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Business Performance Management

grow. profitability. Business Performance Management. anticipate. performance. Measure performance continuously. Anticipate results. Drive growth and profitability. AGENDA. Is there a need to improve?? Hyperion Performance Scorecard 3.0 Hyperion Business Modeling 3.0.

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Business Performance Management

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  1. grow profitability BusinessPerformanceManagement anticipate performance Measure performance continuously Anticipate results Drive growthand profitability

  2. AGENDA • Is there a need to improve?? • Hyperion Performance Scorecard 3.0 • Hyperion Business Modeling 3.0

  3. Measuring Performance – Is there a need to improve?? • A critical enabler in achieving desired performance goals is the ability to measure performance. • 7 out of 10 organizations are feeling dissatisfied with their measurement efforts (AICPA & Lawrence S. Maisel) • The lack or linkage between strategy and operational plans is the most common problem faced among corporate financial leaders (CFO Magazine Survey of Leaders) • Too many measures, not enough information

  4. Reliance on Financial Measures • Financial Measures = Lag Indicators • Report on outcomes • Detail the consequences of past actions • Exclusive reliance on financial indicators promotes short-term behavior that sacrifices long-term value for short-term performance. • The Strategy Focused Organization, Norton & Kaplan

  5. Significance of Intangible Assets • What are intangible assets? • Employee knowledge • Customer and Supplier relationships • High quality and responsive operating processes • Information technology and databases • The transition in value of intangible assets • 1982 – 38% • 1992 – 62% • Today – 75% • Translation – Almost 75% of the sources of value inside corporations are not being measured or reported on their books. • Brookings Institute Research

  6. Strategy and Execution • Effectively executing strategy is more important today than it has ever been. • 35% of shareholder valuation decisions are based on NONFINANCIAL data, with strategy execution and management credibility being the two highest ranked factors among security analysts. • Measures That Matter, E&Y • Organizations that use sound measurement practices (i.e.,an integrated and balanced set of measures) achieved an average annual ROI of 22% vs.13% for those organizations not using such sound measurement practices. • Morgan and Schiemann,Quality Progress • Through 2004, the balanced scorecard will continue to be the most popular performance management methodology. • The Gartner Group

  7. One Simple Question - Multiple Impacts How can we increase Profits by 10%? How can we increase sales by 10%? Do we have the ability to fund new programs? Where can we find new market opportunities? How can we expand our distribution?

  8. Set Goals Model Report Plan Analyze Monitor Management Process– A Continuous Cycle All businesses, across all departments have the same management processes that require sharing of information • Define and communicate goals • Develop models to predict outcomes and understand constraints • Create operating plans and optimize resources • Monitor execution and manage for profitable results • Analyze all aspects of the operation and identify opportunities for improvement • Report results to internal constituents and external stake holders

  9. What is New in Hyperion Performance Scorecard 3.0

  10. MEASURES MEASURES MEASURES MEASURES SO CSF MEASURES MEASURES MEASURES Strategy Map CSF MEASURES SO MEASURES MEASURES Business Entity Strategic Objectives MEASURES CSF Critical Success Factors Effect Cause Branch Action Action Action Team Accountability Map Action Action Action Unit Division Business Structure Hyperion Performance Scorecard (HPS) Methodology

  11. Hyperion Performance Scorecard 3.0 Release Highlights • Reporting & Analysis • Collaboration & Workflow • Application Building • Architecture

  12. Hyperion Performance Scorecard 3.0 • Reporting & Analysis • Measure Dimensionality • Ad-hoc Analysis Drill Down • New Hyperion Look & Feel • Intelligent Navigation

  13. Hyperion Performance Scorecard 3.0 • Collaboration & Workflow • Personal Scorecards • Support for Initiative Tracking • Automatic alerting • Discussion Threading

  14. Hyperion Performance Scorecard 3.0 • Initiative Tracking • Can track multiple initiatives (lower level tasks) for measures, accountability teams and strategic elements • Can assign ownership and track against due date

  15. Hyperion Performance Scorecard 3.0 • Application Building • Map Linking & Cascading Scorecards • Drag & Drop Map Editors • Measure Dimensionality • Advanced Formula Editor • Multiple Measure Targets/Ranges

  16. Hyperion Performance Scorecard 3.0 • Map Linking & Cascading Scorecards Corporate Marketing Division Sales Division

  17. Hyperion Performance Scorecard 3.0 • Map Linking & Cascading Scorecards Corporate • Link strategy and Accountability Maps • Any box to any box • Viewing will be drill through automatically Marketing Division Sales Division

  18. Hyperion Performance Scorecard 3.0 • Drag & Drop Map Editor

  19. Hyperion Performance Scorecard 3.0 • Measure Dimensionality

  20. Hyperion Performance Scorecard 3.0 • Advanced Formula Editor • Formulas can be defined for any: • Measure result • Target • Score • Status range boundary

  21. Hyperion Performance Scorecard 3.0 • Multiple Measure Targets & Ranges • Multiple measure targets can be defined and applied against each measure • Multiple status symbols can be defined and applied to each measure and scorecard • Multiple ranges can be defined for each status symbol

  22. What is New in Hyperion Business Modeling 3.0

  23. Capacity = 300 Actual = 300 Utilization = 100% Cost = $$$ Building $$$ $$$ $$$ Capacity Capacity Capacity Labour Hrs Eq. Hrs Labour Hrs Field Personnel Equipment Corporate Personnel Labour Hrs Labour Hrs Visits Calls Service 1 Service 2 Service 3 Calls Reports Summary B Summary A Summary B Summary A Client Group A Client Group B Reality-based Modeling and Planning:A “Cause & Effect” Business Model Resources “What we pay for” Activities “What we do” Financial Effect Operational Cause Outputs/ Demands “What we supply & service”

  24. Hyperion Business Modeling 3.0 • Linking Models into an Enterprise Model • New calculation algorithm • Options for updating models through a new publishing mechanism • Reporting changes made by publishing • Easy to use graphical user interface • Optimizing the database structure for improved performance

  25. Hyperion Business Modeling 3.0 • Extended Analytics - member selector, customized result sets for the enterprise model • Improvements to the User Interface • Updated Essbase outline for improved performance

  26. Model Linking – What Is It? • A link between all the departmental models into a comprehensive enterprise view • Allows analysis at the consolidated/enterprise level, as well as detailed cost object manipulation

  27. Hyperion Business Modeling Summary Summary Summary Enterprise Models Optimized Essbase and relational database structure for improved performance Extended Analytics - member selector Improvements to the User Interface

  28. Questions?

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