ibm finance forum johan lindstrom 2014
DESCRIPTION
Johan Lindström, CFO IBM Sverige, delar med sig av erfarenheterna av IBMs egna transformation och hur man idag arbetar mer med analys i sitt arbete,TRANSCRIPT
© 2014 IBM Corporation
IBMs Finance Transformation mot bättre
verksamhetsstyrning
Johan Lindstrom
CFO IBM Sverige
© 2014 IBM Corporation 2
Our Strategy is built around Transformation – our enterprise model
evolved based on Innovation and Global Integration
Reality of Global
Integration
Emergence of a New
Computing Model
Innovation and
Integration
Shift to higher value
business
Invest in Growth Markets
Global Integration
Invest in Innovation
Ongoing productivity and
margin improvement
International
Multi-national
Global Enterprise We saw Change Coming
… and Transformed IBM
Up to 1990s
2000 and beyond
© 2014 IBM Corporation 3
14,000 Finance employees – 2x Competition
Decentralized organization
Disparate Financial Systems
High percent of time spent on Administrative tasks
Finance organization viewed as low value add
Lack of corporate-wide
data strategy
Inconsistent definitions
Unique measurements
Slow close process
Lack of data integrity and
transparency
No global process
leadership
Inefficient processes
Inability to implement best
practices across units
No measure of process
efficiency
Multiple data
centers/applications
Lack of integration
20 – 25 years old
!
Pre-1994, IBM Finance was mostly decentralized and a maze of
Financial Systems
Vital information was lost at every consolidation level
© 2014 IBM Corporation 4
8 process teams formed
Driven by external benchmarks
Linked to IT initiatives
Process Enhancements
Key initiatives
Improve productivity by 50% within 24 months
Significantly increase data quality and availability
Objectives
Data Strategy
Common chart of accounts
Information warehouse
Functional productivity "Workbench"
Information Technology
Reduce data centers
Reduce key applications
Create/implement strategic,
integrated architecture
After defining the major objectives, IBM took a three prong approach
for its Finance Transformation
© 2014 IBM Corporation 5
© 2014 IBM Corporation 6
© 2014 IBM Corporation 7
© 2014 IBM Corporation 8
© 2014 IBM Corporation 9
© 2014 IBM Corporation 10 Finance Transformation
© 2014 IBM Corporation 11 Finance Transformation
© 2014 IBM Corporation 12
Changing Focus of Finance’s Job Requirements and Skills
Finance value is bifurcating Skills need to evolve from Core to
Consultative
Process Efficiency
•Deploy Global Processes
•Deliver Standardized Support
•Leverage Skills/Tools for Scale
•Accurate and Timely Data
Actionable Insight
•Headlights and Roadmaps
•Expertise in Growth Areas
•Business Intelligence/Analytics
•Align Resources for Rev. Growth
Value Proposition
Efficiency
Standards
Harmonization
Agility
Effectiveness
Predictive
Business Acumen
Actionable
Profitable Growth
Skills
Str
ate
gic
In
sig
ht
Quantitative Qualitative
Core Leadership
Consultative Analytical
Pulling
Reports
Performing
Ledger entries
Accounting
Principles
Reconciling
Data
Project
Management
Building Trust
Data
Modelling
Trend
Analysis Forecasting
Statistical
Techniques
Packaging &
Presenting
Negotiating
Problem
Solving
Listening
Business
Acumen
Partnership
Influencing Risk
Management
Invoicing
Financial
Concepts
Insight
Generation
Change
Management
Scenario
analysis
Business
Ethics
Persuasive
Communication
© 2014 IBM Corporation 13
© 2014 IBM Corporation 14