Pulling In the Same Direction

3. Pulling In the Same Direction A two-day learning experience in which teams are challenged to boost productivity and profitability through better teamwork, communication and coordination.

4. What Clients Say “We found Celemi Decision Base to be profoundly valuable. By experiencing the positions of senior management, our sales people gained a newfound appreciation for what our customers experience in their jobs and developed a greater ability to talk the customer’s language.”“We required every Oracle USA sales representative to take this training. It was exceptional.” “You know the program is effective when people from manufacturing, sales and marketing become sensitive to each other’s needs and understand how the operation works.”  Sales Manager, Oracle “I better understand my personal impact on financial results and hope to find ways to make things better… I hope everyone takes this. It’s good material for developing increased understanding of financial terms and interactions in the business environment.” Manager, Sales & marketing learning programs, 3M Participant, Hewlett Packard

5. The Seminarin a Nutshell Time • 2 to 2,5 days Numberofparticipants • 4-6 teams, 12 - 24 participants in total Facilitation • Trainerscertified by Celemi • Computer BasedTrainer Support Simulation • Board based • Learning Guides Target groups • Middle and firstline managers as wellas co-workers

6. Celemi Decision Base In a Nutshell Benefits Participants learn to better utilize financial statements and financial ratios as planning tools to boost productivity and profitability. It is designed to make key people understand how and why their decisions influence the entire organization.

7. The Seminar at a Glance: the Flow Reflects your own business reality • Opening – setting the scene Your own organization: • What are you up against? • What are the key issues? • Business simulation Ten simulation years: • Six teams manage their own capital-intensive companies and compete for the same customers • Debrief – discuss business themes and capture the lessons learned • Next steps – the way forward Back to your own real world: • What are the potential areas for improvement? • What could be done to tap into them? Sales Production Purchasing Accounts receivable Cash

8. Key Indicators Capacity Utilization Strategic Planning Company Performance Consistency Across Borders Lead Times Cash Flow Key Challenges

9. Challenge # 1 Strategic Planning Invest now… or later? Pursue all markets… or just a few? Take the lead… or be an early follower? Build efficient assembly lines… or flexible flow shops? Borrow money… or earn it first? Stick to the basics… or pursue the cutting edge?

10. Challenge # 2 Manage and Measure Company Performance Make the right investments at the right time…and get the required return Profit and Loss statement Balance Sheet Key Performance Indicators

11. Challenge no. 3 Consistency across borders Build cross-functional insight and explore the complex nature of inter-departmental financial relationships Marketing & Sales Finance & Control Planning &Delivery Development & Services

12. The Decision BaseTMSimulation Board

13. KeyComponents Line Capacity Flow Shop Job Shop Flexibility Product options Production options Market options Marketing & Sales options

14. Key Concepts: Summary Market share Profitability Return on capital employed Cash flow Cost of capital Capacity utilization Return on investments in markets, products and production EVA™ (economic value added) optional CVA™ (cash flow value added) optional NPV™ (net present value) optional ABC (activity-based costing) optional

15. Key Results • Improved productivity through better teamwork, communication and coordination • Alignment around the “big picture” and a deeper level understanding of strategy and tactical initiatives • Better decisions for optimal allocation of limited resources • Increased responsiveness to internal and external customer needs • Improved business literacy and financial acumen • Deep understanding of the overall business impact of financial decisions

16. Who it is For • All personnel with financial responsibilities in manufacturing, production or other capital-intensive companies • can build cross-functional insight and align with a common vocabulary of performance measures • Sales people, service providers and consultancies • gain a better understanding of their client’s business conditions • Business schools, corporate universities and academies • can use Celemi Decision BaseTMas part of their management development track to introduce and apply strategy, business economics and finance competencies. • Companies that are implementing new IT architectures • can use Celemi Decision BaseTMto identify hot buttons

17. What participants say 85% Estimate that it would have taken weeks or longerto learn what they learnt in the seminar if traditional teaching had been the method used 93% Judge the Celemi simulations very good or outstanding 99% Rregardthe Celemi materials to be of high or very high quality 99.3% Recommendthe seminar to others Source: Gallup Malmö, Sweden

18. Some Celemi Decision Base Clients

19. The GuidingPrinciplesBehind Youcan’tabsorbotherpeople’sknowledge… … youhavetocreateyourown!

20. Celemi Learning Programs:Guiding Stars To deliver useful and sustained knowledge, a learning program should… • capture the participants’attention and trigger their imagination • address the key elements of the client’s reality – revealing what it is that drives the business • be based on a strong and consistent conceptual platform Assumptions and metrics built into simulations should be… • sophisticated enough without being confusing • concise enough without being superficial • credible enough not to be dismissed