Modelos de gestión como herramientas para incrementar

Transcripción

1 Modelos de gestión como herramientas para incrementar la productividad bancaria Visión integral y alineación Fernando Oliva III Congreso Latinoamericano de Productividad y Gestión Bancaria 26 y 27 de Agosto de 2010 San José, Costa Rica

3 Definiciones de productividad Hay tantas definiciones de productividad como autores o analistas escriban sobre ella. Algunos ejemplos: La productividad es la razón entre la producción obtenida por un sistema productivo y los recursos utilizados para obtener dicha producción. Capacidad de producción por unidad de trabajo. Incremento o disminución de los rendimientos finales en función de los factores productivos. La cantidad de bienes o servicios producidos con la cantidad de recursos utilizados. En términos monetarios se traduce en: Productividad = Ingresos / Costo Cantidad * precio de venta Cantidad * costo unitario En definitiva las principales variables para impactar en la productividad de acuerdo a este planteo son: Precio,, Cantidad y Costo. 3

4 Definiciones de productividad (cont.) Sin embargo, estas definiciones y sus variables, están fuertemente asociadas al concepto de fábrica o producción industrial, en la que hay una cierta relación lineal entre los bienes consumidos (tanto sean bienes materiales como horas mano de obra) y el resultado que se produce (típicamente un producto terminado). Cuando queremos aplicar este concepto en los servicios las relaciones no son tan lineales. Y si de servicios complejos se habla, el sector Financiero es una de las industrias más complejas. 4

6 La productividad inserta en el modelo real de una organización ió financiera i Para analizar la productividad en la Banca empiezan a jugar una cantidad de elementos o disparadores (drivers) de la misma que debemos primero identificar, luego comprender y por último integrar. REGULACIÓN EXPECTATIVAS ORGANIZACIÓN CANALES TALENTO/ CAPITAL HUMANO CANTIDAD PRECIO COSTO CLIENTES PROCESOS RIESGOS MERCADO CONFIANZA 6

7 De la conjunción de los distintos conceptos podemos llegar a analizar la productividad id d desde d distintas t perspectivas REGULACIÓN EXPECTATIVAS ORGANIZACIÓN CANALES TALENTO/ CAPITAL HUMANO CANTIDAD PRECIO COSTO CLIENTES PROCESOS RIESGOS MERCADO CONFIANZA 7

8 De la conjunción de los distintos conceptos podemos llegar a analizar la productividad id d desde d distintas t perspectivas (cont.) Perspectiva Talento/Capital Humano Consideraciones Cómo incrementamos la eficiencia de los recursos humanos? Cómo mejorar la motivación, laretención ylalealtad lealtad de las personas? Cómo mejorar las competencias y la alineación de los equipos? Cómo están organizados mis recursos frente a las distintas actividades? Procesos Cuáles son los procesos críticos desde el punto de vista de la organización? Cuáles son los procesos clave desde el punto vista del cliente? Cómo mejoramos su eficacia y eficiencia? Cómo atendemos a distintos tipos de clientes? Canales Cuál es mi estrategia de canales frente a los distintos clientes? Cuáles son mis canales más eficientes para los clientes? Cómo potenciar el uso de los canales alternativos? Cómo afrontar el desafío de atender a los segmentos de menores ingresos? 8

9 De la conjunción de los distintos conceptos podemos llegar a analizar la productividad id d desde d distintas t perspectivas (cont.) Perspectiva Clientes Organización Consideraciones Cómo realizo una adecuada segmentación? Cuáles son los clientes rentables del Banco?, qué los caracteriza? Cuáles son los atributos por los cuales los clientes están dispuestos a pagar más? Cuáles son mis políticas de fidelización de clientes? Cómo es la estructura de la organización? Cuál es la flexibilidad de la misma? Centralizamos o descentralizamos? Cómo es la comunicación dentro de mi organización? Riesgos Cómo es la política de riesgo de mi organización? Cuál es la flexibilidad de la misma a los cambios del mercado? Cómo se administran los mismos? Cuáles son los costos de no calidad crediticia? 9

10 De la conjunción de los distintos conceptos podemos llegar a analizar la productividad id d desde d distintas t perspectivas (cont.) Perspectiva Mercado Consideraciones Cómo reaccionamos a la demanda del mercado? Cuánto es nuestro Time To Market? Mercado internacional, local o ambos? Regulación Cómo se alinean mi políticas a las políticas de regulación? Cuál es el costo regulatorio que estamos teniendo? Cómo inciden las políticas regulatorias en nuestro negocio? Cuánto tiempo demoramos en alinearnos a las nuevas políticas? 10

12 Los distintos modelos de gestión Alternativas / visión tradicional: Modelos de gestión basados en la información financiera, vinculados (o no) con esquemas de compensación. Modelo de gestión basados en el presupuesto (y su cumplimiento), vinculados (o no) con esquemas de compensación. Modelos de gestión basados en indicadores, tableros de control, iniciativas organizacionales. Modelos de gestión basados en el control de los costos. En general, en una visión simple : Los modelos de gestión se piensan como la forma de informar, planificar, medir, monitorear un negocio 12

13 Los distintos modelos de gestión (cont.) Visión amplia : Modelos de gestión de los recursos humanos. Modelos de gestión y mejora de los procesos. Modelos de gestión y relacionamiento del gobierno de la organización. Modelo de gestión de los riesgos. Visión compleja : Un modelo de gestión bien definido articula la visión de la organización, con la acción, alineando los comportamientos de la gente y los procesos qué, basados en tecnología, satisfacen a los clientes de forma de asegurar el cumplimiento de los objetivos establecidos por los accionistas. 13

15 Cuál es el problema? Lo más común es encontrarnos con: Destinas visiones de lo que es la productividad, que muchas veces se preocupan o concentran en uno de los elementos clave vistos anteriormente. Una visión operativa de la productividad que no se vincula con la visión financiera y en definitiva con las formas en que se miden el éxito de una organización. Todo lo que se combina en distintos modelos de gestión, que muchas veces siguen esta concepción parcial de la realidad de un Banco. 15

16 Cuál es el impacto de lo anterior? Esto, de acuerdo a nuestra experiencia puede llegar a generar las siguientes situaciones: Estrategia que se diluye a lo largo de la organización. Iniciativas estratégicas que no tienen presupuesto. Iniciativas con presupuesto que no están vinculadas con la estrategia. Esfuerzos organizacionales compartimentados. Gran cantidad de iniciativas organizacionales de las más diversas temáticas muchas e las cuales pueden chocar entre si. Entre otras. En definitiva, muchas veces nos encontramos con esfuerzos individuales que no logran los resultados esperados. 16

18 Concepto clave: Visión Integral Competidores Organismos Reguladores Socios Estratégicos Sistemas de Control Empresa Estrategia Cómo vamos a alcanzar lo que queremos ser Valores Misión Visión Por qué existimos Qué queremos ser Qué es importante para nosotros Partes interesadas Estructura Proveedores Accionistas / Propietarios Recursos Físicos Cadena de Valor Creación de Valor Clientes Comunidad Activos Intangibles Capital Humano Capital de la Información Capital Organizacional Gente 18

19 Concepto clave: Visión Integral (cont.) Debemos considerar la interrelación que existe en todos estos factores y que finalmente la productividad se inserta en el modelo real de una organización. Esto implica que al momento de identificar qué acciones emprenderemos para mejorar la productividad id d debemos considerar y evaluar los impactos de nuestras acciones en todos los elementos de la organización, no sólo los aspectos que en principio son afectados por nuestra iniciativa/programa/plan/proyecto particular. 19

20 Concepto clave: Alineación Hasta el momento analizamos las definiciones de Productividad, los componentes que entendemos que realmente la afectan y enumeramos distintos modelos de gestión que buscan mejorarla. También comentamos algunos problemas que hemos detectado en nuestros clientes vinculados con esta temática. Ahora bien, de nuestra experiencia hemos visto que uno de los mayores desafíos que se presentan a las organizaciones cuando quieren implementar modelos de mejora de la productividad es cómo vincular las operaciones con las finanzas. Lo cierto es que la mejora de la productividad se tiene que operativizar en: cambios de comportamientos, mejora en los procesos, mejor administración del riesgo, etc.. y tiene que impactar en los resultados financieros. Si no se da esto, la mejora de la productividad no será sostenible en el tiempo. 20

21 Concepto clave: Alineación (cont.) Cómo podemos hacer para hacer operativa esa vinculación entre las operaciones y las finanzas? Una alternativa es utilizar el concepto de Arboles de Valor. Es un esquema conceptual que busca explicar cómo se logran los resultados financieros (identificando value drivers ). Esta explicación se logra mediante la vinculación de los resultados financieros con las iniciativas operativas concretas. Es una herramienta de comunicación, aprendizaje y que apoya a la toma de decisiones importantes. 21

22 Concepto clave: Alineación (cont.) Se deben ir desagregando los value drivers con una visión contable hasta llegar a un nivel que indica elementos operativos sobre los cuales actuar para incrementar el valor (value drivers operativos). Base Salarios Hs. Extra Gastos Op. Edificiosi Mts. Sucursales # sucursales Costo por sucursal 22

23 Armado de los Value Drivers Ejemplo simplificado de Tarjetas de Crédito Flujo de Caja Operativo Ingresos Costos Ingresos por financiación Comisiones a comercios Ingresos por costo de renovación Valor de la Unidad de Negocio Tarjetas de Crédito Inversión Realizaremos un análisis simplificado del Árbol de Valor correspondiente a las Comisiones a Comercios Tasa de Descuento Nota: modelo simplificado a los ejemplos de clarificar los conceptos. Costo del Capital Costo de los Fondos Propios Costos de deuda Leverage Expectativas de la Casa Matriz Economía internacional, regional y nacional 23

24 Armado de los Value Drivers Ejemplo simplificado de Tarjetas de Crédito Ingresos por renovación Mercado total Acciones concretas para aumentar el Market Share Ingresos por financiación Comisiones a Comercios Costos Monto vendido N de cuentas con consumo Consumo promedio por cuenta Total de cuentas habilitadas % de utilización N de tarjetas por cuenta Consumo promedio por tarjeta % adquisición (Market Share) Atributos del producto Puntos de Venta Promociones específicas etc. Segmentar clientes por zona Acordar puntos de ventas con Centros Comerciales Firma de Acuerdos de Exclusividad Revisar la tasa de descuento (en función de lo anterior) Mejora del diseño publicitario / Planes de Marketing Aumentar el # de promotoras Desarrollar plan de convencimiento para comercios medianos.... de esta forma podemos seguir construyendo el Árbol de Valor... Tasa de Descuento Nota: modelo simplificado a los ejemplos de clarificar los conceptos. 24

25 Armado de los Value Drivers Ejemplo simplificado de Tarjetas de Crédito Ingresos por renovación Mercado total Acciones concretas para aumentar el Market Share Ingresos por financiación Comisiones a Comercios Costos Monto vendido N de cuentas con consumo Consumo promedio por cuenta Total de cuentas habilitadas % de utilización N de tarjetas por cuenta Consumo promedio por tarjeta % adquisición (Market Share) Atributos del producto Puntos de Venta Promociones específicas etc. Factor clave de éxito: Conexión entre la visión financiera y la operativa 25 + VISION FINANCIERA - - VISION OPERATIVA +

26 En Deloitte utilizamos el Enterprise Value Map como acelerador de este proceso Shareholder Value Acciones vinculadas con: Clientes Procesos Riesgos Talentos Estructura etc. 26

27 En resumen Dado que la mejora de la productividad se tiene que operativizar en: cambios de comportamientos, mejora en los procesos, mejor administración del riesgo, etc. y tiene que impactar en los resultados financieros, es que encontramos útil la herramienta de Arbol de Valor. De esta forma podemos conectar las distintas t iniciativas i i de la organización con su impacto financiero. Pero además facilita la coordinación y la alineación estratégica: Podemos encontrar iniciativas de distintas temáticas que apunta a influir sobre los mismos drivers o iniciativas de la misma temática que apuntan a distintos drivers (en algunos casos contrapuestos). Podemos usar esta herramienta para facilitar la discusión estratégica y encontrar así iniciativas que no contribuyen a lograr los objetivos que nos estamos planteado. 27

28 Un ejemplo How Value is Created (Value Drivers) Selling General & C fg d S ld Property Plant & R i bl Revenue Growth Operating Margin (after taxes) Asset Efficiency Expectations Shareholder Value Deloitte Enterprise Value Map TM (Practical paths to increase shareholder value) It s easy to say shareholder value is important. Not so easy to make it influence the decisions that are made every day: where to spend time and resources, how best to get things done, and, ultimately, how to win in the competitive marketplace. This Map is designed to accelerate the connection between actions you can take and shareholder value. It is not rocket science and it is not complete, but it can jump-start the process of focusing on the things that matter most and then choosing practical ways to get them done. Here are two simple ways to use it: Start at the top. Working your way down, at each step ask yourself, How will we improve this? This will help ensure that your tactics support your objectives. Start at the bottom. Working your way up, at each step ask yourself, Why are we doing this? This will help ensure that every tactic leads to shareholder value. high-value/highpotential customers most profitable products and services most effective sales and advertising channels high-value/highpotential customers high-value/highpotential customers most profitable products and services most effective sales and advertising channels high-value /highpotential customers refocus channel/ media usage refocus product and service portfolios Rationalize targeted customer segments refocus product portfolio designing for materials efficiency Rationalize/ consolidate vendor portfolio refocus product portfolio focus on higher-value products refocus product portfolio refocus product portfolio designing and packaging for distribution Develop business models with low real estate requirements Reduce number of data centers, branch offices, dealerships, retail outlets, etc. refocus product and service portfolios Outsource business functions refocus product portfolio refocus customer segments and distribution channels Develop low-inventory business models refocus product portfolio Coordinate of credit/receivables across business units Coordinate of payables across business units effectiveness of organizational structures and governance models Rationalize customer portfolio Create barriers to switching Increase emphasis on differentiated products and services Differentiate service treatment of customers/segments Increase use of lowercost delivery/ installation channels (self-service, partners, etc.) Increase use of lowercost billing channels (automated, self-service, etc.) Differentiate treatment of customers/ segments Consolidate company real estate/facilities outsource design and development functions Rationalize IT application portfolio outsource improvement and deployment outsource benefits administration functions outsource recruitment functions Refine vendor strategies outsource procurement functions Consolidate and/or align business planning, and reporting functions alignment of organization structures and governance models with business strategies Consolidate and/or align financial planning, and reporting functions Consolidate and/or align financial accounting and analysis functions design for production efficiency Refine/align logistics and distribution strategies refocus product and service portfolios outsource product development functions modular, extensible, scalable designs Consolidate IT systems, production lines and service mechanisms designing for manufacturing efficiency vendors with favorable payment terms Increase emphasis on risk-informed, scenario-based planning enterprise-wide program planning and collaborative program delivery Increase emphasis on continuous, proactive Establish a culture centered on operational excellence partnership, merger and acquisition opportunities stakeholder relationships Establish process improvement and innovation as key competencies Establish of key stakeholder relationships as organizational priority business agility and flexibility Establish agility and flexibility as key competencies Implement integrated applications across organizational boundaries Consolidate IT, telecom and network equipment and facilities focus on price-insensitive customer segments differentiated pricing across customer segments managerial, forwardlooking information pricing effectiveness/ price optimization R&D, product innovation, and product leadership Broaden product and service offerings service prevention / Reduce need for service refocus services offered focus on higher-value customer relationships Establish product, service and process innovation as key competencies effectiveness of organizational structures Establish program/ project delivery as a key competency alignment of customer, product, advertising, sales, service, support, and fulfillment strategies generating revenue from company assets developing and protecting intellectual capital Acquire competitors strategic assets Establish development of strategic assets as a key competency leveraging strategic assets refocus product and service portfolios refocus product and service portfolios outsource learning and development functions identification of stakeholder groups and establishment of priorities Increase emphasis on design for configurability/ customization account/relationship development refocus product and service portfolios focus on segments with lower average cost-to-serve Manage procurement on a national/global basis Manage purchasing on a national/global basis Refine and/or align merchandising strategies (central vs. local merchandising, etc.) use of common components customer retention Increase proactive pursuit of partnerships, mergers and acquisitions Establish cross-company collaboration as a key competency Increase use of lowercost sales channels (telesales, outlets, selfservice, etc.) refocus product and service portfolios Rationalize targeted markets and customer segments divestiture and reinvestment alignment of business unit strategies with enterprise strategies alignment of financial strategies with corporate strategies continuous, proactive of investment portfolios Refine daysoutstanding strategy Refine credit/daysreceivable strategy of credit risk across business units What You Can Do (ment Levers: Business Processes, Assets and Organizational Capabilities) Change What You Do - What you provide - Whom you target and serve - How you compete - Where you deploy resources - Which operations you outsource Acquire New Customers Retain and Grow Current Customers Leverage Income- Generating Assets Strengthen Pricing Customer Interaction Efficiency Corporate/Shared Services Efficiency Development & Production Efficiency Logistics & Service Provision Efficiency PP&E Efficiency Inventory Efficiency Receivables & Payables Efficiency Management & Governance Effectiveness Execution Capabilities Marketing & Sales Account Management Cross-Sell/ Up-Sell Retention Demand & Supply Management Price Optimization Marketing & Advertising Sales Customer Service & Support Order Fulfillment & Billing IT, Telecom & Networking Real Estate Human Resources Procurement (Excluding Production Materials & Merchandise) Business Management Financial Management Materials Production Merchandising Logistics & Distribution Product Development Real Estate & Infrastructure Equipment & Systems Finished Goods Work in Process & Raw Materials Accounts, Notes & Interest Receivable Accounts, Notes & Interest Payable Business Planning Program Delivery Business Performance Management Operational Excellence Partnership & Collaboration Relationship Strength Agility & Flexibility Product & Service Innovation Service Delivery Cash/Asset Management Strategic Assets Volume Price Realization Selling, General & Administrative (SG&A) Cost of Goods Sold (COGS) Property, Plant & Equipment (PP&E) Inventory Receivables & Payables Company Strengths External Factors Maximize tax benefits associated with major business decisions (M&A, consolidation, outsourcing site selection etc ) permanently lowering the company's effective tax rate Integrate tax opportunities and issues into business planning Strengthen corporate governance structures (composition, selection, roles, etc.) Strengthen and communicate mission, vision, values and ethics communication between the board,, shareholders and the public Income Taxes Income Tax Efficiency Income Tax Management Governance coordination of operational, investment, financial, M&A, and tax strategies across business units Optimize valuation relationship/account development Provide staff with better customer information (demographics, inquiry history, etc.) for generating, qualifying and assigning leads field sales and telesales Target new geographies Target new segments within current geographies Expand sales and advertising channels Acquire new product and service offerings Increase time spent selling access to information and analytical tools effectiveness of marketing, advertising and sales Tailor marketing and sales approaches to customer segments total customer experience (purchasing, fulfillment, usage, support, service, etc.) responsiveness to customer complaints/ feedback understanding of customer needs Proactively manage transition points (life events, ends of contracts and leases, etc.) Tailor account approaches to customer segments effectiveness of cross-sell/up-sell Implement proactive and reactive crosssell and up-sell campaigns identification of cross-sell/up-sell opportunities retention and win-back understanding of churn/defection drivers identification of churn/defection candidates brand awareness / Elevate brand image Increase emphasis on supply chain (production, distribution and sales pipelines) Obtain exclusive agreements with partners (licenses, distributorships, etc.) communication and coordination with distribution centers communication and coordination with sales channels focus on higher-value segments Provide staff with better market and customer information definition of product and service specification Provide staff with better competitive information tailoring of marketing and advertising approaches to customer segments emphasis on product quality and ease of service Design products for ease-of-use / selfservice workforce planning and dispatch and tools capacity/ demand planning, skills and tools service and support Provide staff with better customer information (profiles, transaction histories, etc.) credit analysis pick, pack and ship provisioning/ installation invoicing/ billing policies and around merchandise returns design, development and testing for managing system operations, maintenance and changes end-user support and administration selection, acquisition and contracting installation/ deployment dispatch, diagnostic, resolution and replacement Increase utilization of real estate capacity/ demand planning and tools real estate design and development operational (administration, security, energy, HVAC and maintenance) real estate selection, acquisition and contracting real estate improvement and deployment recruitment and orientation training salary and benefits administration / Increase employee self-service payroll assessment Rationalize/ consolidate vendor portfolio Increase use of lowercost channels (self-service, etc.) assignment of procurement transactions to appropriate staff demand planning and tools product procurement (equipment, supplies, etc.) service procurement (travel, contract labor, etc.) Provide staff with better product and service information strategic planning program planning capital budgeting program accounting and measurement cash/treasury practices debt and equity materials-efficient production mechanisms Focus efforts on higher-value vendor relationships Rationalize order quantities and timing demand forecasting, skills and tools ordering and receipt (raw materials, intermediate materials, finished components, etc.) materials efficiency of production Provide staff with better product information and tools Design products to use cost-effective materials Rationalize production quantities and timing Increase use of lowercost production channels demand forecasting, skills and tools capacity planning, skills and tools production scheduling and staging Provide staff with better production information and tools manufacturing and quality control Rationalize/ consolidate vendor portfolio focus on higher-value vendor relationships Rationalize order quantities and timing demand forecasting, skills and tools merchandise ordering and receipt Provide staff with better information and tools coordination with vendors Increase quality and consistency of materials Rationalize production quantities and timing Rationalize merchandise order quantities and timing Increase use of lowercost logistics and distribution channels inventory receipt and storage transport and delivery / algorithms focus on higher-value customer segments and products realign product development efforts Increase use of lowercost product development channels product conception/initiation utilization of product development channels prototyping, piloting and testing design and development identification and discontinuation of unsuccessful efforts Outsource business functions Increase use of leased real estate terms on property and facilities Reconfigure facilities / Increase utilization of facilities Increase use of flexible facilities Divest low-utilization real estate Increase use of leased production equipment Increase use of flexible/expandable production equipment design for manufacturability and service effectiveness of plant maintenance Increase Increase use of leased infrastructure Increase emphasis on build-to-order collaboration with vendors/partners demand forecasting logistics/ distribution efficiency Divest low-demand/ obsolete inventory Shorten production cycles Rationalize raw materials demand forecasting Divest obsolete materials customer segments with low credit/loan needs Tighten credit/loan terms of delinquent accounts Leverage credit rating to lengthen payment cycles and reduce interest rates Leverage breadth of vendor relationships to lengthen payment cycles of debt portfolio identification and prediction of industry and market trends identification of opportunities and threats strategy development capabilities at corporate and business-unit levels alignment of budgets and capital programs with strategic priorities communication of strategic directions and priorities structuring and launch of cohesive program portfolios coordination and communication across programs and projects program/ project alignment of projects with program and business objectives measurement and reporting of operational and financial analysis of managerial information focus on most important managerial information communication around improvement priorities ability to launch improvement efforts quality and benchmarking quality and speed of communication with partners ability to integrate merged and acquired organizations ability to identify and assess partnering opportunities integration of business across partner networks value delivered to customers I l value delivered to employees identification of opportunities to increase value to stakeholders understanding of stakeholder interests (customers, shareholders, regulators, employees, suppliers, partners, alumni, etc.) communication with stakeholder groups agility and flexibility of organizational structures agility and flexibility of governance models flexibility of business flexibility and versatility of IT systems and platforms tracking of customer interactions (purchases, support requests, etc.) identification of valuable customer relationships Refocus and/or refine retention priorities and strategies Solicit and respond to customer feedback demand forecasting understanding of customer, product and channel profitability outsource service and support operations Provide staff with better product and service information financial risk emphasis on design for packing/ shipping efficiency outsource order fulfillment functions (pick, pack and ship, install, provision, etc.) outsource billing operations outsource design, development and deployment services outsource operations and maintenance services outsource end-user support outsource property functions Increase use of lowercost real estate and facilities / Relocate business operations outsource payroll functions Standardize product catalogs (equipment, office supplies, promotional materials, etc.) strategies outsource production functions higher-value products and partners Consolidate/ outsource logistics and distribution functions high-turn products collaboration with vendors/partners designing for materials efficiency determination of key metrics and targets organizational priority Increase integration of business across organizational boundaries utilization of sales staff utilization of service staff Provide staff with better product, service and competitive information Utilize more efficient production equipment quality and consistency of manufacturing materials value / Decrease prices assessment and benchmarking of business process business continuity planning and disaster recovery capabilities risk and regulatory compliance understanding of customer price sensitivity Align advertising with pricing strategies tailoring of offerings to customer needs Increase use of differential pricing mechanisms (based on customer value, risk, etc.) Increase emphasis on preventive equipment maintenance Defer/change timing of capital investments Increase utilization of production equipment understanding of product/service value to customers product/ service R&D and deployment capabilities Adapt current products and services for new segments/ channels designing for service efficiency and selfservice Increase use of cheaper service channels workforce planning, dispatch and assignment and tools capacity/ demand planning, skills and tools service and support Provide staff with better customer information (profiles, transaction histories, etc.) outsource service operations Provide staff with better product, service and contract information utilization of service staff Convert free services to fee-based services Align product and service prices with value to customers product innovation tracking and Develop, spin-off and sell new businesses investment returns on cash/ treasury funds License or sell intellectual capital to other enterprises Sell appreciated assets creditworthy customer segments collections and standardize credit assessment Differentiate credit treatment of customers/segments understanding of customer needs expansion of customer relationships cross-sell and up-sell approaches/models Develop and leverage strong/unique partner relationships Develop and utilize unique physical resources (facilities, land, etc.) Develop and utilize unique human resources (thought leaders, managers, subject matter experts, etc.) development and analysis of business cases relationship strategies for key stakeholder groups value delivered to shareholders communication and knowledge transfer across organizational boundaries Increase emphasis on people/talent development platform and portfolio strategies for products and services time-to-market and time-to-productionvolume Increase number and quality of product and service launches Increase utilization of modular, reusable designs collaboration with design, development and production partners reuse of product and service components account strategies total customer experience (purchasing, fulfillment, usage, support, service, etc.) structuring and pricing of promotions Increase use of promotions Increase use of vendor-managed/ vendor-warehoused inventory component reuse design/ structure of distribution networks Align production and retrieval product and service introduction/ launch Rationalize production facilities Rationalize production quantities and timing Rationalize merchandise order quantities and timing Rationalize production quantities and timing Increase utilization of standardized components Manage materials sourcing on a national/global basis focus on employee retention employee retention programs cross-business-unit and cross-company collaboration customer satisfaction Sell or lease excess capacity to other enterprises (production capacity, service capacity, etc.) Coordinate pricing of Rationalize portfolio of financial services providers audit and compliance business case development and analysis asset operational integration with partners contract (negotiation, execution and compliance) Refine vendor/ supplier strategies outsource merchandising functions understanding of current customer satisfaction visibility of adherence to contracts and agreements higher-value products and services focus on higher-value advertising channels/ media Focus sales efforts on higher-margin products and services focus on higher-value customers/segments Bypass current channels / Sell directly to customers analytical and tools Outsource property tax administration activities (compliance, assessment, negotiations, etc.) alignment of HR and technology strategies with business strategies of regulatory compliance Develop and leverage political relationships and alliances Develop and cultivate good will Align M&A strategies with business objectives Increase consideration of M&A and divestiture options managerial alignment of capital budgets and program plans with business priorities Strengthen enterprise-wide financial reporting standards business insight and forward-looking information integration of short- and long-term business planning accountability/ authority of program and project resources effectiveness of program/project governance models key metrics business continuity planning project quality and risk realization of targeted business benefits Structure programs/ projects to deliver benefits progressively understanding of partner strengths, weaknesses and interests ability to structure and implement durable, mutually beneficial partnerships agility and flexibility of partner organizations and networks Rationalize/ consolidate vendor portfolio coordination of payments across business units assessment and benchmarking of A/P alignment of A/P systems and with daysoutstanding strategy Do What You Do Better - Strengthen governance approaches - Align resources with strategies - business - Hone strategic capabilities - Manage tax impacts and opportunities - control / reduce risk - Collaborate more effectively - Satisfy customers, employees and other stakeholders customer incentives for accelerated/on-time payment product innovation technology tax (direct and indirect tax ) identification and mitigation of operational risk (people, process, technology, data, etc.) Develop and utilize unique information resources (customer, product, market, etc.) operational risk sourcing, site selection, etc.) accuracy and timeliness of tax provision and cash outflow forecasts focus of tax function/department on proactive tax planning Optimize accounting methods and selection of accounting periods Migrate income to low-tax jurisdictions Utilize international financing opportunities to minimize aftertax borrowing costs ability to utilize offshore cash/ assets and move between geographies of transfer pricing Accelerate or defer income/expenses Implement/enhance anonymous employee reporting and feedback mechanisms understanding of regulatory requirements focus on internal controls and regulatory compliance Build values and ethics into corporate culture risk identification and monitoring and of regulatory compliance identification /implement internal control frameworks and policies Strengthen and communicate governance policies and procedures Align internal audit practices with business and risk objectives Develop/integrate global HR practices (internal/external, onshore/ offshore, etc.) Utilize tax-effective corporate structures for ownership/licensing of intangible assets (patents, trade names, IP, etc.) post-merger synergy and cost reduction programs breadth, depth, quality and timeliness of business planning information Utilize tax-effective corporate structures for ownership/licensing of intangible assets (patents, trade names, IP, etc.) Optimize depreciation methods/lives for property, plant and equipment and costing methods for inventories (LIFO, FIFO, uniform capitalization, shrinkage, obsolescence, etc.) Ensure full utilization of tax carryforwards (credits, net operating losses, capital losses, etc.) Consider tax implications in the location/ selection of facilities (distribution centers, service centers, branches, etc.) sales forecasting and campaign execution and tools skills of sales staff staff incentives around sales efficiency Consolidate/realign sales territories terms with sales channels terms with service providers (network services, airlines, information services, etc.) terms on leased sales assets (computers, vehicles, etc.) Pursue joint-venture, partnership and OEM arrangements brand strength and good will quality and assignment of sales leads sales and marketing skills of staff alignment of staff incentives with strategic objectives Tailor products and services to new customer segments Evolve product and service features, functionality and value Maintain competitive functionality and value Tailor cross-sell/upsell offers to customer needs Implement pricing and affinity programs based on volume and breadth Offer value-adding product and service bundles staff incentives for crossselling/up-selling Build customer satisfaction and retention into staff incentives competitiveness of product and service offerings Shorten time-tomarket features and functionality of products and services quality and reliability of products and services product and service lifecycle campaign design and and tools skills of marketing staff staff incentives around marketing efficiency product and service launch terms with advertising channels terms with service providers (researchers, information services, advertising channels, etc.) Route low-value transactions to lowercost sales channels routing of service requests to appropriate staff Increase use of lowercost service and information channels (contact centers, automated voice response, web, etc.) skills of service staff incentives around service efficiency and effectiveness terms with service providers (network services, outsourced functions, etc.) terms on leased service assets (computers, vehicles, etc.) forecasting, planning and prioritization skills and tools skills of order and billing staff Provide staff with better customer and order information incentives around order efficiency terms with service providers (delivery services, outsourced functions, etc.) terms on leased assets (computers, vehicles, etc.) Consolidate and/or re-architect data stores Increase utilization of IT, telecom and network resources (servers, routers, network capacity, etc.) technical and project skills of staff incentives around IT/network efficiency terms with service providers (contractors, network services, consultants, etc.) terms on purchased and leased assets (PCs, servers, network equipment, leased lines, etc.) terms on purchased and leased real estate, furniture and fixtures terms with service providers (security, energy, etc.) terms on improvements (HVAC, cabling, etc.) terms with third-party product and service providers (payroll, benefits, training, etc) Reduce salary and benefits costs / value of employee benefits capacity/ demand planning and tools Implement/improve company-wide and tools for assessing staff skills of HR staff Provide staff with better HR information and tools higher-value vendor partnerships collaboration with vendors contracting and negotiation skills of procurement staff incentives around procurement efficiency terms on equipment and supplies terms with service providers (equipment maintenance, delivery, warehousing, etc.) terms with service providers (information services, consultants, etc.) skills of business staff Provide staff with better managerial information and tools incentives around business planning efficiency terms with financial services providers skills of financial staff incentives around financial efficiency terms on materials purchases materials contracting and negotiation skills of purchasing staff terms with service providers (delivery, warehousing, etc.) terms with service providers (outsourced functions, etc.) terms on equipment purchases production utilization of production channels / Reduce downtime skills of production staff incentives around production efficiency coordination with business partners terms on merchandise purchases merchandising assignment of transactions to appropriate staff skills of merchandising staff incentives around merchandising efficiency terms with service providers (delivery, warehousing, etc.) skills of inventory and distribution staff Provide staff with better information and tools incentives around inventory/ distribution efficiency logistics demand forecasting, skills and tools terms with service providers (transport, warehousing, etc.) skills of product development staff definition of product and service specifications incentives around product development efficiency License or acquire products and intellectual property terms on IT systems Divest low-utilization equipment terms on infrastructure Divest low-utilization infrastructure Increase use of flexible and expandable infrastructure terms on merchandise Consolidate inventory Increase use of justin-time procurement terms on materials assessment and benchmarking of credit/receivables executive development, recruiting and succession planning identification, assessment and execution of M&A/divestiture opportunities quality and consistency of assessment methods career options and paths Align and staff incentives with company monetary and non-monetary recognition of staff contributions breadth, depth, quality and timeliness of information process innovation skills of staff depth and breadth of staff technical skills of partner relationships value delivered to partners (vendors, channel partners, etc.) conversion of strong relationships into sources of competitive advantage versatility of managers and staff responsiveness to customer requests and inquiries Implement affinity programs incentives around procurement efficiency partnership and collaboration skills of staff sharing of knowledge across organizational boundaries sharing of knowledge across organizational boundaries ability to develop and spin-off new businesses product- and service-innovation skills of staff Route low-value transactions to lowercost sales channels routing of service requests to appropriate service channels service skills of service staff staff incentives around service efficiency terms with service providers (outsourced services, network services, information services, etc.) terms on leased service assets (computers, vehicles, etc.) Differentiate treatment of customers/ segments product, service and process innovation skills of staff assignment of accountability and authority Dynamically cancel or redirect ineffective/ obsolete programs and projects tracking and communication of program/project progress assignment of resources to projects program/ project skills of staff of vendors/service providers brand strength and good will brand strength and good will product and service withdrawal and retirement establishment of and adherence to servicelevel targets Increase use of distance/on-line learning Establish customer communities Apply brand to new and unbranded products Develop and leverage strong brand Develop strong customer relationships and communities Develop and leverage intellectual capital (copyrights, patents, trademarks, etc.) asset development skills of and staff incentives around asset development Shorten production cycles security of applications, systems and data cost accounting and allocation of shared/ overhead costs recruiting effectiveness physical security of people value delivered to other stakeholders (public, alumni, analysts, etc.) Shorten order-todelivery cycle time / product and service availability of product lifecycles (launch through retirement) account skills of staff incentives for product development and innovation incentives for account/relationship development Shorten order-todelivery cycle time / product and service availability execution of market- and supplydriven promotions coordination with suppliers and sales channels use of supply- and capacitydriven promotions collaboration with partners and customers due-date reliability Utilize national/global purchasing power Reduce procurement cycle times collaboration with vendors Align production and merchandise ordering schedules with distribution schedules use of national/global purchasing power Increase use of vendor-managed/ vendor-warehoused inventory Increase use of vendor-managed/ vendor-warehoused inventory Increase use of vendor-managed/ vendor-warehoused inventory Increase use of vendor-managed/ vendor-warehoused inventory Increase use of vendor-managed/ vendor-warehoused inventory Proactively manage transition points (life events, ends of contracts and leases, etc.) Offer value-adding product and service bundles Utilize more efficient IT systems Utilize more flexible/expandable IT systems maintenance of IT systems Increase utilization of IT systems Divest low-utilization IT systems terms on production equipment focus of company resources on high-priority initiatives quality assurance programs Coordinate pricing of complementary products and services (razors v. blades / product v. shipping charges, etc.) price/margin knowledge of staff Build product margins/profitability into sales incentives breadth, depth and quality of financial information (asset, budget, price/cost, treasury, debtor/creditor,, tax, risk, etc.) budgeting and forecasting capabilities financial reporting efficiency asset (fixed and variable assets) integration of IT systems across partner networks Remove barriers to switching and reliability of IT systems/platforms (applications, equipment, networks, etc.) breadth, depth, quality and timeliness of business information access to and distribution of business information Develop and utilize unique IT resources (applications, networks, etc.) p y customer relationships and interactions across all channels channel and tools business reporting anticipation and understanding of current and potential regulations/legislation effectiveness of legislative/lobbying efforts Acquire companies in targeted geographies Acquire companies with relationships in targeted customer segments methods and tools for managing sales and marketing Acquire companies aligned with product strategies methods and tools for managing innovation Divest non-performing and non-strategic business units /standardize M&A p understanding of internal value and market value of business units account sales retention methods and tools for managing demand/supply methods and tools for managing pricing marketing and advertising sales service and support order real estate /consolidate IT (utilization,, capacity planning etc ) product development p understanding of business unit and market values Consolidate device information and tools leadership and skills of executives vendor skills of staff involvement of operational staff in project delivery identification and of program/project risks Continuously track and manage the realization of project benefits access to and distribution of information Develop and utilize unique production resources (methods, equipment, facilities, etc.) of credit/loan portfolio Other Shared / Corporate Services (Real Estate, Procurement and Other) Human Capital Strategy and Management (Recruitment, Development, Administration and Performance Management) IT Strategy and Management (Design, Development, Deployment, Operations and Performance Management) Business Strategy and Management (Business and Financial Strategy, Mergers and Acquisitions,Tax Management, Risk Management, Compliance Management, Program Management and Performance Management) Customer Strategy, Relationships and Interactions (Marketing, Sales, Delivery/Provisioning, Billing and Service) Product Strategy, Development and Production (Innovation and Design, Supply Chain Management, Production Operations and Logistics) BUSINESS PROCESS GROUPINGS All Process Groupings (Action may apply to all ) Note: Many actions could logically be associated with other or multiple process groupings. For example, many customer and product actions are likely to have heavy IT and HR components. crossselling/up-selling skills of staff customer service and retention skills of staff of trade/indirect taxes (sales/use, VAT, GST, etc.) tax collection and remittance of international staff costs (immigration, payroll, staff support, international equity, etc.) Utilize available federal, state and local employment/ training incentives technology and data risk compliance Optimize tax benefits associated with selfconstructed assets (plant, facilities, internallyused software, etc.) of transfer pricing of trade and indirect taxes (sales/use, VAT, GST, etc.) of transfer pricing incorporation of risk analysis in business planning (internal and external risk) Integrate tax opportunities and issues into business planning quality of information provided to stakeholders (accuracy, timeliness, transparency & predictability) of organizational change in support of initiatives consideration of tax implications in the acquisition and disposition of assets Optimize expense vs. capitalization of costs (M&A costs, R&D costs, etc.) identification and application of R&D tax incentives ability to utilize offshore cash/ assets and move between geographies ability to utilize offshore cash/ assets and move between geographies Ensure proper valuation of property for tax purposes Build tax opportunities into real estate transactions (income deferral, location credits and incentives, leasing terms, etc.) tax benefits of compensation and benefit programs (deferred and equity-based comp; retirement and healthcare benefits, etc.) Manage payroll tax impacts of business initiatives (M&A, consolidation, restructuring, relocation etc.) Optimize utilization of available sales/use tax exemptions of indirect taxes (sales/use, VAT, customs duties, etc.) Clarify governance roles and responsibilities (delegation of authority, segregation of duties, etc.) Align compensation and incentive systems with strategies, values and ethics Strengthen training/ education of board and audit committees risk planning, mitigation and control approaches companywide monitoring and of risks identification and assessment of risk (strategic, operational, investment, financial, compliance, data/privacy, etc.) monitoring and of risk and compliance (strategic, operational and financial risks; regulatory and tax compliance) breadth, depth, quality and timeliness of managerial information mechanisms for collecting and implementing employee ideas mechanisms for soliciting and addressing stakeholder feedback profitability of R&D efforts through utilization of tax and economic development incentives profitability of R&D efforts through utilization of tax and economic development incentives tracking and recovery of indirect taxes (sales/use, VAT, GST, etc.) Ensure tax planning activities and tax filings comply with regulatory environment Increase accountability of business unit leaders for tax impact of decisions benchmarking of global effective tax rate against industry peer group Utilize tax opportunities around risk activities (hedging transactions, commodities trading, etc.) Defer and reduce federal, state and local quarterly estimated tax payments Consider tax incentives in location and selection of facilities Develop and utilize unique tax expertise Estrategia del negocio y Administración Estrategia de Producto, Desarrollo y Operación Estrategia y Administración de TI (Diseño, Desarrollo, Despliegue, Operaciones y All rights reserved. Confidential talent models and programs procurement HR capacity planning, etc.) Ensure adequate documentation of significant tax positions (earnings & profits, transfer pricing, tax opinions, etc.) Build innovation and improvement into rewards and incentives utilization of telecom tax incentives (credits, exemptions, etc.) et cet es Administración (Estrategia del Negocio y Financiera, Fusiones y Adquisiciones, Administración del Riesgo, Administración de programas y Administración de la Performance) Estrategia de Cliente, Operación (Innovación y diseño, Administración de la Cadena, Operaciones de Producción y Procesamiento) Otros Servicios Compartidos/Corporativos (Servicios generales) Estrategia de capital Humano y Talento (Reclutamiento, Desarrollo, Gerenciamiento y ( p g p y Administración de los sistemas) 28 Relacionamiento e Interacciones (Marketing, Ventas, Servicio, Distribución, Seguimiento posterior) ( y Administración de la Performance)