1When Execution Matters(Confidential)
Maximize Operations Returns & Efficiencies (MORE)
Trianz Presentation NorCal OAUG Training Day
January 21, 2009
Will AndrewsSubhojit Roye
2When Execution Matters(Confidential)
Content
Presenter and Trianz Overview
MORE Overview
MORE Primary Focus Areas
MORE Delivery Framework
End Product
In Conclusion
3When Execution Matters(Confidential)
Our Background
Established Consulting, IT Services, and BPO firm with significant high-tech industry experience
Known for superior execution and long-term client partnerships
Global reach with offices in Santa Clara, San Diego, Tokyo and Bangalore
Serving Fortune 500 and fast-growing companies on a global basis
Experienced professionals with business consulting, industry and technology backgrounds
Certified Oracle Partner and winner of 2007 Oracle Titan Partner Award for hi-tech
When Execution MattersExecution is the art & science of getting things done,
turning strategy into tangible results
Will Andrews
Director at Trianz
Subhojit Roye
Director at Trianz
Presenters:
4When Execution Matters(Confidential)
Focused, PragmaticApproach
Trianz Qualifications
• Significant experience with world class high-tech companies
• Deep understanding of high-tech industry best practices
Value
Revenue Optimization
Cost Reduction
High Tech Expertise
End-to-End Operations Execution Expertise
• Targeted at areas with highest potential opportunity
• Template driven, but adaptable to specific client needs
• Covers all elements of business
• Includes design, through deployment of both custom and packaged Oracle applications
5When Execution Matters(Confidential)
Trianz High Technology Industry Experience
Trianz has worked with almost all major segments within the High-Tech industry over the past decade. We carry a wide breadth of experience spanning strategy, operations and
IT in the high-tech industry context
“The impact created by Trianz teams on our Customers, Sales and IT organizations is
very visible. In numerous strategic initiatives, we have excelled in execution
through this partnership.”Engagement Director , Mid-Sized Networking and Wireless
Solutions provider
“Trianz knowledge of High-Tech Business, Processes and Systems really enabled us to create a custom model to
support our unique needs” VP, Fortune 100 Network Equipment Manufacturer
“The team was outstanding! The team understood the importance of meeting
our specific requirements and were dedicated 100% in making sure we were satisfied with the quality of the work. We
were also impressed with their dedication, their expertise and their
proposed solutions. We want them back for Phase 2! ”
Engagement Director, Time Synchronization Solutions & device manufacturer
6When Execution Matters(Confidential)
Today’s Economy Calls For a Different Approach
Due to current economic conditions, organizations have less budget to spend on large initiatives and must look for ways to ‘do more with less’. There is a need for an approach
that will allow organizations to identify the critical initiatives that can maximize revenue opportunities and reduce costs with measurable ROI.
Past Trends Current Reality
Large “big bang” transformational initiatives
Investment in growth & innovation
Significant outside services / IT spend
“Do more with less” (productivity focused)
Focus on core competencies to reduce cost and increase focus
Decreased outside services / IT spend
Targeted Projects
Smaller Teams
Tangible ROI Required
Longer / Broad Engagements
Larger Delivery Teams
Less Scrutiny on ROI
7When Execution Matters(Confidential)
Maximize Operations Returns & Efficiencies (MORE)
To address the current market needs, Trianz has developed MORE as a diagnostic and delivery framework that provides clients with no-risk visibility into revenue opportunities and specific areas of cost reduction with actionable recommendations to realize results
Trianz’ extensive experience at leading High-Tech companies in core Sales Operations domains enables us to target specific areas of potential opportunity and deliver recommendations in 4 +/- weeks.
Trianz utilizes industry leading practices and an efficient, holistic methodology across policy, process, systems and organization structure to uncover hidden opportunities with measurable ROI
No-Risk DiagnosticNo-Risk DiagnosticNo-Risk DiagnosticNo-Risk Diagnostic
Built on Trianz Built on Trianz Experience in High-Experience in High-
Tech Tech
Built on Trianz Built on Trianz Experience in High-Experience in High-
Tech Tech
Efficient Delivery of Efficient Delivery of Measurable ResultsMeasurable ResultsEfficient Delivery of Efficient Delivery of Measurable ResultsMeasurable Results
Implementation Approach
2When Execution Matters(Confidential)
Discovery Phase – Sales & Account Planning
Critical Metrics / Data Requests
• Sales organization hierarchy
• Number of account managers, SE’s, support resources
• Number of territories, accounts, SE’s per AM
• Latest account plan
• Coverage conflicts
Pertinent Questions
Sales & Account Planning is a critical annual activity to prepare the sales organization for a new sales year. It involves re-aligning the sales workforce to specific goals for accounts within their specific territory coverage. Having the right hierarchy alignment and resource allocation drives
sales efficiency leading to revenue optimization and cost reduction.
Areas of Cost Reduction
1. Territory Coverage – Conflict of Sales Territories and Channels creates sales claiming and compensation inefficiencies
2. Resource Allocation – Imbalanced resource allocation creates higher cost of sales and increases sales cycle time
3. Sales Hierarchy Structure - Inconsistent sales hierarchy structure impacts cross-organizational planning and reporting
Revenue Leakage
1. Territory Coverage - Sub-optimal territory coverage alignment to go-to-market strategy creates lost selling opportunities
2. Account Definition - Multiple definitions of accounts within various organizations causes inability to measure sales performance accurately
1. What are the Go-To-Market strategies within the sales organization?
2. What is the as-is sales planning process?
3. What are the tools involved in the sales planning process?
4. How does the sales planning process differ across channels?
5. How much time is spent on each sales planning process?
6. Are accounts defined differently between the sales organization vs. other organizations? How does channel partner account planning impact annual account plans?
7. How are goals defined, approved and measured to sales performance?
Stakeholders
• VP, RM, OD
• FP&A Controllers
• Account Managers
• Sales Administrators
7When Execution Matters(Confidential)
Analysis Phase
Analysis Activities
1. Highlight and prioritize leading practices considering focus area, industry and geography.
2. Identify relevant inefficiencies by focus area throughout company.
3. Map key inefficiencies of focus area against process, policy, organization, data, and systems layers.
4. Chart / graph any relevant data and / or metrics .
Layers
Policies
Organization
Systems/Data
Processes
Process 1
Forecasting best practices vary due type of business and location of organization as well as many other considerations. This list of best practices span these di fferences and used to identify areas
of improvement in similar organizations.
1. Lack of a centralized PMO to track initiatives that impact OE organizations. Need an objective end-to-end advocacy across the global OE Tracks (e.g. establish governance and portfolio management)
2. Incomplete roles and responsibilities in certain areas. Results in unclear roles & responsibilities, hand-offs and communication gaps (e.g. Sales communications, VAP-DSA alignment, bookings adjustments, Deals Consultant, etc.)
3. Lack of communications and training facilitation. Need improved communications between various OE organizations (e.g. forum for communications between CSF & GCCO groups) and training for new hires and/or ongoing refresher training (e.g. boot camps, hot topics, OE refresher)
4. Absence of global metrics. Need global measurement system to help tie overall OE performance/change efforts with individual functional group operating metrics (e.g. pulse survey, metrics dashboard)
5. “VSOE challenges” in advanced and emerging technologies and acquisitions (e.g. bookings and compensation policy changes, system enhancements, etc.)
6. Lack of process clarity in handling complex deals. (e.g. Global/Joint/Mega deals)
7. Need for clarification of policies in certain areas. Inadequacies impact upstream/downstream business workflow and result in surprises (e.g. Bookings policy, VAP policy, BU/Legal engagements)
Best Practices - Forecasting
© 2008 Cisco Systems, Inc. All rights reserved. Cisco Confidential 17
Analysis / Gaps MatrixProcess Systems/Data
Identified Areas
Automated Data-Across SystemsPhase 2
Automated Data Across Systems (ThPhase 1
Discounts for Forecasted OpptysVisibility
Forecast by Technology vsVertical
Sales Forecast Trending (Historical)
Forecast Variance Visibility (Analysis)
Forecast to Booking Trending
RM Adoption Reports
Deal ID xx
SFDC xx
New Opportunity Management Process (5-step)
AM SE90+ Day ForecastingA
B
C
D
E
F
G
Organization
H
I
J
K
L
Policy
© 2008 Cisco Systems, Inc. All rights reserved. Cisco & Trianz Confidential 10
Metrics Evaluation Distributed by Theater/Group
Key Highlights
• Total of approximately 147 individually noted pain points around global end-to-end model derived from interviews with 39 global SME participants
• Pain point categories 1, 3 and 4 validate the need for immediate Continuous Improvement efforts
• Pain point category 2 refinement of incomplete roles and responsibilities (e.g. Deals Consultant, bookings adjustments, etc.) was identified as a gap area
• Although there is a high frequency of occurrence for pain point categories 5, 6 and 7, there are several cross-org projects addressing these areas. Continuous Improvement is currently engaging with them
C o n d u c t
I n t e r v i e w s &
G a t h e r D a t a
C o n d u c t
I n t e r v i e w s &
G a t h e r D a t a
P a i n P o i n t s
S y n t h e s i s
P a i n P o i n t s
S y n t h e s i s
P r i o r i t i z e
S o l u t i o n
O p t i o n s
P r i o r i t i z e
S o l u t i o n
O p t i o n s
D e v e l o p
R e c o m m e n d a t i o n s
& R o a d m a p
D e v e l o p
R e c o m m e n d a t i o n s
& R o a d m a pM o b i l i z e C IM o b i l i z e C I
13 2
5
1
3
1 2
1
1
47
1
3
8
6
2
8
6
2
9
6
2
5
4
1
2
3
1
3
6
3
5
4
9
3
16
3
4
0
5
10
15
20
25
30
35
40
1. Lack of acentralized PMOto track initiativesthat impact OEorganizations
2. IncompleteRoles and
Responsibilities
3. Lack ofcommunications
and trainingfacilitation
4. Absence ofglobal metrics
5. “VSOEchallenges” inadvance and
emergingtechnologies and
acquisitions
6. Lack ofprocess clarity inhandling complex
deals
7. Need forclarification of
policies in certainareas
Pain Point Category
Fre
qu
en
cy
of
Oc
curr
ence Global Lead
Global/CentralUS & CanadaEuropeEmergingAPACJapan
4 31 2 3
5
1
7
3 3
4
5
9
8
1
7
9
1
6
6
1
4
8
13
3
4
5
2
5
8
6
0
5
10
15
20
25
30
35
40
1. Lack of acentralized PMOto track initiativesthat impact OEorganizations
2. IncompleteRoles and
Responsibilities
3. Lack ofcommunications
and trainingfacilitation
4. Absence ofglobal metrics
5. “VSOEchallenges” inadvance and
emergingtechnologies and
acquisitions
6. Lack ofprocess clarity inhandling complex
deals
7. Need forclarification of
policies in certainareas
Pain Point Category
Fre
qu
ency
of
Occ
urr
ence
Deals MgmtRev PGDRAOCSF CACSF Sales
Analysis Output
Best Practices
Pain Points
Gap / Impact Analysis
Metrics Evaluation
8When Execution Matters(Confidential)
Recommendation Phase
Recommendation Activities
1. Provide summary of major findings.
2. Formulate solution options based on analysis phase.
3. Prioritize options by value mapping solution options versus business effort required.
4. Provide list of prioritized short term and long term recommendations.
5. Validate findings and recommendations with key sponsors and stakeholders.
BUSINESS BENEFIT
EF
FO
RT
1a
1b
1c
2
3
4
5
6
Phase 1
Phase 2
Phase 3
Recommendations Output
Key Findings
Value vs. Effort Mapping
Prioritization Process
Proposed Recommendations
9When Execution Matters(Confidential)
Execution Roadmap
Execution Roadmap Activities
1. Based on recommendation options, plot roadmap of recommended activities against timeline.
2. Provide key milestones, checkpoints and potential dependencies impacting roadmap.
3. Recommend immediate next steps for execution.
Execution Roadmap Output
Recommendations
Roadmap
DiscoveryDiscovery AnalysisAnalysis RecommendationsRecommendations Execution RoadmapExecution Roadmap
8When Execution Matters(Confidential)
MORE Overview │Vision & Definition
The MORE diagnostic framework uses a systematic approach to quickly identify, measure and prioritize improvement opportunities.
Sales & Service Operations
IT Services Finance Operations
Supply Chain Management
Others…
Systematic Diagnostic Methodology
Cost Effective / No-Risk
Template Driven Process & Metrics ROI Focus
Business / IT Operations Expertise & Experience
Industry Leading Practices
World-Class, Business Savvy Consultants
High Tech Industry FoundationHigh Tech Industry FoundationHigh Tech Industry FoundationHigh Tech Industry Foundation
Revenue Optimization Cost ReductionOptimize Price, Account Coverage,
Close Rate, Resource Allocation, etc.Reduce Work Duplication, Simplify
Processes, Outsource Non-Core Processes, etc.
Value
9When Execution Matters(Confidential)
MORE facilitates in identifying the key business challenges in your operations and IT organizations to produce tangible outputs.
MORE Overview │ Foundational Principles & Tangible Outputs
• Identify key operational challenges and pain points
• Insight into major gaps and business impacts
• Comparison to leading practices
• Specific, actionable and quantifiable recommendations across policy, process, systems and organization
• Improvement metrics and expected ROI
• Implementation roadmap
Core MORE Principles Tangible Outputs
High-Tech Operations Leading Practices
Pre-Defined Data Requests
Template-Driven Discovery Process
Metrics-Driven ROI
High-Tech Savvy Consultants
Actionable Recommendations
10When Execution Matters(Confidential)
MORE Primary Focus Areas
Based on Trianz’ expertise in the high-tech industry, we are focusing on specific organizations to identify revenue optimization and cost reduction.
Sales and Service
Operations
Sales and Service
Operations
Finance Operations
Finance Operations IT ServicesIT Services
11When Execution Matters(Confidential)
MORE Sales and Service Operations Focus Areas
Due to its direct impact on sales, sales and service operations offers multiple opportunities for revenue optimization and cost reduction.
Partner Business Planning
Partner Capacity Planning
Account & Territory Planning
Partner Goaling
Certification & Training
Sal
es P
lan
nin
g
Sales Support Resource Allocation
Sales Hierarchy /People Assignment
Direct Sales
Overlays
2
Account Definition & Segmentation
GU
HQ HQ BR
BR BR SL
Account
BR
Territory Management
Territory ATerritory B
Goal Sheet
Goals and Compensation Plan
Management
Sal
es
Tra
nsa
ctio
ns
Quote Management
Sales & Marketing Alignment
Service Renewals
Rebates and Claims Management
Sal
es A
nal
ytic
s &
Go
vern
ance
Sal
es
Per
form
ance
Bookings
Sales Crediting and Claiming
SalesCredit
Sales Credit Engine
CLAIMING
Bookings
revenue
Compensation Plan EngineSales
CreditCommission
Payroll
Compensations & Commissions Payout
Promotions
Repository POS Claims
Rebate EnginePromotions
Repository
Rebates and Claims Management
Rebate
Sales Enablement
CollaborationTraining Solution Selling
Configurable Governance
Data Mining
Reporting & Dashboard
Forecasting
Pricing & Discounting
1Define and Operationalize Route to Market Strategy
Deal Management
Pipeline Management
Order / Service Attach & Booking
Partner Set Up
3
4
12When Execution Matters(Confidential)
MORE Sales and Service Operations Focus Areas
Due to its direct impact on sales, sales and service operations offers multiple opportunities for revenue optimization and cost reduction.
Partner Business Planning
Partner Capacity Planning
Account & Territory Planning
Partner Goaling
Certification & Training
Sal
es P
lan
nin
g
Sales Support Resource Allocation
4
Sales Hierarchy /People Assignment
Direct Sales
Overlays
2
Account Definition & Segmentation
GU
HQ HQ BR
BR BR SL
Account
BR
Goal Sheet
Goals and Compensation Plan
Management
Sal
es
Tra
nsa
ctio
ns
Quote Management
Sales & Marketing Alignment
Rebates and Claims Management
Sal
es A
nal
ytic
s &
Go
vern
ance
Sal
es
Per
form
ance
Bookings
revenue
Compensation Plan EngineSales
CreditCommission
Payroll
Compensations & Commissions Payout
Promotions
Repository POS Claims
Rebate EnginePromotions
Repository
Rebates and Claims Management
Rebate
Sales Enablement
CollaborationTraining Solution Selling
Configurable Governance
Data Mining
Reporting & Dashboard
Forecasting
Pricing & Discounting
1Define and Operationalize Route to Market Strategy
Deal Management
Pipeline Management
Order / Service Attach & Booking
Partner Set Up
3
Service Renewals
Bookings
Sales Crediting and Claiming
SalesCredit
Sales Credit Engine
CLAIMING
Territory Management
Territory ATerritory B
Territory Management Lack of flexibility in territory definition changes
over fiscal years Inconsistent definition of territory vs. overlay /
named / alternate coverage models
Territory Management Lack of flexibility in territory definition changes
over fiscal years Inconsistent definition of territory vs. overlay /
named / alternate coverage models
Service Renewals Inability to proactively identify and efficiently
renew service contracts Inability to co-terminate new product purchase
service contracts with existing service contracts renewals
Service Renewals Inability to proactively identify and efficiently
renew service contracts Inability to co-terminate new product purchase
service contracts with existing service contracts renewals
Sales Crediting and Claiming Manual and inefficient sales crediting process Lack of centralized transaction repository
Sales Crediting and Claiming Manual and inefficient sales crediting process Lack of centralized transaction repository
13When Execution Matters(Confidential)
MORE Finance Operations Focus Areas
Finance OperationsFinance Operations
Due to our current dynamic economic environment, there is a critical need for increasing visibility into financial metrics.
FinanceReporting
FinanceReporting
Transaction /ActivitySupport
Transaction /ActivitySupport
StrategicDecisionSupport
StrategicDecisionSupport
SOXSOX
Recordto
Report
Recordto
Report
InternalAudit
InternalAudit
BudgetingBudgeting
Orderto
Cash
Orderto
Cash
Procureto
Pay
Procureto
Pay
SalesCommission
SalesCommission
Lead /Quote
to Order
Lead /Quote
to Order
PlanTo
Fulfill
PlanTo
Fulfill
AnnualPlanningAnnual
Planning
ForecastingForecasting FinancialModelingFinancialModeling
FinancialProcess
FinancialProcess
2
1 3
14When Execution Matters(Confidential)
MORE Finance Operations Focus Areas
Finance OperationsFinance Operations
Due to our current dynamic economic environment, there is a critical need for increasing visibility into financial metrics.
FinanceReporting
FinanceReporting
Transaction /ActivitySupport
Transaction /ActivitySupport
StrategicDecisionSupport
StrategicDecisionSupport
Recordto
Report
Recordto
Report
InternalAudit
InternalAudit
BudgetingBudgeting
Orderto
Cash
Orderto
Cash
Procureto
Pay
Procureto
Pay
Lead /Quote
to Order
Lead /Quote
to Order
PlanTo
Fulfill
PlanTo
Fulfill
AnnualPlanningAnnual
Planning
FinancialModelingFinancialModeling
FinancialProcess
FinancialProcess
2
1 3
SOXSOX
SalesCommission
SalesCommission
ForecastingForecasting
SOX Unclear lines of accountability
across the organization Lack of KPIs required to measure
regulatory compliance Insecure financial data/information
SOX Unclear lines of accountability
across the organization Lack of KPIs required to measure
regulatory compliance Insecure financial data/information
Forecasting Poor data integrity (historical data) Highly manual forecasting processes Misaligned and informal forecasting
processes across functions and organizations
Forecasting Poor data integrity (historical data) Highly manual forecasting processes Misaligned and informal forecasting
processes across functions and organizations
Sales Commission Lack of timely visibility for sales and
sales mgmt High sales admin costs (more time
managing process than selling) Misalignment of sales incentives
Sales Commission Lack of timely visibility for sales and
sales mgmt High sales admin costs (more time
managing process than selling) Misalignment of sales incentives
15When Execution Matters(Confidential)
MORE IT Services Focus Areas
Due to cost constraints, IT organizations need to quickly reassess their alignment to current business priorities and reconsider their delivery / support models.
Design& BuildDesign& Build
Support &Maintain
Support &Maintain
Design & Implement RequirementsRequirementsDiscoveryDiscovery
Conceptualization & Execution PlanningConceptualization & Execution Planning
StrategyStrategy
Critical Initiatives Review
Review of initiatives that are essential for the business and:
• Were underway but have been held up due to cuts • Have not been initiated due to limited funding
IT Applications Maintenance & Support Model Review
Support for IT• Applications Maintenance
(database, system admin)• Technical upgrades (developers)
Support for Business• Triage process• Help-desk and user support• Issue resolution
21
16When Execution Matters(Confidential)
MORE IT Services Focus Areas
Design& BuildDesign& Build
Support &Maintain
Support &Maintain
Design & Implement RequirementsRequirementsDiscoveryDiscovery
Conceptualization & Execution PlanningConceptualization & Execution Planning
StrategyStrategy
21 Critical Initiatives Review
Review of initiatives that are essential for the business and:
• Were underway but have been held up due to cuts • Have not been initiated due to limited funding
IT Applications Maintenance & Support Model Review
Support for IT• Applications Maintenance
(database, system admin)• Technical upgrades (developers)
Support for Business Support• Triage process• Help-desk and user support• Issue resolution
Critical Initiatives Review Lack of business value to justify
implementation costs Initiatives addressing outdated business
problems Difficulty in prioritizing initiatives
Critical Initiatives Review Lack of business value to justify
implementation costs Initiatives addressing outdated business
problems Difficulty in prioritizing initiatives
IT Application Maintenance & Support Model Review
Higher costs of maintenance and support relative to overall P&L
Need/opportunity to concentrate internal resources on higher value add business partnerships/activities
High cost resources for support and maintenance
IT Application Maintenance & Support Model Review
Higher costs of maintenance and support relative to overall P&L
Need/opportunity to concentrate internal resources on higher value add business partnerships/activities
High cost resources for support and maintenance
Due to cost constraints, IT organizations need to quickly reassess their alignment to current business priorities and reconsider their delivery / support models.
17When Execution Matters(Confidential)
MORE Delivery Framework
DiscoveryDiscovery AnalysisAnalysis RecommendationRecommendation ExecutionRoadmap
ExecutionRoadmap
The methodology draws upon the core process re-engineering approach of Discover, Analyze, Recommendation and Execution Roadmap.
Identify client’s current challenges, pain points & future improvement areas through discovery interviews and business requirement gathering
Develop actionable short / long term practical recommendations that leverages the client’s capabilities
Build roadmap outline including strategic and tactical actions, sequencing, dependencies, key milestones & target staffing requirements
Analyze findings against industry leading practices, capability gap / fit, key metrics impact and expected ROI
People Process
Policy Systems/Data
Holistic Approach
Gaps People Process Policy Syst/Data
1 High High Low Med
3 Med High High High
3 Low High Low Med
Cost / Effort
Val
ue
Q1 Q2 Q3ST/LT
Duration: 4 +/- weeks
Trianz Team Size: 2 – 3 senior level consultants
18When Execution Matters(Confidential)
Discovery Phase
Discovery Activities
1. Understand key business challenges within focus areas from client sponsor
2. Identify key stakeholders for engagement
3. Develop and define scope, project plan, timeline, and engagement model
4. Request for quantitative data for preliminary analysis
5. Gather qualitative information on current processes and detailed pain points through stakeholder interviews and/or surveys
Discovery Template
DiscoveryDiscovery AnalysisAnalysis Recommendation
Recommendation
ExecutionRoadmap
ExecutionRoadmap
19When Execution Matters(Confidential)
Analysis Phase
Analysis Activities
1. Highlight and prioritize leading practices considering focus area, industry and geography.
2. Identify relevant inefficiencies within focus area and key dependencies.
3. Map key inefficiencies of focus area against process, policy, organization, data, and systems layers.
4. Chart / graph any relevant data and / or metrics .
Layers
Policies
Organization
Systems/Data
Processes
Process 1
Analysis Output
Best Practices
Pain Points
Gap / Impact Analysis
Metrics Evaluation
© 2008 Cisco Systems, Inc. All rights reserved. Cisco Confidential 17
Analysis / Gaps MatrixProcess Systems/Data
Identified Areas
Automated Data-Across SystemsPhase 2
Automated Data Across Systems (ThPhase 1
Discounts for Forecasted OpptysVisibility
Forecast by Technology vsVertical
Sales Forecast Trending (Historical)
Forecast Variance Visibility (Analysis)
Forecast to Booking Trending
RM Adoption Reports
Deal ID
xx
SFDC
xx
New Opportunity Management Process (5-step)
AM
SE90+ Day ForecastingA
B
C
D
E
F
G
Organization
H
I
J
K
L
Policy
DiscoveryDiscovery AnalysisAnalysis Recommendation
Recommendation
ExecutionRoadmap
ExecutionRoadmap
20When Execution Matters(Confidential)
Recommendation Phase
Recommendation Activities
1. Provide summary of major findings.
2. Formulate solution options based on analysis phase.
3. Prioritize options by value mapping solution options versus business effort required.
4. Provide list of prioritized short term and long term recommendations
5. Validate findings and recommendations with key sponsors and stakeholders.
Recommendations Output
Key Findings
Value vs. Effort Mapping &
Prioritization Process
Proposed Solution / Recommendations
DiscoveryDiscovery AnalysisAnalysis Recommendation
Recommendation
ExecutionRoadmap
ExecutionRoadmap
21When Execution Matters(Confidential)
Execution Roadmap
Execution Roadmap Activities
1. Based on recommendation options, plot roadmap of recommended activities against fiscal year/quarterly timeline.
2. Provide key milestones, checkpoints and potential dependencies impacting roadmap.
3. Recommend immediate next steps for execution.
Execution Roadmap Output
Short Term Recommendations
& Action Plan
Long Term Roadmap
DiscoveryDiscovery AnalysisAnalysis Recommendation
Recommendation
ExecutionRoadmap
ExecutionRoadmap
22When Execution Matters(Confidential)
© 2008 Cisco Systems, Inc. All rights reserved. Cisco Confidential 17
Analysis / Gaps MatrixProcess Systems/Data
Identified Areas
Automated Data-Across SystemsPhase 2
Automated Data Across Systems (ThPhase 1
Discounts for Forecasted OpptysVisibility
Forecast by Technology vsVertical
Sales Forecast Trending (Historical)
Forecast Variance Visibility (Analysis)
Forecast to Booking Trending
RM Adoption Reports
Deal ID
xx
SFDC
xx
New Opportunity Management Process (5-step)
AM
SE90+ Day ForecastingA
B
C
D
E
F
G
Organization
H
I
J
K
L
Policy
End Product
Recommendation Execution Roadmap
Analysis
Policies
Organization
Systems/Data
Processes
Discovery
Summary of Contents Executive Summary
Major Findings - Gap & Impact Analysis
Comparison to Leading Practices
Prioritized Initiatives or Recommendation by Process, Policies, Systems/Data, Organization
Current & Future State Process Maps
Impact on Key Operating Metrics / Expected ROI
Short Term Action Plans & Long Term Strategic Roadmap
Visibility to Opportunities
Business Case for Change
Ability to Execute
23When Execution Matters(Confidential)
In Conclusion
• In these rapidly changing economic times, it is vital for organizations to quickly refocus on revenue optimization and cost efficiencies.
• Operations and IT organizations offer the opportunity for rapid change due to their use of CRM and ERP platforms.
• A proven process reengineering approach can quickly lead to actionable recommendations.
• With our proven track record in the high-tech industry, Trianz’ MORE solution can quickly enable your organization to adapt to the changing environment.
24When Execution Matters(Confidential)
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