improving performance for north american sales division (concurrency corporation)

Improving Performance for North American Sales Division

(Concurrency Corporation)

ContentsExecutive SummaryCurrent State AnalysisFuture State AnalysisBusiness CaseAdoption & Implementation PlanningNext Steps

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BackgroundYour organization’s North American Sales Division currently faces a number of challenges related to its sales performance, including:

Difficult to assess the impact of a given strategic decision on the business Increased cycle times and plan iterations required to set goals and objectivesLimited integration between financial and operational systems creates integration problems for users, limiting ability to model and measure key business drivers More professional staff time is spent collecting and validating data than on analysisPerformance reports often of limited value, with either too much or too little performance data for a given audienceSignificantly increased ad-hoc report generation time

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Engagement ParticipantsParticipant Name Department Role

(name) (department) (title)






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Executive SummaryConcurrency proposes expanding upon (North American Sales Division’s) current Office System deployment to incorporate advanced performance management and workflow capabilities to automate a number of critical sub-processesImplementing the proposed solution will provide you with:

53% reduction in staff labor time associated with sales performance analysis and management57% decrease in cycle time to manage and assess sales performance30% improvement in forecast accuracy5% improvement in division close rateAnticipated annual benefit to (North American Sales Division) of $290,000

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Executive Summary

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Process Phase Description

Goals and objectives developed by senior managers often do not align with ongoing Division sales activities; LOB Managers struggle to apply objectives to day-to-day activities

Manual process for generating forecasting report templates, running reports, populating data in forecasts, distributing and sharing input/report templates

Collect measures data using email and Excel with limited time remaining to assess performance because metrics are not available in one location

Manually create ad hoc scorecards and reports to display and convey performance results relative to plan

Key Stakeholders

• Sales Division HQ• MA Division Manager

• MA Division Manager• MA Division Staff

• MA Division Staff • Sales Division HQ• MA Division Manager• MA Division Staff

High-Level Problems Identified

• Supporting information captured and shared in an ad-hoc manner

• Objectives and goals do not align across the organization

• Time consuming process with limited transparency

• Information is not available when needed

• Difficult to make changes to large models; currently a manually intensive process in Excel

• Majority of time is spent manually gathering and manipulating data, with limited time left to analyze data

• Difficult to quickly identify issues or trends in performance data

• As-hoc performance reporting cumbersome and time consuming

• Few if any reusable performance reporting templates

Impact

• Difficult to assess the impact of a given strategic decision on the business

• Increased cycle times and plan iterations required to align goals and objectives

• Limited integration between financial and operational systems creates integration problems for users, limiting ability to model and measure key business drivers

• Professional staff time is spent collecting and validating data rather than analyzing;

• Increasing analysis cycle time analysis errors

• Performance reports often of limited value, with either too much or too little performance data for a given audience

• Significantly increased ad-hoc report generation time

Current State Process Analysis

Develop Objectives and Goals

Forecast Results to

Plan

Analyze Performance Report Results

Sales Performance Process Phases – Analysis Summary

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As-Is Process Diagram

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As-Is Process Diagram

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Future State Process AnalysisSales Performance Process Phases – Analysis Summary

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New Process Phase Description

Develop objectives and goals that can be used to implement strategy and drive operational performance across the business unit

Models are linked together to share business definitions, rules, and plans and create cross functional alignment throughout the organization

Collect measures and assess performance against an established set of results focused metrics; performance data easily drawn and manipulated from data sources

Improve regular and ad-hoc performance reporting through increased process automation and improved content sharing and distribution

Key Stakeholders

• Sales Division HQ• MA Division Manager

• MA Division Manager• MA Division Staff

• MA Division Staff • Sales Division HQ• MA Division Manager• MA Division Staff

High-Level Improvements

• Integrate multiple data silos into a single cohesive model across the business

• Link forecasting models across business units and integrate models such that changes applied to one area/level can be reflected in other areas/levels

• Automate data consolidation, integration, and analysis activities

• Automated performance reporting and report development through reporting templates and automated data linkages / integration

• Automated report distribution, publishing, and sharing

Impact / Benefit

• Improved KPI linkages and drill-down through cascading scorecards

• Decreased planning cycle times

• Forecasting process is simplified and streamlined using models that are linked top down/bottom up and across business units

• Mid-Atlantic Division staff can more efficiently and effectively collect, analyze, and assess performance data

• Report preparation and presentation significantly streamlined using automated features in SharePoint

• Reports posted to SharePoint site

Develop Objectives and Goals

Forecast Results to

Plan

Analyze Performance

Report Results

LevelOfComplexity

Low

High

High

Low

5

3

3 5

1

Value to Business

Prioritized Process Solutions

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Automate report distribution, publishing, and

sharing(SharePoint Server 2010)

Review performance through rich, dynamic and context-driven dashboards and scorecards from within a browser(SharePoint Server 2010 with PerformancePoint Services and Excel Services)

Automate data consolidation, integration, and analysis activities

(SharePoint Server 2010 with PerformancePoint Services and Excel

Services)

1

Integrate multiple data silos into a single cohesive model across the

business(SharePoint Server 2010 with

PerformancePoint Services and Excel Services)

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Future State Process Diagram

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Future State Process Diagram


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Anticipated Benefits - ProcessID Process Phase

Improvement Description

Benefits Technology Leveraged

KPI Impact(s) Affected Stakeholders

1Develop Objectives and Goals


• Improved KPI linkages and drill-down through cascading scorecards

• Decreased planning cycle times

SharePoint Server 2010 with PerformancePoint Services and Excel Services

• 46% decrease in phase labor

• 47% reduction in phase cycle time

• Sales Division HQ• MA Division

Manager

2Forecast Results to Plan


• Forecasting process is simplified and streamlined using models that are linked top down/bottom up and across business units




• 30% improvement in forecast accuracy

• MA Division Manager

• MA Division Staff

3Analyze Perform-ance


• Mid-Atlantic Division staff can more efficiently and effectively collect, analyze, and assess performance data




• 5% improvement in division close rate

• MA Division Staff

4Report Results



• Report preparation and presentation significantly streamlined using automated features in SharePoint

• Reports posted to SharePoint site




• Sales Division HQ• MA Division

Manager• MA Division Staff

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Anticipated Benefits - Financial

ID Process Phase

Improvement Description Estimated Revenue Increase

Estimated Cost Decrease

Total Benefit

1Develop Objectives and Goals


$100,000 - $100,000

2 Forecast Results to Plan


$50,000 $30,000 $80,000

3 Analyze Performance


$20,000 $40,000 $60,000

4 Report Results



- $50,000 $50,000

Total Estimated Benefits $290,000

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Anticipated Costs

Cost Area Component One-Time Costs Ongoing-Costs

Software Additional CALs $10,000 -

Hardware 2 Additional Servers $6,000 -

Training Division Staff Training $30,000 -

Deployment Solution roll-out and implementation $200,000 -

Other N/A - -

Total $246,000 N/A

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Adoption & Implementation Planning Summary

ID Improvement Description

Resources Required Implementation Owner

Additional Stakeholders

Notes

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Integrate multiple data silos into a single cohesive model across the business

• IT department resources for solution development and/or project management

•MA Division volunteers for pilot testing•MA Division Manager time to oversee roll-out and communication

•Business Unit IT• Sales Division HQ• MA Division Manager• MA Division Staff

2Automate data consolidation, integration, and analysis activities




3

Review performance through rich, dynamic and context-driven dashboards and scorecards from within a browser




4Automate report distribution, publishing, and sharing




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Project Plan

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Potential Adoption RoadblocksStakeholder Group

Anticipated Resistance to Change Degree to which Resistance will Limit Initiative Success

Mitigation actions

Technical

Business Unit ITAbility for existing infrastructure to deliver upon desired solution

Low• Pilot test proposed solution

to work out technical issues• Use latest platform

MA Division Manager

New technology seen as too hard; high level of perceived technical complexity

Mid• Develop training document

and FAQ• Effective communications

MA Division Staff

New technology seen as too hard; high level of perceived technical complexity

High

• Develop training document and FAQ

• Effective communications• Provide hands-on, role-

specific training as required

Cultural

MA Division Manager

“Just wants this to get done” – risk of pushing new solution too hard without giving staff time to adjust

Mid

• Reward involvement• Phased implementation

approach• Link to PDP

MA Division Staff

Perception that proposed solution will increase workload of additional publication workload

Mid

• Highlight time saving benefits of solution

• Solution demonstration to show speed of use / creation

• Reward involvement• Link to PDP

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Adoption Roadblock Mitigation Actions by Stakeholder

Adoption Category Sales Division HQ MA Division Manager MA Division Staff

Awareness

Awareness generating communications via email, newsletters, manager meetings, etc., targeted to stakeholder group and concerns



Value Demonstration

Emphasize process and productivity improvements to Division specifically and company as a whole; including estimated financial impact.

Emphasize value to company as well as importance of pilot-testing; provide case studies and whitepapers related to virtual training to demonstrate how other companies have successfully implemented solution

Demonstrate both improvement in productivity through quick hits and quick wins; also show overall process improvements and estimated financial impact for company. Provide useful tactical training to support roll-out.

Integration & Alignment

Ensure proposed solutions/ initiatives are aligned with both with business and IT strategy and direction



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Next StepsReview presentation and proposal with decision maker(s) and stakeholders for approvalConsider a SharePoint Deployment Planning Services (SDPS) follow-up engagementExecute work order for projectSchedule kick off meeting for week of _____ and weekly status meetingsPropose schedule:

A) Deadlines for initial milestones, orB) Date to finalize initial milestones

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improving performance for north american sales division (concurrency corporation)

Documents

sales performance analysis

current state process

analysis performance

excel services slide

review performance

little performance data

business sharepoint

performancepoint services