So what?

The impact is slow, siloed, sub-optimal decision making and millions in bottom line value leakage. And in the long run, a risk that a modern business cannot afford.


Following are some illustrated real life stories of where value is leaking. Perhaps you see variants of these issues in your organization. And if they are not issues in your organization, congratulations!

Risk & opportunity visibility - Why didn’t we know earlier?

When hit with performance misses, managers often ask - why didn't we know earlier? Turns out more often than not, some one in the organization knew but the information was trapped in some emails and local spreadsheets and did not propagate across functional silos and org hierarchies. Or leading indicator data that could have sensed the problem was available, but the organization did not analyze it and connect the dots in time.

Slow, siloed collaboration

When a new risk or opportunity is identified, problem solving requires cross-functional inputs, analysis and collaboration. But today, it takes too long and too many meetings to bring all stakeholders together with the relevant facts, analyze and debate the trade offs. Decisions are delayed, and millions is lost in value

Everyone has their own facts and forecasts

Forecasts are key to business decisions, yet finance, sales and operations forecasts are disconnected. Assumptions are not transparent. There are debates about facts. Result is slow decisions, misallocated resources and millions in value leakage

What what-ifs?

Management in business review meetings have what-if questions that often go unanswered as planners lack the models to understand cross-functional constraints and P&L impacts to provide the answers. Decision making is delayed, or decisions get made without understanding feasibility of plan or financial impact.

Alignment around plans and decisions - Lost in translation

Even after decisions are made in management meetings, recording and communication of decisions to the front lines takes way too much time. And there is a lot of context lost in translation when decisions are communicated in spreadsheets, email and powerpoint, leading to slow and often misaligned execution

Blame games galore

Whenever there is a performance miss, it is never easy to understand what happened and why. Data needed on prior plans, decisions and assumptions is scattered across many spreadsheets, email and PowerPoints. The result is blame games vs. accountability. Functional silos get stronger, creating a vicious cycle

Risk & opportunity visibility - Why didn’t we know earlier?

Risk & opportunity visibility - Why didn’t we know earlier?

When hit with performance misses, managers often ask - why didn't we know earlier? Turns out more often than not, some one in the organization knew but the information was trapped in some emails and local spreadsheets and did not propagate across functional silos and org hierarchies. Or leading indicator data that could have sensed the problem was available, but the organization did not analyze it and connect the dots in time.

Slow, siloed collaboration

Slow, siloed collaboration

When a new risk or opportunity is identified, problem solving requires cross-functional collaboration. But today, it takes too long and too many meetings to bring all stakeholders together with the relevant facts to analyze and debate the trade offs. Decisions are delayed, and millions is lost in value.

Everyone has their own facts and forecasts

Everyone has their own facts and forecasts

Forecasts are key to business decisions, yet finance, sales and operations forecasts are disconnected. Assumptions are not transparent. There are debates about facts. Result is slow decisions, misallocated resources and millions in value leakage

What what-ifs?

What what-ifs?

Management in business review meetings have what-if questions that often go unanswered as planners lack the models to understand cross-functional constraints and P&L impacts to provide the answers. Decision making is delayed, or decisions get made without understanding feasibility of plan or financial impact.

Alignment around plans and decisions - Lost in translation

Alignment around plans and decisions - Lost in translation

Even after decisions are made in management meetings, recording and communication of decisions to the front lines takes way too much time. And there is a lot of context lost in translation when decisions are communicated in spreadsheets, email and powerpoint, leading to slow and often misaligned execution

Blame games galore

Blame games galore

Whenever there is a performance miss, it is never easy to understand what happened and why. Data needed on prior plans, decisions and assumptions is scattered across many spreadsheets, email and PowerPoints. The result is blame games vs. accountability. Functional silos get stronger, creating a vicious cycle

What is the value?

$15 to $30 million in incremental operating profit per billion $ in sales.
One of the best bets you can make

Financial KPIs

Operational Drivers*

Sales & Marketing

Marketing ROI
Sales Productivity
Optimal Assortment
Optimal Pricing

Supply Chain

Service Levels
Inventory Turns
Resource Utilization
Cost Per Unit

Product Portfolio

Speed to Market
Product Differentiation
Cost Per Unit
R&D Spend Effectiveness

P&L Management

Predictability

- Revenue, Margin, Cashflow

Accountability

- Performance To Plan

* Value drivers for a typical manufacturing business. Operational drivers vary by industry

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