These are the slides of the keynote as presented during the 2015 Record To Report Seminar (R2R): from data to Management Reporting. Topics handled are R2R & the do's and don'ts of the R2R process, with a generic framework on how to realize your strategic R2R goals. For more information, see detailed description below FirstlyThe keynote addresses the R2R process as a whole. What is understood and what are the challenges withing this process? Secondly, a clear view is given to the importance of the coherence throughout the different Layers of the Information Pyramid (Master Data, Transactional Systems, Analytics and Corporate Performance Management). Thirdly a general framework is given on how to cope with these challenges. How to effectively realize your company R2R goals. Throughout the presentation the practical Do's and Don'ts can serve as a tips & tricks guide for any company. If interested in more detailed information on this or other topics, please don't hesitate to contact kris.dhulst@trifinance.be

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F R O M I N S I G H T T O R E A L I Z A T I O N
Record to Report
– f r o m d a t a t o m a n a g e m e n t r e p o r t i n g -

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Keynote
Case study
Allocation model in practice
BI tool selection
Data integration
Corporate Performance Management
Wrap-up
Intro
Networking

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Keynote
Case study
Allocation model in practice
BI tool selection
Data integration
Corporate Performance Management
Wrap-up
Intro
Networking

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Record to report – what’s in a name ?
R2R is aimed to
collect, process, report ...
strategic, financial, operational insight
for deciders
It covers
organizational models
people & change management
operations
ICT
master data
...
8-4-2015 MI&S Seminar - Key Note

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Setting the scene
V U C A e n v i r o n m e n t
R 2 R
VV
UU
CC
AA
olatility
ncertainty
omplexity
Be ready, agile, adaptive
Invest in information, share
Onboard experts, share & train
Root-cause analyze, experiment
8-4-2015 MI&S Seminar - Key Note

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Why ? What ? How ?

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Symptoms
N o t i m e f o r s t r u c t u r a l a c t i o n s
8-4-2015 MI&S Seminar - Key Note

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Symptoms
D o y o u r c l o s i n g ( b u d g e t i n g ) p e r i o d s l o o k l i k e t h i s ?
8-4-2015 MI&S Seminar - Key Note

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Symptoms
R 2 R o u t c o m e i s p o o r
Multiple versions of the truth
Outcome ambiguous
Numbers available too late
8-4-2015 MI&S Seminar - Key Note

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Symptom
H i g h c o m p l e x i t y i n p r o c e s s & s y s t e m s
And, in a nutshell our new
reporting process
8-4-2015 MI&S Seminar - Key Note

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Symptoms
F r u s t r a t i o n a m o n g f i n a n c e t a l e n t s
8-4-2015 MI&S Seminar - Key Note

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Typical triggers for leveling up R2R
• Get rid off transactional activities (automate, outsource)
• Reinforce alignment between different layers (organization, process, technology)
• Increase reporting efficiency
– Insight quality, faster data-to-value
– Reporting “self service”
• Need to cover new processes (e.g. projects for customers)
• Mergers & restructuration
• Software opportunity
• HQ project roll-out
• Current systems are not correctly used
• Reduce TCO – cost cutting
• Compliance & legal requirements
• ...
8-4-2015 MI&S Seminar - Key Note

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Why ? How ?
What ?

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“What” - W ords matter !
M a k e s u r e e v e r y o n e s p e a k s t h e s a m e l a n g u a g e
How
controlling
explained it
How the
project was
documented
How the project
manager
understood it
How
operations
described it
How the
integrator
designed it
What
controlling
really needed
8-4-2015 MI&S Seminar - Key Note

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R2R – Data to report transformation
Data
Transactions
Events
Operations
Environment
Master records
Record
Extract
Collect
Validate
Transform
Enrich
Categorize
Filter
Compute
Compare
Allocations
Consolidate
Closing
Forecasting
Reconcile
Reports
P&L
ROI
TCO
Costs
KPI
Variances
Profitability
Whale curve
Non financial
Yield
Insight
Decision support
Financial
Operations feed-back
StrategicTacticalOperational
Risks
& issues
Workload
Unfriendly user interface
Unavailable system
No clear procedures
No training, no contextual understanding
Workload
Unfriendly user interface
Unavailable system
No clear procedures
No training, no contextual understanding
Reports are not clear: cryptic, selection
complex, similar reports
Numbers available after closing activities
Parallel excels
No clear reporting hierarchies
Reports are not clear: cryptic, selection
complex, similar reports
Numbers available after closing activities
Parallel excels
No clear reporting hierarchies
8-4-2015 MI&S Seminar - Key Note

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Find the right balance
8-4-2015 MI&S Seminar - Key Note

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Insight – Top R2R domains
Strategic planning
Budgeting / forecasting
Periodic close
Cash forecast
Multidimensional profitability
Risk management
Performance management
Cost reduction
Business partnering
Corporate performance
Analytics
Transactional
Transactional, analytics
Transactional, analytics
Processes, Project mgmt.
Analytics, CP, Processes
ERP, Analytics, Processes
Almost all areas
8-4-2015 MI&S Seminar - Key Note

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Are we aligned ?
... Is about finding the right balance at
every tier of the construction.
We opted for a holistic approach
8-4-2015 MI&S Seminar - Key Note

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Organizational model
SystemsSystemsSystems
Alignment – our framework
Strategic,
operational &
management
reporting
Business information analysis
Strategy
CPM
Analytics
Transactional
systems
Master data

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Master data
Invest in adequate technology
Clean on a regular basis
Build a master data reporting system
Set-up a master data team
ALIGN !
Think master data is not a process
Put little effort in master data reconciliation
Start data migration efforts only at pre go-
live phase, not before
Allow anyone to change master data
Master data layer is the foundation
Most frequent cause of R2R inefficiencies
Examples & impact
8-4-2015 MI&S Seminar - Key Note

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Organizational model
SystemsSystemsSystems
Alignment – our framework
Business information analysis
Strategy
CPM
Analytics
Transactional
systems
Master data

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Business processes improvements
Understand the business & visit field
Think lean
Design high level process with a simple tool
... then develop details afterwards
Establish process owners
Consider developing a Process Competence
Center
Standardize, simplify
ALIGN !
Model processes around people
Create many role handovers in one process
Think people will follow process by
themselves
Force ERP to change its standard processes
If you cannot describe what you are doing as a process, you do not know what you're doing
William Edwards Deming
8-4-2015 MI&S Seminar - Key Note

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Organizational model
SystemsSystemsSystems
Alignment – our framework
Business information analysis
Strategy
CPM
Analytics
Transactional
systems
Master data

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Analytics / Costing model
Controlling must take ownership of
Business information analysis
Create a diagram showing cost & revenue
flows (cost objects, data input, key reports)
... and maintain it !
Do not bottleneck closing with many
activities
ALIGN !
Introduce complexity in costing model
in order to reflect economic reality
Covers functions and supporting applications on top of transactional systems :
Forecasting, Costing, BI, Consolidation, ...
Cost & revenue allocation
8-4-2015 MI&S Seminar - Key Note

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Organizational model
SystemsSystemsSystems
Alignment – our framework
Business information analysis
Strategy
CPM
Analytics
Transactional
systems
Master data

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CPM
C o r p o r a t e p e r f o r m a n c e m a n a g e m e n t
• Can take several forms: cockpit, balance scorecard, one pager
• Capture the essence of business drivers
• Shows evolution
• Updated on regular basis
• Make it visible
8-4-2015 MI&S Seminar - Key Note

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Organizational model
SystemsSystemsSystems
Alignment – our framework
Business information analysis
Strategy
CPM
Analytics
Transactional
systems
Master data

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Systems – technology & supplier choice
On top of functional criteria, consider following aspects :
Integration with current application landscape
Level of customization possible
User interface
Openness (interface, import, export, extraction engines)
Pricing structure & scalability
Software partners network
Purely technical aspects
... and many others !
8-4-2015 MI&S Seminar - Key Note

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Organizational model
SystemsSystemsSystems
Alignment – our framework
Business information analysis
Strategy
CPM
Analytics
Transactional
systems
Master data

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Manage organizational changes
Break silos, be agile & adaptive
Encourage business partnering
ERP must reflect the same agility
Duplicate team for large projects
ALIGN !
Cluster teams
Structure according to people, not functions
Develop structure and processes separately
(“people will adapt to new processes”)
Let people discover their new role during
software testing
Primary source of (in)efficiency
Involves politics
8-4-2015 MI&S Seminar - Key Note

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Organizational model
SystemsSystemsSystems
Alignment – our framework
Business information analysis
Strategy
CPM
Analytics
Transactional
systems
Master data

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Why ?
How ?What ?

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Not this way !
R 2 R c a n h e l p a l i g n s t r a t e g i c g o a l s
8-4-2015 MI&S Seminar - Key Note

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Take every stakeholder perspective
R e q u i r e m e n t g a t h e r i n g
8-4-2015 MI&S Seminar - Key Note

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Roadmap the efforts
Discover the state
AS-IS
Current State
Strategy & visionStrategy & vision
Operational
objectives
Operational
objectives
Functional needsFunctional needs
Critical business
processes
Critical business
processes
Organizational
model
Organizational
model
Cost modelCost model
IT landscapeIT landscape
New models &
technology
New models &
technology
Priorities &
grouping
Fit assessment
Interconnections
“Funnel”
Initiatives
OrganizationalOrganizational
FunctionalFunctional
ProcessProcess
TechnologyTechnology
Fit gap analysis
Reference TO BE
Business modelBusiness model
Final State
Target
performance
Target
performance
Guiding principleGuiding principle
Crucial
constraints
Crucial
constraints
Describe end
situation
Roadmap
Develop programs
Level resources and
manage
interactions.
Assign to portfolios
Projects/Programs
Sequences
Interdependencies
Calendar
Capacity
INSIGHT
REALIZATION
Recursive loop
8-4-2015 MI&S Seminar - Key Note

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M a n a g e r e a l i z a t i o n w i t h i n a p r o j e c t f r a m e w o r k
8-4-2015 MI&S Seminar - Key Note

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time
intensity
Project initiation Project go live
Go/no go
Have you forgotten change management ?
Stakeholder influence
Stakeholder impact awareness (as it should be)
Cost of change
Project client
Stakeholder impact awareness (in practice)
8-4-2015

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Project management aspects
R e c o m m e n d a t i o n s
Appoint a professional project manager
Use a PM framework
Build roadmaps
Develop permanent project teams
Take care of blueprint !
Set-up a strong change management team
Try to make it all in-house by yourself
Shorten test phases – start with incomplete
setup
Fully delegate business analysis to IT
8-4-2015 MI&S Seminar - Key Note

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Keynote
Case study
Allocation model in practice
BI tool selection
Data integration
Corporate Performance Management
Wrap-up
Intro
Networking

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Keynote
Case study
Allocation model in practice
BI tool selection
Data integration
Corporate Performance Management
Wrap-up
Intro
Networking

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Keynote
Case study
Allocation model in practice
BI tool selection
Data integration
Corporate Performance Management
Wrap-up
Intro
Networking

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Keynote
Case study
Allocation model in practice
BI tool selection
Data integration
Corporate Performance Management
Wrap-up
Intro
Networking

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Keynote
Case study
Allocation model in practice
BI tool selection
Data integration
Corporate Performance Management
Wrap-up
Intro
Networking

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Final advice
1 – F i r s t t h i n g s f i r s t
Keep the right sequence in mind
Simon Sinek’s golden circle
8-4-2015 MI&S Seminar - Final advice

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Final advice
2 – L o o k f u r t h e r
8-4-2015 MI&S Seminar - Final advice

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Final advice
3 – S i m p l e , l e a n , s t a n d a r d
8-4-2015 MI&S Seminar - Final advice

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Final advice
4 - M a k e i t v i s i b l e
MI&S Seminar - Final advice

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TriFinance
M a n a g e m e n t I n f o r m a t i o n & s y s t e m s
Our Speakers
Frédéric Verdeyen – MI&S Manager
Dries Van Avermaet – MI&S Manager
Saskia Van Kerckvoorde – MI&S Manager
Nick Van Maele – MI&S Manager
Mark Govaerts – CFO Claes Retail Group
Our Training offering
http://www.controllertraining.be
TriFinance Controllers community

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Our Speakers!
Frédéric Verdeyen counts over 16 years of experience in transformation and performance management projects as expert or project
manager. He's specialized in ERP development projects and change management. He's SAP certified, Project Management Professional
(PMP) and Prince2 practitioner.
frederic.verdeyen@trifinance.be
Nick Van Maele has been active in IT and Finance since 1999 in positions such as business systems analyst, IT manager, business unit
controller, consultant¸ finance director and project manager. His core area of expertise is ERP, BI and master data management, but Nick is
also a career coach who has done assessments of and gave training to Controllers.
nick.vanmaele@trifinance.be
Dries Van Avermaet joined the company in 2007, but has over 12 years experience in consulting. He built a serious experience in business
process (re)modelling, analytics. He also acquired a broad knowledge in ERP finance and operations, and in several BI tools. He conducted
several projects on software package selection and financial reporting implementation.
dries.vanavermaet@trifinance.be
SaskiaVan Kerckvoorde joined the company in 2010 as a seasoned Project and Program manager. Since then she has been enrolled in
multiple missions in the field of project/Program management of ERP & BI selection and implementation tracks. In this role, Saskia
combines her impeccable methodological skills with a strong background in Finance and ERP.
Saskia.vankerckvoorde@trifinance.be

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