So steigern Sie den Nutzen Ihrer Unternehmensplanung

06.12.2022 © 2022 by IBsolution GmbH 1
6 critical levers
for reducing
effort
6 decisive
levers
for adding
value
&
We identified 12 levers for optimizing
planning and corporate performance
management

6 levers
f o r reducing
effort
6 levers
f o r adding
value
Mana gement Consulting | Smar t Enter prise | Data & Analytics | Cyber Security
Strategic
Planning
Operational
Planning
Forecasting Reporting
revenue
personnel
investments
others
Make use of delta
planning and automation
Optimize
detailing
Actively manage
planning processes
Integrate all planning
dimensions
Benefit from the
latest technologies
Improve data
management
Use simulations for
deriving scenarios
Establish a driver-based
planning
Start with a top-down
target setting
Benefit from
best practice
Establish change
management processes
Add more value
to data
Busi n e s s Transf o rm a t i o n | SAP S/4HANA & ERP | Busi n e s s Tech n o l o gy Platf or m | Custom e r Experi e n c e | Integ r a t i o n | SAP Master D ata Govern a n c e |
Busi n e s s Intel l i g e n c e | Data Wareho u s i n g | BI Self Service | Plan n i n g & Repo rt i n g | Iden t i ty & Access Mana g em e n t

© 2022 - IBsolution GmbH 3
The 6 critical levers for
reducing effort in
management
1 |
Make use of delta planning and
automation
✓ Less number crunching
✓ Focus on changes and
measures
2 | Optimize detailing
✓ Accelerates processes
✓ Business focused
3 |
Actively manage planning
processes
✓ Reduces loops and double
work
✓ Early risk management
4 | Integrate all planning processes
✓ Shortens process
✓ Simultaneous planning
✓ One time data entry
5 |
Benefit from the latest
technologies
✓ Less bugs and
reconciliation
✓ Increases machine usage
✓ Enables self-service
6 | Improve data management
✓ High data availability and
quality
✓ Less data owners

Strategic
Planning
Operational
Planning Forecasting Reporting
revenue
personnel
investments
others
Make use of delta
Optimize
detailing
Actively manage
planning processes
dimensions
Benefit from the
latest technologies
Improve data
management
Use simulations for
deriving scenarios
planning
target setting
Benefit from
best practice
Determine change
Add more value
to data
Busi n e s s Intel l i g e n c e | Data Wareho u s e i n g | BI Self Service | Plan n i n g & Repo rt i n g | Ident i ty & Access Mana g em e nt
6 levers
f o r reducing
effort
6 levers
for adding
value

Details
▪ Permanent use of simulations to derive
scenarios within the framework of strategic
and operational planning as well as
forecasting.
▪ Fast IT-supported calculation of scenarios
based on real data in detailed data structures .
▪ Transparent consideration of premises,
drivers and effects, also using external data
sources.
▪ Flexible switching on and off of measures.
▪ Integration of a driver logic or cause-effect
models.
7 | Use simulations for deriving scenarios
Actuals Definitions
Plan
▪ Premises
▪ Strategy
▪ Goals
Plan
Measure 01
Measure 02
Measure 03 Measure 04

Details
▪ Graphical modeling of business-specific drivers
and their cause-effect chains.
▪ Visualizing the impact of strategic and
operational measures (right to left).
▪ Visualization of the effect of modified
measures (right to left).
▪ Visualization of the impact of a changed top
KPI on drivers (left to right).
▪ Bundling of measures into scenarios.
▪ Acceptance and thus deployment
prerequisites for:
▪ Maintaining the balance between
complexity and simplification in
modeling
▪ The creation of transparency with
regard to cause-effect models
▪ Joint model with the business
Plan
8 | Establish a driver-based planning
Top KPI Caus e/E ff e c t Driver Meas ur e s /S c e n a r i o s Usage/ A n a ly s i s
Necessary
change of drivers
due to change of
top KPI
KPI modification
as a result of
change in
drivers/measures
measure
measure
measure

Details
▪ Reduce negotiations and planning loops to a
minimum.
▪ The starting point of planning are the (multi-
year) target values. They provide the planners
with orientation and indicate what is to be
achieved.
▪ Target values are derived from various sources:
strategy, benchmarks, forecasts, capital market
expectations, etc.
▪ Target figures can be derived using various
methods. Simulations and scenarios have
proven their value.
▪ Target values must not be understood as
mandatory.
▪ Acceptance and assumption of responsibility for
the budget must be achieved through
involvement.
▪ “Gaps” between bottom-up and top-down
planning are always treated differently.
Plan
9 | Start with a top-down target setting
▪ Pre-p l a n n i n g in a small team
▪ Inte ns i v e prepa r a t i o n of the
target value s
▪ Cons i d e r a t i o n of releva n t
framew ork param et e r s
▪ Trans p a r e n cy abou t
proce s s e s , data & systems
▪ Involv em e n t of the plan n i n g
team
▪ ...
Accel er a t i o n of
negot i at i o n s to close
the gap
Goal/St r a t e gy Budg e t
T
o
p
-
d
o
w
n
B
o
t
t
o
m
-
u
p
Negot i a t i o n

Details
▪ Leveraging the experience of many companies
and their business planning means avoiding
mistakes others have already made.
▪ Using current tools and future developments:
▪ Knowing and properly using them in
terms of performance or functionalities
▪ Use for innovative concepts
▪ “Ready-to-run” AGIMENDO solution
modules/planning apps: HR, investment,
finance, etc.
▪ Know-how mapped in software regarding:
▪ Data input/templates
▪ Processes and workflows
▪ Reporting
▪ Integration with other sub-planning
applications
▪ etc.
Plan
Best Practice & Innovations
Business Blueprints | Business Content | Process Outlines | Product Recommendations |
IBsolution Apps | Deployment Packages | Integration Scenarios | Data Models |
Architecture Models | IBacademy | etc.
Q uick
B enefit
Low
c osts
F ast
ROI
Reduced
e ffort
Many years of experience in
planning projects
Methodological competence
& process understanding
State of the art
SAP Know how
Minimum
r isk
10 | Benefit from best practice

Details
▪ Experience shows that changes trigger concerns
and resistance. These must be actively
recognized and managed.
▪ A change in planning usually results in changes
in the behavior of planners and decision makers
and thus in change requirements, e.g.
▪ New process with modified roles
▪ Commitment regarding the target
values
▪ Creation of an “action” culture, etc.
▪ A company-specific change concept covers the
areas of communication, training, feedback and
stakeholder management.
Plan
11 | Establish change management processes
Change Strat eg y & Planning
Chan g e Network
Chan g e Impac ts
Commun i c a t i o n
Knowl e d g e Buil d i n g
Chan g e Moni t o r i n g

Details
▪ Machine and automated analysis of detailed
structured and unstructured data based on
machine learning and artificial intelligence.
▪ Automated algorithms based:
▪ Extension of the data base
▪ Analysis of mass data
▪ Showing correlations
(descriptive & diagnostic analytics)
▪ Prediction of the near future
(predictive analytics)
▪ Proposing countermeasures based on
the data or algorithms
(prescriptive analytics)
▪ Prerequisite:
▪ Data is detailed data, not aggregated
▪ Data is available, see Data Management
Plan
12 | Add more value to data
Push Pull
Data Pool
From Insight
( T radi tio nal An a l ysis)
To Foresig h t
( D a t a-based P re d icti on)
Get
Momentum
Data Pool
Deviation
Analyses Algorithms
create
momentum
?

The 6 decisive levers for
adding value to
management
© 2022 - IBsolution GmbH 11
7 |
Use simulations for deriving
scenarios
✓ Enables agile performance
management
✓ Being prepared for the
worst case
8 | Establish a driver-based planning
✓ Being aware of root-cause-
effects
✓ Supports decision based
planning
9 | Start with a top-down target setting
✓ Reduces planning loops
✓ Links budgeting to strategy
✓ Shortens process
10 | Benefit from best practice
✓ Usage of 1st tier
company`s know how
✓ Ready-to-work solutions
11 |
Determine change management
processes
✓ Makes conceptual changes
happen
✓ Ensures benefit realization
12 | Add more value to data
✓ Gain insights from data
✓ Improves decision making

Strategic
Planning
Operational
Planning Forecasting Reporting
revenue
personnel
investments
others
Make use of delta
Optimize
detailing
Actively manage
planning processes
dimensions
Benefit from the
latest technologies
Improve data
management
Use simulations for
deriving scenarios
planning
target setting
Benefit from
best practice
Determine change
Add more value
to data
Busi n e s s Intel l i g e n c e | Data Wareho u s e i n g | BI Self Service | Plan n i n g & Repo rt i n g | Ident i ty & Access Mana g em e nt
6 levers
f o r reducing
effort
6 levers
for adding
value

© 2022 by IBsolution GmbH 13
Technology Drives
Innovation
Only those who
understand both
processes & technology
can optimize planning
procedures with
innovative concepts and
solutions.
06.12.2022

So steigern Sie den Nutzen Ihrer Unternehmensplanung

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