How do you deliver analytics in an effective manner from a Shared Services or GBS organisation
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1 How do you deliver analytics in an effective manner from a Shared Services or GBS organisation Michael Haupt Director Finance Performance Management & Insight, Deloitte UK Gareth James Partner Audit Finance Analytics, Deloitte UK
2 Bringing key transformation trends together High Finance Value Add (Strategist & Catalyst)? Low Low Finance Efficiency & Control (Steward & Operator) High 2 Deloitte Shared Services, GBS & BPO Conference 2014
3 Agenda Why is Analytics an exciting opportunity for your SSC/GBS? What framework and building blocks do you need to have in place? How to link Analytics capabilities into your SSC/GBS? 3 Deloitte Shared Services, GBS & BPO Conference 2014
4 Why is Analytics an opportunity for your GBS/SSC organisation? 4
5 What do we mean by Analytics? 5 Deloitte Shared Services, GBS & BPO Conference 2014
6 What do we mean by Finance Analytics? Planning & Analysis Business Insight & Decision Support Process, Risk & Control Analytics Automated Reporting, incl. - Standard Variance Analyses - Self-Service Analysis - Automated Planning and Forecasting, incl. - Driver-based planning - P&L,B/S & CF forecasting - Scenario analysis - Finance-supported business insight to enable effective business partnering, incl. - Pricing - Cost to Serve Analysis - ROI analysis - Finance-owned specialist insight, incl. - Working Capital Analytics - Tax / ETR Analytics - Control, errors, exceptions (incl data quality) Fraud risk monitoring and policy override Policy and regulatory noncompliance (incl security) Process & control automation SSC process efficiency and service effectiveness Internal and external audit efficiency analysis 6 Deloitte Shared Services, GBS & BPO Conference 2014
7 Key trends in adopting Analytics in SSC / GBS Financial Advice Financial Reporting & Planning 1 Reporting, Planning & Decision Support Business Partnering Business Insight & Decision Support Transactions & Data Management Traditional 2 Process, Risk & Control Analytics Financial Planning & Analysis Data Management & Analytics Emerging 7 Deloitte Shared Services, GBS & BPO Conference 2014
8 Deep Dive I Setting up a GBS Operating Centre for Reporting, Planning & Decision Support 8
9 Key objectives EXAMPLE 1. High quality Management Information & Insight 2. Integrated and efficient processes Management Reporting Planning, Budgeting & Forecasting Finance OC Decision Support MR PBF Anal. Transactional Processes OC Tax OC Treasury Performance Analysis RTR PTP OTC RA Comp 3. Capacity & Capability for FBP development 4. Organisational agility Procurement IT HR 9 Deloitte Shared Services, GBS & BPO Conference 2014
10 GBS GBS OC FBP Key building blocks EXAMPLE 1 Reporting Planning Analytics Process & Activity Framework Relationship Management Common Management Information 3 23 Talent Development Information Management & Governance Integrated BI & Analytics architecture 5 Planning Reporting & Analytics Data Warehouse Cons. Data Management 2 ERP Other External Transactional Processes 10 Deloitte Shared Services, GBS & BPO Conference 2014
11 Capabilities Activities Activity & Capability split (example) EXAMPLE Routine activities Knowledge based activities Level 0 / Level 1 (GBS) Level 2 (GBS OC) Level 3 (Business Partner) Routine Transactions Data Reconciliation Std Report Production Basic analysis Management Reporting, Commentary & Ad hoc Analysis Planning & Forecasting Performance Analytics Insights generation Finance Partnering Strategic business advice Basic systems skills Advanced business & finance skills Commercial skills Basic Excel skills Basic Finance skills Advanced information modelling and analytics skills Project management Communication skills Deep relationships & knowledge of the business 11 Deloitte Shared Services, GBS & BPO Conference 2014
12 Process design & ownership (planning) EXAMPLE GBS OC (Process Owner) Business Partner Issue timetable Populate planning templates Validate assumptions with business Update financial models Prepares standard reports & analysis Runs scenario analysis (if requested) Strategic commentary Coordinates with the CoE to generate additional analysis Finalize presentation materials Final system updates (based on approvals) Reviews with executive leadership for approval 12 Deloitte Shared Services, GBS & BPO Conference 2014
13 Relationship Management EXAMPLE GBS Business Partner GBS Functional Leads CFO OC Tax & Treasury Treasury RTR RTR Transactions RTR RTR RTR OC Decision Support CoE Lead Relationship Managers Specialized Specialized Specialized Analysts Analysts Teams FP&A Lead On-Site FDs On-Site FBPs 13 Deloitte Shared Services, GBS & BPO Conference 2014
14 Global Information Management EXAMPLE Global Information Requirements Global Information Model &Governance Value-based prioritisation of analytics deployment roadmap (2x2x2) Commercial Analytics Finance Analytics 14 Supply Analytics Deloitte Shared Services, GBS & BPO Conference 2014
15 Right tool for the right job EXAMPLE Traditional Business Intelligence Solutions Data Warehouse BI solutions for Reporting, Planning, Consolidation and Profitability Management MDM Emerging Analytics Solutions Visualisation Cloud-based planning Real time Transaction Data Analytics Cost-to Analytics Spent Analytics (Bank Spent, Trade Spent, Cash & Working Capital) Revenue Leakage 15 Deloitte Shared Services, GBS & BPO Conference 2014 Reporting Analytics & Visual. Orders/ Transactions Planning Common Management Information Reporting Data Warehouse ERP MDM Analytics Other int Cons. Planning Ext
16 Business Case EXAMPLE Value Opportunities Value creation opportunities per function FOCUS!!! Efficiency Gains Reduction of non value added activities Arbitrage (optional) Investments Technology Project & Change Management Non-quantifiable benefits Organisational integration & agility Employee satisfaction & effectiveness Accuracy, compliance & control 16 Deloitte Shared Services, GBS & BPO Conference 2014
17 Deep Dive II SSC process, risk & control analytics 17
18 Key objectives Shared Services Centre (SSC) Process, Risk & Control Analytics manage based on exceptions, series of automated tests to help highlight variation from norm or policy violations proactively monitor for fraud or policy abuse including from internal and external compliance perspectives highlight system access and segregation of duties issues data matching, reconciliation and quality automation, underpinning greater confidence in SSC KPIs highlight process inefficiencies, non standard transaction flows and bottle necks in the service improve internal and external audit efficiency, allowing the team to have continuous audit monitoring 18 Deloitte Shared Services, GBS & BPO Conference 2014
19 The Case Shared Services Centre (SSC) Process, Risk & Control Analytics A more proactive, responsive role can be delivered for SSC through the adoption of analytics. SSC have masses of data a better way is needed to pick the transactions that matter. Move the SSC forwards on in its lifecycle especially as more work comes in, there has to be a way to work more efficiently or differently to keep up. Show Audit Committees that we are embracing automation opportunities and at the same time improving compliance and controls, reducing risk e.g. Bribery Act or SAO sign off. Provides evidence to independent assurance providers that process design is fully operating 19 Deloitte Shared Services, GBS & BPO Conference 2014
20 Example 1 Process Pathway Analysis We created an end to end process visualisation to assess deviations EXAMPLE Understanding and visibility of ALL the process flow paths. The common patterns can be checked for conformity to the process. More advanced calculations can be added to look at average dwell in each stage for each pattern. 20 Deloitte Shared Services, GBS & BPO Conference 2014
21 Example 2 Process Performance Analysis EXAMPLE We used a visualisation technology to build a custom interface for users to explore and ask questions of the data against their processes and business scenarios The overall view of the process shows us key metric for each stage of the process. The boxes change colour when the rate in and rate out are out of balance. Using filterers we can compare different types of order scenarios over time. Further analysis can be performed to drill into the data that will allow further analysis of the selected scenario. Custom view can be made for different teams, showing relevant visualisations and metrics. 21 Deloitte Shared Services, GBS & BPO Conference 2014
22 Example 3 Risk & Control Analytics EXAMPLE Identify and connect to relevant data sources Risk monitoring and controls automation platform Capture knowledge of key risks, internal controls and assurance requirements Action taken Route and Escala te Except ion Closed Notify User Gener ate Except ion Defined exception handling and remediation function Exception Management System Dashboard Reporting 22 Deloitte Shared Services, GBS & BPO Conference 2014
23 Sharing Key Learning Points Analytics will not solve your process problems be they in the SSC or upstream Have a long term plan and implement it gradually walk before you try and run Tackle opportunities process by process, and implement the those repeating analytics in waves Don t allow ownership to pass to IT. Allow and expect your underpinning technologies and organisation model to evolve Bear in mind independence from your core ERP / business systems Ensure the environment is ITGC compliant if you want your audit colleagues to rely on your capabilities 23 Deloitte Shared Services, GBS & BPO Conference 2014
24 Thank you! 24
25 Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited ( DTTL ), a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see for a detailed description of the legal structure of DTTL and its member firms. Deloitte LLP is the United Kingdom member firm of DTTL. This publication has been written in general terms and therefore cannot be relied on to cover specific situations; application of the principles set out will depend upon the particular circumstances involved and we recommend that you obtain professional advice before acting or refraining from acting on any of the contents of this publication. Deloitte LLP would be pleased to advise readers on how to apply the principles set out in this publication to their specific circumstances. Deloitte LLP accepts no duty of care or liability for any loss occasioned to any person acting or refraining from action as a result of any material in this publication. Deloitte LLP is a limited liability partnership registered in England and Wales with registered number OC and its registered office at 2 New Street Square, London EC4A 3BZ, United Kingdom. Tel: +44 (0) Fax: +44 (0)
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