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Business Transformation

Transcript: So how do business transformation fit into the picture? Needs Want Let's start with looking at how requirements for an I.T. related project are influenced by the main functions within an organisation = ? Similar to the business function, the I.T. function can be influenced by: Personal agenda Political pressure Idealism Lack of industry knowledge Divided loyalties Adversity to change Need Business = Happy I.T. = Happy Common fears & problems Lack of I.T. comprehension Disinterest in the detail Unwilling to learn the detail Intimidated by technical speak Expecting I.T. to fill in the blanks Existing preconceptions Problems What we do... The business function How should requirements be driven? Wants Business Transformation But it's not all one-sided... Even with a set of balanced requirements, the business function working directly with the I.T function can provide its own obstacles... The I.T. function need to think about what they are delivering in the context of the landscape the business operates in: Future proofing Solution complexity proportionate to the business benefit Empathise with business constraints The I.T. function Requirements can be based on: Personal agenda Political pressure Idealism Lack of industry knowledge Divided loyalties Adversity to change Problems WIN!! These factors can cause the I.T. function to focus more on execution and delivery, rather than looking holistically at business benefit and need... We want to do it our way :-( Requirements should be based on: Business benefit vs. the cost of delivery Compromise Appreciation of complexity of the I.T function Take the time to comprehend how the solution works I.T. Business Business Transformation = lots of stress but loads of $$$

Business Transformation

Transcript: Corrections/Failed Payments (OND'13) AP Trade E2E Ownership (Nov'13 - Jan'14) Leverage Paperless (Dec'13 - Mar'14) Low Value Invoices (JFM'13) FinSol process (Nov'13 - Feb'14) Vendor Letters (OND'13) The main objective is standardized and simplified Correction Process across America. Background: Taking into account a workshop performed last year and the integration of correction process as Americas, it is very important to redesigned the operations for corrections, eliminating the rework that is being generated. Goal: Deliver Two FTE savings during FY 13/14. Status: A project was initiated in July’14, mapped of the task was completed and it was determine that at least 2 FTE can be delivered with the process integration and rework elimination. CPS was established by Correction Team to implement the changes. New Tool to consolidate the process is under development. Oct 9th, 2013 Workshops Ideas in Process…. FYE Report – Use XML information to create the FYE report  DEC 13 One Stop Shop (Oct'13 - Mar'14) Increase Auto Post (AMJ'14) PBS Assessment Team (JFM'14) RFT-PBS Measure (AMJ'14) Identify different/improved ways of avoid troubleshooting. From Commitment Workshops Regional Projects Considerations Vendor Letter (Escheatment) Redesign (In Progress) Benefits One Stop Shop Improve invoice resolution time from 22 to 5 days by canalizing troubleshooting via one SPOC that will be responsible for resolution. Project Management methodology Potential Companies – INTEL  JFM14 Global projects Depends on Tool. Leverage Paperless Considerations Regional Projects Execute a benchmark process with companies that have minimum troubleshooting required in a way that P&G can reapply best practices. The main objective is to Map end to end troubleshooting processes between SJO and the other SC to identifies key differences and determine process to standardize. Benefits: Understand Global Efforts to solve an invoices and the support received from the other (parties PSS and Sides). Reapply best practices across SC. Goal: Have at least two ideas to reapply from SJO to Other CS and vice versa. Have a clear understanding of PSS scope of work and standardize it. Have clear scope of “Governance Model”. Constrains: Define a standard process with a negative impact to SJO Operations/Business. Objective Breakthrough Global projects How to Win? FINSOL Interaction Workshops Ideas to be started…. Business Transformation Driving Innovation Considerations Business Transformation Driving Innovation Where to play? Where to play? Objective To implement a robust interaction model between FINSOL and PBS Operations In a way that: the portfolio management and the Operation involvement be more efficient based on an excellent planning and execution model So that: Projects are delivered with high quality without generating rework, disruptions or over participation to the PBS operations Importance Improvements on the FINSOL and PBS operations are important because: *Reduces the time spent by operations on the project delivery *Improves the planning in both sides *Reduces overloads in key resources *Keep both organizations updated in their own processes *Minimize potential risk associated to project delivery Objective Successful project Delivery Deliver 4 Workshops Deliver PBS FinSol portfolio Deliver 5 Breakthrough ideas Benchmarking (Internal/External) Deliver RFT-PBS measure 3rd ROCK Business Transformation FINSOL Actions Continues improvement projects Assess and leverage the features brought by Paperless. To Internal FinSol Support (OND'13) Invoice Troubleshooting (Oct'13) External Intel (JFM'14) The main objective is determine total roles and responsibilities in terms of AP trade open documents, ensuring teams are following up correct process and there is single control point across SJO PBS. Benefits: Eliminate surprises in terms of open documents without owner. Have a clear end to end ownership. Simplification and standardization of processes. Goal: Get at least 5 ideas for simplification and standardization. Aligned who should be the single AP trade control point, with the corresponding role and responsibilities. Constrains: Limitation of resources if an automation is required. Corrections/Failed Payments (Under designed) Strategic Plan Status of Ideas In Process Review of Ideas to be Started Q&A DMS – P2P Pulse Analyst role Invoice Suspend Benchmarking – Troubleshooting Best Practices (October, 2013) Agenda Benefits Benefits External Benchmark The main objective is simplify/streamline the process while ensuring full company compliance to the unclaimed property law (escheatment). Background: Each Vendor Letter request s intended to be attended in 30 days. Nevertheless by Agu 30th, 2013 we had 159 items as back log representing ~$380M USD, with more than two years of be requested an action by supplier. This situation is putting the company at risk of penalties from state, since those checks are excluded from the regular escheatment process, but not

Business Transformation

Transcript: Business Transformation Lack of an integrated framework, often Board is at distance Outcomes and activities alignment weak Seen as an IT initiative Commitment Fizzle, Sustaining momentum after initial hooplah. Fortune 500 in 1955 Vs 2014, 88% have gone out of Business > 40% of Indian startup business that started in last 2 years have failed to survive What hinders transformation? What to strengthen and deepen What to discard Key activities that must be done What could be Productized (standardize, automate) New identity: portfolio & market communication New revenue models, engagement models New workflows, and process owners Celebrate small success Measure outputs and outcomes Short and long term outcomes Goal alignments within function and across functions Impact making investments, associated risk Investment that leads to revenue gain or market relevance Remove dedication in marketing, HR and support functions Evaluate Sustain Visualize Transformation requires simple yet effective framework Current business model Current skills & capabilities Systems & process Execution efficiencies: sales funnel, closure rate, COPQ, Discounts, NVA, brand loyalty, Key account management, AR/AP, attrition, leadership Define Companies need to constantly review their offerings every 4 years. Evaluate changing market and technology requirements Shed (disintegrate ) & re-configure to be relevant New Normal Platformize, Optimize Develop Ecosystem rent seeking capability Measure Outcomes and Impact Constitution defining roles and distribution of authority Train and build capabilities of People and infrastructure RCA and Knowledge Management consolidation Co-creation and collaborative working All images are owned by respective copyright owners. We thank them. Survival rates are shrinking Create leadership circle across functions High cross-functional hands down review Implement Lack of consistent Marketing to stakeholders: Inform, influence and advocacy Too rigid plans Lack of effective measurement system that captures direction & speed of change Lack of ownership at many levels. #38, 2nd Floor, 8th Main, 8th Cross Jayanagar 2nd Block Bangalore-560 011 Ph: +91-80-26565164/40951170 Identify champions who would own & drive Bring “sense of urgency” How you ride Product – Technology Roadmap What Investments yield high impact Platform approach to attack variety Thank you

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