Ibm%20 fmi%20accelerating%20transformation%20using%20benchmarks%20final%2026092013

© 2013 IBM Corporation

This presentation was developed and delivered by IBM Canada for Financial Management

Institute Capital Chapter event “Transformation and Financial Challenges in 2013-2014”. No

part of this presentation may be circulated, quoted, or reproduced for distribution without prior

written approval from IBM

Transformation and Financial Challenges in 2013-2014

September 26, 2013

Accelerating Transformation using

Benchmarks


Agenda

Benchmarking Public Sector Financial Management to Private Sector

Financial Management

Adopting Leading Practices in the Government

Transformation Case Studies & Lessons Learned

September 26, 2013 2


Speakers

Svina Dhaliwal, CMA, PMP

– Managing Consultant, Strategy and

Transformation, IBM Global

Business Services

– 12 years of experience in the public

sector

– 8 years of consulting experience

– Expertise in: financial planning,

budgeting, reporting, costing, finance

Strategy, performance

measurement, contract

management, business case

development, project management


Kim Butler, CGA, PMP

– Associate Partner, Strategy and

Transformation, IBM Global Business

Services

– Practice Lead, Shared Services &

Finance Transformation, Public

Sector Canada

– Over 25 years of experience in the

public & private sectors

– 15 years of executive management

consulting expertise

– Expertise in: Program and project

management, shared services,

Finance strategy and transformation,

executive client management, and

organizational transformation

management


Benchmarking Public Sector vs. Private Sector

Benchmarking allows organizations to:

– Establish a baseline – measure and compare with similar organizations

– Identify potential areas for improvement and best practices

– Assess appropriate targets and serve as a business case for change

Where does the data come from for IBM’s Benchmarking Program?

– Primary research, such as new global surveys conducted by IBM, combined with partner research

– Founded in APQC's Open Standards Benchmarking

– Data is continually being updated, validated and normalized

Where did the leading practices come from?

– Primarily from IBM projects and research as well as publicly available sources

– Intellectual capital generated from the Open Standards Benchmarking Collaborative

What type of metrics are used?

– Cost Metrics

– Efficiency (FTE-based) Metrics

– Cycle-time Metrics

What type of organizations are included in the Public vs. Private Sector benchmarking?

– Public Sector: includes all branches; Executive, Legislative, Support Orgs, etc. and all levels of

government and public sector entities

– Private Sector: all industries

4 September 26, 2013

- Median – midpoint value in the distribution; half of

respondents perform below and half perform above.

- Benchmark – 80th percentile in the distribution; 80% of the

respondents perform below and 20% perform above.


An illustrative Finance & Accounting Business Component Model will help guide our discussion today on four focus areas

Dir

ec

t C

on

tro

l E

xe

cu

te

Accounting Close

and Consolidation

Close Coordination

and Scheduling

Financial

Reconciliation

Accounting

Guidelines

Pre-close Execution

Close &

Consolidation

Adjusting Entry Review

& Approval

Accounting

Policies

External Financial

Reporting

Financial Statements

Preparation

Regulatory Reporting &

Public Accounts

Production

Regulatory Inquiries

Handling

External Reporting –

Statutory Policy

Financial Disclosure

Requirements

Reporting Compliance

Monitoring

Detective Self-Audit

Financial Statements

Approval

Audit Support

External Reporting –

Non Statutory Policy

External Reporting

Guidelines

Funding &

Corporate

Finance

Revenue & Funding Policies

Cash Management

Revenue & Funds Processing

Revenue & Funding Guidelines

Funding Allocations

Revenue & Funds Requests

Source of Funds

TB Submissions

Input to ARLU

Input to Estimates

CPP and EI Recoveries

Accounting Operations / Transaction

Processing

Accounts Payable

Processing

Travel and Expense

Processing

Journal Entry Review

& Approval

Monitor Authority and

Limits Delegation

Account Reconciliation

Finance Policy

Monitoring (Including

Asset)

Loans & Accounts

Receivable

Processing

Journal Voucher

Processing

Interdepartmental

Settlement Processing

Financial Policies

(Including Asset)

Financial Guidelines

(Including Asset)

Acquisition Card

Payment Processing

Credit and Collections

Financial Procedures

& Business Rules

Asset Reconciliation

Tracking & Mgmt

Asset Accounting

Budgeting &

Forecasting

Budget and Forecast Policy

Strategic Planning & Target Setting

Budget Development

Operational Planning

Budget Policy Monitoring

Budget to Actual Variance Analysis

Forecast Preparation

Capital Planning

Budget Plan Approval

Forecast Analysis & Monitoring

Budget Guidelines

Financial

Management

Controls

Framework

Financial Risk

Monitoring

Financial Management

Control Framework

Financial Controls &

Compliance Reporting

Financial Controls &

Compliance Monitoring

Fraud Management

Financial Risk Scoring

and Evaluation

Financial Risk

Reporting

Financial Risk

Identification and

Ownership

Financial Risk

Framework

Establish Financial

Controls

& Authorities

Funding &

Corporate

Finance

Revenue (budget) &

Funding Policies

Cash Management

Revenue (budget) &

Funds Processing

Revenue (budget) &

Funding Guidelines

Funding Allocations

Revenue (budget) &

Funds Requests

Source of Funds

TB Submissions

Management

Input to ARLU

Input to

Supplementary

Estimates

Input to Main

Estimates, RPP &

DPR

TB Submissions

Budgeting &

Forecasting

Budget and Forecast

Policy

Strategic Planning &

Target Setting

Budget Development

Operational Planning

Budget Policy

Monitoring

Budget to Actual

Variance Analysis

Forecast Preparation

Capital Planning

Budget Plan Approval

Forecast Analysis &

Monitoring

Budget Guidelines

5


Benchmarking Public Sector Financial Management to Private Sector Financial Management - Accounts Payable Processing

September 26, 2013 Not for Distribution 6

Accounts Payable

Processing

Metrics Median Benchmark Gov’t BM vs.

Private BM Gov’t Gov’t Private

Co

st

Total cost of the process "process accounts payable" per one thousand

Canadian Dollar revenue / budget for Government. $1.19 $0.74 $0.33 +126%

Personnel cost (including benefits) of the process "process accounts payable"

per one thousand Canadian Dollar revenue / budget for Government. $0.62 $0.48 $0.23 +114%

Systems cost of the process "process accounts payable" per one hundred

thousand Canadian Dollar revenue / budget for Government. $10.69 $7.27 $2.48 +193%

Eff

icie

ncy

Number of FTEs for the process "process accounts payable" per one billion

Canadian Dollar revenue / budget for Government. 11.59 5.97 4.75 +26%

Number of invoices processed per "process accounts payable" FTE. 5,194 11,281 18,219 -38%

Number of invoice line items processed per "process accounts payable" FTE. 13,279 47,500 72,833 -35%

Number of disbursements per "process accounts payable" FTE. 3,666 6,018 7,857 -23%

Cyc

le-

Tim

e

Cycle time in days from receipt of invoice until approved and scheduled for

payment. 11.00 7.00 5.00 +40%

Processing payments of operating expenses and other direct or indirect vendor charges.

Notes:

• Total cost includes personnel, systems, overhead, outsourced and other costs for the process. Typically, a lower cost is

considered “better,” all other variables (quality, productivity, cycle time, efficiency) being equal.

• The median represents the midpoint value in the distribution. This is the level at which half of respondents perform below and

half perform above.


Adopting Leading Practices in the Government Accounts Payable Processing

High usage of Purchase orders for both goods and services (>80%)

Process small differences without escalation for resolution. Sampling is used to detect irregularities.

Use digital imaging technology for document processing and storage.

Receive invoices electronically from suppliers

Automate invoice routing through workflow automation.

Integrate the accounts payable system with the procurement system to achieve automated electronic matching

(invoice / PO / Receipt documentation)

Fully integrated purchasing, payables, inventory management and General Ledger systems

Segregation of duties between supplier set up, invoice processing and payment processing

Effective and continuous reduction in invoice volumes through use of procurement cards, invoice consolidation, etc.

Require vendors to consolidate invoices as much as possible

Where vendors will not consolidate invoices, consolidate payment of multiple invoices into a single payment

Capability to remit funds and remittance advices electronically and/or via the web, as payment options such as e-

cash and web-based funds transfer emerge

Provide on demand access to financial information internally through self service capabilities and to suppliers

Centralized A/P organization. Shared services centre for transaction processing in a multi-location, multi-division

organization

Standardize A/P systems, policies and procedures.





Co

st

Total cost of the process "process expense reimbursements" per one thousand

Canadian Dollar revenue / budget for Government. $0.24 $0.12 $0.04 +239%

Personnel cost (including benefits) of the process "process expense

reimbursements" per one thousand Canadian Dollar revenue / budget for

Government.

$0.08 $0.05 $0.02 +136%

Systems cost of the process "process expense reimbursements" per one

hundred thousand Canadian Dollar revenue / budget for Government. $1.58 $0.54 $0.29 +88%

Eff

icie

ncy Number of FTEs for the process "process expense reimbursements" per one

billion Canadian Dollar revenue / budget for Government. 2.64 1.02 0.86 +18%

Number of T&E disbursements per "process expense reimbursements" FTE. 3,478 13,516 11,572 +17%

Cyc

le-

Tim

e

Cycle time in days to approve and schedule T&E reimbursements. 2.50 2.00 3.00 -33%

Benchmarking Public Sector Financial Management to Private Sector Financial Management - Travel & Expense Processing


Travel and Expense

Processing

Processing advancements and reimbursements for employee travel and expenses on

the organization’s behalf.

Notes:




half perform above.


Adopting Leading Practices in the Government Travel & Expense Processing

Reimburse T&E expenses through direct deposit (through payroll system)

Maximize use of common corporate credit card.

Use common, consolidated expense management software across the organization

Reimburse expenses with receipts valued above risk threshold, and without receipt below risk threshold (i.e. $75)

Do not provide travel advances

Track travel and expenses to the level of detail required for control and risk thresholds (i.e. air fare, meals, parking, taxi,

etc.)

Use digital receipt imaging.

Where the company is to pay the cost of travel directly, e.g. for a conference block booking, purchase orders are raised

through the procurement process.

Maximize automated data population for expense claim creation.

Process claims in centralized processing or shared services centers

Provide on demand access to policy and expense-tracking information

Train all employees on the expense reimbursement process, policies and system.

Employees should book all travel through the authorized travel agent, who ensures that the booking is with preferred

suppliers and in line with policy.

Implement policies/systems to process expense reports electronically

Maintain a clear, simple expenses policy with appropriate tolerances and levels of authorization.

Employee details maintained by Human Resources, but payment details held and maintained by AP to process payment





Co

st

Total cost of the process "process accounts receivable" per customer receipt. $116.96 $9.95 $2.65 +275%

Total cost of the process "process accounts receivable" per invoice processed. $86.32 $11.48 $1.63 +604%

Total cost of the process "invoice customer" per invoice processed. $215.31 $77.03 $5.58 +1290%

Total cost of the process "invoice customer" per invoice line item processed. $84.21 $18.83 $0.99 +1802%

Eff

ic-

ien

cy

Number of invoices processed per "invoice customer" FTE. 6,229 40,500 102,941 -61%

Cyc

le-T

ime

Average days sales outstanding (measures timeliness between sale of goods or

services, and receipt of payment). 39.00 22.40 31.00 -28%

Cycle time in days from transmission of invoice to receipt of payment. 21.5 10.8 18.0 -40%

Benchmarking Public Sector Financial Management to Private Sector Financial Management - Loans & Accounts Receivable Processing


Loans & Accounts

Receivable

Processing

Processing loans and accounts receivable transactions including payments, defaults,

interest expense to ensure that balances reflect the actual amounts owing.

Notes:




half perform above.


Adopting Leading Practices in the Government Loans & Accounts Receivable Processing

Regular forecast of cash receipts available for treasury purposes

Employ cycle billing to reduce periodic surges in billing levels

Take advantage of automated links between systems to reduce process cycle time

Integrate system with billing, collection, AP and GL.

Electronic invoicing & collection – automated according to credit terms

Automated tools to assist in: overdue balance follow-up, exception invoices, etc.

Net out payables and receivables and only pay/collect the difference between them

Color-code remittance courtesy reply envelopes for accelerated processing.

Easily accessible summaries of debtor days, daily collection, aging

Automatic flagging and reporting of high risk accounts

– Aged debit balances should be reviewed by management on a regular basis and explanations sought as to why debts

have failed to be recovered.

Use of workflow software to monitor process and help resolve queries

– Image processing to facilitate online query handing

Online customer interface allowing suppliers/customers to update and amend set fields such as contact delivery details and

view a breakdown of their outstanding account details – one single interface for customers.

Shared services centre for transaction processing - Cross-functional teams for customer support, order entry and dispute

resolution

Clearly defined and communicated AR guidelines

– Materiality limits for automatic write-off tolerances

– Focus on error reduction activities

11




Eff

icie

ncy

Number of journal entry line items per "perform general accounting" FTE. 40,385 77,869 153,618 -49%

Percentage of journal entry line items that are corrective/adjusting. 3.00% 1.55% 0.66% +135%

Cyc

le-T

ime

Cycle time in days to perform monthly close at the business entity level. 10.00 7.00 6.00 +17%

Cycle time in days to produce period end management reports. 13.00 10.00 9.00 +11%

Benchmarking Public Sector Financial Management to Private Sector Financial Management - Close & Consolidation Processing


Reviewing preliminary trial balance and adjustments and performing final review of

P&L and balance sheet.

Combining two or more entities for reporting purposes. This includes the elimination

of inter-company transactions between consolidated entities.

Close &

Consolidation

Notes:




half perform above.


Adopting Leading Practices in the Government Close & Consolidation Processing

Simplify and standardize the chart of accounts

– Standardizing and streamlining an organization's charts of account can dramatically improve the

speed of the close process.

– By establishing a focused and consistent set of accounts across business sites, an organization can

effectively measure business performance in accordance with strategic objectives, as well as reduce

consolidation time during the close process.

Automate the financial close

The generation of consolidated reporting from a data warehouse is an automated process, driven by pre-

set consolidation rules.

At the point of transfer for consolidation purposes, information is automatically checked for errors of

omission and for incorrect periods.

The ability exists for consolidations to drill down to the original records in any entity.

For all consolidation items, transactions are recorded in the same account name and code in each legal

entity's general ledger to facilitate and simplify the consolidation process

Simplify departmental relationships as far as possible for consolidation purposes

Journal entries kept centrally at their source



TRANSFORMATION CASE STUDIES & LESSONS LEARNED

14 Not for Distribution September 26, 2013


Case Study: Province of Nova Scotia Background

Province of Nova Scotia entered into a 10 year contract with IBM for SAP Application Managed Services with an annual

commitment for SAP Capital Transformational Project work SAP Managed Services Scope includes Level 1 Service Desk, Break Fix, Technical System Maintenance, System

Monitoring, Minor Enhancements, Standard Operational Changes

Business need

Implement Common business processes to better facilitate management of all business/operational functions and decision making across the Gov Departments & Entities

Consolidate SAP instances across Functions and Departments

Leverage the IBM Managed Services Transition as the lever to consolidate remaining SAP Support teams into one Shared Services operated by IBM with one Government retained organization to support multiple broader Province of Nova Scotia Public Sector Clients and Environments

Economic Development to keep and build new jobs in

Nova Scotia to help provide a long term facility to grow talent to service their needs and other clients across North America and Globally

Solution approach

Solution consisted of three components: 1. 10 Year SAP AMS + Projects, cost neutral to PNS fixed

over the term Including IBM to offer comparable job offers with

sign on bonus to all impacted staff (unionized and non unionized)

2. Development of an IBM Services Centre to grow a pool of talented resources (500 over 6 years) to support the Province of Nova Scotia’s business and technology needs as well as other clients across North America and Globally

3. Partnership with 7 Post Secondary Institutions to develop curriculum, and provide Analytics software to support the development of skill graduates for local IBM jobs

Initial scope for consolidation and transition of the SAP

Support Centre as one Shared Services to support the Province of Nova Scotia, Department of Health, Nova Scotia Municipalities, Nova Scotia School Board, Nova Scotia Liquor corp, etc

With the long term cost stability of their operating budget, PNS is now working with IBM on transformational initiatives through Projects to help drive further business and cost benefit for the Province of Nova Scotia

Outcomes • Province has achieved one Shared Service and COE for SAP Service Management and have saved significant money

to date consolidating one support organization • Province of Nova Scotia, through efficiencies in the contract and IBM’s delivery to date, is actually spending less than

their initial budget and currently are using these savings to help fund transformational initiatives

© 2013 IBM Corporation 16

Case Study: Government of Alberta

Not for Distribution September 26, 2013

Background Government wide initiative incorporating 24 ministries, to reduce expenditures while maintaining public services

unchanged Lack of integration among existing applications made data consolidation and reporting difficult, resulting in significant

manual manipulation of outputs Employs more than 35,000 – many of which were directly impacted by transforming human resource application

delivery

Business need Primary objective was to increase availability and quality

of information to support decision making in a timely and cost effective manner

Solution approach Implementation of PeopleSoft HR including access to

employee information via an on-line 24/7 self-service portal

Manage operations of hardware infrastructure and provide application management services

Upgrade PeopleSoft HR to Version 9.0 incorporating bi-weekly payroll and self service time reporting

Outcomes Aligned to Government of Alberta strategic initiatives relating to creation of Shared Services and cost savings Completed upgrade/transformation in less than 18 months Significantly increased ability for most employees to have self-service access to their own employee information Received high levels of performance and standards against service level agreements including the award of a Gold

medal for Government transformation excellence.

Lessons Learned 1.Service Provider SLA’s demonstrate better results when defined as outcome-based rather than flowing down the same

SLA’s that the Shared Services organization provides to their clients. 2.Greater focus should be on organizational change management

3.Strong commitment from senior executives within the Government imperative to drive transformation

http://alberta.ca/home/index.cfm


Case Study: IBM’s Finance Transformation

17


• Single source of truth – one ledger; one

financial data warehouse; common

definitions

• Introduced global processes – owners

responsible for technology and data quality

• Created Centers of Excellence providing

financial skills and standardized support

What we did? Why?

• IBM Finance was highly decentralized – a

maze of systems

• 14K finance employees was 2 times

competition

• High percent of time spent on administrative

tasks

• Lack of integration and unique measurement

systems led to inconsistent data

• Finance viewed as low value add

Financial information strategy

Common

data

definitions

Common

transaction

applications

Common ledgerLedger

Acctg

Consol

Corporate

Whse

Fin'l

Planning

Geo

Whse

Employee

DisbursementsIntercompany

Accounts

PayableAssets

Accounts

Receivable

Common data definitions and processes

Corporate data standards-financial elements

Single worldwide chart of accounts

Finance lead client

Common worldwide

planning system

Single worldwide

financial information

warehouse (FIW)

Common

geographic mega-

centers

Single worldwide

consolidation

system

Business

Mgmt.

Info

Treasury

Mgmt.

Info

Common

information

IBM Financial systems built on commonality in support

of an integrated management system

Setting the stage for IBM’s Finance Transformation

Case Study: IBM Finance Transformation

Vision and leadership

Corporate-wide strategy

& architecture

Scale

economies

Control of

standards

Critical mass

of skills

Units control

priorities

BU's have

ownership

Responsive

Excessive cost

No standards

Reinvention of wheel

No synergy

or integration

Unresponsive

No BU ownership

No BU control

Centralized

Finance

Decentralized

Finance

Common Standards

Synergy

IBM's Finance Model

Transactions Decision Support

September 26, 2013


Impact How we have evolved

• Focused on the basics (’94 – ’98)

– Standard / Common Process

– Automation

– Functional Best Practices

– Financial Reporting

• Integrated the Enterprise (’98 – ’02)

– Shared Services

– Web Enablement

– Core Competency

– Decision Support

• Moved to globalization (’02 – present)

– Process Outsourcing /Global COEs

– Technology Exploitation

– Rationalized ERP

– Information On Demand

• Optimized global capability

– Increased use of global support from

12% in ’05 to 50% in ’12

• Shift to higher value work

– Increased decision support work from

30% in ’94 to 70% in ’12

• Lowered expenses

– Lowered expense to revenue share

from 3% in ’94 to 1% in ’12

• Focused on employee development

– New career paths inside and outside

of Finance organization

The results of transformation on the Finance Function


September 26, 2013


Becoming a Value Integrator

Predictive and forward-looking insights

Performance optimization

Automated production of key metrics

Analytics to enable self service

Business analysis and interpersonal skills to

communicate, convince and influence

Build technologies and tools to support

business analytics

Embed predictive capabilities into operational

systems and processes

Invest in analytical and “consultative” skills

development of employees – helping them

become “trusted business advisors”

IBM’s Finance Transformation continues to evolve


Skills

Str

ate

gic

Insig

ht

Quantitative Qualitative

Core Leadership

Consultative Analytical

Pulling Reports

Performing Ledger

entries

Accounting

Principles

Reconciling

Data

Project

Management

Building Trust

Data Modeling

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

Value

Competence / Skill Level

Co

mp

eti

tiv

e A

dva

nta

ge

Analysis – Why is this happening?

Report – How many, how often, where?

Gather Data – What happened?

Administrative

Trusted Advisor What‘s the best that can happen?

Predictive – What will happen next?

What’s next? How will we get there?

20


WW Process

Ownership

Common data

Common ledger

Common systems

Centralization

Shared Services

1994

Primary focus on

Efficiency

Value-driven Efficiency and

Volume focus

*Note: Prior years re-stated for mission transfers

Transformation to date has shown steady saving from efficiency improvement, with future saving from value-driven efficiencies


IBM Transformations to Date Benefits Realization

2005* 2006* 2007* 2008* 2009* 2010 2011 2012

Est

2013

Est

2014

Est

2015

Est

Sp

en

din

g

Sa

vin

gs


Through these case studies and others alike, key Lessons Learned have emerged on Finance Transformation

Rumors and myths will develop - Be sure to communicate clearly and often

Implementation can be step wise, but early scope must be wide enough to deliver clear

value

Delivering hard cost savings often means significant workforce impacts

The benefits are significant and are achievable

It takes more time and is more difficult to implement

Go faster than you think you will be able

Finance transformation is an effective road to cultural change

Sustained leadership trumps good project management

Neglect the people issues at your peril

Get governance right, but don’t hesitate to evolve governance as finance transformation

matures

Political commitment comes with strategic alignment

Working horizontally does not come naturally in government – foster trust and collaboration

September 26, 2013

© 2013 IBM Corporation Finance Operating Model Optimization | February 2009 23

Drive efficiency and effectiveness through common systems and scale economies

Gain insights through incorporating risk into performance management and centers of competency

Low

Med

High

Matu

rity

Timeline

Providing

and owning

the single

source of

the truth

Transformation Journey through Stages of Maturity

Transformation Journey

Integrate Finance through standards, enabled by global process ownership

Source: IBM Global Business Services

© 2013 IBM Corporation <<

Clie

nt

24

Transformation is achieved through rigorous and thoughtful attention to the core building blocks

The Journey to an Integrated Organization

Low

Medium

High

Timeline

Legend - Actions

Establish global

standards

Simplify

Converge performance

and risk management

Strictly adhere to common data definitions enterprise-wide

Implement a standard chart of accounts / standard information architecture enterprise-wide

Use standardized common processes enterprise-wide

Strictly adhere to global process ownership enterprise-wide

Mandate and enforce global standards for all business units

Use shared services for transactional activities

Reduce the number of Finance applications & black book tools

Establish Centers of Excellence for Core and Specialized Services

Reduce the number of ERP instances

Use centers of excellence for decision support

Use outsourcing (for non-core activities)

Conduct formalized risk identification that is institutionalized within the organization’s responsibilities

Fully embed access / process controls in risk systems

Use predictive analytics / modeling for measuring and monitoring risk

Utilize risk as an economic evaluation tool

Use risk adjusted forecast and plan

Formally incorporate risk indicators into performance monitoring

Use historical comparison of key risk and performance indicators

Conduct routine management monitoring & reporting that includes risk factors

Through

considerable

manual effort

Through greater

efficiency and

effectiveness

Through the use of

headlights (forward

leaning insights)

versus tail lights

(historical)

Providing

and owning

the single

source of

the truth


Successful Transformations are a Journey with Common Key Elements

Transformation has been, and is, an

Evolutionary process…

Standardizing Data and Systems

Reengineering Common Global

Processes

Consolidating Core Functions into

Shared Services

Globalizing / Nationalizing Centers of

Excellence

Implementing and Promoting Self-

Service

Exploiting Business Analytics


Transformation requires…

Strong executive support

Clear Vision, targets and

measurable objectives

Continuous effort – need to

dedicate resources to get results

To look at Data, Processes and

Tools and balance across all three

with a focus on the cost of delivery

Communicate, communicate,

communicate…


Thank You


Data & Analytics

Ibm%20 fmi%20accelerating%20transformation%20using%20benchmarks%20final%2026092013