Hub16: How Pure Storage IT is driving rapid value across its business functions
Hub16: Deloitte perspective: Next Generation Enterprise
Transcript of Hub16: Deloitte perspective: Next Generation Enterprise
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Enterprise-Wide PlanningNext Generation Integrated Business Planning
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Bart HughesDirector
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• Pressure from financial markets• Dynamic economic times• Changing regulations
• Complex global company footprints• Evolving technology landscapes • Unpredictable competition
SHIFTHappens
NEED FOR AGILITY AND PREDICTABILITY
CONSTANT NEED TO NAVIGATE CHANGE
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ENTERPRISE-WIDE PLANNING
Repeatable functional and cross-functional activities connecting strategic, financial
and operational execution plans.
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ENTERPRISE-WIDE PLANNING
Additional: Product Launch Forecasting, Product Data Management, Commission & Incentives Planning.
Strategic & Financial Planning
Demand Planning
Rolling Forecast (Gross/Net)
Workforce Planning
Go-To-Market Planning
Sales Channel Marketing Support Supply
Chain HR Finance R&D IT
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Design Principles
Align upstream / downstream planning activities
Track, measure and refine plans dynamically
Coordinate multiple dynamic data sources
Single shared version of data for planning
Collaborate within / across business functions
Enhanced collaboration, communication, access
Enterprise-Wide Planning
Plan
Exec
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Measure
Analyze
Sales
Channel MgmtHR
R&D
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Plan
Exec
ute
Measure
Analyze
Plan
Exec
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Measure
Analyze
Plan
Exec
ute
Measure
Analyze
Plan
Exec
ute
Measure
Analyze
Plan
Exec
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Measure
Analyze Finance
SupplyChain
CustSupport
Plan
Exec
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Measure
Analyze Mktg
Plan
Exec
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Measure
Analyze
ENTERPRISE-WIDE PLANNING NEEDS
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Enterprise-wide Planning: THE 5 BARRIERS
Silos• Visibility of plans across functions haphazard at best• Meetings, phone calls, email primary plan sharing method
Competency• Lack of analytical modeling skills outside of Finance• Often times side job so less attention applied
Work Flow• Different planning levels and cycle times• Inability to quickly change plans, perform what-ifs, flow changes
Data• Limited data availability and data inconsistency• Multiple sources of data challenging to reconcile
Tool & Tech• Manually intensive to coordinate, consolidate, and share data• Prohibitive cost and time to build a solution
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IT
ANAPLAN – SMART BUSINESS PLATFORM
• What-if Analysis• In-Memory Processing• Predictive Analytics • Role-Based Access
• Single Source of Planning Truth
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ENTERPRISE-WIDE PLANNING
Strategic & Financial Planning
Demand Planning
Rolling Forecast (Gross/Net)
Workforce Planning
Go-To-Market Planning
Sales Channel Marketing Support Supply Chain HR Finance R&D IT2
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ANAPLAN POTENTIAL FOR VALUE ADD
INTER-FUNCTION
SUB-FUNCTION
INTRA-FUNCTION
Sales Channel Marketing Support Supply
Chain HR Finance R&D IT
PP PPP PPP PPP PPPPP P P PPP
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Performance Reporting
Analysis
ForecastBusiness Modeling
Corrective Actions
STRATEGIC & FINANCIAL PLANNINGWhat is Different From Today?
Potential Benefits
• Rapid top-down and bottoms-up reconciliation
• Single tool to aggregate organizational budgets and roll-up
• “What-if” analysis across the enterprise
• Improve organizational alignment
• Execute changes throughout the system more quickly
• Track budgets against key strategic priorities
• Reduce year-end coordination and planning chaos
Market Assessment
Strategy Development
Strategic Portfolio
Management
Operational Planning
Cascading Targets
Budgeting
Target Development &
Agreement
Stra
tegi
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anni
ngO
pera
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ngAn
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Co
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tive
Actio
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Actual Results
Budgets
Forecasts
Anaplan Value-Add
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INTEGRATED DEMAND PLANNING AND ROLLING FORECAST
What is Different From Today?
Potential Benefits
• Built in reconciliation of forecasts from Sales, Finance & Demand Planning
• Shared account hierarchy and historical sales data across functions
• CRM opportunity information systematically captured in Demand Plan
• Improve accuracy through collaboration and data sharing
• Early warning of potential issues due to integrated input approach
• Reduce time to reconcile various forecasts
View of Plans & Trade-Offs
Op & Exec Review
Financial Review
Integrate Sales & Channel
Forecast
1 START – Monthly Process
24
Sales, Finance, Supply Chain Alignment
Adjusted/ Finalized Plans
Conduct Consensus
Review
Escalate Key Issues Escalate Key Issues
3
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Rolling Forecast
Supply Chain / Ops Plan
Anaplan Value-Add
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ENTERPRISE-WIDE PLANNING
Strategic & Financial Planning
Demand Planning
Rolling Forecast (Gross/Net)
Workforce Planning
Go-To-Market Planning
Sales Channel Marketing Support Supply Chain HR Finance R&D IT
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SALES PLANNING
Territory Planning Channel Mgmt: Coverage Planning
PLANNING ACTIVITY INTERLOCKING ACTIVITY
Sales Forecast Supply Chain: Demand Planning
Territory Planning HR: Workforce Planning
Quota Management Finance: Annual Revenue Plan
Sales Forecast Finance: Net Revenue Planning
Pricing & Quoting (for more complex offerings)
SUB-LEVEL PLANNING/MONITORING
Territory Planning
Quota ManagementSales Forecast
Projected Attainment
Pipeline drives next period Quota
Performance Tracking
Core PlanningExecute / MonitorAnaplan Value-Add
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FINANCE PLANNING
Rolling Forecast &
Budget
Bookings
Revenue Conversion
Net Revenue
Capital Cost
PLANNING ACTIVITY INTERLOCKING ACTIVITY
SUB-LEVEL PLANNING/MONITORING
Operational PlanningSales & Channel: GTM Planning
Operational Planning All Functions: Operational PlanningRolling Forecast Sales: Sales ForecastRolling Forecast Channel Mgmt: Channel ForecastRolling Forecast Supply Chain: Demand Planning
• Currency / FX Planning• Balance Sheet, Cash Flow• Allocations• M&A Modeling• Treasury Modeling• Capital Planning
• Transfer Pricing• Warranty Cost• Inventory Cost• Discounting / Net Revenue• Workforce Planning• Operational Expense
Core PlanningExecute / MonitorAnaplan Value-Add
Strategic Planning
Operational Planning
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ENTERPRISE-WIDE PLANNING JOURNEYClient Example
Sales Work Stream Finance Work Stream• Sales Forecasting & Reporting• Quota & Capacity Planning• Territory Planning
• FP&A Operational Planning & Reporting• Workforce Planning• Long Range Planning
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Q1 FY14 Q2 FY14 Q3 FY14 Q4 FY14 Q1 FY15 Q2 FY15 Q3 FY15 Q4 FY15 Q1 FY16 Q2 FY16 Q3 FY16
Supply Chain
Marketing+ Finance
Supply Chain
Finance
Finance + Supply Chain
Sales + Finance
Supply Chain + FinanceFinance +
Supply Chain
Supply Chain + Marketing
AMER
APAC
EMEA
ENTERPRISE-WIDE PLANNING JOURNEYClient Example
GLOBAL
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STEPS TO ENSURE SUCCESS4 Keys to Enterprise-wide Planning Approach
1. CONTEXT & VALUE STEPS: Approach planning improvements incrementally but in-context overall to-be Enterprise Planning framework
2. FILL GAPS FIRST: Focus first on planning gaps that deliver greatest return, recognizing ‘good enough’
3. CHOOSE TECHNOLOGY PLATFORM THAT GROWS: Pick technology approach that enables planning expansion + doesn’t limit freedom to grow
4. BALANCE CONSISTENCY & FLEXIBILITY: Recognize balance between global planning consistency and individual flexibility
Q A
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Thank YouBart [email protected]
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