Improving Performance for North American Sales Division (Concurrency Corporation)

Contents Executive Summary Current State Analysis Future State Analysis Business Case Adoption & Implementation Planning Next Steps 2

Background Your organization’s North American Sales Division currently faces a number of challenges related to its sales performance, including: Difficult to assess the impact of a given strategic decision on the business Increased cycle times and plan iterations required to set goals and objectives Limited integration between financial and operational systems creates integration problems for users, limiting ability to model and measure key business drivers More professional staff time is spent collecting and validating data than on analysis Performance reports often of limited value, with either too much or too little performance data for a given audience Significantly increased ad-hoc report generation time 3

Engagement Participants Participant Name Department Role (name) (department) (title) 4

Executive Summary Concurrency proposes expanding upon (North American Sales Division’s) current Office System deployment to incorporate advanced performance management and workflow capabilities to automate a number of critical sub-processes Implementing the proposed solution will provide you with: 53% reduction in staff labor time associated with sales performance analysis and management 57% decrease in cycle time to manage and assess sales performance 30% improvement in forecast accuracy 5% improvement in division close rate Anticipated annual benefit to (North American Sales Division) of $290,000 5

Executive Summary 6

Contents Executive Summary Current State Analysis Future State Analysis Business Case Adoption & Implementation Planning Next Steps 7

Current State Process Analysis Sales Performance Process Phases – Analysis Summary Process Phase Description Goals and objectives developed by senior managers often do not align with ongoing Division sales activities; LOB Managers struggle to apply objectives to day-to-day activities Manual process for generating forecasting report templates, running reports, populating data in forecasts, distributing and sharing input/report templates Collect measures data using email and Excel with limited time remaining to assess performance because metrics are not available in one location Manually create ad hoc scorecards and reports to display and convey performance results relative to plan Key Stakeholders Sales Division HQ MA Division Manager MA Division Staff High-Level Problems Identified Supporting information captured and shared in an ad-hoc manner Objectives and goals do not align across the organization Time consuming process with limited transparency Information is not available when needed Difficult to make changes to large models; currently a manually intensive process in Excel Majority of time is spent manually gathering and manipulating data, with limited time left to analyze data Difficult to quickly identify issues or trends in performance data As-hoc performance reporting cumbersome and time consuming Few if any reusable performance reporting templates Impact Difficult to assess the impact of a given strategic decision on the business Increased cycle times and plan iterations required to align goals and objectives Limited integration between financial and operational systems creates integration problems for users, limiting ability to model and measure key business drivers Professional staff time is spent collecting and validating data rather than analyzing; Increasing analysis cycle time analysis errors Performance reports often of limited value, with either too much or too little performance data for a given audience Significantly increased ad-hoc report generation time Develop Objectives and Goals Forecast Results to Plan Analyze Performance Report Results 8

As-Is Process Diagram 9

As-Is Process Diagram 10

Contents Executive Summary Current State Analysis Future State Analysis Business Case Adoption & Implementation Planning Next Steps 11

Future State Process Analysis Sales Performance Process Phases – Analysis Summary New Process Phase Description Develop objectives and goals that can be used to implement strategy and drive operational performance across the business unit Models are linked together to share business definitions, rules, and plans and create cross functional alignment throughout the organization Collect measures and assess performance against an established set of results focused metrics; performance data easily drawn and manipulated from data sources Improve regular and ad-hoc performance reporting through increased process automation and improved content sharing and distribution Key Stakeholders Sales Division HQ MA Division Manager MA Division Staff High-Level Improvements Integrate multiple data silos into a single cohesive model across the business Link forecasting models across business units and integrate models such that changes applied to one area/level can be reflected in other areas/levels Automate data consolidation, integration, and analysis activities Automated performance reporting and report development through reporting templates and automated data linkages / integration Automated report distribution, publishing, and sharing Impact / Benefit Improved KPI linkages and drill-down through cascading scorecards Decreased planning cycle times Forecasting process is simplified and streamlined using models that are linked top down/bottom up and across business units Mid-Atlantic Division staff can more efficiently and effectively collect, analyze, and assess performance data Report preparation and presentation significantly streamlined using automated features in SharePoint Reports posted to SharePoint site Develop Objectives and Goals Forecast Results to Plan Analyze Performance Report Results 12

Prioritized Process Solutions Delivering Office System Solutions: Expanding Your Practice and Portfolio Offerings with the Office System Prioritized Process Solutions High 5 Integrate multiple data silos into a single cohesive model across the business (SharePoint Server 2010 with PerformancePoint Services and Excel Services) Automate data consolidation, integration, and analysis activities (SharePoint Server 2010 with PerformancePoint Services and Excel Services) Level Of Complexity 3 Review performance through rich, dynamic and context-driven dashboards and scorecards from within a browser (SharePoint Server 2010 with PerformancePoint Services and Excel Services) Automate report distribution, publishing, and sharing (SharePoint Server 2010) Low 1 1 3 5 Low Value to Business High 13

Future State Process Diagram

Future State Process Diagram

Contents Executive Summary Current State Analysis Future State Analysis Business Case Adoption & Implementation Planning Next Steps 16

Anticipated Benefits - Process ID Process Phase Improvement Description Benefits Technology Leveraged KPI Impact(s) Affected Stakeholders 1 Develop Objectives and Goals Integrate multiple data silos into a single cohesive model across the business Improved KPI linkages and drill-down through cascading scorecards Decreased planning cycle times SharePoint Server 2010 with PerformancePoint Services and Excel Services 46% decrease in phase labor 47% reduction in phase cycle time Sales Division HQ MA Division Manager 2 Forecast Results to Plan Link forecasting models across business units and integrate models such that changes applied to one area/level can be reflected in other areas/levels Forecasting process is simplified and streamlined using models that are linked top down/bottom up and across business units 48% decrease in phase labor 60% reduction in phase cycle time 30% improvement in forecast accuracy MA Division Staff 3 Analyze Perform-ance Automate data consolidation, integration, and analysis activities Mid-Atlantic Division staff can more efficiently and effectively collect, analyze, and assess performance data 67% decrease in phase labor 5% improvement in division close rate 4 Report Results Automated performance reporting and report development through reporting templates and automated data linkages / integration Automated report distribution, publishing, and sharing Report preparation and presentation significantly streamlined using automated features in SharePoint Reports posted to SharePoint site 80% decrease in phase labor 80% reduction in phase cycle time 17

Anticipated Benefits - Financial ID Process Phase Improvement Description Estimated Revenue Increase Estimated Cost Decrease Total Benefit 1 Develop Objectives and Goals Integrate multiple data silos into a single cohesive model across the business $100,000 - 2 Forecast Results to Plan Link forecasting models across business units and integrate models such that changes applied to one area/level can be reflected in other areas/levels $50,000 $30,000 $80,000 3 Analyze Performance Automate data consolidation, integration, and analysis activities $20,000 $40,000 $60,000 4 Report Results Automated performance reporting and report development through reporting templates and automated data linkages / integration Automated report distribution, publishing, and sharing Total Estimated Benefits $290,000 18

Anticipated Costs 19 Cost Area Component One-Time Costs Ongoing-Costs Software Additional CALs $10,000 - Hardware 2 Additional Servers $6,000 Training Division Staff Training $30,000 Deployment Solution roll-out and implementation $200,000 Other N/A Total $246,000 19

Contents Executive Summary Current State Analysis Future State Analysis Business Case Adoption & Implementation Planning Next Steps 20

Adoption & Implementation Planning Summary ID Improvement Description Resources Required Implementation Owner Additional Stakeholders Notes 1 Integrate multiple data silos into a single cohesive model across the business IT department resources for solution development and/or project management MA Division volunteers for pilot testing MA Division Manager time to oversee roll-out and communication Business Unit IT Sales Division HQ MA Division Manager MA Division Staff 2 Automate data consolidation, integration, and analysis activities 3 Review performance through rich, dynamic and context-driven dashboards and scorecards from within a browser 4 Automate report distribution, publishing, and sharing Executive summary of the proposed solution and benefits, anticipated resources required, anticipated project roll-out and timing, roles and responsibilities of implementation stakeholders, risks and mitigation summary, and any high-level change management plans. Easiest to complete after detailed implementation sections developed. Resources Required: Summary of financial and non-financial resources required for implementation. Starting with the cost analysis from the business case developed on Day 4, include additional resources for project oversight, implementation participation, and any other components (e.g., office space) required, both from an internal and external perspective. Also highlight Roles and Responsibilities: Clear delineation of who will be involved in the implementation and what their respective roles will be. Should include project owner, project sponsor, implementing organization, important stakeholders, and other relevant parties, as well as who will perform the work, review the work, approve and manage the project, etc. 21

Project Plan Facilitator Guidance: Use this slide to provide an example Project Plan to the CET or to SMEs as applicable; Tasks, timeline, sequencing, and assigned resources and owners required to implement the solution. 22

Potential Adoption Roadblocks Stakeholder Group Anticipated Resistance to Change Degree to which Resistance will Limit Initiative Success Mitigation actions Technical Business Unit IT Ability for existing infrastructure to deliver upon desired solution Low Pilot test proposed solution to work out technical issues Use latest platform MA Division Manager New technology seen as too hard; high level of perceived technical complexity Mid Develop training document and FAQ Effective communications MA Division Staff High Provide hands-on, role-specific training as required Cultural “Just wants this to get done” – risk of pushing new solution too hard without giving staff time to adjust Reward involvement Phased implementation approach Link to PDP Perception that proposed solution will increase workload of additional publication workload Highlight time saving benefits of solution Solution demonstration to show speed of use / creation 23

Adoption Roadblock Mitigation Actions by Stakeholder Adoption Category Sales Division HQ MA Division Manager MA Division Staff Awareness Awareness generating communications via email, newsletters, manager meetings, etc., targeted to stakeholder group and concerns Value Demonstration Emphasize process and productivity improvements to Division specifically and company as a whole; including estimated financial impact. Emphasize value to company as well as importance of pilot-testing; provide case studies and whitepapers related to virtual training to demonstrate how other companies have successfully implemented solution Demonstrate both improvement in productivity through quick hits and quick wins; also show overall process improvements and estimated financial impact for company. Provide useful tactical training to support roll-out. Integration & Alignment Ensure proposed solutions/ initiatives are aligned with both with business and IT strategy and direction 24

Contents Executive Summary Current State Analysis Future State Analysis Business Case Adoption & Implementation Planning Next Steps 25

Next Steps Review presentation and proposal with decision maker(s) and stakeholders for approval Consider a SharePoint Deployment Planning Services (SDPS) follow-up engagement Execute work order for project Schedule kick off meeting for week of _____ and weekly status meetings Propose schedule: A) Deadlines for initial milestones, or B) Date to finalize initial milestones 26