Читать книгу Connected Planning - Ron Dimon - Страница 17

The real goal of Connected Planning is to have a material impact on business performance, to standardize on one management operating system across an organization—for better performance visibility, execution, accountability, and organizational flexibility. What if you had a stretch goal of using Connected Planning not just for performance management, but for OUT-performance management?

How would we use Connected Planning to outperform your competitors on both revenue growth and profitability over the long term?

There are many ways to do this:

 Organic growth is key—an intelligent investment in organic growth may provide more value than growth through acquisition. Connected Planning supports organic growth in many ways:Profitability planning with customer and market segmentation: spending more effort marketing and selling the most profitable product/service offerings to the right people at the right time at the right price (price modeling and analytics is a key component of this).Model, plan for, measure, and manage cross-selling and up-selling efforts. Use analytics to understand which cross-selling and up-selling initiatives work and how they can be replicated. Tie this into the pricing models as well.Look to adjacencies, for example, bundles with partner products/services (e.g., Nike + Apple Watch). These can capture new markets and pull along sales of your products. Including external parties (suppliers, partners, resellers) in your rolling revenue forecasting process gives you more visibility into opportunities.Market expansion: Connected Planning includes multidimensional modeling of different scenarios that can be risk-weighted, so, for example, if you want to expand to an emerging market, you can factor in risk from currency fluctuations, government regulations, and other assumptions. Once you have debated and selected the right model, you can use that as the basis for a capital expenditure plan, revenue and expense budget, and workforce plan.

 Other areas for Connected Planning to contribute to out-performance include supporting and interconnecting knowledge-intensive intangibles (intellectual property [IP], patents, copyrights, strong brands) to financial and operational key performance indicators (KPIs)—thus linking innovation to the entire business.

If you want a quick way to start using Connected Planning to impact the top and bottom lines, simply add a new category to your revenue forecast: from “worst-case,” “probable,” and “commit” to a “stretch” (upside) number, and start managing to that.

Planning, as it is currently practiced, is still largely a collection of silos. It's time to bring it all together, to interconnect the processes, to build on a common-rules and metadata platform and to turn planning into a sophisticated management operating system.

My hope is that you embrace the Management Operating System and use Connected Planning to drive value for your people, your customers and vendors, your markets, and all of your stakeholders.

My hidden agenda is to help move the Connected Planning market category forward through more sophisticated adoption and by showing more correlation to improving performance. At a minimum, that would include:

 Making it a closed-loop process, not fragmented silos and initiatives

 Encompassing all areas of the business including Sales and Marketing, Operations, and Development, not exclusive to Finance

 Including cognitive and predictive analytics, not just Financial Planning and Reporting

 Using it as a platform for continuous improvement, better transparency, collaboration, and what author Daniel Pink says truly motivates us: Autonomy, Mastery, and Purpose¹