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© 2014 IBM CorporationIBM Confidential
Realizing Benefits While Transforming Governments and Business – Conflicting Priorities?
Of Course!
IBM Confidential © 2014 IBM Corporation1 @itsbethbell
IBM Confidential © 2014 IBM Corporation2 @itsbethbell
Presentation Objectives
Challenges facing Finance professionals
The journey for creating value
Finance Transformation in Practice
–IBM’s Transformation Story
–Public Sector Finance Transformation
Next Steps – Your Action Plan
Lessons learned
IBM Confidential © 2014 IBM Corporation3 @itsbethbell
We have been there… IBM’s Finance Transformation
IBM Confidential © 2014 IBM Corporation4 @itsbethbell
We have been there… IBM’s Finance Transformation
But… more
about this
later
IBM Confidential © 2014 IBM Corporation5 @itsbethbell
The Challenges Facing Government CFOs - Does this sound familiar?
The Finance organization needs to
adjust to a budget cutting culture vs a
culture of 10-15 yrs of growth.
Demand for transparency is
increasing, but it brings about
other problems.
It will be necessary to change the
present rigid human resources structure
to address the future challenges.
Regulatory concerns are the
number one important external
forces.
We expect an increased mandate and
budget cuts - we will be expected to
do more for less.
Canadian CFO Canadian CFO
Spanish CFO US CFO
UK CFO
We need to focus on using
technology to deliver services and
drive costs down.
Australian CFO
Source: IBM Institute for Business Value, The Global CFO Study 2010
IBM Confidential © 2014 IBM Corporation6 @itsbethbell
Finance executives report that almost all aspects of their role have increased in importance over the past three years
The 2013 CFO study found that finance executives are increasingly focused on:
– Measuring and monitoring their company’s performance
– Providing strategic input
– Finding and developing people with the right financial skills
– Managing enterprise risk
– Integrating different sources of information to generate meaningful business insights
Areas of importance–historical
Measure/monitor business performance
Provide inputs into enterprise strategy
Develop talent in the financial organization
Optimize planning, budgeting and forecasting
Drive enterprise cost reduction
Support/manage/mitigate enterprise risk
Drive integration of information across the enterprise
Execute continuous finance process improvements
Strengthen compliance programs/internal controls
Manage investor/stakeholder relations
Process transactions
60%
50% 80%70% 100%
90%
Importance 2010 Importance 2013
IBM Confidential © 2014 IBM Corporation7 @itsbethbell
The CFO Study identified 4 Finance profiles - Where do you fit?
Value
Integrator
Performance optimization
Predictive insights
Enterprise risk mgmt
Business decision making
Disciplined
Operator
Finance operations focused
Information provision
Performance Interpretation
Scorekeeper
Data recording
Controllership
Multiple version of the “truth”
Constrained
Advisor
Analytics focused
Sub-optimal execution
Fragmented date
Low
High
High
Business InsightOperational planning and forecasting capability
Finance talent development
Common planning platform
Finance EfficiencyEnterprise-wide information standards
Standard financial chart of accounts
Common finance data definitions
Common data governance
Standard/common finance processes
IBM Confidential © 2014 IBM Corporation8 @itsbethbell
Where do global governments fit?
Value
Integrator
Government
22%
Disciplined
Operator
Government
39%
Scorekeeper
Government
31%
Constrained
Advisor
Government
8%
Low
High
High
Business InsightOperational planning and forecasting capability
Finance talent development
Common planning platform
Finance EfficiencyEnterprise-wide information standards
Standard financial chart of accounts
Common finance data definitions
Common data governance
Standard/common finance processes
IBM Confidential © 2014 IBM Corporation9 @itsbethbell
Three key themes emerged from examining the four profiles
Delivering efficiency through standards
matters more than ever
Providing business insight drives
performance improvement beyond
Finance
The greatest rewards come from doing
both well
Source: IBM Institute for Business Value, The Global CFO Study 2010
1
2
3
IBM Confidential © 2014 IBM Corporation10 @itsbethbell
1. Delivering efficiency through standards matters more than ever
Source: IBM Institute for Business Value, The Global CFO Study 2010
Finance continues to struggle with structural complexity due to issues related to automation and standards
Nearly 40%of Enterprises
produce financial
metrics manually
(50% in Canada)
Over 35%lack a common
reporting platform
Finance continues
to spend nearly
50% of time
on transactional
activities
Over 25% lack the necessary
common data
definitions and
processes
IBM Confidential © 2014 IBM Corporation11 @itsbethbell
2. Providing business insight drives performance improvement beyond Finance
Rear View Forward-Looking View
What happened?
How many, how often?
Where exactly is the
problem?
Why is this happening?
What actions are
needed?
What will happen next?
What if these trends
continue?
What are the risks or
opportunities?
Key
Business
Questions
Examples
of Business
Insight
Current View
Balance sheet, gain and loss,
and cash flow statements
Revenue and cost variance
analysis
Customer, product and
market cost
Spend optimization
Working capital analysis
Market, customer and
channel pricing
Sales and supply chain
effectiveness
Cash forecasting
Scenario-based planning and
forecasting
Strategic investment decision
support
Volatility and risk-based
predictive and behavioral
modeling
But what is Business Insight?
Source: IBM Institute for Business Value, The Global CFO Study 2010
IBM Confidential © 2014 IBM Corporation12 @itsbethbell
The majority of enterprises are not able to effectively deliver business insights
“I live in a data-
free zone.”CFO, Canadian Healthcare
Provider
Source: IBM Institute for Business Value, The Global CFO Study 2010
55% not satisfied with their operational planning
and forecasting analytical capability (60% in Canada)
44% are poor to average at anticipating
external forces (55% in Canada)
53% manually producing operational metrics
(67% in Canada)
Almost 50% lack a common planning
platform (61% in Canada)
IBM Confidential © 2014 IBM Corporation13 @itsbethbell
3. The greatest rewards come from doing both well Be a Value Integrator
Finance Efficiency + Business Insight = Outperformance
You are a Value Integrator if you:
• Have implemented common
process and data standards
across your organization
• Depend on reliable, integrated
information as your springboard
• Perform proactive analysis to
drive future improvements
• Have developed the talent,
technology and analytical
capabilities to proactively
uncover and communicate
business insight.
IBM Confidential © 2014 IBM Corporation14 @itsbethbell
But how...What is finance’s role in creating value for the organization?
Demands on Finance
Provide performance
insight
Help drive enterprise
cost reduction
Support risk
management
Provide transparency
and accountability
Finance Capabilities
Needed
Integrate information
Partner in strategy and
value creation
Finance Efficiency
Business Insight
In order to provide greater
insight and more value to
the organization and to the
public
Finance organizations
need to be more agile,
efficient and effective
Finance professionals
must innovate,
transform and seek
continuous renewal
Finance must align to the
business objectives and
look for innovative ways
to support them
Creating Value
IBM Confidential © 2014 IBM Corporation15 @itsbethbell
Create Value By Operating More Efficiently
Simplify and
Standardize
Forge seamless links between
the different parts of the
business
Common technologies and
processes
Develop common financial data definitions,
processes and reporting procedures to deliver a
single version of truth
Automate wherever possible
Use a shared services center
Encourage a culture of continuous improvement
Create a single global operating
model
Establish centers of excellence to
ensure a consistent approach
and generate economies of scale
Go
Enterprise-
Wide
Integrate
IBM Confidential © 2014 IBM Corporation16 @itsbethbell
Create Value By Generating Deeper Business Insight
Integrate Data
Use advanced analytical
techniques to predict future
trends
Analyzing all the variables
Analyze resulting options
Integrate financial and operational data
Employ common analytical platforms
Align your data platform with
your business priorities
Embed analytics in every process
Automate recurring analytical
processes
Analyze
Data Faster
Predict the
Future
IBM Confidential © 2014 IBM Corporation17 @itsbethbell
Don’t forget about the people – Increasing value creation will result in changing focus of Finance’s job requirements and skills
Skills need to evolve from Core to Consultative
Skills
Str
ate
gic
In
sig
ht
Quantitative Qualitative
Core Leadership
ConsultativeAnalytical
Pulling
Reports
Performing
Ledger entries
Accounting
Principles
Reconciling
Data
Project
Management
Building Trust
Data Modelling
Trend Analysis
Forecasting
Statistical
Techniques
Packaging &
Presenting
Negotiating
Problem
Solving
Listening
Business
Acumen
Partnership
InfluencingRisk Management
Invoicing
Financial
Concepts
Insight
Generation
Change
Management
Scenario
analysis
Business
Ethics
Persuasive
Communication
Competence / Skill Level
Trusted Advisor
Gather Data – What happened?
Administrative
Report – How many, how often, where?
Analysis – Why is this happening?
PredictiveWhat will happen next? –
What‘s the best that can happen? –
Co
mp
eti
tiv
e A
dva
nta
ge
IBM Confidential © 2014 IBM Corporation18 @itsbethbell
Value Creation in Practice
No transformation story is complete without talking about our own
IBM Confidential © 2014 IBM Corporation19 @itsbethbell
What we did?Why?
IBM Finance was highly decentralized
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
Case Study: IBM Finance Transformation
Setting the stage for IBM’s Finance Transformation
Single source of truth – one ledger; one financial
data warehouse; common definitions
Introduced enterprise-wide processes – owners
responsible for technology and data quality
Created Centers of Excellence providing
financial skills and standardized support
IBM Confidential © 2014 IBM Corporation20 @itsbethbell
The Finance technology architecture was a maze of financial systems
IBM Financial systems built on commonality,
in support of an integrated management system
Became a Disciplined
Operator
Drove a 3-prong approach:
process, data, IT
Formed 8 process teams,
driven by external
benchmarks and best
practices
Created common chart of
accounts, information
warehouse and productivity
workbench
Standardized controls,
reduced data centers and
key applications
What we did
Financial
Planning
Corporate
WhseGeo
Whse
Acctg
Whse
Ledger
Employee
Disbursements
Accounts Payable IntercompanyAssets
Accounts
Receivable
Common data definitions and processes
Corporate data standards-financial elements
Single worldwide chart of accounts
Finance lead client
Financial Information Strategy
Business
Management
Info
Treasury
Management
Info
Common Worldwide Planning System
Single worldwide consolidation system
Single worldwide financial information
warehouse (FIW)
Common Geographics mega-
centers
Common
Information
Common
Ledger
Common
Transaction
Applications
Common
Data
Definitions
IBM Confidential © 2014 IBM Corporation21 @itsbethbell
Capturing the benefits of centralization (shared services) for transactional activities and decentralization of decision support
IBM's Finance Model
Units control
priorities
BU's have
ownership
Responsive
Scale
economies
Control of
standards
Critical mass
of skills
Excessive
cost
No standards
Reinvention
of wheel
No synergy
or integration
Unresponsive
No BU
ownership
No BU
control
Vision and leadership
Corporate-wide strategy & architectureCentralized
Finance
Decentralized
Finance
Common Standards
Synergy
Transactions Decision Support
IBM Confidential © 2014 IBM Corporation22 @itsbethbell
The results of transformation on the Finance Function
ImpactHow 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 – ‘10)
Process Outsourcing /Global COEs
Technology Exploitation
Rationalized ERP
Information On Demand
Making things smarter (‘10 – present)
Predictive and forward-looking insights
Performance optimization
Automated production of key metrics
Analytics to enable self service
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
$5.3B spending reduction in Shared
Services from 2005 through 2011
Improved Productivity
$2.8B productivity improvement from
End-to-End Process Transformation
and Integrated Operations
Focused on employee development
New career paths inside and outside
of Finance organization
Case Study: IBM Finance Transformation
IBM Confidential © 2014 IBM Corporation23 @itsbethbell
IBM has been a part of many government transformations
IBM Confidential © 2014 IBM Corporation24 @itsbethbell
Case Study – Government of Saskatchewan
Decentralized payables across 20 ministries, each with its own
processes and technology
Over 500K invoices are being
processed annually by 40 less
FTEs
All invoices can be
electronically monitored and
tracked
Consistent approach for
employee expense processing
across the Province
Recipient of the Premier’s
Award for Excellence in the
Public Sector for innovation
Centralized AP processing unit
Technology for invoice imaging, electronic invoice approvals
Oracle iExpenses for employee expense claim processing
Business Model: In-house
Business Areas: Finance, Payroll, Change Management
Challenges
Solution
Expected Benefits
IBM Confidential © 2014 IBM Corporation25 @itsbethbell
Case Study – Government of Alberta
The Government of Alberta (GOA) needed a way to increase the
availability of information to better manage their $22 billion in
expenditures and take advantage of financial and HR systems that are
more cost effective.
Consistently stable
production environment at a
predictable fixed cost
Increase availability and
quality of information to
support decision making in
a timely and cost effective
manner
Awarded Gold medal for
Government transformation
excellence.
Implementation of a common platform:
SAP – Finance and HR
Workbrain - Payroll and Rostering
Business Model: In-House
Business Areas: Finance, Procurement, IT, HR, Payroll
Challenges
Solution
Expected Benefits
RecruitASP – Recruitment
SABA - Learning & Knowledge
IBM Confidential © 2014 IBM Corporation26 @itsbethbell
Case Study – Province of Nova Scotia
The province of Nova Scotia wanted to implement common business
processes and system platform to better facilitate management of all
business/operational functions and decision making across the Gov
Departments & Entities.
Significant cost savings
consolidating one support
organization
Increased efficiency of core
process
Using savings to help fund
transformational initiatives
New technology
Standardized business
processes
Awarded Premier’s Award
for Excellence in the Public
Sector for innovation
The Ministry of Finance consolidated the accounts payable
functions from 11 ministries into a single shared-service unit.
Single SAP instance
The project was complex involving such work as business process
redesign, technology enhancements, transferring 37 positions into a
new service centre, along with providing training and support for
9,500 ministry clients on new technology and standardized
processes.
Business Model: In-House
Business Areas: Finance, Procurement, IT, HR, Payroll
Challenges
Solution
Expected Benefits
IBM Confidential © 2014 IBM Corporation27 @itsbethbell
Case Study – US Agency for International Development
Disparate financial systems and fax-based data calls from missions
worldwide resulted in a manually intensive process for the annual
reporting cycle and the inability to provide transaction-level data to
support auditable financial statements.
USAID has now achieved
seven years of unqualified
audit opinions from USAID’s
Office of Inspector General
Year-end reporting is now
done 75 percent faster, and
data transparency has
increased by 50 percent Common accounting processes governed by global process
owners.
New financial system – common platform for more than 50
overseas missions
New standardized financial processes
Business Model: In-House
Business Areas: Finance, Procurement, IT, HR, Payroll
Challenges
Solution
Expected Benefits
IBM Confidential © 2014 IBM Corporation28 @itsbethbell
Transformation is a journey…
IBM Confidential © 2014 IBM Corporation29 @itsbethbell
Transformation Framework
Business
Process Excellence
Organizational &
Culture Change
Information Technology
Enablement
Strategy Guided by the
organization’s strategy
and values
Enable transformation at
the intersection of
business process,
technology and culture
Values
Proven principles from
IBM’s own experience
and our experience with
clients
5 Principles of Smarter Transformation
Create a
movement
Build a platform
for continuous
improvement
Pursue growth as
well as
productivity
Apply technology
for smarter
transformation
Establish an
enterprise change
capability
…. and one size does not fit all
IBM Confidential © 2014 IBM Corporation30 @itsbethbell
Depending on where you are, there are things you can do….. and you may already be doing it
Call to Action
IBM Confidential © 2014 IBM Corporation31 @itsbethbell
RECALL – Where do you fit?
Government
39%
Government
22%
Government
31%Government
8%
IBM Confidential © 2014 IBM Corporation32 @itsbethbell
Value
IntegratorDisciplined
Operator
IBM’s Finance Transformation Strategy offering helps CFOs to identify the path to higher value
Corporate
philosophy of
information
standards
Standard
Chart of
Accounts
Standard
processes
Standard
data
definitions
Operational
planning and
forecasting
capability
Finance
talent
development
Common
planning
platform
Finance
Efficiency
Business
Insight
Low High
Low
High
12%33%
Scorekeeper Constrained
Advisor
Value
Integrator
Performance optimization
Predictive insights
Enterprise risk management
Business decision making
Disciplined
Operator
Finance operations focused
Information provision
Performance interpretation
Constrained
Advisor
Analytics focused
Sub-optimal execution
Fragmented data
Scorekeeper
Data recording
Controllership
Multiple versions of the “truth”
Source: IBM Institute for Business Value, The Global CFO Study 2010. Percentages relate to global sample of almost 2,000 enterprises, cross-industry.
IBM Confidential © 2014 IBM Corporation33 @itsbethbell
Value
IntegratorDisciplined
Operator
IBM’s Finance Transformation Strategy offering helps CFOs to identify the path to higher value
Corporate
philosophy of
information
standards
Standard
Chart of
Accounts
Standard
processes
Standard
data
definitions
Operational
planning and
forecasting
capability
Finance
talent
development
Common
planning
platform
Finance
Efficiency
Business
Insight
Low High
Low
High
12%33%
The most prevalent
transformation path
Scorekeeper Constrained
Advisor
Value
Integrator
Performance optimization
Predictive insights
Enterprise risk management
Business decision making
Disciplined
Operator
Finance operations focused
Information provision
Performance interpretation
Constrained
Advisor
Analytics focused
Sub-optimal execution
Fragmented data
Scorekeeper
Data recording
Controllership
Multiple versions of the “truth”
Source: IBM Institute for Business Value, The Global CFO Study 2010. Percentages relate to global sample of almost 2,000 enterprises, cross-industry.
IBM Confidential © 2014 IBM Corporation34 @itsbethbell
The Scorekeeper is characterized by low efficiency and business insight capabilities, suggesting three possible paths to Value Integrator
Source: IBM Institute for Business Value, The Global CFO Study 2010
The Paths Forward
Establish process owners and drive to process commonality
Benchmark processes to identify underperforming areas and redesign
Rationalize and deploy a common Finance technology platform
Increase automation of data acquisition and integration
Drive error processing and reconciliation functions close to the source
Consider accelerating the journey with less risk and cost by migrating to an established and proven
platform
Build upon improved Core Finance infrastructure to deploy leading analytical capabilities
Call to Action - Suggested Focus Areas
IBM Confidential © 2014 IBM Corporation35 @itsbethbell
The Constrained Advisor has low efficiency and high business insight, so the focus should be on standards and efficiency to reach Value Integrator
Drive data standards for financial and operational
metrics and analysis models
Leverage commonality to automate more with
technology
Establish process owners for core Finance and
decision support processes
Target core Finance processes to improve efficiency
and speed
Call to Action - Suggested Focus Areas
Source: IBM Institute for Business Value, The Global CFO Study 2010
The Paths Forward
IBM Confidential © 2014 IBM Corporation36 @itsbethbell
The Disciplined Operator is characterized by high efficiency but low business insight, so the focus should be on business insight driving to a Value Integrator
Apply process ownership and standards to decision
support processes
Apply data ownership and standards to analytical
data and operational metrics
Attract and retain higher order talent and deploy
decision support COEs
Drive commonality into the decision support
technology platform
Deploy advanced analytical models such as
predictive modeling as deeply into operational
systems as feasible
Call to Action – Suggested Focus Areas
Source: IBM Institute for Business Value, The Global CFO Study 2010
The Paths Forward
IBM Confidential © 2014 IBM Corporation37 @itsbethbell
The Value Integrator is characterized by both high efficiency and business insight capabilities, so the focus should be on capitalizing on data
Source: IBM Institute for Business Value, The Global CFO Study 2010
The Paths Forward
Adopt a continuous improvement program to sustain
and expand current capabilities
Deploy a robust governance and succession
program for process and data management
Increase focus on attracting and retaining talent
Expand focus on value creation analysis to drive
further performance improvements
Protect from downside performance by embedding
risk into performance analytics
Embed risk measures and predictive analytics into
operational systems and processes
Call to Action - Suggested Focus Areas
IBM Confidential © 2014 IBM Corporation38 @itsbethbell
Lessons Learned
IBM Confidential © 2014 IBM Corporation39 @itsbethbell
Finance Transformation Lessons Learned
Strong executive support and governance
Clear targets and measurable objectives
Set priorities and apply laser focus
Broad enough scope to deliver clear value
Foster trust and collaboration in order to
work horizontally effectively
Continuous effort – need to dedicate
resources to get results
Workforce impacts
Communicate, communicate,
communicate…
Standardizing Data and Systems
Reengineering Common Enterprise-
Wide Processes
Consolidating Core Functions into
Shared Services
Establishing Centers of Excellence
Implementing and Promoting Self-
Service
Exploiting Business Analytics
To look at Data, Processes and
Tools and balance across all three
with a focus on the cost of delivery
Transformation has been, and is, an Evolutionary process…
Transformation requires…
IBM Confidential © 2014 IBM Corporation40 @itsbethbell
Dare to imagine…. You….Chief Financial Officer of the FutureBringing the pieces of the puzzle together
IBM Confidential © 2014 IBM Corporation41 @itsbethbell
Dare to imagine…. You….Chief Financial Officer of the FutureBringing the pieces of the puzzle together
PerformanceAccelerator
IBM Confidential © 2014 IBM Corporation42 @itsbethbell
Dare to imagine…. You….Chief Financial Officer of the FutureBringing the pieces of the puzzle together
PerformanceAccelerator
SupportBusinessDecisions
IBM Confidential © 2014 IBM Corporation43 @itsbethbell
Dare to imagine…. You….Chief Financial Officer of the FutureBringing the pieces of the puzzle together
Anticipatethe
Future
PerformanceAccelerator
SupportBusinessDecisions
IBM Confidential © 2014 IBM Corporation44 @itsbethbell
Dare to imagine…. You….Chief Financial Officer of the FutureBringing the pieces of the puzzle together
SingleVersionOf theTruth
Anticipatethe
Future
PerformanceAccelerator
SupportBusinessDecisions
IBM Confidential © 2014 IBM Corporation45 @itsbethbell
Dare to imagine…. You….Chief Financial Officer of the FutureBringing the pieces of the puzzle together
SingleVersionOf theTruth
Anticipatethe
Future
Minimize EnterpriseRisk
PerformanceAccelerator
SupportBusinessDecisions
IBM Confidential © 2014 IBM Corporation46 @itsbethbell
Dare to imagine…. You….Chief Financial Officer of the FutureBringing the pieces of the puzzle together
SingleVersionOf theTruth
Anticipatethe
Future
Minimize EnterpriseRisk
PerformanceAccelerator
Strong Fiduciary Controls
SupportBusinessDecisions
IBM Confidential © 2014 IBM Corporation47 @itsbethbell
Dare to imagine…. You….Chief Financial Officer of the FutureBringing the pieces of the puzzle together
SteerBusiness Performance
SingleVersionOf theTruth
Anticipatethe
Future
Minimize EnterpriseRisk
PerformanceAccelerator
Strong Fiduciary Controls
SupportBusinessDecisions
IBM Confidential © 2014 IBM Corporation48 @itsbethbell
Dare to imagine…. You….Chief Financial Officer of the FutureBringing the pieces of the puzzle together
SteerBusiness Performance
SingleVersionOf theTruth
Anticipatethe
Future
Minimize EnterpriseRisk
PerformanceAccelerator
Transform the
Enterprise
Strong Fiduciary Controls
SupportBusinessDecisions
IBM Confidential © 2014 IBM Corporation49 @itsbethbell
Dare to imagine…. You….Chief Financial Officer of the FutureBringing the pieces of the puzzle together
SteerBusiness Performance
SingleVersionOf theTruth
Anticipatethe
Future
Minimize EnterpriseRisk
PerformanceAccelerator
Transform the
Enterprise
Strong Fiduciary Controls
DriveEnterprise
Agility
SupportBusinessDecisions
IBM Confidential © 2014 IBM Corporation50 @itsbethbell
Dare to imagine…. You….Chief Financial Officer of the FutureBringing the pieces of the puzzle together
SteerBusiness Performance
SingleVersionOf theTruth
Anticipatethe
Future
Minimize EnterpriseRisk
PerformanceAccelerator
Transform the
Enterprise
Lead Business Model
Innovation
Strong Fiduciary Controls
DriveEnterprise
Agility
SupportBusinessDecisions
IBM Confidential © 2014 IBM Corporation51 @itsbethbell
Dare to imagine…. You….Chief Financial Officer of the FutureBringing the pieces of the puzzle together
SteerBusiness Performance
SingleVersionOf theTruth
Anticipatethe
Future
Minimize EnterpriseRisk
PerformanceAccelerator
Transform the
Enterprise
Lead Business Model
Innovation
Strong Fiduciary Controls
DriveEnterprise
Agility
SupportBusinessDecisions
Standardize Processes Common Data
IBM Confidential © 2014 IBM Corporation52 @itsbethbell
Dare to imagine…. You….Chief Financial Officer of the FutureBringing the pieces of the puzzle together
SteerBusiness Performance
SingleVersionOf theTruth
Anticipatethe
Future
Minimize EnterpriseRisk
TrustedAdvisor
PerformanceAccelerator
Transform the
Enterprise
Lead Business Model
Innovation
Strong Fiduciary Controls
DriveEnterprise
Agility
SupportBusinessDecisions
Standardize Processes Common Data
IBM Confidential © 2014 IBM Corporation53 @itsbethbell
Thank you!
For additional information and support, please contact:
Beth Bell – Partner, Government Transformation and Growth Initiatives, IBM
Global Business Services
– bethbell@ca.ibm.com
– (204) 938-7948
Kim Butler – Associate Partner, Strategy & Analytics, IBM Global Business
Services
– kbutler@ca.ibm.com
– (613) 249-2273
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