Ibm%20 fmi%20accelerating%20transformation%20using%20benchmarks%20final%2026092013

© 2013 IBM Corporation
This presentation was developed and delivered by IBM Canada for Financial Management
Institute Capital Chapter event “Transformation and Financial Challenges in 2013-2014”. No
part of this presentation may be circulated, quoted, or reproduced for distribution without prior
written approval from IBM
Transformation and Financial
Challenges in 2013-2014
September 26, 2013
Accelerating Transformation using
Benchmarks

Agenda
 Benchmarking Public Sector Financial Management to Private Sector
Financial Management
 Adopting Leading Practices in the Government
 Transformation Case Studies & Lessons Learned
September 26, 20132

Speakers
 Svina Dhaliwal, CMA, PMP
– Managing Consultant, Strategy and
Transformation, IBM Global
Business Services
– 12 years of experience in the public
sector
– 8 years of consulting experience
– Expertise in: financial planning,
budgeting, reporting, costing, finance
Strategy, performance
measurement, contract
management, business case
development, project management
September 26, 20133
 Kim Butler, CGA, PMP
– Associate Partner, Strategy and
Transformation, IBM Global Business
Services
– Practice Lead, Shared Services &
Finance Transformation, Public
Sector Canada
– Over 25 years of experience in the
public & private sectors
– 15 years of executive management
consulting expertise
– Expertise in: Program and project
management, shared services,
Finance strategy and transformation,
executive client management, and
organizational transformation
management

Benchmarking Public Sector vs. Private Sector
 Benchmarking allows organizations to:
– Establish a baseline – measure and compare with similar organizations
– Identify potential areas for improvement and best practices
– Assess appropriate targets and serve as a business case for change
 Where does the data come from for IBM’s Benchmarking Program?
– Primary research, such as new global surveys conducted by IBM, combined with partner research
– Founded in APQC's Open Standards Benchmarking
– Data is continually being updated, validated and normalized
 Where did the leading practices come from?
– Primarily from IBM projects and research as well as publicly available sources
– Intellectual capital generated from the Open Standards Benchmarking Collaborative
 What type of metrics are used?
– Cost Metrics
– Efficiency (FTE-based) Metrics
– Cycle-time Metrics
 What type of organizations are included in the Public vs. Private Sector benchmarking?
– Public Sector: includes all branches; Executive, Legislative, Support Orgs, etc. and all levels of
government and public sector entities
– Private Sector: all industries
4 September 26, 2013
- Median – midpoint value in the distribution; half of
respondents perform below and half perform above.
- Benchmark – 80th percentile in the distribution; 80% of the
respondents perform below and 20% perform above.

An illustrative Finance & Accounting Business Component Model will
help guide our discussion today on four focus areas
DirectControlExecute
Accounting Close
and Consolidation
Close Coordination
and Scheduling
Financial
Reconciliation
Accounting
Guidelines
Pre-close Execution
Close &
Consolidation
Adjusting Entry Review
& Approval
Accounting
Policies
External Financial
Reporting
Financial Statements
Preparation
Regulatory Reporting &
Public Accounts
Production
Regulatory Inquiries
Handling
External Reporting –
Statutory Policy
Financial Disclosure
Requirements
Reporting Compliance
Monitoring
Detective Self-Audit
Financial Statements
Approval
Audit Support
External Reporting –
Non Statutory Policy
External Reporting
Guidelines
Funding &
Corporate
Finance
Revenue & Funding
Policies
Cash Management
Revenue & Funds
Processing
Revenue & Funding
Guidelines
Funding Allocations
Revenue & Funds
Requests
Source of Funds
TB Submissions
Input to ARLU
Input to Estimates
CPP and EI Recoveries
Accounting Operations / Transaction
Processing
Accounts Payable
Processing
Travel and Expense
Processing
Journal Entry Review
& Approval
Monitor Authority and
Limits Delegation
Account Reconciliation
Finance Policy
Monitoring (Including
Asset)
Loans & Accounts
Receivable
Processing
Journal Voucher
Processing
Interdepartmental
Settlement Processing
Financial Policies
(Including Asset)
Financial Guidelines
(Including Asset)
Acquisition Card
Payment Processing
Credit and Collections
Financial Procedures
& Business Rules
Asset Reconciliation
Tracking & Mgmt
Asset Accounting
Budgeting &
Forecasting
Budget and Forecast
Policy
Strategic Planning &
Target Setting
Budget Development
Operational Planning
Budget Policy Monitoring
Budget to Actual Variance
Analysis
Forecast Preparation
Capital Planning
Budget Plan Approval
Forecast Analysis &
Monitoring
Budget Guidelines
Financial
Management
Controls
Framework
Financial Risk
Monitoring
Financial Management
Control Framework
Financial Controls &
Compliance Reporting
Financial Controls &
Compliance Monitoring
Fraud Management
Financial Risk Scoring
and Evaluation
Financial Risk
Reporting
Financial Risk
Identification and
Ownership
Financial Risk
Framework
Establish Financial
Controls
& Authorities
Funding &
Corporate
Finance
Revenue (budget) &
Funding Policies
Cash Management
Revenue (budget) &
Funds Processing
Revenue (budget) &
Funding Guidelines
Funding Allocations
Revenue (budget) &
Funds Requests
Source of Funds
TB Submissions
Management
Input to ARLU
Input to
Supplementary
Estimates
Input to Main
Estimates, RPP &
DPR
TB Submissions
Budgeting &
Forecasting
Budget and Forecast
Policy
Strategic Planning &
Target Setting
Budget Development
Operational Planning
Budget Policy
Monitoring
Budget to Actual
Variance Analysis
Forecast Preparation
Capital Planning
Budget Plan Approval
Forecast Analysis &
Monitoring
Budget Guidelines
5

Benchmarking Public Sector Financial Management to Private
Sector Financial Management - Accounts Payable Processing
September 26, 2013 Not for Distribution6
Accounts Payable
Processing
Metrics
Median Benchmark Gov’t BM vs.
Private BMGov’t Gov’t Private
Cost
Total cost of the process "process accounts payable" per one thousand
Canadian Dollar revenue / budget for Government.
$1.19 $0.74 $0.33 +126%
Personnel cost (including benefits) of the process "process accounts payable"
per one thousand Canadian Dollar revenue / budget for Government.
$0.62 $0.48 $0.23 +114%
Systems cost of the process "process accounts payable" per one hundred
thousand Canadian Dollar revenue / budget for Government.
$10.69 $7.27 $2.48 +193%
Efficiency
Number of FTEs for the process "process accounts payable" per one billion
11.59 5.97 4.75 +26%
Number of invoices processed per "process accounts payable" FTE. 5,194 11,281 18,219 -38%
Number of invoice line items processed per "process accounts payable" FTE. 13,279 47,500 72,833 -35%
Number of disbursements per "process accounts payable" FTE. 3,666 6,018 7,857 -23%
Cycle-
Time
Cycle time in days from receipt of invoice until approved and scheduled for
payment.
11.00 7.00 5.00 +40%
 Processing payments of operating expenses and other direct or indirect vendor charges.
Notes:
• Total cost includes personnel, systems, overhead, outsourced and other costs for the process. Typically, a lower cost is
considered “better,” all other variables (quality, productivity, cycle time, efficiency) being equal.
• The median represents the midpoint value in the distribution. This is the level at which half of respondents perform below and
half perform above.

Adopting Leading Practices in the Government
Accounts Payable Processing
 High usage of Purchase orders for both goods and services (>80%)
 Process small differences without escalation for resolution. Sampling is used to detect irregularities.
 Use digital imaging technology for document processing and storage.
 Receive invoices electronically from suppliers
 Automate invoice routing through workflow automation.
 Integrate the accounts payable system with the procurement system to achieve automated electronic matching
(invoice / PO / Receipt documentation)
 Fully integrated purchasing, payables, inventory management and General Ledger systems
 Segregation of duties between supplier set up, invoice processing and payment processing
 Effective and continuous reduction in invoice volumes through use of procurement cards, invoice consolidation, etc.
 Require vendors to consolidate invoices as much as possible
 Where vendors will not consolidate invoices, consolidate payment of multiple invoices into a single payment
 Capability to remit funds and remittance advices electronically and/or via the web, as payment options such as e-
cash and web-based funds transfer emerge
 Provide on demand access to financial information internally through self service capabilities and to suppliers
 Centralized A/P organization. Shared services centre for transaction processing in a multi-location, multi-division
organization
 Standardize A/P systems, policies and procedures.

Metrics
Cost
Total cost of the process "process expense reimbursements" per one thousand
$0.24 $0.12 $0.04 +239%
Personnel cost (including benefits) of the process "process expense
reimbursements" per one thousand Canadian Dollar revenue / budget for
Government.
$0.08 $0.05 $0.02 +136%
Systems cost of the process "process expense reimbursements" per one
hundred thousand Canadian Dollar revenue / budget for Government.
$1.58 $0.54 $0.29 +88%
Efficiency
Number of FTEs for the process "process expense reimbursements" per one
billion Canadian Dollar revenue / budget for Government.
2.64 1.02 0.86 +18%
Number of T&E disbursements per "process expense reimbursements" FTE. 3,478 13,516 11,572 +17%
Cycle-
Time
Cycle time in days to approve and schedule T&E reimbursements. 2.50 2.00 3.00 -33%
Sector Financial Management - Travel & Expense Processing
Travel and Expense
Processing
 Processing advancements and reimbursements for employee travel and expenses on
the organization’s behalf.
Notes:
half perform above.

Travel & Expense Processing
 Reimburse T&E expenses through direct deposit (through payroll system)
 Maximize use of common corporate credit card.
 Use common, consolidated expense management software across the organization
 Reimburse expenses with receipts valued above risk threshold, and without receipt below risk threshold (i.e. $75)
 Do not provide travel advances
 Track travel and expenses to the level of detail required for control and risk thresholds (i.e. air fare, meals, parking, taxi,
etc.)
 Use digital receipt imaging.
 Where the company is to pay the cost of travel directly, e.g. for a conference block booking, purchase orders are raised
through the procurement process.
 Maximize automated data population for expense claim creation.
 Process claims in centralized processing or shared services centers
 Provide on demand access to policy and expense-tracking information
 Train all employees on the expense reimbursement process, policies and system.
 Employees should book all travel through the authorized travel agent, who ensures that the booking is with preferred
suppliers and in line with policy.
 Implement policies/systems to process expense reports electronically
 Maintain a clear, simple expenses policy with appropriate tolerances and levels of authorization.
 Employee details maintained by Human Resources, but payment details held and maintained by AP to process payment

Metrics
Cost
Total cost of the process "process accounts receivable" per customer receipt. $116.96 $9.95 $2.65 +275%
Total cost of the process "process accounts receivable" per invoice processed. $86.32 $11.48 $1.63 +604%
Total cost of the process "invoice customer" per invoice processed. $215.31 $77.03 $5.58 +1290%
Total cost of the process "invoice customer" per invoice line item processed. $84.21 $18.83 $0.99 +1802%
Effic-
iency
Number of invoices processed per "invoice customer" FTE. 6,229 40,500 102,941 -61%
Cycle-Time
Average days sales outstanding (measures timeliness between sale of goods or
services, and receipt of payment).
39.00 22.40 31.00 -28%
Cycle time in days from transmission of invoice to receipt of payment. 21.5 10.8 18.0 -40%
Benchmarking Public Sector Financial Management to Private Sector
Financial Management - Loans & Accounts Receivable Processing
Loans & Accounts
Receivable
Processing
 Processing loans and accounts receivable transactions including payments, defaults,
interest expense to ensure that balances reflect the actual amounts owing.
Notes:
half perform above.

Loans & Accounts Receivable Processing
 Regular forecast of cash receipts available for treasury purposes
 Employ cycle billing to reduce periodic surges in billing levels
 Take advantage of automated links between systems to reduce process cycle time
 Integrate system with billing, collection, AP and GL.
 Electronic invoicing & collection – automated according to credit terms
 Automated tools to assist in: overdue balance follow-up, exception invoices, etc.
 Net out payables and receivables and only pay/collect the difference between them
 Color-code remittance courtesy reply envelopes for accelerated processing.
 Easily accessible summaries of debtor days, daily collection, aging
 Automatic flagging and reporting of high risk accounts
– Aged debit balances should be reviewed by management on a regular basis and explanations sought as to why debts
have failed to be recovered.
 Use of workflow software to monitor process and help resolve queries
– Image processing to facilitate online query handing
 Online customer interface allowing suppliers/customers to update and amend set fields such as contact delivery details and
view a breakdown of their outstanding account details – one single interface for customers.
 Shared services centre for transaction processing - Cross-functional teams for customer support, order entry and dispute
resolution
 Clearly defined and communicated AR guidelines
– Materiality limits for automatic write-off tolerances
– Focus on error reduction activities
11

Metrics
Efficiency
Number of journal entry line items per "perform general accounting" FTE. 40,385 77,869 153,618 -49%
Percentage of journal entry line items that are corrective/adjusting. 3.00% 1.55% 0.66% +135%
Cycle-Time
Cycle time in days to perform monthly close at the business entity level. 10.00 7.00 6.00 +17%
Cycle time in days to produce period end management reports. 13.00 10.00 9.00 +11%
Sector Financial Management - Close & Consolidation Processing
September 26, 201312
 Reviewing preliminary trial balance and adjustments and performing final review of
P&L and balance sheet.
 Combining two or more entities for reporting purposes. This includes the elimination
of inter-company transactions between consolidated entities.
Close &
Consolidation
Notes:
half perform above.

Close & Consolidation Processing
 Simplify and standardize the chart of accounts
– Standardizing and streamlining an organization's charts of account can dramatically improve the
speed of the close process.
– By establishing a focused and consistent set of accounts across business sites, an organization can
effectively measure business performance in accordance with strategic objectives, as well as reduce
consolidation time during the close process.
 Automate the financial close
 The generation of consolidated reporting from a data warehouse is an automated process, driven by pre-
set consolidation rules.
 At the point of transfer for consolidation purposes, information is automatically checked for errors of
omission and for incorrect periods.
 The ability exists for consolidations to drill down to the original records in any entity.
 For all consolidation items, transactions are recorded in the same account name and code in each legal
entity's general ledger to facilitate and simplify the consolidation process
 Simplify departmental relationships as far as possible for consolidation purposes
 Journal entries kept centrally at their source

TRANSFORMATION CASE STUDIES &
LESSONS LEARNED
14 Not for DistributionSeptember 26, 2013

Case Study: Province of Nova Scotia
Background
 Province of Nova Scotia entered into a 10 year contract with IBM for SAP Application Managed Services with an annual
commitment for SAP Capital Transformational Project work
 SAP Managed Services Scope includes Level 1 Service Desk, Break Fix, Technical System Maintenance, System
Monitoring, Minor Enhancements, Standard Operational Changes
Business need
 Implement Common business processes to better
facilitate management of all business/operational
functions and decision making across the Gov
Departments & Entities
 Consolidate SAP instances across Functions and
Departments
 Leverage the IBM Managed Services Transition as the
lever to consolidate remaining SAP Support teams into
one Shared Services operated by IBM with one
Government retained organization to support multiple
broader Province of Nova Scotia Public Sector Clients
and Environments
 Economic Development to keep and build new jobs in
Nova Scotia to help provide a long term facility to grow
talent to service their needs and other clients across
North America and Globally
Solution approach
 Solution consisted of three components:
1. 10 Year SAP AMS + Projects, cost neutral to PNS fixed
over the term
 Including IBM to offer comparable job offers with
sign on bonus to all impacted staff (unionized and
non unionized)
2. Development of an IBM Services Centre to grow a pool of
talented resources (500 over 6 years) to support the
Province of Nova Scotia’s business and technology needs
as well as other clients across North America and Globally
3. Partnership with 7 Post Secondary Institutions to develop
curriculum, and provide Analytics software to support the
development of skill graduates for local IBM jobs
 Initial scope for consolidation and transition of the SAP
Support Centre as one Shared Services to support the
Province of Nova Scotia, Department of Health, Nova
Scotia Municipalities, Nova Scotia School Board, Nova
Scotia Liquor corp, etc
 With the long term cost stability of their operating budget,
PNS is now working with IBM on transformational
initiatives through Projects to help drive further business
and cost benefit for the Province of Nova Scotia
Outcomes
• Province has achieved one Shared Service and COE for SAP Service Management and have saved significant money
to date consolidating one support organization
• Province of Nova Scotia, through efficiencies in the contract and IBM’s delivery to date, is actually spending less than
their initial budget and currently are using these savings to help fund transformational initiatives

© 2013 IBM Corporation16
Case Study: Government of Alberta
Not for DistributionSeptember 26, 2013
Background
 Government wide initiative incorporating 24 ministries, to reduce expenditures while maintaining public services
unchanged
 Lack of integration among existing applications made data consolidation and reporting difficult, resulting in significant
manual manipulation of outputs
 Employs more than 35,000 – many of which were directly impacted by transforming human resource application
delivery
Business need
 Primary objective was to increase availability and quality
of information to support decision making in a timely and
cost effective manner
Solution approach
 Implementation of PeopleSoft HR including access to
employee information via an on-line 24/7 self-service
portal
 Manage operations of hardware infrastructure and
provide application management services
 Upgrade PeopleSoft HR to Version 9.0 incorporating bi-
weekly payroll and self service time reporting
Outcomes
 Aligned to Government of Alberta strategic initiatives relating to creation of Shared Services and cost savings
 Completed upgrade/transformation in less than 18 months
 Significantly increased ability for most employees to have self-service access to their own employee information
 Received high levels of performance and standards against service level agreements including the award of a Gold
medal for Government transformation excellence.
Lessons Learned
1.Service Provider SLA’s demonstrate better results when defined as outcome-based rather than flowing down the same
SLA’s that the Shared Services organization provides to their clients.
2.Greater focus should be on organizational change management
3.Strong commitment from senior executives within the Government imperative to drive transformation

Case Study: IBM’s Finance Transformation
17

• Single source of truth – one ledger; one
financial data warehouse; common
definitions
• Introduced global processes – owners
responsible for technology and data quality
• Created Centers of Excellence providing
financial skills and standardized support
What we did?Why?
• IBM Finance was highly decentralized – a
maze of systems
• 14K finance employees was 2 times
competition
• High percent of time spent on administrative
tasks
• Lack of integration and unique measurement
systems led to inconsistent data
• Finance viewed as low value add
Financial information strategy
Common
data
definitions
Common
transaction
applications
Common ledgerLedger
Acctg
Consol
Corporate
Whse
Fin'l
Planning
Geo
Whse
Employee
Disbursements
Intercompany
Accounts
Payable
Assets
Accounts
Receivable
Common data definitions and processes
Corporate data standards-financial elements
Single worldwide chart of accounts
Finance lead client
Common worldwide
planning system
Single worldwide
financial information
warehouse (FIW)
Common
geographic mega-
centers
Single worldwide
consolidation
system
Business
Mgmt.
Info
Treasury
Mgmt.
Info
Common
information
IBM Financial systems built on commonality in support
of an integrated management system
Setting the stage for IBM’s Finance Transformation
Case Study: IBM Finance Transformation
 Vision and leadership
 Corporate-wide strategy
& architecture
 Scale
economies
 Control of
standards
 Critical mass
of skills
 Units control
priorities
 BU's have
ownership
 Responsive
 Excessive cost
 No standards
 Reinvention of wheel
 No synergy
or integration
 Unresponsive
 No BU ownership
 No BU control
Centralized
Finance
Decentralized
Finance
 Common Standards
 Synergy
IBM's Finance Model
Transactions Decision Support
September 26, 2013

ImpactHow we have evolved
• Focused on the basics (’94 – ’98)
– Standard / Common Process
– Automation
– Functional Best Practices
– Financial Reporting
• Integrated the Enterprise (’98 – ’02)
– Shared Services
– Web Enablement
– Core Competency
– Decision Support
• Moved to globalization (’02 – present)
– Process Outsourcing /Global COEs
– Technology Exploitation
– Rationalized ERP
– Information On Demand
• Optimized global capability
– Increased use of global support from
12% in ’05 to 50% in ’12
• Shift to higher value work
– Increased decision support work from
30% in ’94 to 70% in ’12
• Lowered expenses
– Lowered expense to revenue share
from 3% in ’94 to 1% in ’12
• Focused on employee development
– New career paths inside and outside
of Finance organization
The results of transformation on the Finance Function
September 26, 2013

Becoming a Value Integrator
 Predictive and forward-looking insights
 Performance optimization
 Automated production of key metrics
 Analytics to enable self service
 Business analysis and interpersonal skills to
communicate, convince and influence
 Build technologies and tools to support
business analytics
 Embed predictive capabilities into operational
systems and processes
 Invest in analytical and “consultative” skills
development of employees – helping them
become “trusted business advisors”
IBM’s Finance Transformation continues to evolve
Skills
Strategic
Insight
Quantitative Qualitative
Core Leadership
ConsultativeAnalytical
Pulling Reports
Performing Ledger
entries
Accounting
Principles
Reconciling
Data
Project
Management
Building Trust
Data Modeling
Trend Analysis
Forecasting
Statistical
Techniques
Packaging &
Presenting
Negotiating
Problem
Solving
Listening
Business
Acumen
Partnership
Influencing
Risk Management
Invoicing
Financial
Concepts
Insight Generation
Change
Management
Scenario
analysis
Business Ethics
Persuasive
Communication
Value
Competence / Skill Level
CompetitiveAdvantage
Analysis – Why is this happening?
Report – How many, how often, where?
Gather Data – What happened?
Administrative
Trusted Advisor
What‘s the best that can happen?
Predictive – What will happen next?
What’s next? How will we get there?
20

WW Process
Ownership
Common data
Common ledger
Common systems
Centralization
Shared Services
1994
Primary focus on
Efficiency
Value-driven Efficiency and
Volume focus
*Note: Prior years re-stated for mission transfers
Transformation to date has shown steady saving from efficiency
improvement, with future saving from value-driven efficiencies
IBM Transformations to Date
Benefits Realization
2005* 2006* 2007* 2008* 2009* 2010 2011 2012
Est
2013
Est
2014
Est
2015
Est
Spending
Savings

Through these case studies and others alike, key Lessons Learned
have emerged on Finance Transformation
 Rumors and myths will develop - Be sure to communicate clearly and often
 Implementation can be step wise, but early scope must be wide enough to deliver clear
value
 Delivering hard cost savings often means significant workforce impacts
 The benefits are significant and are achievable
 It takes more time and is more difficult to implement
 Go faster than you think you will be able
 Finance transformation is an effective road to cultural change
 Sustained leadership trumps good project management
 Neglect the people issues at your peril
 Get governance right, but don’t hesitate to evolve governance as finance transformation
matures
 Political commitment comes with strategic alignment
 Working horizontally does not come naturally in government – foster trust and collaboration
September 26, 2013

© 2013 IBM CorporationFinance Operating Model Optimization | February 200923
Drive efficiency and effectiveness
through common systems and scale
economies
Gain insights through incorporating
risk into performance management
and centers of competency
Low
Med
High
Maturity
Timeline
Providing
and owning
the single
source of
the truth
Transformation Journey through Stages of Maturity
Transformation Journey
Integrate Finance through standards,
enabled by global process ownership
Source: IBM Global Business Services

© 2013 IBM Corporation<<
Clie
24
Transformation is achieved through rigorous and thoughtful
attention to the core building blocks
The Journey to an Integrated Organization
Low
Medium
High
Timeline
Legend - Actions
Establish global
standards
Simplify
Converge performance
and risk management
Strictly adhere to common
data definitions enterprise-
wide
Implement a standard
chart of accounts /
standard information
architecture enterprise-wide
Use standardized common
processes enterprise-wide
Strictly adhere to global
process ownership
enterprise-wide
Mandate and enforce
global standards for all
business units
Use shared services for
transactional activities
Reduce the number of
Finance applications &
black book tools
Establish Centers of
Excellence for Core and
Specialized Services
Reduce the number of ERP
instances
Use centers of excellence
for decision support
Use outsourcing (for non-
core activities)
Conduct formalized risk
identification that is
institutionalized within the
organization’s responsibilities
Fully embed access /
process controls in risk
systems
Use predictive analytics /
modeling for measuring
and monitoring risk
Utilize risk as an economic
evaluation tool
Use risk adjusted forecast
and plan
 Formally incorporate risk
indicators into
performance monitoring
 Use historical comparison
of key risk and
performance indicators
 Conduct routine
management monitoring
& reporting that includes
risk factors
Through
considerable
manual effort
Through greater
efficiency and
effectiveness
Through the use of
headlights (forward
leaning insights)
versus tail lights
(historical)
Providing
and owning
the single
source of
the truth

Successful Transformations are a Journey with Common Key
Elements
Transformation has been, and is, an
Evolutionary process…
 Standardizing Data and Systems
 Reengineering Common Global
Processes
 Consolidating Core Functions into
Shared Services
 Globalizing / Nationalizing Centers of
Excellence
 Implementing and Promoting Self-
Service
 Exploiting Business Analytics
Transformation requires…
 Strong executive support
 Clear Vision, targets and
measurable objectives
 Continuous effort – need to
dedicate resources to get results
 To look at Data, Processes and
Tools and balance across all three
with a focus on the cost of delivery
 Communicate, communicate,
communicate…

Thank You
September 26, 201326

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