Virtual CIO offering, Business Performance

1. DaVinci Partners

2. 1. The information challenge

3. Scorecards
Spreadsheets
IM/chat
Newspapers
Financial reports
Documents
Meetings
Email Portals
Business books
Slide decks
Webcasts
Presentations
RSS feeds
Project plans
Intranet
Blogs Dashboards
Magazines Analytic
applications
Television reports
Internet
Charts and graphs

4. Business demands becoming more complex
Shareholder, Board
Transparency
Business Trends
Enterprise
Affecting Strategy Accounting
Risk
Business complexity
Scandals
and Technology Management
Increasing
Compliance
Globalization
Controls
Internet Business
bubble Intelligence
Information
explosion
Y2K
Financial Systems updates
Internet
Infrastructure Technologies
E-mail
Desktop
Accounting
2000s
1990s

5. High performers are more focused on strategic
business issues than operational details
High performers invest in
advanced capabilities
Source: quot;The Changing Role of the Organization in a Multi-
Polar World: Accenture High Performance Study 2008.quot;

6. People, processes, and technology drive business performance
Increasing Value
Organization-wide access to relevant business information (no IT filter)
People Easy-to-use intelligence tools for all levels and roles
Role-based delivery of performance-related information
Scorecards, dashboards, and strategy maps that identify business drivers
Standardized KPIs to align with business goals and initiatives
Processes &
Redesigned business processes to affect business drivers
Methodologies Automated workflow for simpler consolidation and reporting
Data integration to combine information from existing systems
Technology Data consistency, security, and integrity
Server-based views to allow collaboration and consistency – single
version of the truth

7. Business Performance Management
Performance Management Applications
“I need to improve our analytics
Financial
capabilities so we can understand our
Budgeting, Planning and Forecasting, Consolidation, current business performance and do
Management Reporting, Scorecards & Analytics a better job of planning for the future.quot;
“I need better visibility into my cost of
Operational/Supply Chain/MFG
operations so I can target specific
cost reduction opportunities that
Operational Dashboards, Supply Chain Analytics,
won‟t have a negative impact.”
Constraint Based Planning
“I need better visibility into our pipeline
Sales/Customer/Marketing
performance so I can focus on deals that help
Analytic CRM, Sales Forecasting, Campaign me grow business with my most profitable
customers.”
Management & Analytics, Sales Scorecards
Human Resources “I need better visibility into our talent
management so I can plan for growth and
HR Analytics, Headcount Planning, Talent
understand issues before they become
Scorecards, OPEX Planning & Analytics
troublesome.”

8. 2. The need for an integrated approach

9. Users attempt to integrate
data in their own
environment (Office)
Many management
systems developed
„offline‟
Disconnected from source
and „formal‟ systems
Point solutions for
management Sales Management
CRM Dashboard Planning
processes Reporting
Analytics
Little or no
integration
Doesn‟t deliver the
integrated BI Data Data
Warehouse Mart
solutions

10. Need for an Integrated Approach
What do I want to happen?
Planning and Budgeting
How to coordinate
What did happen?
what happens?
Management Reporting
Scorecard
Common KPI’s
Financial Consolidation
and Business Rules
What is happening now?
What will happen? Dashboard
Forecasting
Why did this happen?
Analytics

12. “Less than 5.0% of the typical workforce understands
their organization’s strategy”
Kaplan & Norton

13. Actionable strategy has an Operational Blueprint

14. Why is Planning Important?
Recommended Actions Evidence from Highly Effective
Organizations
71%
Utilize collaborative planning, reporting and
decision-making process 55%
68%
Employ rolling forecasts, based on relevant
business events 50%
65%
Use a streamlined, integrated budgeting process
48%
50%
Use linked and aligned scorecard metrics down
to each function and business unit 35%
Highly effective
43%
Create enterprise-wide performance management organizations in
reporting 28% managing performance
Moderately effective
organizations in managing
performance
Source: IBM Business Consulting Services, The Global Study 2005

18. 3. Performance Management from DaVinci Partners

19. The DaVinci Difference
Corporate
Strategy Financial & Business
Compliance Reporting
Risk
Treasury & Cash
Management
Management
Business
Management Budgeting &
Analysis & Across
Planning
Monitoring Multiple
Systems
Information Sales & Marketing
Technology
Legal & Regulatory Business Units
Operations Management Human Resources

20. Aligning past informatoin, present conditions, and future outcomes
What is happening?
Scorecards
Why did it happen?
and Dashboards
Analytics
What happened?
Reporting,
Consolidation
What will happen? What do I want to happen?
Forecasting Planning, Budgeting

21. 4. Partnering for success

22. Focusing the IT Debate on Creating Business Value
Using boardroom-relevant metrics and recognized diagnostic tools, we shift
the IT debate from “utility” to “value creation.”
Creating Powerful Propositions for IT-enabled Change
We work with senior management teams to frame the business rationale for
significant change where IT is a major component.
Optimizing the IT Investment Agenda
Our experts devise clear investment roadmaps to help companies balance
short and medium-term investment agendas, appropriate for the economic
climate.
Transforming IT to Deliver Improved Capability and Business
Results
We deliver a comprehensive approach to transforming the IT organization for
better business performance.

23. Global Service
Logistix

24. Rescue 8

25. 5. Conclusion

26. High Performance is a Journey
First step is to know your “Blueprint”
Strategic
Leading
Innovate methodology
Operational Blueprint
Continuous planning (frequency)
Accelerating Extended enterprise scorecards
extranets
Methodology permeates
Closed-loop continuous process
Metrics cascade throughout
Aligning
standardization
“Try on” methodology (BSC, Six Sigma)
Process codification – financial planning
Departmental metrics
Operating Data silo‟s
No management methodology
Manual planning process
Tactical
Financial metrics
spreadsheets
Three to Five Year Progression

27. DaVinci Partners
Vision and strategy
Complete and integrated
Performance Management
offering
Agile products that adapt to
your information needs
Built on a trusted part
of your IT backbone