Why should you attend:
Many organizations struggle
· How well do our managers and employees understand our executive team’s strategy?
· Are we measuring the right metrics?
· If we are measuring key performance indicators (KPIs), are they “balanced” between financial outcomes and the non-financial measures related to customer loyalty, process improvement, employee learning & growth, and innovation?
· Are we measuring too many strategic KPIs where many are arguably operational performance indicators (PIs)?
· Are our product and service-line costs accurate? Or are our accountants
· Do we measure non-product channel and customer costs to report profit or loss by each customer?
· How effective is our annual budgeting process? Does its benefit exceed the costs to produce it?
· Is the budget out of date within a few months after it is published?
· Do experienced managers “pad” their department’s budgets?
· Is consolidating cost center budgets bottom-up cumbersome?
· Do we understand
· Are many of our decisions based on intuition or experience rather than on fact-based data?
· How much competency does our organization have with analytics?
How much resistance to change does our organization have that is slowing our adoption rate of progressive managerial methods?
Description of the topic:
Many organizations are far from where they want and need to be with improving performance, and they apply intuition, rather than hard data, when making decisions. Enterprise performance management (EPM) is now viewed as the seamless integration of managerial methods such as strategy execution with a strategy map and its companion balanced scorecard (KPIs) and operational dashboards (PIs); enterprise risk management (ERM); capacity-sensitive driver-based budgets and rolling financial forecasts; product / service / channel / customer profitability analysis (using activity-based costing [ABC] principles); customer lifetime value (CLV); lean and Six Sigma quality management for operational improvement; and resource capacity spending planning. Each method should be embedded with business analytics of all flavors, such as correlation, segmentation and regression analysis, and especially predictive analytics as a bridge to prescriptive analytics to yield the best (ideally optimal) decisions. This presentation will describe how to complete the full vision of analytics-based enterprise performance management.
Areas Covered in the Session:
· How strategy maps and their companion balanced scorecards communicate strategic objectives with target-setting to help cross-functional employee teams align their behavior to the strategy and better collaborate.
· Why measures of channel and customer profitability and customer value are now
· How activity-based cost management (ABC/M) provides not only accurately traced calculated costs (relative to arbitrary broad-averaged cost allocations), but more importantly provides cost transparency back to the work processes and consumed resources, and to what drivers cause work activities.
· Reforming the broken annual budgeting process with
· Why business analytics, with emphasis on predictive analytics and pro-active decision making, is becoming a competitive advantage differentiator and an enabler for trade-off analysis.
· How all levels of management can quickly see and assess how they are doing on what is important – typically with only a maximum of three key performance indicators (KPIs).
· How to integrate performance measurement scorecards and ABC/M data with:
o Strategy formulation.
o Process-based thinking and operational productivity improvement.
o Channel/customer profitability and value analysis and
o Supply chain management.
o Quality and lean management (Six Sigma, cost of quality).
Who will benefit:
Duration: 75 Minutes
9. Gary Cokins is an internationally recognized expert, speaker, and author in enterprise and corporate performance management improvement methods and business analytics. He is the founder of Analytics-Based Performance Management, an advisory firm located in Cary, North Carolina. Gary received a BS degree with honors in Industrial Engineering/Operations Research from Cornell University in 1971. He received his MBA with honors from Northwestern University’s Kellogg School of Management in 1974. Gary began his career as a strategic planner with FMC’s Link-Belt Division and then served as Financial Controller and Operations Manager. In 1981 he began his management consulting career first with Deloitte consulting, and then in 1988 with KPMG consulting. In 1992 he headed the National Cost Management Consulting Services for Electronic Data Systems (EDS) now part of HP. From 1997 until 2013 Gary was a Principal Consultant with SAS, a leading provider of business analytics software. His two most recent books are Performance Management: Integrating Strategy Execution, Methodologies, Risk, and Analytics, and Predictive Business Analytics. His books are published by John Wiley & Sons. Gary regularly presents at conferences for the AICPA and state CPA societies. He is a certified CPIM with The American Production and Inventory Control Society (APICS). He is currently the part time Executive in Residence for the Institute for Management Accountants (IMA).