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Role of Planning through an organisation’slife-cycle
Case Study:
Nadeem Aziz
Nadeem Aziz - Formerly Head of Group Planning for 5 Years at
2
• Over 24 years experience in FP&A roles
• Worked across many industries
Head Group Financial Planning
Director European
FP&A
Director Global Business Analysis
Currently Director Internal AuditMBA, DipM, DMS, ACMA, FCMI, CGMA
Agenda
1
3
2
4
5
6
Introduction
Understanding Organisational life cycle
Who are Actavis – How can it’s experience help planning
Business Planning challenges
Lessons for Planning
10 April 20233
Impact of Planning on the Life Cycle of Actavis
1) Growth Stage 2) Transition & Consolidation Stage3) Adapt or Die Stage
Business Planning Challenges
4
Objective
Systems
Process
Output
Control
Does the business know where they are going?
Are the systems and tools appropriate to do job?
How can management deliver on its objectives?
How is business progress tracked and adjusted?
Do we trust the management will deliver outcomes?
Organisational Life cycle
5
Growth
sales
Time
Organisational Life cycle
6
Growth
Transition & Consolidatio
n
sales
Time
Organisational Life cycle
7
GrowthAdapt or Die
Transition & Consolidatio
n
sales
Time
Organisational Life cycle
8
GrowthAdapt or Die
Transition & Consolidatio
n
Mgt By Activity Mgt by ObjectiveMgt by
Bureaucracy
Guided by Instinct
sales
Time
Guided by Norms & Past Events
Controlled by Systems &
processEmphasis on
LearningEmphasis on
BuildingEmphasis on Maintenance
Entrepreneurial Play to Win Play not to Loose
Who are Actavis?Role of Planning through the Actavis organizational life cycle
Actavis roots –Manufactures, distributes, markets & sells generic drugs
Bangalore, India
API Development
Actavis 1956 - 1999
• 146 employees• Present in 1 country• EUR 57 million in sales
10
Actavis strong growth
11
Driven through Acquisition
Actavis Current Position Today
Bangalore, India
API Development
Actavis in 2011
• A top-5 generic player • EUR 1.840 billion estimated sales in 2011• Present in over 40 countries• 1100 molecules on the market• 315 projects in the pipeline• 719 launches planned for 2011• 20 billion tablets/capsules manufactured
2011• Over 10,000 employees 1
2
Actavis Critical Life Cycle Phases
• Growth – Managing through Rapid growth• Transition – Managing through a Leverage
Buyout• Adapt - Managing in Uncertain times
10 April 2023 13
123
14
Actavis – Background in 2006
Objective
System
Process
Control
Output
15
Actavis – Background in 2006
• No Strategic Plan in place
• Short term focus
• Little Group Coordination
• Just get the job done
Objective
System
Process
Control
Output
16
Actavis – Background in 2006
• No Strategic Plan in place
• Short term focus
• Little Group Coordination
• Just get the job done
• Low systems capabilities
• Knowledge base of the team low
• Different system across the business
Objective
System
Process
Control
Output
17
Actavis – Background in 2006
• No Strategic Plan in place
• Short term focus
• Little Group Coordination
• Just get the job done
• Low systems capabilities
• Knowledge base of the team low
• Different system across the business
• Fragmented
• Little integration between businesses
• All hands to the pumps
Objective
System
Process
Control
Output
18
Actavis – Background in 2006
• No Strategic Plan in place
• Short term focus
• Little Group Coordination
• Just get the job done
• Low systems capabilities
• Knowledge base of the team low
• Different system across the business
• Fragmented
• Little integration between businesses
• All hands to the pumps
Objective
System
Process
Control
• Non Standardised Reporting
• Backward looking focus
• Policies Inconsistent across the Group
Output
19
Actavis – Background in 2006
• No Strategic Plan in place
• Short term focus
• Little Group Coordination
• Just get the job done
• Low systems capabilities
• Knowledge base of the team low
• Different system across the business
• Fragmented
• Little integration between businesses
• All hands to the pumps
Objective
System
Process
Control
• Non Standardised Reporting
• Backward looking focus
• Policies Inconsistent across the Group
Output
• Data Quality unreliable
• No confidence on trend analysis
• Do it and figure it out later
20
• Planning defined the IT functionality needed to service growth and managed the requirements needed to service future enhancements
1
Actavis – Impact of Planning During the Growth Stage – Time of Rapid Change
21
• Planning defined the IT functionality needed to service growth and managed the requirements needed to service future enhancements
• By establishing comprehensive reporting calendar enabling key processes to be coordinated with management across the company
1
2
Actavis – Impact of Planning During the Growth Stage – Time of Rapid Change
22
• Planning defined the IT functionality needed to service growth and managed the requirements needed to service future enhancements
• By establishing comprehensive reporting calendar enabling key processes to be coordinated with management across the company
• Establish a common language and developed policies and definitions so that comparatives would be more meaningful
1
2
3
Actavis – Impact of Planning During the Growth Stage – Time of Rapid Change
23
• Planning defined the IT functionality needed to service growth and managed the requirements needed to service future enhancements
• By establishing comprehensive reporting calendar enabling key processes to be coordinated with management across the company
• Establish a common language and developed policies and definitions so that comparatives would be more meaningful
1
2
3
1) Quality and reliability of reporting enhanced establish monthly management reporting and quarterly forecasting 4
Actavis – Impact of Planning During the Growth Stage – Time of Rapid Change
Actavis – Impact of Planning During the Growth Stage – Time of Rapid Change
24
• Planning defined the IT functionality needed to service growth and managed the requirements needed to service future enhancements
• By establishing comprehensive reporting calendar enabling key processes to be coordinated with management across the company
• Establish a common language and developed policies and definitions so that comparatives would be more meaningful
1
2
3
1) Quality and reliability of reporting enhanced establish monthly management reporting and quarterly forecasting
1) Strategic planning disciplines introduced to support investment prioritisation decisions.
4
5
25
• Planning defined the IT functionality needed to service growth and managed the requirements needed to service future enhancements
• By establishing comprehensive reporting calendar enabling key processes to be coordinated with management across the company
• Establish a common language and developed policies and definitions so that comparatives would be more meaningful
1
2
3
1) Quality and reliability of reporting enhanced establish monthly management reporting and quarterly forecasting
1) Strategic planning disciplines introduced to support investment prioritisation decisions.
4
5
1) Built capability of the Financial planning team establish feedback loop to enhance future processes
6
Actavis – Impact of Planning During the Growth Stage – Time of Rapid Change
26
• Developed integration financial systems across the group leveraging Local ERPs and Data Warehouse functionality
1
Actavis – Impact of Planning Transition Stage: Following Leverage Buyout
27
• Developed integration financial systems across the group leveraging Local ERPs and Data Warehouse functionality
• Supporting quarterly business reviews with dynamic reporting through standard system generated reports in Cognos
1
2
Actavis – Impact of Planning Transition Stage: Following Leverage Buyout
28
• Developed integration financial systems across the group leveraging Local ERPs and Data Warehouse functionality
• Supporting quarterly business reviews with dynamic reporting through standard system generated reports in Cognos
• More forward looking trend base analysis developed, more robust forecasting 3YP and Budget process integrated
1
2
3
Actavis – Impact of Planning Transition Stage: Following Leverage Buyout
29
• Developed integration financial systems across the group leveraging Local ERPs and Data Warehouse functionality
• Supporting quarterly business reviews with dynamic reporting through standard system generated reports in Cognos
• More forward looking trend base analysis developed, more robust forecasting 3YP and Budget process integrated
1
2
3
1) Driver based consolidation of business commentaries giving greater visibility to business variances
4
Actavis – Impact of Planning Transition Stage: Following Leverage Buyout
30
• Developed integration financial systems across the group leveraging Local ERPs and Data Warehouse functionality
• Supporting quarterly business reviews with dynamic reporting through standard system generated reports in Cognos
• More forward looking trend base analysis developed, more robust forecasting 3YP and Budget process integrated
1
2
3
1) Drive based consolidation of business commentaries giving greater visibility business variances
1) Greater focus on risk and opportunity planning and reporting to external investors
4
5
Actavis – Impact of Planning Transition Stage: Following Leverage Buyout
Actavis – Impact of Planning Transition Stage: Following Leverage Buyout
31
• Developed integration financial systems across the group leveraging Local ERPs and Data Warehouse functionality
• Supporting quarterly business reviews with dynamic reporting through standard system generated reports in Cognos
• More forward looking Trend base analysis developed, more robust forecasting 3YP and Budget process integrated
1
2
3
1) Drive based consolidation of business commentaries giving greater visibility business variances
1) Greater focus on risk and opportunity planning and reporting to external investors
4
5
1) Building business partner relationship by engaging strategic projects and business modelling.
6
Actavis – Impact of PlanningAdaptive Stage: Managing in Uncertain Times
32
• Greater focus on Cashflow forecasting and alignment with Treasury1
Actavis – Impact of PlanningAdaptive Stage: Managing in Uncertain Times
33
1) Drive focus on critical business success factors developing greater business alignment - Price Erosion, Material & expense savings and driving new products.
2
• Greater focus on Cashflow forecasting and alignment with Treasury1
Actavis – Impact of PlanningAdaptive Stage: Managing in Uncertain Times
34
• Actively manage external investor relationships and Debt Restructuring
3
1) Drive focus on critical business success factors developing greater business alignment - Price Erosion, Material & expense savings and driving new products.
2
• Greater focus on Cashflow forecasting and alignment with Treasury1
Actavis – Impact of PlanningAdaptive Stage: Managing in Uncertain Times
35
• Contingency Planning greater focus on Investment tracking
• Actively manage external investor relationships and Debt Restructuring
3
4
1) Drive focus on critical business success factors developing greater business alignment - Price Erosion, Material & expense savings and driving new products.
2
• Greater focus on Cashflow forecasting and alignment with Treasury1
Lessons for Planning
36
Deliver on Organisational
Objectives
Planning
Partnering with the Business
Process Control
Analyse Performanc
e
Strategic Alignment
Deliver Commercial
Value
Lessons for Planning
37
Drive Analytical FocusDevelop a deeper understanding of
performance
Deliver on Organisational
Objectives
Planning
Partnering with the Business
Process Control
Analyse Performanc
e
Strategic Alignment
Deliver Commercial
Value
Lessons for Planning
38
Drive Analytical FocusDevelop a deeper understanding of
performance
Managing PerformanceRobust Forecasting, Budgeting &
Reporting to ensure effective decision support
Deliver on Organisational
Objectives
Planning
Partnering with the Business
Process Control
Analyse Performanc
e
Strategic Alignment
Deliver Commercial
Value
Lessons for Planning
39
Drive Analytical FocusDevelop a deeper understanding of
performance
Managing PerformanceRobust Forecasting, Budgeting &
Reporting to ensure effective decision support
Develop System & Process
Leverage tools & resources to drive greater & more efficient analytical
insight
Deliver on Organisational
Objectives
Planning
Partnering with the Business
Process Control
Analyse Performanc
e
Strategic Alignment
Deliver Commercial
Value
Lessons for Planning
40
Drive Analytical FocusDevelop a deeper understanding of
performance
Managing PerformanceRobust Forecasting, Budgeting &
Reporting to ensure effective decision support
Develop System & Process
Leverage tools & resources to drive greater & more efficient analytical
insightEffective Business Support
Work on critical commercial initiatives to ensure delivery of target
performance
Deliver on Organisational
Objectives
Planning
Partnering with the Business
Process Control
Analyse Performanc
e
Strategic Alignment
Deliver Commercial
Value
Rebirth & Grow…..Actavis 2013
41
$8bn Revenue, 17,000 employees , Global Presence, 3rd largest generic player
Here we go again ……!!!!!
Thank you!
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