EnterprisePerformanceManagementPressure[英文版]4273.pptx
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1、CopyrightAccenture2005.AllRightsReserved.Accenture,itslogo,andHighPerformanceDeliveredaretrademarksofAccenture.Enterprise Performance ManagementPressure To Perform2AgendanAccentureOverviewnOurPointofViewonEnterprisePerformanceManagementnImplementationframeworknHowtogetstarted3Introduction to Accentu
2、reAccenture OverviewGlobalmanagementandtechnologyconsultingorganisation,withrevenuesof$13.7bninFY2004Morethan100,000peopleworkingin48countriesOperatesasaglobalorganisationservicingclientsinfiveindustrybasedgroups,FinancialServices,CommunicationsandHi-tech,Products,ResourcesandGovernmentGloballyserve
3、s87oftheFortuneGlobal100andmorethantwo-thirdsoftheFortuneGlobal5004Accenture credentials Our position in Financial Services and our specialist“Service Lines”Accenture Overview5AgendanAccentureOverviewnOurPointofViewonEnterprisePerformanceManagementnImplementationframeworknHowtogetstarted6Enterprise
4、Performance Management(EPM)is critical to manage near-and long-term performanceHigh-performance businesses use EPM to:nIdentifyandpredictvaluedriversthatwilloptimizepositioninthevaluechainnLinkstrategywithplanning,budgeting,forecastingandperformancereportingcapabilitiesnCaptureinformationthatcangene
5、rateinsightandturnthatinsightintoactionnSetbetterstrategicgoalsandmakemoreinformeddecisionsnIdentifyissues/threatsfaster,andreacttothemmorequicklyEPM Point of View7Common GapsSatisfaction Rate(%)0 25 50 75 100 nAlignment betweencompanystrategyandplanningprocess(40%)nFocuson key business drivers(24%)
6、nAmountoftimerequiredtocreatethe annual plan(47%)nSpeedandaccuracyofthe forecasting processes(48%)nAbilitytoproduce business models andtestimpactofchanges(31%)nSpeedandaccuracyofthemonthly financial reporting(63%)nReportingof non-financial measures(28%)nBusinessusersviewandanalyze performance report
7、s atwill(25%)nIntegrated IT systems tocollectandmanagetheinformation(41%)nVisibility intocurrentresults(29%)nUnderstanding of future performancetrends(30%)Source:October2002surveyof245companiesconductedbyCFOResearchServicesFact:Many organisations are not satisfied with their current EPM capabilityEP
8、M Point of View8Accounting earnings based financial management has become less relevant as the majority of value is in the futureCurrent Value versus Future ValueRussell3000(May2003,$trillions)Enterprise ValueFuture Value$13.1$7.613100%58%Current Value$4.9242%4.2%$0.6First YearRemaining YearsFutureV
9、alueisasignificantcomponentoftotalEnterpriseValueformostorganisationsFutureValueistheexpectedincrementalvaluebeyondthevaluedeliveredbycurrentoperationsEPM Point of View9Neither does the Balance Sheet adequately track the assets that are driving value.Market to Book Value Over TimeS&P500(19802002)EPM
10、 Point of View10However few organisations extend EPM beyond traditional financial measurementCreditRatingsBorrowingCapacityReceivablesCertaintyAccrualsConvertibilityCashInvestmentsReceivables/DebtorsPayables/CreditorsPlantFlexibilityPlantModernityAccessRightsBalanceSheetStrengthPropertyPlantEquipmen
11、tInventoryValueCustomerLoyaltyQualityofContractsStrengthofStakeholdersSupportNetworksRegulatoryImpostsCustomerContractsFormalAlliances,JVs,SupplyAgreementsStructureAppropriateInformalProcessesOrganizationReputationBrandMeaningProductivityofR&DSystemsFormalizedProcessesCodifiedKnowledgePatentsBrandsT
12、opMgmtQuality/ExperienceAbilitytoExecuteStrategyLeadershipCapabilitiesProblemSolvingAbilityEmployeeLoyaltyManagementContractsDocumentedAccessibleSkillsInventoriesIntangibleTangibleMonetaryPhysicalRelationalOrganizationalHumanTraditionalscopeoffinancial/accountingmeasurementEPM Point of View11Agendan
13、AccentureOverviewnOurPointofViewonEnterprisePerformanceManagementnImplementationframeworknHowtogetstarted12Strategic PlanRefineCorporateVision&StrategicObjectivesTarget Setting&Business PlanCascadeTargetstoLowerLevelMetrics/OrganizationSetTargetsforKeyMeasuresofAccountabilityOperateDevelopPlanstoAch
14、ieveTargetsAllocateResourcestoAchievePlansReview,Challenge&FinalizePlans&ForecastsMonitorDevelopActionPlans,Re-allocateResourcesandUpdateForecastMonitorKeyMeasuresofBusinessPerformanceDetermineKeyMeasuresofSuccessCloseandConsolidateBooksandReportActualsPortfolioValueAssessmentEnablersCommonDataStruc
15、turesIncentivesandRewardsPolicies&ProceduresIntegratedITArchReviewPerformancewithExecutiveManagementDetermineKeyBusinessDriversControlsWe work with our clients to implement a holistic framework for Enterprise Performance ManagementEPM Implementation13Target Setting&Business PlanCascadeTargetstoLower
16、LevelMetrics/OrganizationSetTargetsforKeyMeasuresofAccountabilityPortfolioValueAssessmentTypical EPM issues target settingEPM ImplementationStrategic PlanRefineCorporateVision&StrategicObjectivesOperateDevelopPlanstoAchieveTargetsAllocateResourcestoAchievePlansReview,Challenge&FinalizePlans&Forecast
17、sMonitorDevelopActionPlans,Re-allocateResourcesandUpdateForecastMonitorKeyMeasuresofBusinessPerformanceDetermineKeyMeasuresofSuccessCloseandConsolidateBooksandReportActualsEnablersCommonDataStructuresIncentivesandRewardsPolicies&ProceduresIntegratedITArchReviewPerformancewithExecutiveManagementDeter
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