Redesign of reporting and processes enables $4B manufacturing company to standardize KPIs and create “one view” of business performance

Business Challenge

  • Challenge Linking Operational Activity with Financial Outcomes – Inability to adequately measure, monitor, and manage the operational drivers impacting financial performance
  • Minimal Forward Looking Visibility – Existing reporting and analysis heavily skewed towards historical financial variance comparisons at the expense of more strategic leading indicators and operational KPI’s
  • Heavy Dependence on Custom IT Created Reports - Lack of robust self-service reporting, dashboards, and ad hoc capability

Solution

  • Co-developed a Future State Reporting Vision – Defined created critical information needed to optimally measure and manage the business including KPIs & Metrics at an enterprise and function level
  • Focused on Strategic Alignment Aligned KPIs & Metrics to strategic objectives through the use of an enterprise strategy articulation map along with cascaded KPI’s
  • Redesigned Business Processes Streamlined and enhanced existing reporting processes, improved reporting related governance, established common analytic view of performance across the business

Impact

  • Standardization and Consistency – Standardized process for measuring KPI’s and value drivers provided “one view” of business performance, created greater alignment, and supported better resource allocation decisions
  • Connected to Company Strategy – Enabled more consistent use of information throughout the organization tightly linked to company strategy objectives and “change the business” initiatives
  • Business Performance Insights – Improved visibility into operational and financial performance with faster cycle times to effect key decisions