Ownership Thinking KPI im Unternehmen definieren und · PDF fileSeite 6 Status Quo:...

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C4B Finance & Controlling Benchmarking Circle

Ownership Thinking

KPI im Unternehmen definieren und messenBerlin, 18. November 2017

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Fachabteilungen und Mitarbeiter wissen oft nicht wo sie mit ihrer Arbeit einen Beitrag zur Gesamtstrategie

leisten

KPI Dashboards sind in der Folge auch nicht auf die Strategie ausgerichtet

Welches Konzept muss ich aufsetzen um an dieser Stelle wieder Ownership in die Fachabteilungen zu

bringen?

Wie lasse ich eine nachhaltige voneinander lernende Organisation entstehen?

Welche Kennzahlen sind relevant für die Steuerung des Unternehmens und Verfolgung der Strategie?

Wo muss ich als Fachabteilung und auch aus Controlling Sicht als Business Partner Ownership übernehmen?

Was können Konzerne von StartUps lernen?

Wie bringe ich den Elefanten zum tanzen?

C4B ImpulsvortragOwnership Thinking - KPI im Unternehmen definieren und messen

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The Right People

The RightCulture

The Right Measures

The Right Incentives

think and act like an owner

=


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The Right Measures

am Beispiel von:


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C4B ParallelsessionOwnership Thinking - KPI im Unternehmen definieren und messen

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WIE BRINGT MAN DEN ELEFANT ZUM TANZEN ?

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Status Quo: Decentralized Reporting Setup with no clear KPI Reporting

and Process Strategy.

BuyingTop

Mgmt

CRM

Mrkt.

Buying Sales CSProduction

Logistic

Report Flow

Production

Finance

No alignment with the corporate value chain

Merchandising

Finance

Buying

Supplier

Inv. Mgmt. Marketing

Finance

Product

Mgmt.

Buying


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b4f maturity level was low, no systematic usage of insights for decision making

We collect and produce reports or dashboards with

some useful information

We us performance data in a coordinated fashion to

gain new insights that improve operational

decision-making

We use performance data in a coordinated fashion to

gain new insights that improve strategic decision-

making

We use performance data in a coordinated fashion to gain new knowledge that

leads to improved operational and strategic

decision-making

We use performance data to make operational and strategic decisions and to

develop strategic foresight and predictions for the

future

Level 2

Level 3

Level 5

Level 4

Level 1

Low Maturity High MaturityLow

Be

nef

its

Hig

h B

en

efit

sStatus quo: maturity

level brands4friends concerning fact based decision making

Business Intelligence Approach


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Implementation of a best practice Business Intelligence

Approach requires change in corporate divisions in terms

of strategy, management, processes, monitoring and

reporting.


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Business Intelligence Approach @ b4f

Effective performance management helps to drive the achievement of the strategic goals

and to execute through a sustainable learning organization

Integrated Reporting

Centralized

Analytics

Integrated Processes

Integrated Data

BI

Integrated Sustainable

Business Support

BI Tool Platform


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Predictive Reports

Detail Reports

Ad hoc Reports

SC Reports

Organizational BI Setup @ b4f

Analytics

Sales LogisticMarketing

M&P Product

Analyst Analyst Analyst

Management

Analytical Insights

OperationalStandard and DSC Reports

Management and MSC Reports

Consolidated Insights

Analytical Insights

Process Approach: Gapless monitoring radar for performance execution opportunities


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Zoom in: Data, Reporting and Process Setup

Standard Reporting Platform

DWH

Normal User: Management and functional division

Division Analyst Analytical Insights

Connect the dots: Collaboration and

knowledge building

Data Source Setup Reporting Design Setup Process Setup

Data Mining Analytics

Web Shop Data

Single Source of Through structured

Data

Single Source of Through

unstructured Data


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Business Intelligence / CPM Org @ b4f

Analytical absorb ring for company performance

Gapless monitoring Radar

Integration internal / external controlling

External performance evaluation


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Corporate Steering through KPI Systems

Order of KPI System

Calculating KPI System

MonitoringWhat happened and why?

SteeringHow we want to achieve our goals? Are

we on track?


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Calculating KPI System

Revenue

BuyerAverage Basket

Items per Basket

Average Selling Price

Conversion Rate

Member * *

*


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Best practice KPI Order System approach helps to

cascade the strategy at all hierarchy and division levels

through.


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KPI Order System: Cascade and Manage Strategy

To succeed financially, how should we appear to our shareholders?

Financial

Cascaded Buying contribution to achieve our key strategic goals

Buying SC

To satisfy our customers, what business processes must we excel at?

Processes

To satisfy our customers, how should we improve our product?

Product

To achieve our vision and strategy, how should we appear to our customers

Customer

Cascaded Marketing contribution to achieve our key strategic goals

Marketing SC

Cascaded Product contribution to achieve our key strategic goals

Product SC

Cascaded Resell contribution to achieve our key strategic goals

Resell SC

Cascaded Logistic contribution to achieve our key strategic goals

Logistic/SCM SC

Cascading strategic key operating goals into operational performance indicators

Translation corporate strategy into key operating goals

covered by automatedstandard reporting

Cascaded Production contribution to achieve our key strategic goals

Production SC

Cascaded SC contribution to achieve our key strategic goals

CS SC

Detail Reports and Analytical Insights to leverage Knowledge


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Zoom in: Strategy Cascading Flow SSC

What do we really have to excel at to drive our strategy?

Value drivers

How do we know if we are actually

excelling at this?

KPIs

How good do we need to be at this?

Targets

What initiatives are needed to reach

our target?

Initiatives

What do we need to invest to reach

our target?

Budget

Where is the rated link between Strategy and Key Operating Goals? Where is the rated link between Targets and clear Initiatives?

The Flow from the Strategy to Initiatives and Budget must be fully aligned!

● Analyse corporate strategy;

● Create strategy map;

● Identify corporate critical success factors.

● Develop corporate KPIs;

● Define data collection and processing rules.

● Identify target values for corporate KPIs

● Clear, rated link between target and initiatives

● Clear, rated link between initiatives and budget


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Strategy drives the KPI Order System to execute the objectives set

Order KPI System

Revenue

Customer Base Cohort Churn

(CLT)

Number ofMaster

NPSNew Member

Indicators for Revenue Driver

Fix PurchaseShare of

Offered QtyA Brand Share

Average Offered Price

Women Gender Share


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6 Keys for a Successful Business Intelligence Implementation

Avoid the gap between the cascaded strategy along the key operating goals and the goals along the day-to-day

business. A best practice Business Intelligence Approach must ensure this objective along the entire data,

reporting and knowledge flow strategy. This drives sustainable performance by aligning the activities of the

divisions and employees with the corporate strategy.

02 Refresh Strategy

What is our strategy along the value chain (USP). Did we have the right key operating goals which translates our strategy?

05 Manage Knowledge

Knowledge must be shared between the divisions (no silos). CPM Department must take responsibility for a cross functional knowledge sharing and leverage.

01 BI Department

Implementation of a BI Department is the first critical step. Only in this setup, clear responsibilities and a vision of a “double loop learning” organization will thrive a corporate performance management vision.

04 Improve Performance

Manage and leverage performance. Sustainable support for the division must be the objective to improve operational actions day-by-day.

03 Cascade Strategy

Cascading and managing the link between strategic objectives and operative key performance indicators along the entire organization.

06 Technology / BI Tools

Strategy drives technology. Right tools for each functional division and hierarchy level which supports the business requirements.


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C4B Benchmarking Circle

Dennis Cichowski

Managing Partner

C4B-Team GmbH & Co. KG

C4B-Team GmbH & Co. KG │ Ahrensfelder Weg 11 │ 22927 Großhansdorf │

Deutschland │Tel.:+ 49 (0) 171 743 27 22│ www.c4b-team.de

„Wir verstehen uns als

Ideengeber und

Vernetzungs-partner.“

„Wir bringen Menschenzusammen, die voneinander

lernen.“

„Wir sind

persönlich und

praktisch – undunbequem, wenn es sein muss.“

BENCHMARKING

CONSULTING

COACHING

Ute Schröder

Geschäftsführende Gesellschafterin

C4B-Team GmbH & Co. KG

C4B-Team GmbH & Co. KG │ Ahrensfelder Weg 11 │ 22927 Großhansdorf │

Deutschland │Tel.:+ 49 (0) 4102 / 217 0 262 │ www.c4b-team.de

BerlinMittelstandE-Commerce

DüsseldorfKonzerne

DortmundMittelstand

MünchenKonzerne

HamburgKonzerneMittelstandCFO & CEO

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Ownership Thinking KPI im Unternehmen definieren und · PDF fileSeite 6 Status Quo:...

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