Johan Lindström, CFO IBM Sverige, delar med sig av erfarenheterna av IBMs egna transformation och hur man idag arbetar mer med analys i sitt arbete,

1. © 2014 IBM Corporation
IBMs Finance Transformation mot bättre
verksamhetsstyrning
Johan Lindstrom
CFO IBM Sverige

2. © 2014 IBM Corporation2
Our Strategy is built around Transformation – our enterprise model
evolved based on Innovation and Global Integration
 Reality of Global
Integration
 Emergence of a New
Computing Model
 Innovation and
Integration
 Shift to higher value
business
 Invest in Growth Markets
 Global Integration
 Invest in Innovation
 Ongoing productivity and
margin improvement
International
Multi-national
Global EnterpriseWe saw Change Coming
… and Transformed IBM
Up to 1990s
2000 and beyond

3. © 2014 IBM Corporation3
 14,000 Finance employees – 2x Competition
 Decentralized organization
 Disparate Financial Systems
 High percent of time spent on Administrative tasks
 Finance organization viewed as low value add
Lack of corporate-wide
data strategy
 Inconsistent definitions
 Unique measurements
 Slow close process
 Lack of data integrity and
transparency
No global process
leadership
 Inefficient processes
 Inability to implement best
practices across units
 No measure of process
efficiency
Multiple data
centers/applications
 Lack of integration
 20 – 25 years old
!
Pre-1994, IBM Finance was mostly decentralized and a maze of
Financial Systems
Vital information was lost at every consolidation level

4. © 2014 IBM Corporation4
 8 process teams formed
 Driven by external benchmarks
 Linked to IT initiatives
Process Enhancements
Key initiatives
 Improve productivity by 50% within 24 months
 Significantly increase data quality and availability
Objectives
Data Strategy
 Common chart of accounts
 Information warehouse
 Functional productivity "Workbench"
Information Technology
 Reduce data centers
 Reduce key applications
 Create/implement strategic,
integrated architecture
After defining the major objectives, IBM took a three prong approach
for its Finance Transformation

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Changing Focus of Finance’s Job Requirements and Skills
Finance value is bifurcating Skills need to evolve from Core to
Consultative
Process Efficiency
•Deploy Global Processes
•Deliver Standardized Support
•Leverage Skills/Tools for Scale
•Accurate and Timely Data
Actionable Insight
•Headlights and Roadmaps
•Expertise in Growth Areas
•Business Intelligence/Analytics
•Align Resources for Rev. Growth
Value Proposition
Efficiency
Standards
Harmonization
Agility
Effectiveness
Predictive
Business Acumen
Actionable
Profitable Growth
Skills
StrategicInsight
Quantitative Qualitative
Core Leadership
ConsultativeAnalytical
Pulling
Reports
Performing
Ledger entries
Accounting
Principles
Reconciling
Data
Project
Management
Building Trust
Data
Modelling
Trend
Analysis
Forecasting
Statistical
Techniques
Packaging &
Presenting
Negotiating
Problem
Solving
Listening
Business
Acumen
Partnership
Influencing
Risk
Management
Invoicing
Financial
Concepts
Insight
Generation
Change
Management
Scenario
analysis
Business
Ethics
Persuasive
Communication

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