligent Enterprises. They: 1. Make information-based decisions making a core part of the corporate DNA and culture and this is constantly emphasized and communicated. 2. Focus on driving a step change in business outcomes, through effective exploitation of information, and will do this in partnership with customers and suppliers. This focus is managed at an enterprise level. 3. Include executives who make the development and maintenance of analytical capabilities a primary focus, and hire people with the very best analytical skills, considering them critical to their success. 4. Seize opportunities to generate information, creating a discover and learn culture based on numerous small experiments. 5. Make quantitative analytical and intelligence capabilities part of their company s story, to be shared in the annual report and in discussions with financial analysts. Figure 3 Managing Performance If we succeed, how will we look different? How do we look different? What are the critical success factors for achieving the objectives? What KPIs address the critical success factors? What targets do we need? ALIGN Objectives Mission Growth Levers OUTCOMES How should we reflect market changes in our objectives? Do the KPIs still tell us whether we re making the right decisions? How should we revise our targets to achieve our mission? What initiatives are required to fill gaps? KPIs Did we fill the gap? What did we learn? What are my priorities? Actions Personal Objectives Did we make the right decision? Mission achieved Delighted customers Effective efficient processes Motivated prepared workforce 7

9 Figure 4 The Route to Becoming an Intelligent Enterprise OPERATIONAL EFFECTIVENESS Performance Management will coordinate the drive towards sustainable service improvements with a focus on outcomes, supported by a better performance management culture, systems and reporting Build the foundations DATA Build the foundations for effective decision making through consistent measurement of results Understand drivers of value INFORMATION Develop a new understanding of the drivers of value and how these support delivery of strategy Establish forward looking view INSIGHT Improve business confidence by establishing a robust, forward looking view of performance Embed continuous optimization INTELLIGENCE Continuous process of optimizing processes and resources, to outcomes and priorities This represents a long term commitment to improvement and governance arrangements that will ensure that the program remains on track and is driven forward with energy and commitment VALUE EXTRACTED FROM INFORMATION The challenges are mostly cultural. Every enterprise accumulates a pattern of political relationships that can be upset by a Performance Management initiative. Middle and senior managers will feel the full impact of large-scale change which they often resist. Performance Management programs need to ensure that managers retain the ability to manage their own performance while allowing free and rapid distribution of shared information. A Performance Management program will also require taking a longer view and bringing the costs of planning and control out into the open. This requires a structured and holistic approach that will bring together business, technology and information. Organizations that adopt this approach can become masters in Performance Management, with accurate and relevant information flows throughout the organization, updated to reflect the changing demands of the business. Decision making will be supported at all levels, projecting the future not simply in budgeting cycles, but in defining the actions which need to be taken. Your organization s leaders can become masters in Performance Management - going beyond being mere users of business intelligence to become Intelligent Enterprises. Capgemini has created the CPM Index tool, which is designed to help organizations understand where they are on the Performance Management journey and how far they need to travel. For more information go to 7

10 MASTER YOUR INTELLIGENCE. FOOTNOTES/REFERENCES: 1 Harvard Business Review, Chief Executives Define Their Own Data Needs, 1 March, 1979, John F. Rockart 2 IDG News Service, Business intelligence at age 17, 22 September, 2006, China Martens 3 Harvard Business Review, Competing on Analytics, 1 January, 2006, Thomas H. Davenport

11 About Capgemini and the Collaborative Business Experience Capgemini, one of the world s foremost providers of Consulting, Technology and Outsourcing services, has a unique way of working with its clients, called the Collaborative Business Experience. Backed by over three decades of industry industry and service experience, the Collaborative Business Experience is designed to help our clients achieve better, faster, more sustainable results through seamless access to our network of worldleading technology partners and collaboration-focused methods and tools. Through commitment to mutual success and the achievement of tangible value, we help businesses implement growth strategies, leverage technology, and thrive through the power of collaboration. Capgemini employs approximately 68,000 people worldwide and reported 2006 global revenues of 7.7 billion euros. More information about our services, offices and research is available at For more information on Capgemini s approach to driving business value with the Microsoft products, please contact: Eddie Short Vice President, Global Leader Business Information Management eddie.short@capgemini.com Rob Bear Head of Performance Management robert.bear@capgemini.com Jorgen Heizenberg Business Intelligence/CPM Index Contact jorgen.heizenberg@capgemini.com Ramesh Harji Head of Intelligent Enterprise, Capgemini ramesh.harji@capgemini.com Deepak Deolalikar Head of Business Intelligence, West Region deepak.deolalikar@capgemini.com For more information on Microsoft s approach to Business Intelligence and Performance Management, please contact: Bruno Aziza Microsoft Business Intelligence, Product Team bruno.aziza@microsoft.com Joey Fitts Microsoft Business Intelligence, Partner Team joeyf@microsoft.com Karl Ortner Enterprise Partner Group karlo@microsoft.com

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