0April 2019April 2019
Dream Book Hanoi, Vietnam
1April 2019
Table of ContentsThe Winrock Dream Slide 2
Dream Book Process and Timeline Slides 3 – 4
Winrock Stakeholders as Personas & Roles Slide 5
Becca: New Business Cost & Pricing Slides 6 – 13
Brea: Financial Reporting Slides 14 – 21
George: Workforce & Volunteer Data Management Slides 22 – 29
Amit: Awards Management & Procurement Slides 30 – 37
Barbara: Budgeting & Forecasting Slides 38 – 45
The Winning Solution – ERP Slide 46
2April 2019
As our work becomes more complex
and we seek to diversify our funding,
we realize that our employees need
access to integrated, real-time data
that gives them the insight to operate
efficiently, innovate and achieve
measurable outcomes that drive our
mission.
The Winrock Dream
“We just finished our dream session here in Vietnam. It was a fantastic time. If you are thinking of doing a similar session, I highly recommend. Make sure you take the time to prepare, make sure you come with a lot of creativity to the process and leave your laptops at home.”
- Braulio Oliveira, Chief Information Officer
3April 2019
DreamRun a design thinking-led
workshop to envision innovative scenarios with
the highest impact
The Dream Journey Process: D-3 Framework
DeliverImplement process
reengineering, technology solutions, and
organizational readiness
DesignAlign process, technology
and organizational change management plans into a common, time-phased roadmap
“Quote can go here.”
4April 2019
Winrock Dream Journey Timeline
DREAM BOOK DELIVERYApr. 16, 2019
Introduction CallDec. 27, 2018
Refine the ScenarioIntroduction
Dream, design, deliver framework Winrock:
context, vision, and dreams
Who is instrumental in the dream
Decision Making Process
Define next steps
Dream Refinement
KickoffIntroduction
Dream, design, deliver framework
Description of the dream
Refine the dream through persona development and journey mapping
Define next steps (including individual and small group interviews)
Session OrientationIntroductions
Validate as-is problem areas, journey maps, and key pain points;
Set session expectations; Define next stepsDAY 1 MORNING
Introduction
Design thinking activities to validate key problem areas
Develop and refine ideas that address the problems areas
Retrospective
DAY 1 AFTERNOON
Activities to prioritize ideas based on value
and difficulty
Confirm top ideas and select finalists to develop and pursue
Retrospective
DAY 2 MORNINGSession to formulate
vision of digital transformation
Activities to develop value proposition,
underlying concept, visual prototype, and
proposed pilot idea for each finalist idea
DAY 2 AFTERNOON
Each group pitches their fully developed
idea to the room
Reflections on session progress
Define next steps
Dream OrientationIntroduction
Dream, design, deliver framework; methodology;
approach; Define next steps
Finalized Dream and Personas
DAY 0 EVENING
Introductions
Activities to get to know each other
Inspirational digital transformations
examples
Reception
Dream BookCocreation
Collaborative development of the final Dream Book
Initial Dream Statement
JAN 18
JAN 28
JAN 29
FEB 12
FEB 26
MAR 13
MAR 12
MAR 14
MAR 19
JAN 7
5April 2019
Winrock Stakeholders as Personas & Roles
Rebecca Morgan (Becca)
New Business Cost & Pricing
Brianna Gregory (Brea)
Financial Reporting
George Conley (George)
Workforce & Volunteer Data Management
Amit Dillon (Amit)
Awards Management & Procurement
Barbara Maxwell (Barbara)
Budgeting & Forecasting
6April 2019
Persona Profile: New Business Cost & Pricing
Rebecca Morgan (Becca)Age: 34
Occupation: New Business Manager
Office: Arlington
Archetype: The multi-tasker, problem solver
Bio: Becca has been working at Winrock for two years. Her workload is astronomical and she works crazy hours, Becca works across the organization to aggregate tasks together. During her first nine months, Becca struggled to find information and mobilize resources in a complex environment given the diversity between technical teams at Winrock. Like the other teams her team is also shorted staffed.
Becca
Personality• Flexible• Energetic• Detail-oriented• Competitive• Can work in fast-paced
environment• Builds relationships.
Motivation• Being able to connect to the
project stakeholders• Not letting other teams down• Positive relationships• Winrock can make the world a
better place
Goals• Get new proposal wins for Winrock• Mitigate risks by having documented
processes.• Common understanding across teams• Amplify learning from past projects and
articulated successes based on data
Frustrations• No standard process for new business• Information is dispersed and not readily
accessible• Time constraints on proposals• Approval process• Outdated date• Inconsistent processes• Hight turnover rate• Duplication of donor communication“I need the right information at the
right time.”
7April 2019
Becca
New Business Cost & Pricing: “As-Is” Emotional Journey Map
8April 2019
New Business Cost & Pricing: “As Is” Pains, Needs, Trends and Technology
Becca
TRENDS• New donor generation
• Diversifying clients• Geographic dispersion
• 24/7 accessibility• Standardizing database
• Improving market research• Good graphic assets
• Multiple level of proposal reviews
TECHNOLOGY• Office 365
• Salesforce• Teams
• Zoom• Contract tracking
NEEDS• Status dashboard or proposal
tracking system• Standard workflow for
new business• Easy access to all documents
• Appropriate access levels to systems
PAINS•Duplication of donor
communication
•Accounting system divorced from cost/pricing
• Inconsistent go, no-go decision making
•Poor quality, weak proposals
•Lack of resources and time constraining
•Data dispersed and not easily available
9April 2019
New Business Cost & Pricing: Big Questions - “How Might We…”
Becca
Assign roles and
responsibilities to not miss
RFPs?
Track level
of effort to predict resource needs?
Establish criteria to
decide to go forward or walk away?
Schedule check-points during entire
process?
Build and use plug and play
proposal templates?
Make historical proposals lessons
learned?
Standardize quality review
and other processes?
Reduce lack of
resources and high turnover?
Develop, contract and
apply the right skills
to each task?
Foster multi-
disciplinary teams and
communicate more?
10April 2019
New Business Cost & Pricing: Brainstorming Broad Ideas to Answer Big Questions
Becca
Regular self-scouting
for opportunities
Assign accountab
ility to not
miss RFPs
Develop criteria for go or no go
on opportunity
Visual status on
each proposal in process
Regular check point
reviews during entire
process
Training and
certification integrated
in job duties
Steps and outcomes for entire process
Internal and external
skills database by role
Resource management
and LOE tracking
Review process to
incorporate best practices
Define critical
components for inclusion in proposal
Develop quality
standards for all
proposals
Establish timeline for
each proposal process
Launch meeting to finalize approach
Agreed protocol for
communicationtied to kickoff
Involve internal and
external stakeholders
Use multiple tools to
enrich team collaboration
Templatesand boiler
plate for each proposal stage
Contractservices for repeatable
needs
Easy access to proposal information
for all
Dynamic, graphical, real-time portfolio
status
11April 2019
New Business Cost & Pricing: Broad Ideas Voted as “Best Outcomes”
Becca
Standard workflow process
Involve all stakeholders
Staff training and certification
Assign roles and hold
accountable
Develop best practices
Create transparency at all stages
Create performance criteria and
metrics
Develop templates and boilerplates
Focus on winning proposals
12April 2019
Becca
New Business Cost & Pricing: Best Outcomes in a “To Be” Emotional Journey Map
Lift Off TM
Design session
Outline requirements
Follow up with contributors with
Win ListsTM
Win SkillsTM
Assign rolesGoLightTM
Collect pieces GoLightTM
Confirm quality reviewTurboBidTM
Chop shop proposal update
Address red lights
Produce and submit proposal
Facilitate learning debrief (update Win ListsTM )(inform Win SkillsTM )
QRFT
M
Gains• First drop down draft• Quick resolutions• Consistently meet standards• Continuous improvement
13April 2019
Becca
New Business Cost & Pricing: The Solution Pitch “TurboBid”
Eureka!• Systematic • Workflow• All proposal ingredients• Market linkages• Donor impact• Successful, winning proposals
14April 2019
Persona Profile: Financial ReportingBrea
GOALS• Adhere to Winrock’s policies and procedures• Be able to accurately update the COP about
the project’s financial status• Provide recommendations on how the project
operates;• Make sure everything is l ined up so
implementation is not delayed.
Brianna Gregory (Brea)Age: 35
Occupation: Finance Manager
Office: Field Office
Role: Oversees and manages all financial transactions in a project.
Archetype: The Organizer
Bio: Brea finished her college education business degree. Prior to joining Winrock, Brea worked for Chemonics for 10 years. She has extensive experience working for different government contracts in the past and as a Field Finance Manager. Brea constantly and closely works with field personnel.
Personality• Ambitious• Problem solver• Professional• Conventional• Conscientious.
Motivation• Job security• Positive relationships with co-
workers.
Frustrations• Adhere to Winrock’s policies and procedures• Be able to accurately update the COP about
the project’s financial status• Provide recommendations on how the project
operates;• Make sure everything is l ined up so
implementation is not delayed.“I don’t like it when people don’t plan.”
15April 2019
Financial Reporting
“As-Is” Journey MapBrea
16April 2019
Financial Reporting:“As Is” Pains, Needs, Trends and Technology
TRENDS TECHNOLOGYNEEDSPAINS
Brea
•No link between account reports and budget
•People tend to ignore policies
•More bookkeeping than financial analysis
•Too much back and forth on approvals
•Reports lack data and do not reconcile
•Everyone to comply with SOPs
•Connectivity to HQ to integrate systems
•Financial management training
•Real-time budget performance
•System generated invoices
•Integrated systems
•Live dashboards•Business intelligence
•Collaboration tools•Mobile access
•Live data•Powerful social media
•People look at screens more than the people next to them
•Email is a 24-hour occurrence
•Connectivity cost decreasing and availability increasing
•Donors require more frequent and detailed reporting
17April 2019
Financial Reporting:Big Questions - “How Might We…”
Brea
Assign accountability
of budget holder?
Link to document repository?
Not re-key the same data into multiple systems?
Have clarity in reports that
generate action based on risk?
House data so that there is one source of
truth?
Drill down in a report to the
transaction level data?
Build in rules, notifications, validation to reduce effort?
Identify data mistakes and correct them regularly?
Ensure clarity on who inputs data with right
software?
Manage ICR risks?
18April 2019
Financial Reporting:Brainstorming Broad Ideas to Answer Big Questions
Brea
Standard templates,
outputs and metrics
Integrated system to enter,
monitor quality and get
reports
One button, decision-based analytical and real-time data
and reports
Low-bandwidth
option for field work and data
capture
Structured financial
management and analysis
training
Better defined
accountability for under performing
Compliance with policies
and standard operating procedures
Standard chart of accounts,
budget structure and
source of truth
Timely, accurate
project data as well as
global aggregation
Data transparency between HQ and field
offices
Internal controls to add
confidence with data and
decisions
Standard process and workflow for
close-out and
approvals
Protect the brand by managing
accountability
Donor, client and agent data
available in real time
Quality checks on data input where errors are apparent
19April 2019
Financial Reporting: Broad Ideas Voted as “Best Outcomes”
Brea
Multi-purpose systems
Central authority
Integrated applications
One-button reporting
Secure configuration
Decentral accountability
Stakeholder data sharing
Enterprise thinking
Trust-building
relationships
20April 2019
Financial Reporting:Incorporating Best Outcomes in a “To Be” Journey MapBrea
Enter commitments data into ERP
Receive exception notification automatically
Review ERP’s triage
Update data issues in ERP GL
Scan 80% less receipts
Perform monthly reconciliations
Receive HQ review automatically Approve pre-
populated wire transfers
Invoices generated automatically
Gains• Automatic notice of exceptions• No manual FOVs• Data transparency• Automatic exchange rates• Organizational performance benchmarks
21April 2019
Financial Reporting:The Solution Pitch “Enterprise Resource Planning “
Brea
It’s Done!• Just press the button• It’s like magic• One dream• Thanks to ERP• Single Source of Truth
22April 2019
Persona Profile: Workforce & Volunteer Management
PERSONALITY• Proactive• Flexible• Adaptive to changing priorities
GOALS• Increase employee retention• Improve annual benefits
enrollment process for relevance, efficiency and competence
FRUSTRATIONS• Back and forth to get the right
information from potential employees
• No visibility on volunteer data• No integration between
Finance and HR data• Handbooks not standardized• HR data not consolidated and
accessible• Missing integration of systems
MOTIVATION• Being part of a team• Career growth• Job stability• Acknowledgement• Appreciation
George
George Conley (George)Age: 32
Occupation: Human Resources Specialist
Office: Field Office
Role: Manages employee data, including volunteers
Archetype: The Proactive
BIO: George has been with Winrock for a little over a year. He is working at one of Winrock’s field offices as an HR Specialist and approaches his duty with enthusiasm and passion. When he first joined the company, he was immediately introduced to his regional HR business partner and underwent HR orientation and training.
“It would be great if we have all Winrock employee data organized in one place.”
23April 2019
Workforce & Volunteer Management
“As-Is” Journey MapGeorge
24April 2019
Workforce & Volunteer Data Management“As Is” Pains, Needs, Trends and Technology
TRENDS TECHNOLOGYNEEDSPAINS
George
•Clumsy access to data
•Quickbooks and Solomon don’t talk
•Maintaining necessary documentation
•Lack of standardization•Negotiating compensation
•Standard handbooks
•Real-time access to data•Automated requests
•More timely data•Performance monitoring and reviews
•Training and development
•Common data schema
•Self-service applications
•Working groups•Telecommuting
•Shared jobs
•ERP
•HR system•Electronic filing
•Collaboration•Mobile apps
•Linked•Recruiting software
•Blockchain
25April 2019
Workforce & Volunteer ManagementBig Questions - “How Might We…”
George
…Develop an employment
lifecycle standard?
…organize our data?
…develop an application
platform accessible by
everyone?
…develop a platform for
George to hear from his HR colleagues?
…develop a platform for
George to hear from his HR colleagues?
…create workflow that tracks progress and notifies
users?
…provide access to current
policies and procedures?
…Integrate volunteer data into standard processes?
…identify talent and
document it for future
hiring and promotion?
…build a culture that
attracts, builds and
retains talent?
26April 2019
Workforce & Volunteer Management:Brainstorming Broad Ideas to Answer Big Questions
George
Define and socialize
our brand.
Designate a brand
ambassador to culture the brand..
Define our values as
an outcome of brand
definition.
Showcase our culture and expertise to
attract attention.
Use social media and
other external tools to bring forth more
experts.
Communicate “why
Winrock.”
Build a culture of
collaboration and
inclusion.
Tie job performance
to the business strategy.
Develop and mentorship
program that includes alumni.
Integrated, automated
performance management
system.
Create a platform to
capture workforce
profile info.
Transparent and easy to
us recruiting system.
Standardized onboarding
and other HR processes.
Standard templates, procedures
and policies.
Standard program position
requirements
27April 2019
Workforce & Volunteer Management: Broad Ideas Voted as “Best Outcomes”
George
Includes staff,
volunteers and alumni
Focus on “Why
Winrock
Complete lifecycle
management
Integrated with other
admin systems
Make people feel part of the mission
Use culture and brand
Performance tied to strategy
Foster team collaboration
Set clear expectations with policy
28April 2019
Workforce & Volunteer Management:Incorporating Best Outcomes in a “To Be” Journey Map
George
Gains• Standard process and procedures• Predictable, efficient policies• Workflow automation triggers• Helps with retention and continuous improvement
Recruit approved job description
Hello-Welcomeonboarding
Orientation/job training
Ensure compliance
Expose growth opportunities
Enlist mentor involvement
Performance assessment
Launchpad to success
29April 2019
Workforce & Volunteer ManagementThe Solution Pitch “Winrocket “
George
Into outer space!• Collect broad input• Track/rank all applicants• Hello-Welcome onboarding• Plan growth opportunities• Journey of Success
30April 2019
Persona Profile: Awards Management & Procurement
PERSONALITY• Detail-oriented• Process-oriented• Versatile• Good listener
GOALS• To have all the pieces in
place• Implement the project
successfully• Ensure that program work
is not delayed
FRUSTRATIONS• Subrecipient monitoring• Short-notice requests• Layers of approval• Quality of information• Control of expenses• Sudden changes
MOTIVATION• Great relationship with
COP• New challenges and
systems• Deal with existing issues
and new problems
Amit
Amit Dillon (Amit)Age: 39
Occupation: Operations Director
Office: Field Office
Role: Manages employee data, including volunteers
Archetype: The Negotiator
BIO: Amit is a college graduate who has worked on donor-funded cooperative agreements and contracts. He had a small amount of training at HQ and took time to build relationships with other departments. Currently on his 4th USAID project, Amit tends to follow rules and procedures and even guides the technical staff on decision making.
“I have a heart of gold, but a hard exterior.”
31April 2019
Awards Management & Procurement:
“As-Is” Journey MapAmit
32April 2019
Awards Management & Procurement:“As Is” Pains, Needs, Trends and Technology
TRENDS TECHNOLOGYNEEDSPAINS
Amit
• ERP/HR system• Electronic filing• OCR scanning• Portal of integrated
data• Away from email• Digitization• Cyber security tools
and policies• Artificial Intelligence
• Missing data• Back and forth for info• Numerous layers of
approval• Capacity at night• Pressure of deadlines• Changing laws• Changing donor
requirements
• Centralized filing• Access to information• Prioritize task for the day• That required tech works• Sub-recipient monitoring• Sharing information• Automated requests• Shared guidelines• Standard handouts
• Self-service• Responsive to context• Online vs. market data• Multiple sources of
data• Cross-functional
knowledge sharing• More automated
processes
33April 2019
Awards Management & Procurement:Big Questions - “How Might We…”
Amit
…ensure our compliance?
…make sure each
stakeholder has a common
understanding?
…enable speedy process
at even the most remote locations?
…using vendor catalog?
…reduce review and approval
time?
34April 2019
Awards Management & Procurement:Brainstorming Broad Ideas to Answer Big Questions
Amit
Approval requests
notifications delivered on mobile device
Reminder of steps to take is
part of the process
Not able to access the incorrect template
Mandatory technology solution is
easily accessible
Make sure Docusign
works
Use mobile app to track project staus
Automated workflow
Create vendor database to
draw from for purchasing
Create vendor database to
draw from for purchasing
Finalized documents routed to common
place
Provide alerts on expiring contracts
Workflow requires gathering
documentation in steps
Open items in workflow steps are identified
and sent to right person
Provide certification & training
where possible
Some way to give advice, e.g. an FAQ or online
help
35April 2019
Awards Management & Procurement: Broad Ideas Voted as “Best Outcomes”Amit
Automated workflow
Reminders of steps to take
in the process
Mobile app to track
process status
Guided process steps and whole
process
Can’t submit request until all support documents
are provided
No emailed attachments are allowed
Systems provide
transactions in multiple currencies
Identify and give priority to Winrockpreferred vendors
Prompt those in the
process who need to
participate
36April 2019
Awards Management & Procurement:Incorporating Best Outcomes in a “To Be” Journey MapAmit
Gains• User empowered through process• Catalog of preferred vendors• Alerts & prompts• More control and insight into process• Transparent status of the requests
Need identified Start
requisition process
Describe and estimate value
COP Approval
Quotes received based on price Vendor
background check Prepare cost
analysis
Make vendor selection
Concurrence and approvals
Place order
37April 2019
Awards Management & Procurement:The Solution Pitch: “Winbuy“
Amit
No worries!• Procurement fully automated• Guided every stop of the way• Tracks status at each step• Makes everyone’s life easier• Winrock Wonder Buyer
38April 2019
Persona Profile: Budgeting & Forecasting
PERSONALITY• Resourceful• Focused• Insightful• Confident
GOALS• Produce accurate forecasts• Complete many required tasks
and budgets efficiently• Share financial plan with team
and supervisor• Ensure business viability and
donor relationships
FRUSTRATIONS• Too many budgets to
complete• Not enough time for all
budgets• Cumbersome process to get
data needed for forecast
MOTIVATION• Ability to learn and grow• Advance career path• Project’s activities and
results• Trust from management• Being part of a unit/team
Barbara
Barbara Maxwell (Barbara)Age: 35
Occupation: Project Manager
Office: Home Office
Role: Analyzing actuals and planning future expenditures
Archetype: The Problem Solver
BIO: Barbara is a college graduate working from Winrock’s home office as a project manager. She is self-motivated and is knowledgeable about the revenues and expenses, as well as the risks and opportunities of the project She enjoys visiting her project locations and the teams in the field. “I would like to have quicker access
to monthly reports and only one budget to maintain.”
39April 2019
Budgeting & Forecasting
“As-Is” Journey MapBarbara
40April 2019
Budgeting & Forecasting:“As Is” Pains, Needs, Trends and Technology
TRENDS TECHNOLOGYNEEDSPAINS
Barbara
• Missing data• Not the right review• Prioritizing tasks• Not the right capacity• Recreating the wheel• Core technology not
always working• Reworking plans
• Centralized filing• Access to information• Technology that works• Using Winrock brand• Contract and financial
data cohesion
• Responsive to context• Online vs Market • Cross-functional
knowledge sharing• Multiple sources of
data
• Standardized vs. adaptive
• Centralized• Artificial intelligence• Cyber security
41April 2019
Budgeting & ForecastingBig Questions - “How Might We…”
Barbara
…use historical data to right-size budgets &
forecasts?
…build in IFTT logic into financial systems?
…integrate financial
system with M&E system
and practice?
…tag expenses to activities and results?
…access financial data across different platforms and bandwidths?
…know if a project burn rate is on
track?
…flag outstanding advances to
prevent further
advances?
…be alerted to financial risks early enough to correct?
…reduce cash transactions?
…verify that wire requests are used for the approved
purposes?
42April 2019
Budgeting & Forecasting:Brainstorming Broad Ideas to Answer Big Questions
Barbara
Reports to associate
budget with indicators
Build payment
controls into the system
Set tolerances and thresholds for financial transactions
Line item control of
expenses like DAI
Allow users to create their
own reports by entering the
needed parameters
Create prompts as reminders
or instructions drawing on experience
Use system workflows to
more effectively manage
approvals and notification
Map out max allowable time each month for
billing
Create automated
prompts and alerts
A platform to support
activity-based budgeting
Frequent integration
(API maintenance
Common data schema that integrates
across systems and company
Have QB links to Solomon
with Solomon reconciliation
Proper identity governance
Data available to
provide ability to
work offline
43April 2019
Budgeting & Forecasting: Broad Ideas Voted as “Best Outcomes”
Barbara
Activity-based
budgeting
Build tolerances
and metrics into the system
Set tolerances
and thresholds
Integrate with other
admin systems
Use a common
data schema
Enforce governance of processes
Use workflow for approvals
and notification
Build payment
controls into the system
Set clear expectations with policy
44April 2019
Budgeting & Forecasting:Incorporating Best Outcomes in a “To Be” Journey MapBarbara
FO creates activity-based budget
HQ reviews until approved
Check approved commitments and communicate to program admins
Automatically report and monitor variances within tolerance limits and communicate
Make future adjustments within authority or raise issue
Re-forecast and adjust budget through period of performance as needed
Gains• Less manual work• Clearer lines of authority• Alerts & prompts through the process• More control and insight into process• Transparent status
45April 2019
Budgeting & ForecastingThe Solution Pitch “Rocknosis“
Barbara
Matching Data!• Activity-based budgeting• Reduce institutional risk• Instantaneous alignment• Multi-layered management• Intersection of Happiness
46April 2019
The Ultimate Solution:WinRocketWorkforce &
VolunteerManagement
WinBuyAwards &
Procurement Management
TurboBidNew Business
Cost and Pricing
ERPFinancial Reporting
RocknosisBudgeting and
Forecasting
Enterprise Resource Planning
(ERP)
Single Source of Financial Truth