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JPK
Gro
upFP&A Intensive Workshop 2016December 5-6 • San Francisco, CA
FP&A Business Partnering
December 5, 8:30am
Jesper Hybholt Sorensen is the Senior Finance Director at Oracle leading theglobal business finance organization for the Managed Cloud Services Business.
He oversees strategic planning, forecasting, reporting and financial analytics.He is formerly of Dupont where he led the global finance teams for the BiotechDivision responsible for Performance Management including being the financial
lead and owner of the Forecast, Budget & Strategy Process, CompetitiveIntelligence Financial owner and Lead Analyst. Jesper has extensive
experience as a Financial Business Partner supporting a large number ofExecutive Vice Presidents with optimizing financial performance. During his
carrier Jesper has also worked in China and Denmark, has studied in Denmarkand Belgium and holds a Master Degree in Economics.
View presentation online at:www.jpkgroupsummits.com/attendee7
Jesper Sorensen – Oracle
Next Generation FinanceMoving From Average to World Class
Jesper Hybholt SorensenSenior Finance Director, Managed Cloud ServicesOracle Corporation December 2016
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Senior Finance Director
Independent Consultant
Advisory Board Member
Jesper Hybholt Sorensen
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Safe Harbor Statement
The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or functionality, and should not be relied upon in making purchasing decisions. The development, release, and timing of any features or functionality described for Oracle’s products remains at the sole discretion of Oracle.
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Agenda
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Business Partnering
Model
Competency Model
Capability Model
Assessment Model
Training Model
• Introduction
• Next Generation Finance
• What Matters Next
• Business Partnering Model
• Competency Model
• Capability Model
• Assessment Model
• Training Model
• From Average to World Class
• Cases & SurveyFrom Average to World Class Model
Copyright © 2016, Oracle and/or its affiliates. All rights reserved. |
Agenda
Confidential – Oracle Internal/Restricted/Highly Restricted 6
Business Partnering
Model
Competency Model
Capability Model
Assessment Model
Training Model
• Introduction
• Next Generation Finance
• What Matters Next
• Business Partnering Model
• Competency Model
• Capability Model
• Assessment Model
• Training Model
• From Average to World Class
• Cases & SurveyFrom Average to World Class Model
Copyright © 2016, Oracle and/or its affiliates. All rights reserved. |
Introduction: The Modern Finance Professional
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It is like dancing…
Trusted Scorekeeper
Extensive understanding on how to add value in the organization (Value Creation).
Deep financial knowledge and strong analytical skills (Complexity).
Finance Business Partner
... No magic formula on how to get there
(Not a Job Description)
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1980s 1990s 2000s 2010s
CO
MP
LEX
ITY
VALUE CREATION
Descriptive Analytics
Standard ReportingQuery & Search Tools
Pivot & Visualization
Dashboards & Scorecards
Statistics, Intelligence& Data Mining
Modelling, Scenarios & Monte Carlo
Diagnostic Analytics
Predictive Analytics
Prescriptive Analytics
Reporting
Analyzing
Monitoring
Predicting
Simulating
What happened? Why did it happen? What is happening now? What will likely happen?
Introduction: Evolution of Analytics
BUSINESS INTELLIGENCE BUSINESS ANALYSIS
What might happen?
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What happened? Why did it happen? What is happening? What might happen? What will likely happen?
Introduction: Evolution of Analytics
“While at the moment we are generally making good decisions, this is essentially unconscious competence because we’re often using our instincts rather than evidence. In the future, we want to be fully informed and consciously competent, and to be making decisions based on data and analysis of that data and,therefore, evidence.”
-Allan Tait, Vice Principal and CFO, University of MelbourneAs quoted in “Modern Finance in the Digital Age”, FERF, September 2015
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Introduction: The 3 Offices
Front Office
Back Office
Head Office
Sarbanes Oxley
IFRS / GAAPTreasury
GovernanceInternal Audit
External Reporting
Financial Shared Service Centers (FSSC)Center of Excellence (CoE)
Business Process Improvements (BPI)
Business Partner
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Introduction: Golden Circle
What
How
Why
What: Everyone knows WHAT they are doing
How: Some knows HOW they do what they do Those who differentiate themselves from others
Why: Few can clarify WHY they do what they do Purpose, cause or believe
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Agenda
Confidential – Oracle Internal/Restricted/Highly Restricted 12
Business Partnering
Model
Competency Model
Capability Model
Assessment Model
Training Model
• Introduction
• Next Generation Finance
• What Matters Next
• Business Partnering Model
• Competency Model
• Capability Model
• Assessment Model
• Training Model
• From Average to World Class
• Cases & SurveyFrom Average to World Class Model
Copyright © 2016, Oracle and/or its affiliates. All rights reserved. |
Next Generation: Advanced Analytics
Confidential – Oracle Internal/Restricted/Highly Restricted 13
“The analysis of all kinds of data using sophisticated quantitative methods (for example, statistics, descriptive and predictive data mining, simulation and optimization) to produce insights that traditional approaches to business intelligence (BI) — such as query and reporting — are unlikely to discover.”
Gartner Inc.
Copyright © 2016, Oracle and/or its affiliates. All rights reserved. |
Next Generation: Advanced Analytics
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Value Driver Analytics
Big Data & Data Mining
Predictive & Prescriptive Analytics
Strategic Decision & Risk Management
Competitive & Market Intelligence
Trusted Scorekeeper
Finance BusinessPartner
Valu
e C
reatio
n&
Co
mp
lexity
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Next Generation: The Roles of Finance
Reporting & Compliance
(Financial Accounting)
Performance & Decision Making
(Management Accounting)
Commercial Skills
Technical Skills
INFLUENCE / STRATEGICCONTROL / GOVERNANCE
CONFIDENCE / REPORTING DILIGENCE / ANALYTICS
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Next Generation: The Roles of Finance
Business Partners
Steward
Trusted Scorekeeper Technical
Expert
Reporting & Compliance
(Financial Accounting)
Performance & Decision Making
(Management Accounting)
Commercial Skills
Technical Skills
Tax
Sarbanes-Oxley
IFRS/GAAP
Business Process Improvement
BI Analytics
Costing
Variance Analysis
Narrative Reporting
Cost Control
Risk Management
Performance Management
Business Strategy
Governance
Ethics Compliance
Strategic DecisionsAdvanced Analytics
Treasury
Internal Audit
Data Capturing
Transaction ProcessingBusiness Process Improvement
Narrative Reporting
Variance AnalysisCost Control
Transaction Processing
Modeling
External Reporting
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Next Generation: The Roles of Business Finance
Business Partners
Trusted Scorekeeper
Reporting & Compliance
(Financial Accounting)
Performance & Decision Making
(Management Accounting)
Commercial Skills
Technical Skills
Sarbanes-Oxley
Business Process Improvement
Variance Analysis
Narrative Reporting
Cost Control
Risk Management
Performance Management
Business Strategy
Compliance
Strategic DecisionsAdvanced Analytics
Internal Audit
Data Capturing
Transaction Processing
Modeling
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Next Generation: The Role of Business Finance
Transactions
Reporting & Analysis
Strategy
Time Spending
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Next Generation: The Role of FSSC / CoE
Strategy
Reporting & Analysis
Transactions2000s
2010s
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1980s 1990s 2000s 2010s
Val
ue
Cre
atio
n
Collaborate
Internal Function Focus
Next Generation: 4G Finance Business Partner
Focus
Behavior
Time
Internal Organization Focus
External Organization Focus
The Scorekeeping Accountant
The Supporting Partner
The Shareholders
Wealth Creator
The Clairvoyant Impactor
1st Generation
Future Short Term & Long Term Focus
2nd Generation
3rd Generation
4th Generation
Focus on Technology for Process Improvements
Focus on Building Relationships and Decision Support
Focus on Predicting the Future and Respond to Risk & Opportunities
Record Report Support Influence Challenge Predict Impact
Focus on Safeguarding Assets and Promoting Wealth Generating Strategies
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Next Generation: MUST Read
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Overview if several consulting companies finance business partnering concepts and frameworks.
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Agenda
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Business Partnering
Model
Competency Model
Capability Model
Assessment Model
Training Model
• Introduction
• Next Generation Finance
• What Matters Next
• Business Partnering Model
• Competency Model
• Capability Model
• Assessment Model
• Training Model
• From Average to World Class
• Cases & SurveyFrom Average to World Class Model
Confidential – Oracle Internal/Restricted/Highly Restricted 23Copyright © 2016, Oracle and/or its affiliates. All rights reserved. |
What is finance’s role in measuring and monitoring the value drivers in today’s digital economy?
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What Matters NextGlobal survey 744 respondents plus 10 in-depth interviews
20%
22%
18%
21%
19%
Between $100 million and $250 million Between $250 million and $500 million
Between $500 million and $1 billion Between $1 billion and $5 billion
More than $5 billion
United States of America
United Kingdom
IndiaSouth Africa
Japan
China
Germany
Netherlands
France
United Arab Emirates
Italy
Sweden
Australia
Canada
Ireland
Poland
Qatar
Mexico
Spain
Brazil
Kuwait
Others
Sample CoverageResponses By Company Size
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What Matters Next: Value Drivers & KPIs
0 100 200 300 400 500 600
Plant and Equipment
Supplier Relationship
Patented Product or Processes
Strategy Execution
Strategic Decision Making
Reputation of Brand
Quality of Your People (Human Capital)
Customer Relationships
Quality of Business Processes
Customer Satisfaction
Number of Respondents
Ranking the Value Drivers
0 20 40 60 80 100
Digital Marketing Effectiveness
Social Sentiment
Social Engagement
Talent Sourcing Pipeline
Brand Awareness and Equality
Customer Pipeine and Retention
Competitor Activity
Employee Engagement and Retention
Data Quality
Customer Experience and Satisfaction
Employee Productivity
Return on Invested Capital (ROIC)
Percentages
Measuring and Monitoring KPIs
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1st 2nd 3rd 4th 5th Always Recently started(in the last 12 months)
Plan to (in next 12 months)
Plan to in the future (12 months+) No Current Plan
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What Matters Next: Relating KPIs to Value Drivers
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Top KPIs
DATA QUALITY
67%
RETURN ON INVESTED CAPITAL
(ROIC)
66%
EMPLOYEE PRODUCTIVITY
65%
EMPLOYEE ENGAGEMENT AND
RETENTION
CUSTOMER EXPERIENCE & SATISFACTION
BRAND AWARENESS AND EQUITY
COMPETITOR ACTIVITY
CUSTOMER PIPELINE & RETENTION
TALENT SOURCING AND
RETENTION
65% 60% 57% 55% 50% 49%
CUSTOMER EXPERIENCE
QUALITY OF BUSINESS PROCESS
CUSTOMER RELATIONSHIP
QUALITY OF PEOPLE
REPUTATION OF BRAND
76% 64% 63% 61% 58%
Top Value Drivers
The traditional performance metrics no longer capture the value drivers
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0 10 20 30 40 50 60 70 80 90 100
Social Engagement
Digital Marketing Effectiveness
Brand Awareness/Quality
Customer Experience and Satisfaction
Talent Sourcing/Pipeline
Customer Pipeline and Retention
Employee Engagement and Retention
Social Sentiment
Competitor Activity
Employee Productivity
Data Quality
ROIC
Percentages
KPIs and the Functions that Provide them
What Matters Next: Providing KPIs
Each function is likely to provide the performance measures relevant for its own domain
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Finance Sales Marketing HR IT Other Outsourced
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What Matters Next: Responsible for Performance
13.4% 18.5% 47.2% 2.9% 6.7% 11.4%
43.9 26.3% 6.9% 3.8% 9.1% 10.0%
10.9% 16.9% 42.5% 4.2% 10.0% 15.4%
9.6% 20.0% 10.7% 8.2% 31.8% 19.6%
13.4% 37.4% 9.6% 19.2% 9.8% 10.7%
4.7% 69.3% 8.0% 6.7% 4.7% 6.7%
15.8% 11.4% 7.3% 13.8% 15.8% 35.9%
8.2% 33.4% 11.6% 7.8% 16.9% 22.0%
29.6% 9.8% 8.0% 8.7% 15.6% 28.3%
CEO CFO CIO CRO COO Other
Information Technology
Corporate Strategy, Business Model Development
Digital Transformation
Supply Chain and Logistics
Risk Management
Financial Planning and Analysis
Human Resources
Shared Services Centers
Social and Environmental Issues
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Ranked 1st
Ranked 2nd
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What Matters Next: The Challenge
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Provide insight from different data sources
Partner to support decision making
Have business acumen to provide insight
Provide stewardship and governance for Intangibles
Balance focus between current and future performance
Risk of being side-lined
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Agenda
Confidential – Oracle Internal/Restricted/Highly Restricted 30
Business Partnering
Model
Competency Model
Capability Model
Assessment Model
Training Model
• Introduction
• Next Generation Finance
• What Matters Next
• Business Partnering Model
• Competency Model
• Capability Model
• Assessment Model
• Training Model
• From Average to World Class
• Cases & SurveyFrom Average to World Class Model
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Business Partnering Model – The Concept
BACK OFFICE FRONT OFFICE
COMFORT ZONE VALUE CREATION
Reporting Analysis Insight Influence Impact
Reporter Commentator Advisor Advocate Strategist
Qu
alitativeQ
uan
tita
tive
DATA
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Business Partnering Model – The Roles
The Reporter utilize all financial systems when reporting in a timely and accurate manner.Reporter
The Commentator turns data into information and provides basic analysis and adjusting the language to meet the audiences needs.Commentator
The Advisor builds relationship in the organization and use business awareness to provide insight that identifies issues, problems and opportunities. Advisor
The Advocate is proactive, predict the future and evaluates risk & opportunities to influence the decision making.Advocate
The Strategist is seen as a true peer who thinks strategically, drives Financial Leadership and uses Innovative ‘Out of the Box Thinking’ to impact the business direction.Strategist
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Business Partnering Model – The Mindset
“Closing the books, reporting more efficiently … those are just table stakes for a modern CFO. You can’t ask for a more strategic role in the organization if you can’t deliver on the basics.”
- Jeff Henley, vice-chairman of the board and former CFO, Oracle Corporation
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Agenda
Confidential – Oracle Internal/Restricted/Highly Restricted 34
Business Partnering
Model
Competency Model
Capability Model
Assessment Model
Training Model
• Introduction
• Next Generation Finance
• What Matters Next
• Business Partnering Model
• Competency Model
• Capability Model
• Assessment Model
• Training Model
• From Average to World Class
• Cases & SurveyFrom Average to World Class Model
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Competency Model• Provide timely, accurate and clear information
• Identifying and understanding issues, problems, and opportunities
•Adjusting language to capture the attention of the audience
•Building relations in both business and the finance organization
•Recognize options to select an appropriate course of action
•Using business terminology when communicating with others
•Maintaining knowledge of leading tools and techniques
•Understanding overall business, economic and political environments
• Evaluating opportunities & risk and predict trends & events
• Provide key drivers, implications and actions required to stay ahead of competition
•Developing and influencing business decisions to impact the strategic direction
•Being a role model with vision & leadership to innovate finance
Acumen
Basics
Leadership
Engagement
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Agenda
Confidential – Oracle Internal/Restricted/Highly Restricted 36
Business Partnering
Model
Competency Model
Capability Model
Assessment Model
Training Model
• Introduction
• Next Generation Finance
• What Matters Next
• Business Partnering Model
• Competency Model
• Capability Model
• Assessment Model
• Training Model
• From Average to World Class
• Cases & SurveyFrom Average to World Class Model
Copyright © 2016, Oracle and/or its affiliates. All rights reserved. |
Capability Model
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Analysis & Judgment
Communicating with Impact
Analysis & Judgment
Communicating with Impact
Teamwork & Collaboration
Analysis & Judgment
Communicating with Impact
Business Acumen
Teamwork & Collaboration
Business Insight
Analysis & Judgment
Communicating with Impact
Business Acumen
Risk & Opportunity Management
Teamwork & Collaboration
Business Insight
Persuasion
Analysis & Judgment
Communicating with Impact
Business Acumen
Risk & Opportunity Management
Teamwork & Collaboration
Business Insight
Persuasion
Strategic Planning
Acumen
Leadership
Basics
Engagement
Reporter Commentator Advisor Advocate Strategist
Roles
Competencies
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Agenda
Confidential – Oracle Internal/Restricted/Highly Restricted 38
Business Partnering
Model
Competency Model
Capability Model
Assessment Model
Training Model
• Introduction
• Next Generation Finance
• What Matters Next
• Business Partnering Model
• Competency Model
• Capability Model
• Assessment Model
• Training Model
• From Average to World Class
• Cases & SurveyFrom Average to World Class Model
Copyright © 2016, Oracle and/or its affiliates. All rights reserved. |
Assessment Model
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• Forward Looking
• Simulate & Optimize
• Player on the Team
• Backwards Looking
• Analyze
• Scorekeeping
• Challenging
• Mining & Discover
• Predict
• Supportive
• Slice and Dice
• Understand
Strategist Commentator
Advocate Advisor
World Class Average
Good
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Agenda
Confidential – Oracle Internal/Restricted/Highly Restricted 40
Business Partnering
Model
Competency Model
Capability Model
Assessment Model
Training Model
• Introduction
• Next Generation Finance
• What Matters Next
• Business Partnering Model
• Competency Model
• Capability Model
• Assessment Model
• Training Model
• From Average to World Class
• Cases & SurveyFrom Average to World Class Model
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Training Model
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Online Finance Academy
On the Job Training
Dual Job (Incl. Projects)
Mentoring
Certifications
Leadership Training
Internal Communities
External Communities
BUSINESS PARTNER SKILLS & CAPABILITIES
Strategist
Commentator
Advocate
Advisor
Reporter
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Agenda
Confidential – Oracle Internal/Restricted/Highly Restricted 42
Business Partnering
Model
Competency Model
Capability Model
Assessment Model
Training Model
• Introduction
• Next Generation Finance
• What Matters Next
• Business Partnering Model
• Competency Model
• Capability Model
• Assessment Model
• Training Model
• From Average to World Class
• Cases & SurveyFrom Average to World Class Model
Copyright © 2016, Oracle and/or its affiliates. All rights reserved. | Confidential – Oracle Internal/Restricted/Highly Restricted 43
1980s 1990s 2000s 2010s
CO
MP
LEX
ITY
BUSINESS VALUE
Descriptive Analytics
Query & Search Tools
OLAP & Visualization
Dashboards & Scorecards
Modelling, Scenarios & Monte Carlo
Diagnostic Analytics
Predictive Analytics
Prescriptive Analytics
ReportReporting
AnalysisAnalyzing
InsightMonitoring
InfluencePredicting
ImpactSimulating
What happened? Why did it happen? What is happening now? What will likely happen?What might happen?
From Average to World Class: The Concept
Strategist
Commentator
Advocate
Advisor
Reporter
Business Partnering
Model
Competency Model
Capability Model
Assessment Model
Training Model
Statistics, Intelligence& Data Mining
Copyright © 2016, Oracle and/or its affiliates. All rights reserved. | Confidential – Oracle Internal/Restricted/Highly Restricted 44
What happened? Why did it happen? What is happening? What might happen? What will likely happen?
From Average to World ClassBusiness
Partnering Model
Competency Model
Capability Model
Assessment Model
Training Model
Reporter
Commentator
Advisor
Advocate
Strategist
“Historically, finance has been the recorder of history. Now, finance is leveraging the power of information to predict events, accelerate decision-making, and create more agile organizations.”
-David Pleasance, Senior Partner, Deloitte Consulting LLPAs quoted in “Modern Finance in the Digital Age”, FERF, September 2015
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From Average to World Class: The Challenge
• Wrong People (Traditional Accountants)• Back-Office focus• Work in the comfort zone• Too busy Fire-fighting • Uncomfortable with Business• Limited Financial System
• Sizable Team of Financial Business Partners• Training to Develop Seniors as Business Partners• Not afraid of new Challenges (Getting out of Comfort Zone)• Tools and Techniques to drive Decision Making• Mechanism to Measure Benefit from Business Partnering• Less Business Administration (Free up Time)
Commentator
Advisor
Advocate
Strategist
Average
Good
World Class
Business Partnering
Model
Competency Model
Capability Model
Assessment Model
Training and Development
Model
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From Average to World Class: Golden Circle
What
How
Why
What: Everyone knows WHAT they are doing
How: Some knows HOW they do what they do
Why: Few can clarify WHY they do what they do
Finance Business Partner vs Trusted Scorekeeper
FP&A / Business Finance / Management Accounting
Value Creation: We present INSIGHT that is actionable which INFLUENCE the decision-making and IMPACT the strategic direction (The 3 i’s)
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0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
World Class Average
Good
Strategist Commentator
Advocate Advisor
Assessment Target
47
From Average to World Class: Assessment
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
World Class Average
Good
Strategist Commentator
Advocate AdvisorAssessment Target
Click to take Surveyhttps://jezpers.typeform.com/to/koR1I7
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Questions & Break
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Copyright © 2016, Oracle and/or its affiliates. All rights reserved. |
Agenda
Confidential – Oracle Internal/Restricted/Highly Restricted 49
Business Partnering
Model
Competency Model
Capability Model
Assessment Model
Training Model
• Introduction
• Next Generation Finance
• Business Partnering Model
• Competency Model
• Capability Model
• Assessment Model
• Training Model
• From Average to World Class
• Cases & Survey From Average to World Class Model
Copyright © 2016, Oracle and/or its affiliates. All rights reserved. | Confidential – Oracle Internal/Restricted/Highly Restricted
Survey: CapabilitiesB
ASI
CS
AC
UM
ENEN
GA
GEM
ENT
LEA
DER
SHIP
Roles
Competencies StrategistCommentator AdvocateAdvisorReporter
50
Analysis & Judgment
Communicating with Impact
Analysis & Judgment
Communicating with Impact
Teamwork & Collaboration
Analysis & Judgment
Communicating with Impact
Business Acumen
Teamwork & Collaboration
Business Insight
Analysis & Judgment
Communicating with Impact
Business Acumen
Risk & Opportunity
Management
Teamwork & Collaboration
Business Insight
Persuasion
Analysis & Judgment
Communicating with Impact
Business Acumen
Risk & Opportunity
Management
Teamwork & Collaboration
Business Insight
Persuasion
Strategic Planning
Create clear and understandable
information
Adjust language to meet audience needs
Translate needs into Insight
Effective Communication that
leads to Action
Active in leadership teams
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Survey: Assessment
World Class Average
Good
Strategist Commentator
Advocate AdvisorAssessment Target
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Cases
Confidential – Oracle Internal/Restricted/Highly Restricted 52
Value Driver Analytics
Big Data & Data Mining
Predictive & Prescriptive Analytics
Strategic Decision & Risk Management
Competitive, Market & Customer Intelligence
Trusted Scorekeeper
Financial BusinessPartner
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Case 1: From Average to World Class – Prescriptive Analytics (Risk Management)
Simulation (Monte Carlo)
Modelling
Variable 1
Variable 2
Variable 3
Variable 4
Variable 5
Variable 6
Variable 7
Variable 8
BaseScenarios (Tornado Diagram)
Scenarios
Subject Matter Experts (SMEs)
High / Low Case
Simulation
Probability
Advocate
High P90, Base P50, Low P10 Case Cummulative Probability Curve
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Case 2: From Average to World Class – Predictive Analytics
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Trend / Seasonality Model(Smoothing)
Cu
rrency
Mix
Vo
lum
e
Price
YTD
Full Year
PVMC Run Rate
Intelligence
Market
Customer
Competitors
Underlying Asset Model(Regression)
Revenue = C + xA + yB
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Case 2: Predictive Analytics – Run Rate
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Cu
rrency
Mix
Vo
lum
e
Price
YTD
Full Year
PVMC Run Rate
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Case 2: Predictive Analytics – Intelligence
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Intelligence
Market
Customer
Competitors
Market (12%)
Competitors (10%)
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Case 2: Predictive Analytics – Trend & Seasonality Model
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Trend / Seasonality Model (Smoothing)
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Case 2: Predictive Analytics – Underlying Asset Model
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Underlying Asset Model(Regression)
Revenue = 3.33c + 0.99788a
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Case 2: From Average to World Class – Predictive Analytics
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Trend / Seasonality Model (Smoothing)
Cu
rrency
Mix
Vo
lum
e
Price
YTD
Full Year
PVMC Run Rate
Intelligence
Market (12%)
Customer
Competitors (10%)
Underlying Asset Model(Regression)
Revenue = 3.33c + 0.99788a
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Case 3: From Average to World Class – Strategic Decisions
Corporate has asked you Division to increase your
forecast by $20M (New Target 360M)
1. Which region / regions should get the $20M challenge?
2. Does your answer change if you knew the regions
probability curve?
Red μ = 70
Burgundy μ = 90
Orange μ = 90
Gray μ = 90
Red μ = 70 / σ =3
Burgundy μ = 90 / σ = 8
Orange μ = 90 / σ = 14
Gray μ = 90 / σ = 1
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Questions
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Appendix
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Click to Know more
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Customer Satisfaction
Quality ofBusiness Process
Customer Relationship
Qualityof People
Reputationof Brand
Return on Invested Capital
(ROIC)
CompetitorActivity
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Research: Relate KPIs to Value Drivers to Financial Performance
Employee Productivity
Data Quality
Employee Engagementand retention
Customer Experienceand Satisfaction
Customer Pipeline and Retention
Talent sourcingand Pipeline
Brand Awarenessand Equity
KPIs Value Drivers Financial Performance
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