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©2013 Software AG. All rights reserved. ©2013 Software AG. All rights reserved.
Bhavesh Joshi Director, Global Cashflow Baker Hughes
John Crupi Vice President, R&D Software AG
Dave Brooks Vice President, Solutions Intelligent Business Operations Software AG October 9, 2013
Building a Glass House Bringing Visibility to the Organization Without Bringing Down the House
©2013 Software AG. All rights reserved. For internal use only
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Today’s Discussion
• Set the Stage: Intelligent Business Operations
• Baker Hughes: Order To Cash Project Before / After / Benefits / Technology
• Panel Discussion: Lessons Learned & Use Cases Bringing Visibility to the Organization Without Bringing Down the House
• Ways of Getting Started (or continuing your journey)
©2013 Software AG. All rights reserved. For internal use only
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Real Time vs. Real Value
©2013 Software AG. All rights reserved. For internal use only
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Intelligent Business Operations
©2013 Software AG. All rights reserved. For internal use only
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What Do We Mean By Intelligent Business Operations? Measuring leading indicators increases Visibility and Agility
Financial Performance
Cycle time
Customer satisfaction
Error rate
Process cost Delivery reliability
Operational Performance gives you the What, How & Why behind the important numbers
Revenue Cash Flow
EBIT ROA
Gross Margin
©2013 Software AG. All rights reserved. For internal use only
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Intelligent Business Operations (IBO)
Observe Decide Act
D E C I S I O N P R O C E S S
Environment and Influencers
Data
Context Improve
Automate
Sensors Apps & Systems
Public API
SaaS APPS
©2013 Software AG. All rights reserved. For internal use only
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IBO Use Cases focus on Operational Decisions
Time to Decide & Act
Decision Type
Business Reviews Alliances Strategy Markets and Products Business Planning Products & Price Cost of Goods Sold Cost-Benefit Analysis Quality of Service/ Customer Satisfaction
Order & Payment Tracking Partner SLA Tracking & Mgmt Credit Approval Management Exception Management Theft Detection & Prevention Insurance Claim Processing Customer Experience Management Inventory & Asset Tracking Business Process Monitoring Dynamic Resource Management
Use
Cas
es
Years Months Weeks Days Hours Minutes Seconds
Strategic & Tactical Operational
©2013 Software AG All rights reserved. 8 |
Business Value Track: Intelligent Business Operations Order to Cash | BAKER HUGHES
The Project • 9 Divisions
becoming 1 company: One Baker Hughes
• Focus on the
Order to Cash process
• “Rules Before
Tools” • Enterprise level
project • Significant Change
Management • Part of BPM
journey
Before • No global,
standard Order to Cash process
• Exceptions and discrepancies in early stages of the process resulted in significant rework and effort when it came time to invoice the customer
• Inefficiencies impacted overall Order to Cash cycle time
After • Uniform Order to
Cash Processes around the world
• Dedicated team from Sales Ops, Finance & IT for implementation, training & change management
• Rule-based Alerts drive action
• Business Process Instrumentation monitors events across the entire process
©2013 Software AG. All rights reserved. For internal use only
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Project Magnitude
Note: the numbers represent key process users
Benefits • Global standards
facilitate best practices
• Visibility &
transparency drives operational accountability
• Cross-functional personnel know when appropriate action is needed
• Streamlined process helped decrease Days Sales Outstanding by 1.5 days
Technology • Integration points
Synch & Service XML interfaces (technology agnostic) – no direct connects
• Transport e-mail; Broker webMethods; Translation Layer SAP
• Analytic Engine monitors process-intrinsic metrics and business KPIs in real-time
• System can learn what’s “normal” by day of week and week of month
• Feeds SAP Business Objects for the dashboard
©2013 Software AG. All rights reserved. For internal use only
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How Do You Deliver the Right Amount of Transparency?
http://www.treehotel.se/en/location http://www.metmuseum.org/saraceno
©2013 Software AG. All rights reserved. For internal use only
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Panel Topics How does Operational Visibility drive behavior?
Once you move the needle, how do you make it stick?
Rules before Tools: What rules are the most
important to get right?
How do you decide “which walls should be the glass walls”?
What challenges did you face rolling out this kind of program?
What were some unexpected surprises (good ones)?
©2013 Software AG. All rights reserved. For internal use only
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Questions?
For further information, please contact: Bhavesh Joshi Director, Global Cashflow Baker Hughes, Inc. Phone: 281-209-7383 e-mail: [email protected]
Dave Brooks Vice President, Solutions Intelligent Business Operations Phone: 650-270-6023 e-mail: [email protected]