This is an old story we see all the time. A policeman happens upon a drunk frantically searching for something at the base of a streetlight. “Hello there, looking for something?” The drunk looks up, “Yesh Offisher, I lost my keysh in the park.” “In the park? Then why are you looking on this street corner?” says the confused cop. “The light is better here!” says the drunk.
This is the problem with how EPM projects are governed today, and no, I am not implying drunks are prevalent in EPM! Too often prospects make decisions based solely on price, thinking that value is equivalent across service providers, and net ROI is maximized by selecting the lowest cost implementation proposal. I encourage customers to stop and think about what they get with the low cost provider. A team that doesn’t have the ability to offer the appropriate breadth services that are specifically designed to add value while reducing risk, leave only the lowest common denominator of value in their wake.
In part one of this post we explored some of the areas where SAP Business Planning and Consolidation has added significant value to the Consolidation process through the use of Business Process Flows. The Business Process Flow not only aided in guiding a user through the steps in a process but served as a mechanism to allow once time consuming centralized tasks to be pushed upstream and distributed across the user base. This post will dive into some key model considerations that need to be addressed in order to achieve this value.
The ultimate goal in any competitive pursuit is to achieve peak performance—and in the enterprise performance management world, that means reaching "column five" in the EPM Maturity Model.
You arrive to work after dealing with traffic during the 45 minute morning commute. After opening your online calendar the queasy and immediate reminder of the back to back meetings that begin your day. Suddenly, the familiar ding of the new email notification. You open the email to read that, despite your looming project deadline, your boss wants the team to attend an 8 hour mandatory training session held by the ACME training company on the new widget software application...tomorrow.
Previously I discussed the top five critical success factors for a project. Remember the word of caution mentioned in that blog – “slick, leading-edge technology alone will not guarantee project success.” So what factor from that list must be coupled with the technology to ensure a successful adoption of your EPM or SAP BPC solution? The Human Factor, or quite simply, the people that will be involved in using the system once deployed can make or break your project. I’ll discuss in this blog why Organizational Change Management (OCM) should be one of your Top 5 Critical Success Factors for your EPM or SAP implementation.
As a young college student in Arizona, my favorite DJ on local radio was a woman who went by the moniker: “The Bone Mama”. Where she got the name from, I never knew, but she was great. She had a colorful sense of humor and poked fun at the distinct ‘personalities’ of the local Phoenix suburbs while she played popular music. She never missed an opportunity to spice up her broadcast by invoking her 3 favorite words: “Controversy, controversy, controversy”.
It’s natural to assume that your large customers, who unquestionably are the source of most of your revenue, also deliver the major part of your profit. The Pareto Principle suggests that 80% of your profits come from 20% of your customers and assumes that the 20% are represented by the largest customers.
Within today’s business landscapes there has been a shift of power to the CFO (Finance) away from the 1990’s technology driven CIO (IT). IT is often seen as a cost rather than profit center. Elements once considered directly under the CIO business plans have been shifted to the new profit center under Finance, FP&A (Financial Planning & Analysis) or the CFO’s office.