Dashboard of the future - Deloitte Deloitte’s vision, the performance management system of the...

Dashboard of the future

Amstelveen, 1 October 2013

Vision

© 2013 Deloitte The Netherlands

Contents

Introduction

Event 1. Wake-up

Event 2. Management by exception

Event 3. Weekly management meeting

Event 4. Quarterly management meeting

Encore. End of day

Appendix. Overview of functionality

Dashboard of the future 1

Introduction


In Deloitte’s vision, the performance management system of the future is

exception-based, real time and predictive

3 Dashboard of the future

Information is based on leading

indicators from both internal

and external big data sources.

Deviations from plan are put in

context

Management reporting focuses

on actionable exceptions.

Personal notifications are

based on the enterprise

governance model

Information is available for all

dimensions and hierarchies

and everything can be

compared with everything

Information is available at any

moment

Agile decision making through

connection to the enterprise

social network

Predicting outcome and timing

of actions through Intensive

use of scenario analysis and

what-if analysis

Early warning Slice and dice

Management by

exception Collaboration Predictive

Real time


We present the dashboard of the future in four sample events

In the future performance management is a way of living. Independent from time, location and device the

performance management system fulfills all performance information needs. To illustrate this we present

four sample future events:


Sample future event Early

warning Real time

Slice and

dice

Management

by exception Collaboration Predictive

Wake-up

Management by

Exception

Weekly management

meeting

Quarterly

management meeting

Event 1. Wake-up


Manager X wakes up and checks his phone for important notifications.

During breakfast he/she further analyses the latest real time performance

information


Manager X wakes up ...

Manufacturing order

lead time turned to red Previous status: Green

Details...

... and analyses latest notifications during breakfast

Manufacturing order lead

time turned to red Previous status: Green

Details...


He/she checks for details on the notification – integrating both internal and

external big data sources – and decides that further discussion is necessary


• By using the touch

screen more detailed

information is available

any moment

• Internal information

(such as leading

indicators) and

external information

(such as news articles)

is combined to provide

a comprehensive

overview of the

situation

Note: See Appendix for explanation of the menu options


On his/her way to the office Manager X contacts Manager Y and shares

his/her screen to facilitate the conversation



Manager Y explains that his/her team is already working on the issue1.

Both managers agree on the actions to resolve the issue


Manager X Manager Y

Actions Initiated

• Increase Sensitivity

• Set alert if situation escalates

• Set alert if not solved in 12 hours

An action log is maintained during the call. Actions

are automatically set from both ends and stored in

the system.

Apparently, the factory in the industrial zone is not the reason of the strike. The strike is related to a different

factory in the same industrial zone.

Event 2. Management by exception


In between two meetings Manager X receives a notification for a class 1

issue. Immediate action is required


Funnel health is

outside of bandwith

Details...

Strategy Meeting – Project Atlanta

Video Meeting / War Room

Weekly management meeting

Quarterly management meeting

Video Meeting

Prepare for quarterly mgt meeting

Reply on E-mail

now

Agenda


Active Filters:

1

Search

Alerts

Collaborate

Views

Settings

Filters

Maximize

Graphs Maximize

Context

All

Red

Amber

Restore

Show:

Green

82 %

Plan: 78

Order intake forecast

accuracy

3.2 mio

Plan: 3.2

Weighted distribution

24

Funnel Health

Plan: 35

45 %

Plan: 43

Win rate

Volume Price Realization

Acquire New

Customers

Marketing & Sales

now 04-2017 05-2017 06-2017 07-2017 08-2017 09-2017 02-2017 01-2017 12-2016 10-2017

Years = 2017 | Months = Jan – Dec

The personal dashboard shows that the ‘Funnel Health’ KPI is outside the

acceptable bandwidth


Product & Service

Innovation Account Management Cross-Sell / Up-Sell Retention

Retain and Grow

Current Customers


Active Filters:

1

Search

Alerts

Collaborate

Views

Settings

Filters

Maximize

Graphs Maximize

Context

All

Red

Amber

Restore

Show:

Green

82 %

Plan: 78


accuracy

3.2 mio

Plan: 3.2


24

Funnel Health

Plan: 35

45 %

Plan: 43

Win rate

now 04-2017 05-2017 06-2017 07-2017 08-2017 09-2017 02-2017 01-2017 12-2016 10-2017

He/she uses the predictive time slider to asses the impact of the issue on

the value drivers



Acquire New

Customers

Marketing & Sales Product & Service


Retain and Grow

Current Customers



Active Filters:

1

Search

Alerts

Collaborate

Views

Settings

Filters

Maximize

Graphs Maximize

Context

All

Red

Amber

Restore

Show:

Green

82 %

Plan: 78


accuracy

3.2 mio

Plan: 3.2


24

Funnel Health

Plan: 35

45 %

Plan: 43

Win rate

now 04-2017 05-2017 06-2017 07-2017 08-2017 09-2017 02-2017 01-2017 12-2016 10-2017

This shows serious impact on the ‘Volume’ value driver in three months if no

serious action is taken



Acquire New

Customers

Marketing & Sales Product & Service


Retain and Grow

Current Customers



To gain additional understanding Manager X looks for details on the KPI

‘Funnel Health’. This shows the opportunities that are the cause of the issue


• Step 1. By touching

the KPI ‘Funnel Health’

two graphs with more

details are displayed

• Step 2. By touching a

specific opportunity in

the graph on the right

more information

regarding this

opportunity is provided

below the graphs

Note: See Appendix for explanation of the menu options

1

2


Based on a pre-populated list of contacts Manager X decides to collaborate

with the Account Manager to either accelerate or kill the deal


Minimize

Screen share Email Chat

Jim Warner Function:

Account Manager

Tel:

Back

Subject:

Jim,

Sales funnel bandwidth is unacceptable.

Please choose

1) push the deal e.g. plan private meeting

with CEO hospital & me, or

2) kill the deal, too much effort is put in it

already

Manager X

Acme International

Actions

Minimize

Suggested Contacts for Opportunity

All Contacts

1

2

Event 3. Weekly management meeting


During the weekly management meeting, the view option is used. Different

views with real time information are available


1

2 3


A heatmap shows the most important KPIs



The heatmap is easily customized by filtering on dimensions and

hierarchies...


• Each column represents a

dimension.

• The grey scrollbar at the

bottom indicates that there

are additional

columns/dimensions

• Hierarchies are displayed

under each dimension

(vertically in the column): • At the top the currently

applicable hierarchies are

shown (multiple selections

are possible)

• At the bottom the other

hierarchies are shown

• The grey inverted triangle

at the bottom of a column

indicates that there are

additional hierarchies

Product Market Business Units Customers

Widgets

Gadgets

North America

Europe BU 1

BU 3

BU 4

BU 5

Filters Swipe through the dimensions and drag the values you want to filter on to the top i

Customer 1

Customer 2

Customer 3

Customer 4

Customer 5

Customer 6

1

BU 2

2

Asia

Australia


...and actuals and plan versions


• Base values (e.g. actuals)

are confronted with

comparison values (e.g.

AOP)

• At the top the currently

applicable values are shown

(only one selection is

possible). At the bottom the

other values are shown

• The grey scrollbar at the

bottom indicates that there

are additional values that can

be selected (e.g. benchmark)

Base values Comparison values

Actual

Forecast

Budget Budget

Latest View

Filters Drag the values you want to compare to the top i

1

Forecast

2

Active Filters: Widgets; North America; BU 2; 2017; Feb; Actual versus Forecast

C

Analyst Consensus

Latest View

Analyst Consensus


Step 1 of 6. After having touched on an important KPI in the heatmap, the

Value Driver Tree is shown as the starting point for drilling down



Step 2 of 6. Drill-down from ‘Revenue Growth’ to ‘Volume’



Step 3 of 6. Drill-down from ‘Volume’ to ‘Acquire New Customers’



Step 4 of 6. Drill-down from ‘Acquire New Customers’ to ‘Product & Service

Innovation’



Step 5 of 6. Drill-down from ‘Product & Service Innovation’ to ‘% products

with successor in pipeline’



Step 6 of 6. A detailed context analysis shows internal and external

information about the KPI ‘% products with successor in pipeline’


Event 4. Quarterly management meeting


Manager X enters the company war room for the quarterly management

meeting with the management team in Asia


Video Wall – New York

Shanghai office


The agenda is presented. The second topic is how to return EBITA% for

widgets in Asia ‘back to green’


Agenda

• Action points follow up

• How to return EBITA% back to plan

• Market update Q1 2017

• Succession plan 2018

• Employee Engagement Survey

• AOB


To analyze opportunities for improving EBITA% various KPIs are used as

variables in a what-if analysis



%

Sales growth%

Plan: 12,1

4,5 %

Plan: 3,7

EBITA%

423 mio

Plan: 410

Assets & Liabilities

4 Plan: 4

Organizational Health

SCENARIO ANALYSIS

Use of preferred parts component, sub system, etc.

60% 80% 65% 70% 75%

Sales revenue - absolute by region by market and channel vs. target

200 400 225 250 275 300 325 350 375

30 100 40 50 60 70 80 90

Customer facing time

Sales cost as a % of revenue sales salaries, bonuses and overhead

18 27 19 20 21 22 23 24 25 26

8,5

Actual

Plan


The what-if analysis indicates that improving on the KPI ‘Sales revenue –

absolute’ has the largest positive impact on EBITA%



8,5 %

Sales Growth%

Plan: 12,1

12,5 %

Plan: 3,7

EBITA%

SCENARIO ANALYSIS

Sales cost as a % of revenue sales salaries, bonuses and overhead

18 27 19 20 21 22 23 24 25 26

Use of preferred parts component, sub system, etc.

60% 80% 65% 70% 75%

Sales revenue - absolute by region by market and channel vs. target

200 400 225 250 275 300 325 350 375

30 100 40 50 60 70 80 90

Customer facing time

Actual

Plan

423 mio

Plan: 410

Assets & Liabilities

4 Plan: 4

Organizational Health


Next Manager X discusses geographical expansion in Asia. Myanmar is

selected based on GDP growth



GDP Growth

15%

10 %

-5 %

0 %

2.5 %

5 %


Additional relevant info on Myanmar is displayed, integrating internal and

external big data. Manager X decides to invest in a growth Business Case



New customer development

2011 2012 2013 2014 2015 2016

- 0,1

0,1

0,3

0,4

0

0,2

Active Filters:

0,5

MYANMAR

Selected:

News Profile People

Myanmar one of most stable political

regions in South East Asia

NEW YORK | Lorem ipsum dolor sit amet,

consectetuer adipiscing elit. Aenean commodo

ligula eget dolor. Aenean massa. Cum sociis

natoque penatibus et magnis dis parturient ... Read More

04-07-17

Myanmar exhibits enormous GDP

growth in 2016

HONG KONG| Lorem ipsum dolor sit amet,

consectetuer adipiscing elit. Aenean commodo

ligula eget dolor. Aenean massa. Cum sociis

natoque penatibus et magnis dis parturient ... Read More

21-03-17

10

30

40

0

20

50

Our brand strength

2011 2012 2013 2014 2015 2016

Encore. End of day


Manager X goes to bed and checks his/her dashboard one more time. All

KPIs are on green. He/she smiles and falls asleep...


....reassured that everything is in control.

6,3 %

Revenue Growth

Plan: 6,1

9,3 %

Plan: 8,6

Operating Margin

423 mio

Plan: 410

Asset Efficiency


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each of which is a legally separate and independent entity. Please see www.deloitte.nl/about for a detailed description of the legal structure of

Deloitte Touche Tohmatsu Limited and its member firms.

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delivering the insights they need to address their most complex business challenges. Deloitte has in the region of 200,000 professionals, all

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This communication contains general information only, and none of Deloitte Touche Tohmatsu Limited, its member firms, or their related entities

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