AI & FMT PRACTICES VALUE REFERENCE FRAMEWORK

AI & FMT PRACTICES to plan, identify, create and realize the much-needed performance and value across the enterprise
LEAD OBJECTS PURPOSE & GOAL VALUE Why Wh he Improve Improve Operational
Strategic Business Objectives Cost Efficiency Lower Risk Strengthen Growth
M APS MATR CES & MODELS
Competitiveness Excellence

nc ea e G ow h Th ough nc ea e G ow h Th ough nc ea e Revenue Th ough

V on M on & Goa VMG

Critical Success Factors Op m ze Co Reduce Reduce Co O Fa e mp ove B and mp ove Cu ome mp ove Cu ome mp ove Pa ne & mp ove Co po a e mp ove n o ma on mp ove Re ou ce mp ove Se v ce & S engh en Se v ce & mp ove Bu ne mp ove R k n gh & mp ove R k nc ea e G ow h Th ough nc ea e G ow h Th ough nc ea e Revenue Th ough nc ea e Revenue W h

Mea u emen & Repo ng

Reduce ncome Tax Reduce Sa e Co mp ove Re pon vene S engh en nnova on En u e Comp ance mp ove R k P ann ng Expand ng The Se v ce Pene a ng New Ma ke Deve op ng New Sa e &

Ba anced Sco eca d BSC

Ca h F ow & Cap a Adm n a on Co Good So d T me o Ma ke Awa ene n e ac on Sa ac on & Loya y Re a on h p Co abo a on Se v ce Managemen Managemen P oduc De ve y P oduc Deve opmen Recove y n e gence Managemen Me ge & Acqu on Pa ne ng Se v ce & P ce Op m za on Ex ng Cu ome

Bu ne Compe ency
& P oduc Po o o & Segmen Se v ce Channe

Sy em Mea u emen
Fo ce & D ve FD

Bu ne Mode BC
Requ emen Rq

Pe o mance Pe
S akeho de S

Repo ng SM
Revenue Rev

n o ma on

Se v ce Se
S a egy S

Owne O
Co Co
Va ue V
CIO RO S GA ERP ١٠ CFO/COO FO S GA ERP ١ CRDO FL S OS SRM ١٦ C F O /C O O FO S GA ERP ٢٩ CMO FL S MS NET ٤ CMO FO S OP CRM ٢ CMO FO S MS CRM ١ CMO FO S MS ERP ١٨ CMO FO S MS CRM ٤ COO RO S MS SRM ١٥ COO FO S GA SCM ١ CMO R M CM CFO/COO FO S GA ERP ٢ CFO/COO RE S IT ERP ١٦ CHRO FO S HR ERP ٦ COO FO S DI ERP ٢٥ COO RE S O S SCM ٢ CRSO RO S GA NET ١٦ CMO RE S MS ERP ١ CFO/COO RE S GA ERP ١٠ CCO/CSO FO S GA ERP ١٥ CEO/CHRO RE S HR ERP ١٧ CRDO/COO RE S OP SCM ٤ CMO RE S MS CRM ١ CEO/CSO RO S GA ERP ١٦ CEO/CSO FO S GA ERP ٤ CMO FO S MS CRM ١ CFO/CMO RE S MS ERP ٢٥ CMO RE S MS CRM ٦

MR
Business architecture Business architecture Service performance Financial policies Customer service policy and assessment Procurement planning Brand strategy Sales planning Brand development planning Channel collaboration and support Business development reporting m m Define target strategies (SBO’s) Information resource management Develop and train employees Distribution strategy Procurement audits Regulatory planning Customer relationship management Operations reporting Business architecture Communications Supply network planning Analyze market and industry trends Business strategy Business strategy Customer account plans and policies Marketing and advertising Customer acquisition strategy and planning
Optimize harmonization and consolidation Improve alignment of organization structures Improve service flow development for Acquire companies in target geographies Convert free services to fee-based services Optimal collaboration across the value chain Improve marketing strategy Consolidate/realign sales territories Improve customer loyalty Improve ability to turn strong relationships Balance between core and non-core m m Improve strategic planning processes Improve datacenter power usage Develop and maintenance better core critical Develop low-inventory business models Rationalize order quantities and timing Improve anticipation and understanding of Establish customer communities Improve assessment and benchmarking of Improve communication of mission, vision, Build values and ethics into corporate Faster go-to-market with new product and Expand into markets outside the existing Improve understanding of chum/defection Develop, spin-off and sell new business Improve account management strategies Align advertising with pricing strategies Refocus and/or refine retention priorities and
D ve & Fo ce ex e na and n e na ٢ ٢ ٢ ٢ ٢ ٢ ٢ with business strategies product/service development functions into competitive advantage competencies effectiveness (PUE) competencies current and potential regulation/legislation business process performance values and ethics culture services industry or portfolio drivers strategies

V on & M on ٢ ٢
CIO FL S IT ERP ١٦ COO/CRDO FL S OS NET ١٨ COO RE S DI SCM ١ C F O /C O O FO S G A SCM ١ CMO FL/RE S MS ERP ٤ CRDO RE S OP CRM ٢ CMO FO S MS CRM ١٥ CMO RO S MS CRM ١٦ CMO RE/RO S MS CRM ١ COO RO S GA SRM ١٥ COO RE/FL S OP ERP ١٨ CRDO R BD CRM CFO/COO RE S OS ERP ٢١ CFO/COO RO S IT NET ١٦ CHRO FO S HR ERP ٤ CMO FO S MS NET ١ COO RE S BD ERP ١٦ CSO RE S GA ERP ٧ CRSO/CIO RO S IT ERP ٢ CRSO RO S GA ERP ٦ CCO/CSO RE S GA ERP ١٥ CIO/CSO RE S GA ERP ٢ CSO RE S GA SCM ١٦ CSO FO S GA CRM ١ CBDO RE S GA ERP ١ CMO FO/RE S MS ERP ٤ CMO FL S MS CRM ١٦ CMO FL/RE S MS ERP ٤ CMO FO S MS CRM ١٦
S a egy a eg c bu ne ob ec ve ٢ ٢٣ ٢ ٢٣ ٢ ٢ ٢ Infrastructure resource management Service performance Distribution network planning Sales and marketing reporting Sales planning Operations strategy Customer service planning Sales assessment and workbench Customer service planning Define target strategies (SBO’s) Operations strategy Information management Knowledge capture and availability Design incentives plan Customer account plans and policies Perform customer and market intelligence Business strategy Integrated risk management Business risk assessment Build company vision Business architecture Alliance management Business strategy Business strategy Identify market segment Marketing and advertising Sales planning Brand performance management
Goa bu ne app ca on o echno ogy ٢ ٢ ٢ ٢ ٢ ٢ Optimize infrastructure costs Service flow development for service design Refine/align logistics and distribution Acquire companies with relationships in Bypass current channels/sell directly to Reduce research and development time Develop and cultivate goodwill Improve cross-sell and up-sell approaches Improve customer service Improve relationship management strategies Increase use of flexible products/services in m m Fast and smart decision making tools and Improve data harmonization processes and Align compensation and incentive systems Differentiate treatment of Improve product/service conception Improve global trade service, cross-board Effective business continuity roadmaps Identify organization's limits and Improve communication of strategic Improve effectiveness of business model Improve product/service co-development Grow the scale of the existing business in Investigate and create business opportunities Enter new segments and markets Expand sales and advertising channels Charge higher prices dynamically Improve customer brand/product association
and service development functions strategies targeted customer segments customers through collaboration for key stakeholder groups facilities processes tools with strategies, values and ethics customers/segments initiation processes transaction legal compliance weaknesses for business innovation directions and priorities with alliance partners primary industry that our companies separately would not and experience
Ob ec ve c ca ucce ac o p an o eca o budge ٢٣ ٢٣ ٢٣ ٢٣ ٢ ٢ ٢ normally have realized

Pe o mance nd ca o & Mea u emen T e a eg c ac ca o ope a ona KP ٢٣ ٢٣ ٢٣ ٢٣ ٢ ٢ ٢ ٢ ٢ COO/CHRO FO S HR NET ١ CFO FO/RO S GA ERP ١٨ COO RE S OP SRM ١٤ C F O /C S O RO S GA ERP ٢٨ CMO FO S MS NET ٤ CRDO FO/RE S BD CRM ٢٠ CMO FO S MS CRM ١ CMO RO S BD CRM ٢٦ CMO RE S MS CRM ٢٢ CFO RE S MS SRM ٤ COO/CIO RE S GA SCM ٢ CRDO O O CM CFO RO S GA ERP ١٢ CFO/CIO RO S IT NET ١٦ CHRO FO S HR ERP ٢٨ CTO RO S IT CRM ٢٧ COO FO S HR ERP ١٦ CIO/CRSO FO S IT ERP ١٧ CRSO/CIO FO S IT ERP ٢ CIO FO S IT ERP ٦ CRSO/COO RO S OS ERP ١ CIO RE S IT ERP ١٦ CMO FL/RE S MS ERP ٤ CMO RE S MS CRM ١ CCO FO S MS SRM ٦ CMO RO S MS CRM ١٦ CMO FO S MS CRM ١٦ CMO FO S MS ERP ٤ CMO RE S MS CRM ١

O BJECTS
Va ue Expec a on ٢ ٢ ٢
STRATEGIC Develop and train employees Building utilization Product/service manufacturing specification Tax handling Select channels for target assessments IP portfolio assessments Marketing and advertising Product/service change specification Market research oversight Channel strategy Business architecture m m m Project management Information architecture Design incentives plan Information architecture Design incentives plan Integrated risk management Integrated risk management Information management planning Quality guidelines and standards Service performance Competitor benchmarking Analyze market and industry trends Channel strategy Competitive response planning Sales performance management Segmentation planning Sales performance management
Establish process improvement and Increase use of lower-cost real estate and Design product/services to use cost effective Improve tax benefits ratio and compliance Improve focus on higher-value advertising License or acquire product/services and Improve brand strength and goodwill Improve definition of product/service and Improve understanding of current customer Increase focus on partnership, merger and Build flexible business architecture and Improve business case development and Improve data transparency Align management and staff incentives with Better technology exploitation Improve incentives around product/service Aggregated detection of risks and control Improve business continuity planning Invest in accurate analytics and decision Align internal audit practices with business Improve effectiveness of service model Increase emphasis on differentiated product Redefine the industry to yield an intrinsic Identify joint ventures partners that Gain market share while others recover from Improve cross-sell and up-sell campaigns Improve focus on price-insensitive customer Improve identification of cross-sell/up-sell
Va ue D ve ٢ ٢٣ ٢٣ ٢ Key Performance Indicators innovation as key competencies facilities/relocate business operations materials channels/media intellectual property service specifications satisfaction acquisition opportunities infrastructure analysis processes company value and performance efficiency monitoring across the business
architecture and infrastructure
support tools and risk objectives and services competitive advantage completes company product and service
porfolio
external shocks segments opportunities

Pe o mance Expec a on ٢ ٢ ٢ CFO RO S GA ERP ١٢ COO RO S IT ERP ١٦ CPO FO S O P SCM ١ ٨ CFO RE S GA ERP ٥ CMO FO S MS ERP ٤ CRDO FO S BD CRM ١٦ CMO RE S MS CRM ١ COO RE S MS ERP ١٦ CMO RE S BD CRM ٢٢ COO RO S IT SRM ١ COO RE S GA ERP ١٦ COO R BD RP CFO RE/FL S OS ERP ١٦ C F O /C IO RE S IT ERP ١ ٦ CHRO FO S HR ERP ١٦ COO FO S DI ERP ١٥ CPO RE S OP SCM ٤ CRSO RO S IT NET ٨ CRSO/CIO RE S IT ERP ٢ CFO/COO RE S OS ERP ٢٥ CFO RO S GA ERP ٧ CIO/COO RO S GA ERP ١٦ CSO RE S GA SCM ١ CMO RE S MS CRM ١ CMO/CCO FO S BD SRM ١٦ CMO RE S MS ERP ٤ CMO FO S MS CRM ٤ CMO RE S MS NET ٤ CMO FO S MS CRM ٤
Pe o mance D ve ٢ ٢٣ ٢٣ ٢ = Map Building and facility planning Business resilience remediation Sourcing strategy Financial policies Segmentation planning Product/service portfolio planning Segmentation planning Customer account services Perform customer and market intelligence Regulatory compliance planning Define target strategies (SBO’s) Assets guidelines, rules and standards Information resource planning Design incentives plan Stock control Procurement oversight Integrated risk management Business resilience remediation Information management Financial controlling Business architecture Alliance management Competitive response strategy R&D strategy Determine target segment Segmentation planning Competitive response planning Customer relationship management
Improve terms on property and facilities Minimize recovery costs through Rationalize/consolidate vendor portfolio Consider tax implications in the Improve focus on segments with lower Improve utilization of product/service Improve effectiveness of marketing and Improve customer service and support Improve understanding of customer needs Develop and leverage strong/unique partner Improve responsiveness across the value Improve asset management processes Improve IT disaster recovery plan Build innovation and improvement into Divest low-demand/obsolete inventory Improve focus on higher value vendor Improve monitoring and management of Improve business disaster and recovery Improve analysis of managerial Increase accountability of business unit Improve effectiveness of governance Seek joint ventures partners that completes Expand into adjacent business Improve product/service co-development Target new geographies Increase focus on most effective sales and Improve tailoring of offerings to customer Improve identification of valuable customer
Va ue P opo on ٢ ٢ = Ma x “self-healing” capabilities location/selection of facilities average cost-to-serve development channels advertising processes processes relationships chain rewards and incentives relationships risk and compliance plan information leader for tax impact of decisions models the existing products and services porfolio domains/market segments previously not with alliance partners advertising channels needs relationships
served
Repo ng ٢ ٢ ٢ ٢ ٢٣ ٢٣ ٢ ٢ ٢ ٣ = Mode
COO/CIO FL S OS ERP ١٦ CFO RO S OS SRM ١٤ COO FL/FO S HR ERP ٢٠ CFO RE S GA ERP ٢ CMO RE/FO S MS ERP ١٦ CRDO FO S BD CRM ٤ CMO FO S MS CRM ١ COO/CIO RE S DI ERP ١٦ CMO/COO RE/RO S OP PLM ١٦ COO RE S MS SRM ٨ CFO/COO FL S GA SCM ١٦ CRDO O OP RP CFO RE S GA ERP ٥ CFO/COO FO S OP NET ١٤ CHRO FO S HR ERP ١٦ COO RE S OP SRM ٣ CPO FL S OS ERP ١٢ CEHO FO S OS ERP ٧ CRSO/CIO RO S IT ERP ١ CFO RE S GA ERP ٣ CFO RO S GA ERP ١ CIO/CFO RO S IT ERP ١٧ CMO RE S MS CRM ٤ CIO RE S BD SRM ٤ CMO/CCO FO S MS SRM ١٦ CMO RE S MS ERP ٤ CMO FO O M S CRM ٤ CMO FL/RE S MS ERP ٤ CMO FO S MS CRM ١
Asset allocation Asset allocation Workforce planning Tax handling Marketing and advertising Product/service design planning Sponsorship and events Order processing Product/service manufacture process Channel collaboration and support Cash flow management O Financial planning Inventory supply schedule Talent management Demand planning and forecasting Procurement audits EHS regulations and compliance Business resilience remediation Financial planning Treasury and risk management Integrated risk management Identify market segment IP trading Channel collaboration and support Segmentation planning and strategy Sales strategy and planning Sales processing Segment assessment and analysis
Optimize asset-related costs Consolidate company real estate/facilities Reduce operational costs through efficient Ensure full utilization of tax carry forwards Improve execution of market- and Increase number and quality of Apply brand to new and unbranded Improve order management methods and Improve quality of products and services Improve ability to identify and assess Optimize working capital by applying Improve budgeting and forecasting Collaborate with supplier on data Improve ability to attract talent Improve demand forecasting processes, Improve terms on materials purchases Improve environmental, health and safety Redundancy in key strategic parts of the Drive greater financial predictability Lower debt burden Improve incorporation of risk analysis in Tailor product and services to new customer Acquire intellectual capital and/or Increase coverage with sales, distribution Target new segments within current Increase sales by guaranteeing ٣٦٥/٧/٢٤ Increase use of differential pricing Increase focus on high value/high potential
resource allocation supply-driven promotions product/service and service launches product/services tools partnering opportunities flexibility in internal activities capabilities synchronization skills and tools legal compliance operational model to ensure continuity business planning segments technology and marketing partners geographies ٪١٠٠ availability mechanisms customers

WAY OF TH NK NG STRATEG C ASPECT TASKS PURPOSE & GOAL VALUE MAPS

CFO FL T OS ERP ٨ CFO/COO RO/FO T HR ERP ٢ COO VA T OS ERP ١٦ CFO FO T GA NET ٣ C M O /C F O FO T M S CRM ١ ٨ C M O /C IO RE T M S CRM ١ CMO FO T MS CRM ٤ CMO RO T GA CRM ١٦ CMO RE T MS ERP ١٥ COO RE T MS SRM ٢١ COO/CIO FO T GA SRM ٤ CMO R M CRM CFO FL T GA ERP ١٦ CMO/CIO RE T IT ERP ١٤ CHRO FO T HR ERP ١٦ COO RE T OP NET ٢ CHRO/CPO FO T OS NET ١٦ CEHO RO T OS NET ٧ CIO RO T IT ERP ٢٦ CMO FO/RO T MS CRM ١٧ CFO FO T GA NET ٥ CHRO FO T HR ERP ٧ CMO RE T MS ERP ١٦ CCO FO T MS ERP ٤ CHRO RE T HR NET ١٦ CMO FO T MS CRM ١٦ CMO RE T MS CRM ١٣ CMO RE S IT ERP ٤ CMO FO T MS CRM ١٦
Sourcing guidelines, standards & procedures Organizational structure Sourcing strategy Tax handling Fees and commissions administration Market research oversight Brand development planning Financial controlling Customer relationship management Channel collaboration and support Value and performance management m Business development reporting Information management planning Manage employee development Product manufact./service execution planning Sourcing oversight and monitoring EHS guidelines, rules and rewards Business resilience planning Analyze market and industry trends Financial planning Career planning Channel strategy Market tracking Employee administration Sales strategy and planning Target channel evaluation Sales processing Service performance management
Focu A ea Improve balance between buy and lease Better alignment of business planning, Consolidate/outsource logistics and Accelerate or defer income/expenses Control advertising channels/media cost Improve market intelligence Develop and leverage strong brand Improve account management methods and Develop strong customer relationships and Improve integration of business processes Enhance outsourcing and building m Improve and standardize credit assessment Collaborate with customers on data Better resource and skills performance Align product/service and material Improve incentives around procurement Compliance with environmental standards Effective and efficient back-up systems Reduce business risk by aligning with Improve alignment of budgets and capital Clarify governance roles and Improve sales/marketing and distribution Increase industry/portfolio marketshare Improve understanding of chum/defection Increase promotional and marketing Diagnose conversion rate of sales by Align product/service and service prices with Improve customer service to high
den y va ue and pe o mance equ emen management and reporting functions distribution functions tools communities across partner networks partnership of non-core business functions processes synchronization ordering schedules with distribution efficiency changing market needs programs with strategic priorities responsibilities costs with partners candidates activities advertising channels/campaigns value to customers value/potetial customers
schedules
Focu on va ue ue and weakne e c u e
Deve op va ue and pe o mance anda d Requ emen Map COO FL T OS ERP ١٤ CFO FL T GA SRM ١٨ COO RE T O P SCM ١ CFO FO T GA ERP ٦ CMO RE T M S CRM ١ ٦ CRDO FO/RE T BD CRM ١٦ CMO FO T MS CRM ٤ CMO RO T MS CRM ١٢ CMO RE T MS ERP ٢١ COO RE/RO T GA SRM ١٦ COO RE/RO T OP SCM ١٢ CMO R M CRM CIO RO T GA ERP ٤ CIO RO T IT CRM ٢٧ CHRO/CMO FO T HR ERP ٤ COO FO T OP NET ١٦ COO RE T MS CRM ١٥ CIO RO T IT NET ٧ CIO RO T IT ERP ٢٦ CIO FO/RE T IT ERP ٨ COO/CMO FO T GA ERP ١٨ CHRO/COO FO T HR ERP ١٧ CMO FO T MS SCM ١٦ CCO RE T MS CRM ٤ CPO/CCO FO T MS SRM ١٦ CMO RE T MS CRM ٢١ CMO FO/RE T MS ERP ١٦ CMO FL/RE T MS NET ٦ CMO FO T MS CRM ١٦
En u e va ue mea u emen ac o bu ne a ea S akeho de Map m
W W m W W W
Sourcing strategy Account receivables Product manuf./service execution planning Tax handling Sales planning Product/service design verification Marketing and advertising Sales planning Sales processing Business architecture Supply network planning M Investment management Data and content management Design incentives plan Product/service assembly planning Channel strategy Security privacy and data protection Business resilience planning Information resource management Business architecture Objective management Competitive response strategy Market analysis evaluation Competitive response strategy Sales strategy and planning Generate leads Sales planning Customer acquisition strategy and planning
App y con nuou bu ne va ue mp ovemen Increase use of leased product/servicing Consolidate billing operations, services and Refine and/or align material strategies Develop and utilize unique tax expertise Improve conversion rate of sales per Improve design and development processes Improve brand awareness/elevate brand Improve campaign design and management Improve effectiveness of sales processes Improve ability to integrate merged and Improve flexibility across the value chain to m m Avoid expensive recovery investments Better master data harmonization Build product/service margins/profitability Better inventory control Improve product/service Data and privacy protection compliance Efficient fall-back systems Improve access to and distribution of Improve alignment of customer, Minimize risk by increasing expertise in Improve cost with complementary partners Increase revenue with market segment Improve cost with complementary partners in Lower prices to gain market share Improve quality and assignments of sales Coordinate pricing of complementary Improve influence in customer decision-cycle
m m

equipment processes marketing campaign image processes and tools acquired organizations match new demands into sales incentives introduction/launch processes performance information product/service, sales, servicing, support, selected activities and markets in sales, marketing and distribution previously not served sales, marketing and distribution leads products and services
En u e a eg c epo ng and dec on flow and fulfillment strategies
Bu ne a egy deve opmen
COO FO T OS ERP ١ ٧ CPO FO T BD NET ١٢ CPO FO T GA NET ١ CFO FO T GA NET ٣ CMO RO T MS ERP ١ ٠ CRDO FO/RE T BD CRM ١٦ CMO FO T MS CRM ١ CMO RO T MS CRM ١٦ CMO RE T MS CRM ١٦ COO/CCO RO T GA ERP ١٥ CFO FO T GA ERP ١٦ CMO R BD RP CIO FO T IT ERP ١٢ CFO/COO RE T IT CRM ٢٠ COO/CIO RO T IT ERP ٢٠ COO RE T OP NET ٢ COO FO T BD NET ١٦ CIO RO T OS NET ٧ CIO RO T IT ERP ٢٦ CIO FO/RE T IT ERP ١٦ CHRO RE T HR ERP ١٦ CFO/CHRO RO T HR ERP ١٦ CRDO FO T BD ERP ١ ٦ CIO RO T IT ERP ٧ CMO/CCO FO T MS SRM ١٦ COO FO T BD ERP ١٦ CMO RE T MS CRM ٢٠ CMO FO T MS ERP ١٦ CMO FO T MS ERP ١٦
Bu ne de gn
Bu ne mode deve opmen TACTICAL EHS regulations and compliance Product/service portfolio planning Define target strategies (SBO’s) Tax handling Sales planning Product/service design standards Brand strategy Channel plans and policies Servicing issues tracking Alliance management Value and performance management Information resource management Data and content management Business resilience planning Demand planning and forecasting Develop product/service strategies Regulatory compliance planning Business resilience planning Information resource management Organization service model Project resource planning Product design planning Regulatory compliance planning Market research strategy Product design standards Sales planning Sales planning Prospect intelligence
Improve effectiveness of plant maintenance Standardize product/service catalogs Refine vendor/supplier strategies Improve tax benefits of compensation and Improve sales cost governance (policies, Improve product/service development Improve revenue generation capabilities of Improve channel management, processes Improve responsiveness to customer Improve communication with stakeholder Improve capability levels of resources in key D m Consolidate device management information Better use of real-time data Establish recovery and maintenance plans Improve demand planning, processes, Improve incentives around material Improve monitoring and management of Efficient recovery solutions Improve access to information and Improve management of organizational Improve accountability/authority of Improve product/service quality and price Improve compliance and legal management Improve market coverage with partner Improve product and service quality Tailor sales approaches to customer Improve structuring and pricing of Improve product linkage based on customer
Deve op compe ve and d e en a ed advan age
Bu ne T an o ma on & nnova on Enab emen B TE
Key Performance Indicators benefit programs guidelines) performance management, methods and
tools
brand and tools complaints/feedback groups positions and tools skills and tools efficiency regulatory compliance analytical tools change in support of initiatives program and project resources with partner processes of intellectual capital and
technology
segments promotions intelligence

CIO FO T IT ERP ١١ CIO RO/FO T IT SRM ١٨ CMO FO T MS NET ٤ CFO F L/R E T GA NET ٢ CMO RE T M S CRM ١ ٠ CRDO FO T OP CRM ٢٠ CMO FO T MS CRM ١٦ COO RE T OP CRM ١٦ CFO FO T GA ERP ١ COO RE T GA ERP ٢ CIO RO T IT ERP ١٦ CRDO R BD RP CFO RO T IT CRM ١٠ CIO/COO RO T IT NET ١٤ CFO RE T GA ERP ١ ٦ COO RE T OP ERP ٢ COO FO T BD NET ١٢ CEHO RO T OS NET ١٧ CIO RO T IT ERP ٢٢ CIO FO/RE T IT ERP ١٦ CFO/COO FO T GA NET ١٨ CHRO RO T HR ERP ١ ٦ CRDO FO T BD ERP ١٦ CHRO RO T IT ERP ١٦ CRDO/CCO FO T BD SRM ١٦ CBDO/CRDO FO T BD ERP ١ CIO RO T DI NET ٢١ CMO RE T MS ERP ٦ CMO FO T MS CRM ١
Re a on o S a egy Knowledge management planning Infrastructure resource planning Segment assessment Financial planning Sales planning Procurement guidelines Select channels for target assessments Demand planning and forecasting Legal advice Define target strategies (SBO’s) Knowledge capture and availability Regulatory compliance planning Information architecture Cash flow management Inventory performance management Develop product/service strategies EHS guidelines, rules and rewards IT strategy Information management planning Project management Project resource planning Evaluate perform. of existing products/services Technology innovation and strategy Product design planning Product concepts planning Order management planning Market tracking Sales strategy and planning
Ana yze bu ne a egy Increase utilization of IT systems Consolidate IT, telecom, network equipment Improve focus on higher-value customer Optimize expense vs. capitalization of costs Evaluate actual sales cost Improve ordering and receipt processes Optimize marketing channels Improve capacity/demand planning Establish development of strategic assets as Improve identification of stakeholder groups Increase accuracy real-time information flow m Improve audit and compliance management Build master data with fully controlled Improve assessment and benchmarking of Improve capacity planning processes, skills Improve collaboration with Improve physical security of people Improve performance and reliability of IT Improve analytical processes and tools Continuously track and manage the Improve assignment of accountability and Increase revenue with new Improve competency transfer of new Improve product/service quality and price Innovate with new products or services Improve order management methods and Improve understanding of product/service Increase sales to existing customers
den y n e na and ex e na d ve compe ve o ce and facilities segments processes, skills and tools a key competency and establishment of priorities of demand thoughout the value chain m processes redundancy A/P performances and tools vendors/partners systems/platforms realization of project benefits authority products/services differentiation technology and new business environment with partner tools value to customers
Unde and bu ne mode d ve
Ou ne a eg c bu ne ob ec ve SBO C M O /C O O FL T GA ERP ٤ CFO RO/FO T GA ERP ١٦ CPO FO T OS ERP ٥ CFO FO T GA ERP ١ ٠ CMO RE T M S CRM ٢٥ CRDO RE T GA CRM ١٦ CMO FO T BD CRM ١٦ COO RE T DI NET ١٦ CMO/COO RE/RO T DI ERP ١٦ CIO RE T IT NET ١٦ CFO/CIO RE T IT CRM ١٢ CMO CRDO R BD RP CFO RO T GA NET ٢١ CFO/CIO RO T OS NET ٢٨ CFO RE T GA ERP ١٨ CPO RE T IT NET ٢ COO FO T OS SRM ١٢ CFO/CIO RO T GA NET ٧ CRSO RO T IT ERP ٢ CFO/COO FO/RE T OP ERP ٨ CRSO/COO RO T IT ERP ١٢ CFO/COO RO T OS ERP ١٦ CMO RE T MS CRM ١٦ CRDO/CCO FO T GA SRM ٤ CMO/CCO FO T MS SRM ١٦ CCO RE T DI SRM ١٠ CIO/CMO FO T IT NET ١٦ CMO FO T MS ERP ٨ CMO RO T MS CRM ١
den y pe o mance and va ue oppo un e Financial policies Financial reporting Sourcing strategy Financial controlling Sales planning Project management Product/service deployment planning Operate outbound transportation Order processing Infrastructure operations Technology innovation &D Value and performance management Information and knowledge management plan Financial policies Financial management Procurement audits Financial planning Business resilience planning Procurement planning Business resilience planning Quality audits and control Segmentation planning and strategy Business strategy Channel performance management Distribution network planning Performance and value evaluation Sales strategy and planning Customer relationship management
Cap u e va ue and pe o mance expec a on and d ve Minimize unprofitable, fixed contracts Better alignment of financial accounting and Improve purchasing on a national/global Optimize valuation and costing methods for Improve measurements of sales cost Improve project management Improve marketing and advertising Improve pick, pack and ship processes Improve services and delivery Improve integration of IT systems across Increase use of flexible and expandable m Improve accounting and measurement Better data and privacy protection Coordinate management of A/R & A/P Improve coordination with vendors Improve coordination with business Compliance with accounting standards More effective damage handling Better cost transparency Effective and efficient risk management Improve effectiveness of program/project Increase sales/marketing coverage with Improve development of technologies, Increase revenue with new products/services Evaluate distribution channels that are Improve methods and tools for managing Increase focus on pricing effectiveness/price Strengthen customer base
analysis functions basis inventories performance management methods and partner networks infrastructure m processes compliance across business units partners roadmaps procedures governance models partners distribution channels and customer through partnerships currently selling company products/services sales performance optimization
A gn va ue d ve o bu ne a egy tools relationships with M&A
Define va ue nnova on and an o ma on
Define co po a e and o bu ne un a egy
Deve op and o ma ze bu ne goa
CFO FL/RE O GA ERP ١٤ CFO FL O GA ERP ١٦ COO FL O DI ERP ٢٥ CFO RO O GA ERP ١ ٠ CMO RE O MS CRM ٢٥ CRDO RE O BD CRM ١٦ CMO FO O MS CRM ٢٥ CMO F L/R E O MS ERP ٢٥ CMO F L/R E O M S CRM ١ ٦ CSO RO O GA ERP ١١ CMO FL O MS CRM ٢٣ CRDO O BD RP CFO RE O OS ERP ٢٣ CIO RE O IT ERP ١٤ CMO FL O MS ERP ٢٣ COO FL O OP ERP ٢٥ COO FL O OS ERP ٢٥ CRSO/CIO RE O GA NET ٢٤ CIO RE O IT ERP ١٩ CMO RO O MS ERP ٥ COO FO O GA ERP ١٦ COO RE O OS SCM ٩ CMO FO O MS CRM ١٦ CEHO RE O OS ERP ٢٥ CMO RE O BD CRM ١ ٣ CRDO RO O BD ERP ٤ CMO FO O MS CRM ١٦ CMO RO O MS CRM ١٦ CMO RE O MS CRM ٤
Account payables Account payables Inventory movement management Tax handling Sales planning Product deployment planning Brand tracking and monitoring Customer servicing and contact history Customer servicing and contact history Policy management Servicing issues tracking Asset traceability Security, privacy and data protection Customer servicing and contact history Product manufacturing planning E&PM lifecycle management Legal audit management Business resilience planning Customer acquisition strategy and planning Project planning Operations support oversight and governance Sales processing/execution EHS incident and issue management Monitoring and tracking R&D strategy Brand marketing and advertising Customer tracking and checking Customer tracking and checking
# of accounts payable complaints per ١٠٠٠ # of discounts lost ٪ of correctly picked line items ٪ of tax compliant audits ٪ of sales lost ٪ of new product/service developments ٪ of transaction value of brand ٪ of call agent's work time spent speaking to ٪ of callers given satisfaction surveys Company policies and procedures # of new service requests ٪ of changes to the fixed asset register that # of hours spent in IT security training # of contacts per agent Average production costs of items Equipment availability ٪ # of audit findings closing more than two ٪ of incorrectly assigned incidents Customer acquisition cost as ٪ of sales ٪ of IT initiatives/projects championed by ٪ of vendor services delivered without ٪ of new customers from new # and ٪ of accidents ٪ of new product/service developments Investment in research # and ٪ of message performance # and ٪ of customers lost # and ٪ of returning customers
accounts payable invoices launched on budget callers are processed timely weeks value the business agreed service targets products/services launched on time
AI & FMT P R A C T C E F R A M E W O R KS
CFO FL/RE O GA ERP ٢١ CFO FL O GA ERP ٢٩ COO FL O DI ERP ٢٥ CFO RO O GA ERP ٢٥ CFO FO O MS CRM ١٦ CMO RE O BD SCM ٢٥ CMO FO O MS CRM ١٥ CMO FL/RE O MS ERP ٢٤ CMO FL/RE O MS CRM ٢٣ COO RE O OP SRM ١٦ CMO FL O MS CRM ٢٣ CRDO O O BD RP CFO RO O GA ERP ٢٣ CIO RE O IT ERP ٢٥ CMO FL/RE O MS ERP ١٦ COO RE O DI SCM ٢٣ COO FL O OS ERP ٢٥ COO/CIO FL O OS ERP ٢٣ CIO RE O IT ERP ١٩ CMO RO O MS ERP ٥ COO RE O GA ERP ٢٣ CMO/COO RE O BD SCM ٢٥ CCO RE O MS CRM ١٣ CRSO RO O GA ERP ١٠ CRDO RE O BD ERP ٨ CMO FO O M S CRM ١ ٣ CMO FO O MS CRM ٤ CMO RE O MS CRM ١٦ CMO FO O MS CRM ١٨
Account payables Account payables Stock control and governance Tax handling Sales planning Monitoring and tracking Brand assessment and evaluation Contact routing Customer servicing and contact history Demand planning and forecasting Servicing issues tracking Financial controlling Security, privacy and data protection Customer servicing and contact history Order processing E&PM lifecycle management Assets evaluation and audits Business resilience planning Customer account management Project resource management Product deployment planning Target channel evaluation Legal audit management Product design planning Sales evaluation and audits Brand marketing and advertising Customer history management Sales processing/execution
VA U R R NC RAM WORK n D V on M on Go Bu n g Ob P om n nd o R qu m n V u & P o m n p on V u & P o m n D V u P opo on
# of invoices disputed # of invoices ٪ of Inventory items incorrectly located ٪ of disputed tax statements Lead to pipeline conversion rate ٪ of new product/service developments Improve customer perception of warranties ٪ of calls transferred ٪ of calls answered within set timeframe # of integrated business processes across # of open service requests w m ٪ of depreciation charges accurately ٪ of email spam messages Agents FTE’s as ٪ of total call center FTE’s ٪ of backorders Equipment performance ٪ # of business compliance issues caused by ٪ of problems resolved within the Customer management process cost as ٪ Ratio of fixed price projects cost versus Time-to-market of new services Order fulfillment lead time via Effectiveness of internal audits New product development rate Conversion rate of marketing/sales ٪ of lead generation budget allocated for # and ٪ of negative feedbacks from # and ٪ of sales per employee
launched on time partner networks m calculated and recorded unstopped/undetected improper configuration of assets required time period of operating expenses T&M projects cost partner/channel campaigns experimentation customers
BU N MOD COMP NCY R R NC RAM WORK Bu n A Bu n G oup Bu n Cpb Bu n R ou Co D n ng Comp n Co Comp Comp n Co R nu

RV C R R NC RAM WORK D n o m on M n uppo ng Po d Con um CFO FL/RE O GA ERP ١٤ CFO FL O GA ERP ٢٩ COO FL O DI ERP ٢٥ CFO RE O GA ERP ٢٥ CMO FO O MS CRM ١٦ CRDO VA O BD ERP ٢٥ CMO FO O MS CRM ١٥ CMO FL/RE O MS ERP ٢٤ CMO FL/RE O MS CRM ٢٤ CMO O O M RM CMO FL O MS CRM ٢٣ CRDO O O BD RP CFO FL O GA ERP ٢٣ CIO RO O IT ERP ٢٥ CMO RE O MS ERP ٢٢ COO RE O DI SCM ٢٣ COO FL O OS ERP ٨ CRSO/CIO RE O GA NET ٢٤ CIO RO O IT ERP ١٩ CIO RO O IT ERP ١٦ COO FL O GA ERP ١ ٨ CIO RE O IT ERP ١٩ CMO FO O MS ERP ٢٤ CCO FO O MS ERP ١٣ CMO RE O BD CRM ١ ١ CMO RE O MS CRM ١٥ CMO RE O MS CRM ١٦ CMO RE O MS CRM ١٦ CMO RE O MS CRM ١٠
Account payables Account payables Stock control and governance Tax handling Sales planning IP portfolio tracking Brand assessment and evaluation Servicing issues tracking Servicing issues tracking Servicing issues tracking Financial controlling Security, privacy and data protection Customer service planning Stock control and governance E&PM lifecycle management Legal audit management Business resilience planning Integrated risk management Project resource management Security, privacy and data protection Sales processing/execution Market tracking Product deployment planning Customer service strategy and planning Brand marketing and advertising Customer history management Customer relationship management
N ORMA ON R R NC RAM WORK n o m on P o m n M u m n n o m on R po ng n o m on n o m on u n o m on n g on n o m on nd d on # of invoices outstanding # of new payable invoices ٪ of inventory items with incorrect stock ٪ of error in placing withheld tax right Sales productivity ratio ٪ of rejected patents Increase brand credibility ٪ of phone calls adherence to script ٪ of blocked calls Adjust partner incentive plan to focus and # of open service requests older than ٢٨ D ٪ of depreciation charges recorded in the ٪ of system transactions executed within Agent utilization ٪ of safety stock used Equipment quality ٪ # of minor finding on ISO ٩٠٠١ internal ٪ of problems with a root cause analysis # of IT-related events with business impact Average number of people assigned per ٪ of downtime due to security incidents Average time-to-profitability for changes to Market share ٪ Time-to-market of new products/services Direct communications to customers per ٪ of leads generated via direct mail # of customer complaints ٪ increase/decrease in the customer
balances parameters reward joint inter days appropriate period response time threshold audit with failure to escalate project/program existing products/services year loyalty-index
C OUD R R NC RAM WORK C oud R qu m n C oud Go C oud P o m n M u m n C oud R po ng C oud C oud u C oud n g on C oud nd d on

PROC R R NC RAM WORK Bu n Po Po p Po A M n g m n Po M nPo uppo ng P o CFO F L/R E O GA ERP ٢٥ CFO FL O GA ERP ٢٥ COO FL O DI ERP ٢٥ CFO RE O GA ERP ٢٥ CHRO RE O HR ERP ٢٣ CRDO RE O BD ERP ٢٥ CMO FO O MS CRM ١٥ CMO FL/RE O MS ERP ١ CMO FL/RE O MS CRM ٢٥ CMO RO O MS CRM ٢٠ CMO FL O MS CRM ١٦ CRDO O O BD RP CFO FL O OS ERP ٢٣ CIO RO O IT ERP ٢٥ CMO RE O MS ERP ١٦ COO RE O DI SCM ٢٣ COO FL O OP ERP ٢٣ CRSO/CIO RE O GA NET ٢٤ CIO RO O IT ERP ١٩ CIO RO O IT ERP ١٢ CIO RE O IT ERP ١٠ CIO RO O IT ERP ١٨ CRDO FO O BD ERP ٢٥ CEHO RE O OS ERP ١٣ CHRO RO O HR ERP ١٤ CMO FO O MS CRM ٤ CMO RE O MS CRM ١٦ CMO FO O MS CRM ١٦ CMO FO O M S CRM ٢٥
Account payables Account payables Finished goods inventory planning Tax handling Employee administration Product deployment planning Brand assessment and evaluation Customer servicing and contact history Customer servicing and contact history Customer relationship management Servicing issues tracking Asset traceability Security, privacy and data protection Customer servicing and contact history Inventory movement management Schedule and perform maintenance Legal audit management Business resilience planning Integrated risk management Integrated risk management Security, privacy and data protection Design evaluation EHS incident and issue management Workforce planning Market research strategy Brand marketing and advertising Customer account services Sales processing/execution
APP CA ON R R NC RAM WORK App on mM u m n # of overdue invoices ٪ of amounts posted to accounts payable ٪ of filled warehouse locations ٪ of tax paid in-time versus tax penalty ratio ٪ of management FTE’s ٪ of research and development cost for new Increase brand strength Agent adherence to schedule ٪ ٪ of customers that are satisfied # of customer relations skills ٪ of overdue service requests ٪ of fixed asset acquisitions that are ٪ of system transactions executed within Agent utilization - night shift ٪ of slow moving products ٪ of defects/violations/deviations found # of postponed ISO ٩٠٠١ internal audit ٪ of problems with a root cause identified ٪ of business projects that consider IT risk # of business disruptions caused by ٪ of email spam messages Research idea conversion rate Zero doctors cases and lost time incidents Capacity utilization Investment in development of new markets ٪ of leads generated via email # of visits to customers ٪ of online sales revenue
that represent goods/services received products recorded response time threshold during peak-time by materials control caused by auditee problems stopped/detected
DA A R R NC RAM WORK D
CFO RE O GA ERP ١٨ CFO FL/RE O GA ERP ٢٥ C F O /C O O FO O DI ERP ١ ٦ CFO RE O GA ERP ٢٥ CHRO RE O HR ERP ٢٣ CMO VA O BD SCM ٢٥ CMO FO O MS CRM ١ CMO FL O MS ERP ٢٣ CMO FL/RE O MS CRM ٢٣ CIO RO O IT ERP ١٥ CMO FL O MS CRM ١٦ CRDO R O BD RP CFO FL O OS ERP ٢٣ CIO RO O IT ERP ٢٥ CFO RE O GA ERP ١٦ COO RE O DI SCM ٢٣ COO FL O OP ERP ٢٥ CRSO/CIO RE O GA NET ٢٤ C IO RE O IT ERP ١ ٩ CIO RE O IT ERP ٢٥ CIO RO O IT ERP ٢٥ CIO RO O IT ERP ١٩ CFO RO O GA ERP ١٦ CHRO FO O HR ERP ١٦ CHRO RE O HR ERP ٢٥ CCO RO O M S CRM ١ ٣ CMO RE O MS CRM ١٦ CMO RO O M S CRM ١ ٣ CMO RE O MS SCM ٢٣
P A ORM R R NC RAM WORK P om
Account payables Account payables Warehouse tracking and monitoring Tax handling Employee administration Product governance Brand strategy Customer servicing and contact history Customer servicing and contact history Information resource management Servicing issues tracking Asset traceability Security, privacy and data protection Financial controlling Inventory movement management Product manufacturing planning Legal audit management Business resilience planning Service delivery planning Integrated risk management Security, privacy and data protection Financial controlling Develop and train employees Employee administration Market analysis evaluation Brand marketing and advertising Sales performance management Sales administration
N RA RUC UR R R NC RAM WORK n u u Accounts days payable ٪ of customer billing errors ٪ of return warehouse expense ٪ of tax statements filed in-time ٪ of part-time employees ٪ of sales due to launched product/services Response time to negative media coverages Average after call work time ٪ of email inquiries responded within ٢٤ # and ٪ of product knowledge capturing # of overdue support tickets m m ٪ of fixed asset acquisitions that are ٪ of virusses, spyware and malware Average cost per incoming phone call ٪ of time spent picking back orders Average production costs of items # of postponed ISO ٩٠٠١ internal audit ٪ of unmodified/neglected incidents ٪ of delivered services not in the service ٪ of availability SLA’s met ٪ of incidents classified as security related ٪ change in new product revenue to total Complete monthly -١on١- program for all Total headcount Market share gain comparison ٪ ٪ of leads generated via social media ٪ of customer wallet share per Average order size
hours m recorded in the appropriate period detected in emails caused by auditor catalogue revenue staff with performance rating product/service

CFO FL/RE O GA ERP ٢١ CFO FL O GA ERP ١٨ COO FL O DI ERP ٢٥ CFO RE O GA ERP ٢٥ CHRO FL O HR ERP ٢٣ CRDO VA O BD ERP ١٦ CMO FO O MS CRM ٢٥ CMO FL/RE O MS ERP ٢٤ CMO FL/RE O MS CRM ٢٥ CIO RE O IT ERP ١٥ CMO FL O MS CRM ٢٣ CRDO O BD RP CFO RE O OS ERP ٢٣ CIO RO/RE O IT ERP ٢٣ CFO RE O GA ERP ٢٣ COO RE O DI SCM ٢٥ COO RE O OP ERP ٢٥ CRSO/CIO RE O GA NET ٢٤ CIO RE O IT ERP ١٩ C IO RE O IT ERP ٢٩ CIO RO O IT ERP ٤ CIO RO O IT ERP ١٨ CRDO RO O BD ERP ٢٥ CHRO FO O HR ERP ٧ CFO FL O BD SRM ٥ CMO FO O BD CRM ١ ٦ CMO RE O MS CRM ١٦ CMO RO O MS CRM ١٦ CMO FO O MS CRM ٢١
Account payables Account payables Stock control and governance Tax handling Employee administration Product/solution assessment Brand assessment and evaluation Customer servicing and contact history Servicing issues tracking Knowledge capture and availability Servicing issues tracking Asset traceability Data and content management Financial controlling Order processing PM monitoring and reporting Legal audit management Business resilience planning Service level agreements Integrated risk management Security, privacy and data protection Plan and develop cost and quality targets Evaluate overall strategy Plan and develop cost and quality targets Product deployment planning Brand marketing and advertising Customer tracking and checking Sales administration
Average monetary value of disputed invoices ٪ of electronic invoices ٪ of unfinished received items ٪ of tax statements paid in-time ٪ of sick days (illness rate) Average number of prototypes per new # and ٪ of customer perception of aesthetics Agent attendance ٪ ٪ of lost calls ٪ of knowledge management shared # of service requests solved on first-call ٪ of fixed asset disposals accurately Data accuracy ratio Average direct costs per incoming phone Customer order cycle time Defects per million opportunities (DPMO) # of repeat audit findings ٪ of unmodified/neglected problems ٪ of on-time service level changes ٪ of CI’s monitored for performance ٪ of patches applied outside of ٪ of license costs of total research and Conduct culture surveys for standards and ٪ of joint venture research and Time-to-market of new products/services ٪ of leads generated via telemarketing Average customer size Average sales per customer or transaction
product between/within teams calculated and recorded call maintenance window development cost recognition development financing

WAY OF WORK NG TACT CAL ASPECT TASKS PURPOSE & GOAL VALUE MATR CES
CFO F L/R E O GA ERP ٢٥ CFO VA O GA ERP ١٨ COO FL O DI ERP ٢٥ CFO RE O GA ERP ٢٥ CHRO FL O HR ERP ٢٣ CRDO RE O BD SCM ٢٥ CMO FO O MS CRM ٢٥ CMO FL O MS ERP ٢٣ CMO FL/RE O MS CRM ٢٥ CIO RE O IT ERP ١٥ CMO FL O M S CRM ٢٣ CRDO O BD RP CFO FL O OS ERP ٢٣ CIO RE O IT ERP ٢٥ CFO RE O GA ERP ٢٣ COO RO O DI SCM ٢٢ COO FO O OP ERP ٢٥ CRSO/CIO FL/RE O GA NET ٢٤ CIO RE O IT ERP ١٩ C IO FO O IT NET ٨ CIO RO O IT ERP ٢١ CIO RO O IT ERP ١٣ CRDO RO O BD ERP ٢٥ CHRO FO O HR ERP ٥ CFO RE O GA ERP ١٦ CHRO FO O HR ERP ١٣ CMO RE O MS CRM ١٦ CMO RO O M S CRM ٢١ CMO FO O MS SCM ٢١
Account payables Account payables Finished goods inventory planning Tax handling Employee administration Product deployment planning Brand assessment and evaluation Customer servicing and contact history Servicing issues tracking Information resource management Servicing issues tracking Asset traceability Infrastructure operations Financial controlling Scheduling planning Product manufacture process Legal audit management Business resilience planning Security solution design Integrated risk management Security, privacy and data protection Plan and develop cost and quality targets Recruit/source candidates Financial controlling Resource scheduling Brand marketing and advertising Customer tracking and checking Sales administration
Ta k & Se v ce Average monetary value of invoices ٪ of invoices disputed Cubic meters per ١,٠٠٠ packages ٪ of tax statements open longer than ٣٠ Average number of sick days per employee Average time-to-profitability for new # and ٪ of customer perception of company Average number of calls/service requests per ٪ of misrouted calls # of knowledge sharing sessions on brand # of service requests solved on first-line ٪ of fixed asset disposals recorded in the Data center bypass ٪ Average employee costs per incoming Delivery Schedule Adherence (DSA) Finished goods turns (CoGS/average value ٪ coverage of total audit universe Average incident closure duration ٪ of secure information that is accurate ٪ of critical business processes not ٪ of systems covered by ٪ of license income to total research and Identify successor for various positions, and Gross profit ٪ by department/team ٪ of hours spent on research and ٪ of leads generated via trade shows Average lifetime value of customers Average sales revenue per sales person
STRATEGY ROADMAP

Ana yze CAN WANT and SHOULD do cena o outstanding days products/services financing handler identity and company culture appropriate period phone call finished goods) and real-time covered by a defined service availability antivirus/antispyware software development cost have their development plans in place on development
plan time
Ana yze and benchma k a eg e
den y pa n cha n and goa cha n CFO FL O GA ERP ١٨ CFO FL/RE O GA ERP ١٨ COO RE O DI ERP ٢٥ CFO RE O GA ERP ٢٥ CHRO FL O HR ERP ٢٣ CRDO VA O BD SCM ١٦ CMO FO O MS CRM ٢٤ CMO FL O MS ERP ٢٢ CMO FL O MS CRM ٢٣ CHRO FO O HR ERP ١٦ CMO FL O MS CRM ١٦ CRDO O BD RP CFO FL O OS ERP ٢٣ CIO RE O IT ERP ٢٥ CFO RE O GA ERP ٢٣ CFO/COO RO O DI ERP ٢٥ CFO FL O GA ERP ٢٣ CRSO/CIO FL/RE O GA NET ٢٤ CIO RE O IT ERP ٢٣ CIO FO O IT ERP ٢٣ CIO RO O IT ERP ٢٢ CIO RO O IT ERP ١٤ COO FO O OP SCM ١٦ CHRO FO O HR ERP ١٨ CFO RO O GA ERP ٤ CHRO FO O HR ERP ٤ CMO RE O MS CRM ١٦ CMO RO O MS CRM ١٦ CMO FO O MS CRM ١٨
Define nnova on and an o ma on need
Requ emen Ma x OPERATIONAL Account payables Account payables Finished goods inventory planning Tax handling Salary packaging and administration Product deployment planning Brand assessment and evaluation Servicing issues tracking Contact routing Career management Servicing issues tracking Asset traceability Infrastructure operations Financial controlling Inventory movement management Financial controlling Legal audit management Business resilience remediation Service level agreements Integrated risk management Security, privacy and data protection Operations budgets Develop and train employees Financial controlling Career planning Brand marketing and advertising Customer relationship management Customer tracking and checking
den y and deve op a eg c bu ne ob ec ve SBO and Average monetary value of overdue invoices ٪ of invoices requiring special payment Floor space utilization ٪ of taxes paid in-time Average salary per employee New product turn around time # and ٪ of customer perception of ease to Average number of times call agents are Abandon rate of incoming phone calls # of leadership development workshops # of service requests solved within deadline m ٪ of fixed asset disposals that are recorded Data center floor usage ٪ Average fixed costs per incoming phone Inventory accuracy (in ٪ and #) Maintenance costs as ٪ of manufacturing ٪ implemented OFI's raised in audits Average incident response time ٪ of service levels (in SLA’s) reported in an ٪ of critical infrastructure components ٪ of systems not to policy patch level ٪ of new product/service developments Personal goal achievement Growth against market Investment in training by number of ٪ of leads generated via organic search Customer loyalty index Average spend per customer

c ca ucce ac o CSF
Va ue Ma x
Key Performance Indicators work with monitored conducted call costs automated way with automated availability monitoring launched on budget customers (SEO)

Define va ue expec a on and d ve

CFO FL O GA ERP ١٨ CFO FL O GA ERP ٢٣ COO FL O DI ERP ٢٥ CFO RE O GA ERP ٢٥ CHRO FL O HR ERP ٢٥ CRDO RE O BD ERP ١٦ CMO FL O MS CRM ١٦ CMO FL O MS ERP ٢٣ CMO RE O M S CRM ٢٥ CHRO FO O HR ERP ١٦ CMO FL O MS CRM ٢٣ CRDO O BD RP CFO RE O OS ERP ٢٣ CIO RE O IT ERP ٢٥ CFO RE O GA ERP ٢٣ COO RO O DI SCM ٢٥ COO FL O OP ERP ٢٣ CRSO/CIO FL/RE O GA NET ٢٥ CIO RO O IT ERP ١٩ CIO RO O IT ERP ٢٥ CIO RO O IT ERP ٧ CIO RO O IT ERP ١٨ CRDO RO O BD ERP ٢٥ CHRO RE O HR ERP ١٨ CFO FO O GA ERP ١٦ COO RE O DI SCM ٢٠ CMO RE O MS CRM ١٦ CMO RO O MS CRM ١٦ CMO FO O M S CRM ١ ٦
Deve op va ue gu de ne and mea u emen
Account payables Account payables Stock control and governance Tax handling Salary packaging and administration Monitoring and tracking Brand tracking and monitoring Customer servicing and contact history Customer servicing and contact history Career management Servicing issues tracking Asset traceability Infrastructure operations Financial controlling Finished goods inventory planning Schedule and perform maintenance Legal audit management Business resilience planning Service level agreements Integrated risk management Security, privacy and data protection Plan and develop cost and quality targets Recruiting policies Financial controlling Transportation planning Brand marketing and advertising Customer tracking and checking Sales strategy and planning
En u e va ue epo ng and dec on flow
Average number of outstanding invoices in ٪ of invoices under query Inbound volume received ٪ of overdue tax statements Labor costs for full-time employees as ٪ of Number of change requests per product # of consumer awareness Average talk time of phone calls Answered calls per hour # of managers trained in key processes # of solved service requests ٪ of non-valid changes to the fixed asset Data center recirculation ٪ Average non-employee costs per incoming Inventory replenishment cycle time Rate of material defects caused by the ٪ of past due corrective actions Average number of (re)-assignments of ٪ of service levels (in SLA’s) that are ٪ of outage due to changes (planned ٪ of systems with latest ٪ of research and development cost related Recruitment headcount factor HR controllable cost Delivery vehicle routing and scheduling ٪ of leads generated via paid search (PPC) Customer retention Cross-sell/up-sell lead to pipeline conversion
den y non co e compe enc e o co cu ng accounts payable per FTE sales development project register phone call material itself incidents actually measured unavailability) antivirus/antispyware signatures to new product development rate
Deve op a eg c po c e and gu de ne
CFO FL O GA ERP ٢٩ CFO FL O GA ERP ٢٦ COO FO O DI ERP ٢٥ CFO RE O GA ERP ٢٥ CHRO FL O HR ERP ٢٥ CRDO FO O BD ERP ١٦ CMO FO O MS CRM ٢٥ CMO RE O MS ERP ٢٤ CMO FL O MS CRM ٢٣ CHRO FO O HR ERP ١ ٦ CMO FL O MS CRM ١٦ CRDO R O BD RP CFO RE O OS ERP ٢٥ CIO FO O IT ERP ٢٣ CFO RE O GA ERP ٢٣ COO RE O DI SCM ٢٢ COO FL O OP ERP ٢٣ CRSO/CIO FL/RE O GA NET ٢٥ CIO RE O IT ERP ٢٠ CIO RO O IT ERP ٢٥ CIO RO O IT ERP ٧ CIO RO O IT ERP ١٨ CRDO RO O BD ERP ٢٥ CHRO RE O HR ERP ١٨ CFO FO O GA ERP ١٦ COO RE O DI ERP ٢ CMO FO O MS CRM ٢٤ CMO RO O MS CRM ٢ CMO FO O M S CRM ١ ٦
Account payables Account payables Finished goods inventory planning Tax handling Salary packaging and administration Product concepts planning Brand assessment and evaluation Customer servicing and contact history Customer servicing and contact history Career management Servicing issues tracking Asset traceability Data and content management Financial controlling Scheduling planning Demand planning and forecasting Policy management Business resilience planning Service level agreements Integrated risk management Security, privacy and data protection Plan and develop cost and quality targets Manage preplacement verification Financial controlling Distribution planning and forecasting Brand marketing and advertising Customer account plans and strategy Leads management
Account payable invoicing processing costs ٪ of payable invoices without purchase Inventory location accuracy Average error response time Labor costs for part-time employees as ٪ of Ratio of number of concepts to actual # of customer perception of hidden or Average wrap-up time Average hold time of calls Monthly -١on١- coaching for each Average number of calls/service requests per w ٪ of recorded fixed asset disposals that Data duplication ratio Average variable costs per incoming Missed Deliveries per Million (MPM) Ratio of actual capacity to rated capacity ٪ of policies reported with Improve IT disaster recovery plan ٪ of SLA breaches caused by ٪ of outage due to incidents (unplanned ٪ of virus incidents requiring manual ٪ of research and development cost related Recruitment resignation factor HR related operating cost (HR controllable Distribution resource planning ٪ of people remembering message Customers per employee Lead to pipeline conversion rate of existing
order sales products indirect costs GM/Director/Manager handler m represent actual disposals phone call non-conformances underpinning contracts unavailability) cleanup to product improvements and extensions cost by headcount) customers

CFO FL O GA ERP ١٨ CFO FL O GA ERP ١٨ COO FL O DI ERP ٢٥ CFO RE O GA ERP ٢٥ CFO FL O GA ERP ٢٣ CMO RE O BD SCM ٢٥ CMO FO O MS CRM ٢٥ CMO FL O MS ERP ٢٤ CMO RE O MS CRM ٢٥ CHRO FO O HR ERP ١٦ CMO FL O MS CRM ١٦ CRDO O BD RP CFO FL O OS ERP ١٦ CIO FL O IT ERP ١٨ CFO RO O GA ERP ١٦ COO RO O OP SCM ٢٣ COO FL O OP ERP ٢٦ CPO/CIO FL O OP ERP ٢٦ CIO RE O IT ERP ١٩ CIO RE O IT ERP ٨ CIO RE/RO O IT ERP ١٦ CIO RO O IT ERP ١٨ CRDO RO O BD ERP ٢٥ CHRO FO O HR ERP ١٣ CFO FO O GA ERP ١٦ COO RE O DI SCM ١ ٥ CMO FO O MS CRM ٢٤ CMO RE O MS CRM ١٥ CMO RO O MS CRM ٢٣
Account payables Account payables Inventory movement management Tax handling Financial controlling Product deployment planning Brand assessment and evaluation Customer servicing and contact history Servicing issues tracking Learning management Servicing issues tracking Asset traceability Data and content management Financial controlling Supply network planning Manage master production schedule Procurement monitoring and reporting Business resilience planning Service level agreements Integrated risk management Security, privacy and data protection Plan and develop cost and quality targets Employee appraisal Financial controlling Operate outbound transportation Brand marketing and advertising Customer account governance Market tracking
Average value of outstanding invoices in ٪ of one-time vendor payments Number of line items picked Average overdue time of tax statement filing Average telephone/communication costs per Time-to-market of changes to existing Customer perception of product or service Contact frequency Average number of calls to resolve Number of cross-training sessions Average overdue time of overdue service m Accuracy of recorded fixed assets Potential double customers in master data Cost of operating call center/service desk Number of active suppliers per supply Ratio of actual input required to produce ٪ of procurements in compliance with Mean time to detect (MTTD) ٪ of SLA’s requiring changes ٪ of service desk availabilty Cost of cleanup of virus/spyware incidents ٪ of research and development resources by Value added per employee HR related operating cost (HR controllable Electronic links for communication with ٪ of people understanding message Response rate Market share ٪
accounts payable per FTE employee products/services availability issue/problem requests employee one unit of output standing procurement policies and total resources cost by labour cost) carriers
procedures

CFO VA O GA ERP ٢١ CFO FL O GA ERP ١٨ COO FO O DI ERP ١ ٦ CFO RE O GA ERP ٢٥ CFO FL O HR ERP ٢٣ CMO RE O BD SCM ٢٥ CMO FO O MS CRM ٢٥ CMO FL O MS ERP ٢٢ CMO RE O MS CRM ٢٣ CHRO FO O HR ERP ٢٩ CMO RE O MS CRM ١٦ CRDO O BD RP CFO FL O OS ERP ٢٩ CIO RO O IT ERP ٢٥ CFO RO O GA ERP ١٦ COO FO O DI SRM ١٦ COO FL O OP ERP ٥ CRSO/CIO RE O GA NET ٢٤ C IO RE O IT ERP ٢٣ CIO RE O IT ERP ٢٥ CIO RO O IT ERP ٧ CIO FL/RO O IT ERP ١٨ CMO FO O MS CRM ٢١ CHRO RE O HR ERP ٤ CFO FO O GA ERP ١٦ COO RE O DI SCM ١٥ CMO RE O MS CRM ١٣ CMO RE O MS CRM ١٥ CMO RE O M S CRM ٢٢
Account payables Account payables Stock control and governance Tax handling Financial controlling Product deployment planning Brand assessment and evaluation Customer servicing and contact history Contact routing Career management Contact routing Asset traceability Security, privacy and data protection Financial controlling Order processing Manage master production schedule Legal audit management Business resilience remediation Service level agreements Integrated risk management Security, privacy and data protection Sales evaluation and audits Learning management Financial controlling Operate outbound transportation Sales evaluation and audits Customer history management Customer prospect assessment and evaluation
Cost per accounts payable invoice ٪ of overdue invoices Number of receiving errors Average overdue time of tax statement Average travel costs per employee Time-to-market of new products/services Customer perception of quality of outputs Phone occupancy rate Average number of incidents handled by Source best practice leadership programmes Improve responsiveness to customer m Accuracy of recording of acquired fixed Ratio of cost of materialized and prevented Cost per minute of handle time Perfect order measure/fulfillment Ratio of actual to projected unit Corrective action response time Mean time to repair (MTTR) ٪ of SLA’s without service level breaches ٪ of unplanned outage/unavailability due Distribution cycle of patches ٪ of sales due to launched products/services Investment in new product support and Sales generated by department/team Electronic links for delivery advice Conversion rate of marketing/sales Response time Monitor customer behaviour pattern
payment each first line operatives and recommendation to CEO requests and inquiries m assets IT incidents production costs to changes training information campaigns

CFO RE O GA ERP ١٨ CFO FL O GA ERP ١٨ C F O /C O O RE O DI ERP ٢٥ CFO RO O GA ERP ٢ CFO FO O GA ERP ٥ CRDO FL O BD ERP ٢٣ CMO FO O MS CRM ١٦ CMO RE O MS ERP ٢٣ CMO RE O MS CRM ٢٣ CHRO FL O HR ERP ١٦ CMO FL O MS ERP ١٦ CRDO O BD RP CFO FL O OS ERP ١٤ CIO RO O IT ERP ٢٥ CFO RO O GA ERP ١٣ COO RO O OP SCM ٢٥ COO FO O OP ERP ٢٥ CRSO/CIO RE O GA NET ٢٤ CIO RE O IT ERP ١٨ CIO RO O IT ERP ٢٥ CIO RO O IT ERP ٧ CIO RE/RO O IT ERP ١٨ CCO FO O MS SCM ٢١ CHRO RE O HR ERP ١٣ CFO FO O GA ERP ٢٥ CFO RE O GA ERP ١٦ CMO FO O MS CRM ١٦ CFO/CMO FO O GA CRM ٢٥ CMO RE O MS CRM ٢٤
Account payables Account payables Warehouse tracking and monitoring Tax handling Financial controlling IP creation support environment Brand assessment and evaluation Servicing issues tracking Customer servicing and contact history Employee administration Customer service strategy and planning Asset traceability Security, privacy and data protection Financial controlling Safety stock planning Schedule and perform maintenance Legal audit management Business resilience planning Service level agreements Integrated risk management Security, privacy and data protection Design evaluation Learning management Financial controlling Financial controlling Brand marketing and advertising Financial controlling Customer tracking and checking
Creditor days Credit analysis costs as a ٪ of revenue Number of return warehouse expense Amount of taxes handled per tax FTE Employee benefit costs as ٪ of labor costs Average application time for patents Customer perception of reliability Maximum call hold Average speed to answer phone call Training hours per employee Costs of operating call center/service desk m Accuracy of changes to the fixed asset Ratio of IT management costs and Ratio direct versus indirect costs per Size of safety stock Work-In-Progress turns (CoGS/average Effectiveness of internal audits Ratio of number of incidents versus Average penalty costs per SLA Availability (excluding planned downtime) Latency of unapplied patches ٪ of sales revenue via partner/channel Training hours ratio Sales growth rate Research and development expense Lead to closed sales opportunity won Annual sales per customers New customer retention rate
ANALYZE DES GN BU LD DEPLOY MPLEMENT RUN MA NTA N CONT NUOUS MPROVEMENT
m w register prevented IT incidents costs incoming phone call value WIP) number of problems conversion rate
P o ec p epa a on and b uep n Rea za on F na p epa a on Go ve Gove nance Op m ze and deve op
m m

STRATEG C BUS NESS OBJECT VES BUS NESS OBJECT VES AL GNMENT KEY PERFORMANCE ND CATOR MEASUREMENTS SETUP & N T AT ON VALUE & PERFORMANCE MEASUREMENTS CFO RE O GA ERP ٢٩ CFO RE O GA ERP ١٨ COO FL O DI ERP ٢٥ CFO RE O GA ERP ٢٥ CFO FO O GA ERP ٢٥ CRDO FO O BD ERP ٩ CMO RO O M S CRM ٤ CMO FL O MS ERP ٢٢ CMO RE O MS CRM ٢٣ CHRO FO O HR ERP ٧ COO RE O IT ERP ١١ CRDO O BD RP CFO RE O OS ERP ١ ٤ CIO RE O IT ERP ٢٧ CFO RO O GA ERP ٢٤ COO RO O OP SCM ٢٥ COO RE O OP ERP ٢٥ CRSO/CIO RE O GA NET ٢٤ CFO/CIO RO O IT ERP ١٨ CIO RE O IT ERP ١٧ CIO RE O IT ERP ١٠ CIO RE/RO O IT ERP ٢٨ CRDO RE O BD ERP ٢٤ CFO RO O GA ERP ٢٥ CFO RE O GA ERP ٢٥ CFO RE O GA ERP ١٦ CMO FO O MS CRM ١٣ C F O /C M O RE O GA CRM ١ ٦ CMO FO O MS CRM ٢٥
Account payables Account payables Stock control and governance Tax handling Financial controlling Research tracking Brand tracking and monitoring Servicing issues tracking Contact routing Employee appraisal Enterprise Architecture Asset maintenance Information management planning Financial controlling Inventory supply schedule Manage master production schedule Legal audit management Financial management Integrated risk management Integrated risk management Security, privacy and data protection Plan and develop cost and quality targets Financial controlling Financial controlling Financial controlling Leads management Financial controlling Sales processing/execution
Early pay discounts Cycle time to resolve an invoice error Stored items per employee Cost of tax penalties Employee benefit costs as ٪ of labor costs Number of collected ideas that were Growth sustainability rate of brand Maximum call length First-call resolution rate Compliance survey for -١on١-’s completed Better balance between standard and m Age of assets ٪ of services not covered in IT disaster Ratio employee costs versus Supply chain cycle time Internal cycle time receipt of material to Recurring audit finding instances Average cost to solve a problem Change in "Residual Risk" Critical-time failures Security vulnerability density per ١,٠٠٠ Average development costs per new product ٪ actual vs. estimated savings Total labour cost Research and development expense by total Lead to pipeline conversion rate Customer service expense per year Sell-through ٪
VX BA VX BA VX BA VX VX for full-time employees developed further with recommendations to each facility customized applications recovery and continuity plan non-employee costs per incoming phone GRN/MRR lines of code expenses
call

CFO FL/RE O GA ERP ١٤ CFO FL O GA ERP ١ ٦ COO FO O DI ERP ٢٥ CFO FL O GA ERP ٢٥ CFO FL O GA ERP ٢٣ CRDO FO O BD ERP ١٦ CMO RO O M S CRM ١ ٤ CMO RE O MS ERP ٢٣ CMO RE O MS CRM ١٩ C O O O GA RP CRSO RO O IT ERP ١ ٧ CRDO O O BD RP CFO RE O OS ERP ١٤ CEHO RO O OS ERP ٢١ CFO RO O GA ERP ٢٤ CFO RE O GA ERP ١ ٦ CEHO RO O OS ERP ٢٥ CRSO/CIO RE O GA NET ٢٥ CFO/CIO RO O IT ERP ١٨ CIO RE O IT ERP ٢٥ C IO RE O IT ERP ١ ٠ CFO FO O OS ERP ٥ CRDO RE O BD ERP ٢٥ CFO FO O GA ERP ٢٥ CFO RE O GA ERP ٢٥ CFO RE O GA ERP ٢٥ COO RE O DI CRM ١٣ CPO RE O O P SRM ٢٥ CFO/COO RE O DI SCM ٢٥
CR T CAL SUCCESS FACTORS SOLUT ON PLANN NG PROCESS PERFORMANCE ND CATOR SOLUT ON PROJECT PLAN S GN OFF EVALUAT ON & REPORT NG DEC S ON MAK NG MPROVEMENT
Account payables Account payables Warehouse tracking and monitoring Financial controlling Financial controlling Product concepts planning Brand assessment and evaluation Servicing issues tracking Servicing issues tracking m m m Integrated risk management Asset traceability EHS regulations and compliance Financial controlling Account receivables EHS audit and control Legal and case processing Financial management Service level agreements Integrated risk management Development planning Plan and develop cost and quality targets Cost accounting Financial controlling Financial controlling Order tracking Procurement evaluation Transportation administration
Monetary value of invoices outstanding Invoicing processing costs Warehouse productivity level Revenue won/lost due to exchange rates as a Revenue per employee (or FTE) Number of collected ideas that were # of negative media coverages Maximum delay in queue Resolution time of complaints A Improve risk protection and management A Depreciation to fixed assets ratio ٪ of energy used from renewable sources Ratio fixed versus variable costs per Cash to cash cycle time ٪ of hazardous operational waste Time to respond to legal discovery of Average cost to solve an incident Deviation of planned budget for SLA Critical-time outage ٪ of new service developments launched Research and development costs as Training cost headcount factor Total overtime cost Research and development resources by Cycle time of purchase order Purchase price variance Total transport cost as ٪ of delivered sales
VX BA VX BA PX SX X VX BA VX BA PX SX X VX BA VX BA PX SX X ٪ of total revenue implemented incoming phone call records on budget percentage of total costs total resources

SOLUT ON ANALYS S & SCOP NG SOLUT ON DES GN SOLUT ON BU LD SOLUT ON DEPLOYMENT SOLUT ON GOVERNANCE CONT NUOUS SOLUT ON MPROVEMENT

۱ ۲ ۳ ٤ ٥
VX BA VX BA PX SX X VX BA PX SX X VX BA PX SX X VX BA PX SX X VX BA PX SX X

۱ ۲ ۳ ٤ ٦ ۸ ۳ BUS NESS MODEL LEVEL ٥ OPERAT ONAL BUS NESS COMPETENCY ۷ PERFORMANCE & VALUE MEASUREMENTS ۸ VALUE BASED SERV CE DES GN ۹ GOAL VALUE BASED PROCESS DES GN SUPPORT NG SERV CE
OPERAT ONAL BUS NESS COMPETENC ES
VALUE PHASES

Va ue Needs & Wan s The bu ne mode eve cha ac e ze he cope o dec on mak ng S a eg c dec on ocu p ma y upon ove a a egy bu ne Bu ne compe enc e can be ca ego zed a e he co e d e en a ng compe p nc p e ha d y unde ood by mo en e p e a ch ec u ng oday en e Bu ne mea u emen n e m o pe o mance and va ue a e he o ma on o pe od ca y e he SBO and CSF w h nked ope a ona mea u e Many o gan za on ea ze ha ad ona p oce de gn doe no con de he va ue a pec o one o gan za on Too ad y he e a e wo huge en e An ope a ona bu ne mode con a n he uc u a ove v ew o he ope a ona
nnova ng and an o m ng one Se v ce
NNOVAT ON & TRANSFORMAT ON VALUE DENT F CAT ON VALUE NNOVAT ON VALUE CREAT ON VALUE REAL ZAT ON VALUE GOVERNANCE p ann ng o eca ng budge ng d ec on and va ue managemen wh e ac ca dec on a e ma n y abou gove nance mon o ng enc e co e compe ve compe enc e o non co e compe enc e The den fi p e mode ng echn que and ema n o be he ng e ou ce o co and n o ma on ba ed ou ne and p ocedu e ha manage pe o mance and men KP and PP o p ov de npu and eedback o dec on make n he Mode o nc ea e cu ome a ac on and p e mode ng m ake we encoun e n mo o gan za on bu ne compe enc e o an en e p e a bu ne un o even a pec fic L ne o
REQU REMENTS ۱ ۰ Genera Adm n strat on ۲ ۰ Human Resource Management ۳۰ nformat on Techno ogy
۳ ٤ ٤ ٦ ٦ CHRO FO O HR ERP ٢٩ ۹ con o and manag ng bu ne ope a on Ope a ona dec on add e he p oce ng de ve y and execu on o pec fic ope a on ca on o h compe ency ca ego za on can he p an o gan za on o den y va ue d ficu e oday and he eby TCO and RO cha enge The ope a ona execu ve va ue u e o ma n a n and o a e pa e n w h n o gan za ona d ec p og e o mov ng owa d he p ev ou y defined a eg c ac ca and ope a oya y a we a o nc ea e compe ve mp emen ng Be P ac ce concep whe e A & FMT P ac ce hou d have been app ed Bu ne LOB w h n a company
VX VX VX VX BA VX BA S = S a eg c T = Tac ca O = Ope a ona whe e A & FMT P ac ce and Va ue Managemen need o be app ed and bu ne compe enc e a e no on y he n e nk wh ch connec bu ne mea on e v ce and o ac v e A yp ca bu ne mea u emen he p o gan za ona goa and ob ec ve advan age o many o gan za on he va ue ٢ App y ng op m za on p nc p e whe e nnova on p nc p e hou d have been app ed S a eg c P ann ng O gan za ona P ann ng T S a egy & P ann ng
۱۱ ۲۱ ۳۱
VX BA ٥ Ta en managemen whe e Be P ac ce and Pe o mance Managemen need o be app ed Such a u emen epo ng and a company ac v e hey ep e en an nva uab e c ea ng and ea za on a pec ha hey need The ope a ona bu ne mode and he eby ope a ona compe enc e an
Pe o mance Needs & Wan s ca ego za on v a n o de o know whe e one can anda d ze o mp ove he ou ce when au oma ng hem n y em and u he mo e when nnova ng and PERFORMANCE & VALUE MEASUREMENT TEMPLATE n o de o d e en a e n he ma ke Bo h o he e m ake e u n de oy ng va ue whe e va ue hou d have bea u when he e a connec on no on y be ween he ۱ ۱ ۱ Bus ness v s on ۱ ۱ ٥ A ance managemen ۲ ۱ ۱ O gan za on s uc u e ۲ ۱ ٥ Resou ce schedu ng ۳ ۱ ۱ T s a egy ۳ ۱ ٥ S a eg c deve opmen nva uab e oo when deve op ng KP o p oce e enab e he managemen o
Cand da e accep ance a o
BUS NESS COMPETENCY SYSTEM MEASUREMENTS ope a ng mode cu co and nc ea e he pe o mance and whe e o nnova e an o m ng one pe o mance ope a ng co e v ce evenue and o va ue been den fied c ea ed and ea zed Execu ve ha a k hem e ve wha va ue d ve SBO and CSF and pe o mance d ve KP & PP ocu on c ea ng bu ne va ue op m ze p oce e and even ga n a compe ve
۷ V EW
GOAL & OBJECT VE V EW DEC S ON MAK NG V EW
V EW
PROCESS V EW MEASUREMENTS V EW
o mp ove he e v ce evenue and va ue mode o one o gan za on Th mode
۱ ND CATOR ۲ ND CATOR NUMBER ۳ DEF N T ON
Bu ne e v ce ype eflec wha k nd o ake o move om ad ona p oce de gn o va ue ba ed p oce bu a o how he o gan za on app e hem o he compe enc e
۱ ۱ ۲ Bus ness p ans ۱ ۱ ٦ Bus ness a ch ec u e ۲ ۱ ۲ Wo k o ce p ann ng ۲ ۱ ٦ O gan za on cha ng ۳ ۱ ۲ Po o o p ann ng ۳ ۱ ٦ Bus ness equ emen s
advan age on bo h he a eg c ac ca and ope a ona bu ne eve he e
VALUE MOT VAT ON VALUE PLANN NG VALUE MOT VAT ON
Cand da e Accep ance Ra o Measu es he sha e o accep ed cand da es n he ove a numbe o p oposed cand da es e v ce p ov ded o one o mo e e v ce de gn have o con de he o e ha va ue p ay n he p oce e and a o p oce e and ac v e The A & FMT P ac ce Va ue ba ed P oce o e a powe u comb na on when chang ng ex ng bu ne a eg e and when
۲ ۱ ۱ ۳ Bus ness s a egy ۱ ۱ ۷ Bus ness o ecas ۲ ۱ ۳ P o ec esou ce p ann ng ۲ ۱ ۷ O gan za on se v ce mode ۳ ۱ ۳ En e p se a ch ec u e ۳ ۱ ۷ Se v ce s a egy
gu P K P om n nd o KP od b M ss on SBO Dec s on Mak ng o Sco eca ds Managemen P ocess o S a eg c KP s & PP s
Cand da e Accep ance P oposed cand da es ha a e o ma y accep ed by a cus ome and con umed by ano he By nk ng he how and whe e o nc ea e h va ue Too ew en e p e mode ng De gn nk he e ac o and enab e u va ue den fica on p ann ng c ea ng new bu ne a eg e
VX BA VX VX BA Execu ves Execu ves BUS NESS TECHNOLOGY
V s on BP e v ce ype and he e v ce flow o one expe a ch ec ea ze ha he ab y o deve op and ach eve va ue on y c ea on and gove nance ۱ ۱ ٤ Define a ge s a eg es SBO s ۱ ۱ ۸ Va ue and pe o mance managemen ۲ ۱ ٤ Ca ee p ann ng ۲ ۱ ۸ O gan za on o ecas s ۳ ۱ ٤ Techno ogy nnova on and s a egy ۳ ۱ ۸ n o ma on managemen s a egy
٤ PERFORMANCE ND CATOR CATEGORY va ue d ve SBO and CSF a we a
۱ C LEVEL STRATEGY MAPP NG
Ma n P ocess
S a egy BUS NESS MODEL DOMA N BUS NESS COMPETENC ES TECHNOLOGY STANDARDS
The C eve mapp ng den fie o each C eve execu ve he un que and Suppo ng P ocess
pe o mance d ve KP o gan za on can O ۱۲ Lega & Regu a o y A a s ۲۲ Rec u men ۳۲ Dep oymen

VALUE
٥ KEY PERFORMANCE ND CATOR KP ٦ PROCESS PERFORMANCE ND CATOR PP
VALUE NVEST GAT ON PERFORMANCE MANAGEMENT d e en va ue and o pe o mance d ve The managemen o an o gan za S a eg c Bus ness P ann ng enab e va ue ba ed Se v ce Mode ng ۱ ۲ ۱ Lega aud managemen ۱ ۲ ٥ Regu a o y p ann ng ۲ ۲ ۱ Ta en managemen ۲ ۲ ٥ Manage p ep acemen ve fica on ۳ ۲ ۱ Dep oymen p ann ng ۳ ۲ ٥ Change mp emen a on
Deg ee o Change Deg ee o Change Deg ee o Change Revenue Mode Core D eren a ng Compe enc es A & FMT Prac ce
۱ H gh Med um Low ٥ on c eve va ue and o pe o mance d ve one o he mo cha eng ng Fo ecas Va ue Mode Goa s compe ve advan age nves o d e en a e
F nanc a Ope a ona T me Cos Qua y Vo ume E fic ency
٥٪
VX BA VX BA a k he e a gene a need o know ng exac y wh ch a egy pe o Focus on nnova on and e fic ency D ve s y be ween bus ness un s The o ow ng e v ce ype a e u ed o he O ۱ ۲ ۲ Bus ness sk assessmen ۱ ۲ ٦ Lega adv ce ۲ ۲ ۲ App ca on ack ng ۲ ۲ ٦ Manage new h e e h e ۳ ۲ ۲ Re ease p ann ng ۳ ۲ ٦ T ans o ma on
Budge X X
mance and o nve men o p o ze n o de o ea ze he mo po b e den fica on and he nkage o va ue and m m

Va ue & Pe o mance Mg Serv ce Mode Core Compe ve Compe enc es ndus ry Bes Prac ce pe o mance d ve ۱ ۲ ۳ Lega and case p ocess ng ۱ ۲ ۷ Po cy managemen ۲ ۲ ۳ Rec u sou ce cand da es ۲ ۲ ۷ Job pos ng ۳ ۲ ۳ Re ease mp emen a on ۳ ۲ ۷ mp emen a on s a egy
Con nuous Va ue mp ovemen va ue o he bu ne ۷ RAT ONALE ۸ TARGET GROUP S CHRO O O HR RP
Per ormance Mode Goa s compe ve pa y nves n ndus y s anda d unc ona y ۱٥٪
Bus ness nnova on & Bus ness nnova on & Bus ness nnova on & n mngmn
Bus ness nnova on & T ans o ma on T ans on Bu d & Dep oy Focus on e fic ency and e ec veness Rep ca e ac oss bus ness un s Measu es he e fic ency o he cand da e se ec on Top Managemen O M O O M O O M O ۱ ۲ ٤ Lega and managemen conso da on ۱ ۲ ۸ Lega s anda ds ۲ ۲ ٤ Sc een and se ec cand da es ۲ ۲ ۸ Rec u ng po c es ۳ ۲ ٤ Change p ann ng and con o ۳ ۲ ۸ Techno ogy mp emen a on
T ans o ma on S a egy T ans o ma on Des gn T ans o ma on Gove nance A cand da e e o ca ego e m gh be a o ow Adm n s a on CSF Dec s on Mak ng o Dashboa ds Managemen P ocess o Tac ca KP s & PP s
S a eg c Se v ce Type O O
Manage s Manage s C nd d p n o
CBDO = Ch e Bu ne CMO = Ch e Ma ke ng & Sa e Con o & Mon o ng Cos Mode Non Core Compe enc es S andard Bes Prac ce Enab es dec s ons on necessa y ac ons conce n ng he esou ce eques p ocess Rec u ng Manage s = S a egy MO OO MO O ۱۳ n o ma on Ana ys s ۲۳ Adm n s a on ۳۳ T Bus ness Managemen
den y bus ness d ve s ex e na and n e na A gn and define bus ness ob ec ves CSF s w h C ea e and p epa e ba anced sco eca ds dashboa ds n a e va ue measu emen s nked o SBO s and Pe o m va ue measu emen s aga ns va ue Defines va ue nnova on and ans o ma on Deve opmen O fice O fice Ma n P ocess Opera ng Mode Goa s o mee ma ke s anda ds Ou o he box unc ona y d e en a on adds no va ue ٢ = P an M m M m M m
Eva ua on & Repo s
Focus on e ec veness and e fic ency S anda d ze ac oss bus ness un s ۸۰٪ O
den y and ana yze va ue d ve s bus ness s a egy and goa s SBO s and cockp s CSF s expec a ons a ge s Con nuous y e a gn and op m ze va ue CCO = Ch e Channe O fice COO = Ch e Ope a on O fice ۹ CALCULAT ON ۱۰ PROCESS CONTACT ۱۱ APPL CAT ON CONTACT ۱۲ DATA CONTACT ٣ = Fo eca ۱ ۳ ۱ F nanc a epo ng ۱ ۳ ٥ Ope a ons epo ng ۲ ۳ ۱ Emp oyee adm n s a on ۲ ۳ ٥ Ca ee managemen ۳ ۳ ۱ F nanc a managemen ۳ ۳ ٥ Tes ng and eg ess on es ng

COST
Suppo ng P ocess m O m M m m
gu P KP
den y and ana yze pe o mance d ve s A gn va ue d ve s o bus ness s a egy Se up and p epa e va ue measu es and epo ng Se up va ue epo ng n sco eca ds and dashboa ds Pe o m pe o mance measu emen s aga ns va ue expec a ons aga ns va ue d ve s Tac ca Ope a ona P an O m m O m m O m
den y va ue s akeho de s A gn and define pe o mance nd ca o s KP s w h Se up and p epa e pe o mance measu es and n a e pe o mance measu emen s w h n KP s PP s expec a ons a ge s Con nuous y e a gn and op m ze pe o mance CEO = Ch e Ex ecu ve O fice CPO = Ch e P ocu emen O fice D v de numbe o accep ed cand da es by ove a numbe o p oposed cand da es P ocess con ac name App ca on con ac name Da a con ac name ٤ = Va ue Managemen
VALUE TASKS

M M
۱ ۳ ۲ P oduc and se v ce cos epo ng ۱۳٦ Sa epo ng ۲ ۳ ۲ Emp oyee ans e ۲ ۳ ٦ Emp oyee p ofi ng ۳ ۳ ۲ T HR managemen ۳ ۳ ٦ Change con o
den y pe o mance s akeho de s bus ness ob ec ves CSF s epo ng and SP s Con nuous y de ve va ue epo ng o va ue expec a ons aga ns pe o mance d ve s CEHO = Ch e Env onmen & He a h CSO = Ch e S a egy O fice Po c es Ru es & Gu de nes ٥ = Budge m m m m
Define bus ness s a egy and goa s SBO s on Define va ue expec a ons n a e va ue s akeho de s and owne sh p Se up pe o mance epo ng n dashboa ds and s akeho de s den y and e a gn va ue o gan za on o mee
O fice CTO = Ch e Techno ogy O fice ۱۳ DR LL DOWN D MENS ONS ۱٤ PROCESS ES ACT V TY MEASURED ۱٥ SOURCE S App ca on Func on Task or Serv ce
beha o he den fied bus ness d ve s Define pe o mance expec a ons n a e pe o mance s akeho de s and owne sh p cockp s Con nuous y de ve pe o mance epo ng o new and o unexpec ed va ue oppo un es Measu emen s gu ٣ How o nd u o bu n omp n nd hno og nd d ۱ ۳ ۳ Sa es and ma ke ng epo ng ۱ ۳ ۷ Eva ua on and ana ys s ۲ ۳ ۳ Sk s managemen ۲ ۳ ۷ O gan za ona gu de nes and s anda ds ۳ ۳ ۳ Pe o mance and va ue eva ua on ۳ ۳ ۷ P og am managemen
den y va ue oppo un es w h n he bus ness A gn den fied va ue oppo un es w h bus ness Enab e dec s on mak ng w h n e nk ng ope a ona pe o mance s akeho de s den y and e a gn pe o mance o gan za on o CFO = Ch e F nanc a O fice CRDO = Ch e Re ea ch & Tac ca Se v ce Type m gu ٨ Op on Bu n Comp n
s a egy and goa s SBO s s a egy goa s and ob ec ves pe o mance measu emen s w h s a eg c va ue den y gap n epo ng eva ua on and mon o ng mee new and o unexpec ed pe o mance Aud s Reg ons Resou ce eques PP SAP HR Wo k o ce Resou ce Managemen Resou c ng
den y pe o mance oppo un es w h n he A gn den fied pe o mance oppo un es w h aspec s and he eby measu emen s oppo un es CHRO = Ch e Human R e ou ce Deve opmen O fice ٦ = S a eg c Adv ce ۱ ۳ ٤ Bus ness deve opmen epo ng ۱ ۳ ۸ Mon o ng and po c es ۲ ۳ ٤ Reass gnmen and s a us changes ۲ ۳ ۸ Commun ca ons ۳ ۳ ٤ Supp e and con ac adm n s a on ۳ ۳ ۸ Asse managemen
bus ness s a egy and goa s SBO s bus ness s a egy goa s and ob ec ves O fice CRSO = Ch e R k & Secu y O fice D v s ons ٧ = S a eg c Gu dance & Comp ance REVENUE MODEL LEGEND VALUE MODEL LEGEND SERV CE MODEL LEGEND COST MODEL LEGEND PERFORMANCE MODEL LEGEND OPERAT NG MODEL LEGEND KEY PERFORMANCE ND CATORS KP
Ass gn va ue s akeho de s
CO = Ch e n o ma on O fice
Ope a ona Adm n s a on Bus ness KP Managemen Repo ng Cockp s Managemen P ocess o Ope a ona KP s & PP s
٦ VALUE BASED NFORMAT ON MODELL NG ٨ = Mon o ng = Revenue Oppo un y = Va ue Oppo un y = Se v ce F ow = Cos Oppo un y = Pe o mance Oppo un y = n eg a on Oppo un y ۱٤ P o ec Managemen ۲٤ Benefi s ۳٤ R sk and Comp ance KP hou d a way be an n eg a ed and e en a pa o an ope a ona bu ne
Ass gn pe o mance s akeho de s Wo k o ce Long d cu ed and even hough expec ed by many bu ne and T o ga ۱٦ BUS NESS COMPETENCY ۱۷ SERV CE TYPE ۱۸ SERV CE T ER
Ope a ona Repo ng
n za on Va ue ba ed n o ma on Mode ng VB M ome h ng ha many Conso da ed Ac ua s Budge & Measu emen s Goa s ٩ = Repo ng compe ency and mo mpo an p oce e
Ma n P ocesses ۱ ٤ ۱ Po o o assessmen ۱ ٤ ٥ P o ec esou ce managemen ۲ ٤ ۱ En o men ۲ ٤ ٥ P ocess c a ms ۳ ٤ ۱ Regu a o y comp ance p ann ng ۳ ٤ ٥ n eg a ed sk managemen
PP s e a ed o KP s KP s e a ed o CSF s SBO s & CSF s
۱ Qua y Ga e ۱ ۲ Qua y Ga e ۲ ۳ Qua y Ga e ۳ ٤ Qua y Ga e ٤ ٥ Qua y Ga e ٥ ٦ Qua y Ga e ٦ ۲ VALUE MODEL MPERAT VE Ope a ona Ove s gh do no know how o ea y app y abou mo e han on y mapp ng one Bus ness Compe ency Ope a ona Bus ness Compe ency ۲۹ P ocess ng T e ۱ S mp e Se v ce = Eva ua on and o Aud = Revenue F ow = RO Oppo un y = Ma n Suppo ng Se v ce = Cos F ow = Con o & Mon o ng = S anda d za on Oppo un y
Va ue Managemen p an s gn o den y and ou ne va ue oppo un es Va ue and pe o mance measu emen s bu d Va ue Managemen p an execu on Eva ua e va ue measu emen s aga ns a ge F Gap Ana ys s The ou va ue mpe a ve – Focu ed Re pon ve F ex b e and Robu – Suppo ng P ocesses = Po cy ۱ ٤ ۲ P o ec o fice schedu e ۱ ٤ ٦ P o ec suppo ۲ ٤ ۲ Spend ng accoun ng ۲ ٤ ٦ P ann ng ev ew o e ngs ۳ ٤ ۲ Secu y p vacy and da a p o ec on ۳ ٤ ٦ Bus ness es ence emed a on KP p ov de a way o he managemen o deve op ac onab e me c wh ch
Ope a ona Execu ng p oce e and hen au oma ng hem abou ea z ng wh ch a ea c ea e Rec u men Ta en managemen
Bus ness equ emen s spec fica on and den y and ou ne pe o mance oppo un es Va ue Managemen p o ec n a on va ues Roo Cause Ana ys s oge he p ov de d ec on o oday o gan za on a hey a ge bu ne ٢ = P ocedu e = Channe = Va ue den fica on = S mp e Se v ce = TCO Oppo un y = BPM E ec veness & = Gove nance Po c es & connec o he bo om ne ega d e o depa men Good KP w be ac onab e
esou ce and know edge need Requ emen s spec fica on s gn o Eva ua e pe o mance measu emen s aga ns va ue wh ch bu ne mea u emen ex n he pa cu a a ea and he eby E fic ency Gu de nes
Ensu e ha qua y goa s and scope a e P o ec o es ass gnmen a ge va ues nnova on and o an o ma on n d e en a ea e g compe enc e De ve y Cockp s Dashboa ds Dashboa ds Dashboa ds Sco eca ds ۱۹ STRATEGY GOAL CONNECT ON ۲۰ CR T CAL SUCCESS FACTOR OBJECT VE CONNECT ON ٣ = Mea u emen ۱ ٤ ۳ P o ec managemen ۱ ٤ ۷ P o ec eva ua on ۲ ٤ ۳ Pa c pan mon o ng ۲ ٤ ۷ Eva ua on and aud ۳ ٤ ۳ Regu a o y comp ance emed a on ۳ ٤ ۷ Secu y so u on des gn and mea u ab e w h a d ec e a on h p o p ofi ab y a o mpo an o e
need o be hand ed w h d e en n o ma on mode ng p nc p e and
GOVERNANCE GATES

= Co e D e en a ng = Va ue C ea on = Comp ex Se v ce = Cockp s Dashboa ds & = Measu emen s # = Peop e D s bu on

we defined ac oss he p o ec ecyc e p oce e e v ce e c None o he e mpe a ve a e new by hem e ve P ocess ng ٤ = Adm n a on Compe ency Sco eca ds c ea a ge and a gn epo ng accoun ab y o each me c
even au oma ed w h d e en p nc p e e g u ng A & FMT P ac ce mp ove Ope a ona Exce ence SBO mp ove ab y o a ac a en S a eg c CSF ۱ ٤ ٤ P o ec p ann ng ۱ ٤ ۸ P o ec epo ng ۲ ٤ ٤ De ve emp oyee benefi p og am ۲ ٤ ۸ Benefi po c es and gu de nes ۳ ٤ ٤ Bus ness es ence p ann ng ۳ ٤ ۸ Use den y and access p ocess ng
bu ndeed compan e have a guab y been mov ng owa d becom ng mo e ٥ = Commun ca on
Ope a ona Measu emen s p nc p e o en u e con nuou va ue c ea on n h a ea ha many = Co e Compe ve = Va ue Gove nance = Un que Se v ce = Eva ua on & Aud s = Repo ng F ow ۱ = Ma u y Leve
ocu ed e pon ve flex b e and obu o qu e ome me Ye ew compa Ave age me o ec u Ope a ona CSF ٦ = Pe o mance Managemen Compe ency U ng h ep by ep app oach w enab e you o deve op good and e fic en KP
o gan za on when app y ng he p nc p e w ong de oy mo e va ue han Resu Ou pu S a eg es Goa s ۱٥ F nance ۲٥ Pe o mance Eva ua on ۳٥ n o ma on Managemen T
n e know how o mode and app y he e va ue n a he d e en pe o gu mp o how bu n mod o omp n ob d on m ng m u m n nd p o Ac ua s ٧ = R k Managemen gu App ng bu n mod u d oK P om n nd o o go u b dpo mod ng o you o gan za on
۱ Va ue Aud ۱ ۲ Va ue Aud ۲ ۳ Va ue Aud ۳ ٤ Va ue Aud ٤ ٥ Va ue Aud ٥ ٥ Va ue Aud ٦ hey ac ua y c ea e The a ng po n o VB M o den y wh ch SBO Sho e m ong e m Ta ge yea ٥ ۱ Co or Legend
Ana yze and nves ga e poss b e va ue and Refined Va ue Managemen p an s gn o Va ue nnova on measu emen s and epo ng Va ue & Pe o mance Managemen eva ua on Pe o mance gap epo ng Va ue Managemen gove nance
mance and va ue a ea F gu e ٥ How o measu e he pe o mance and va ue ga n om a KP ۱ ٥ ۱ F nanc a p ann ng ۱ ٥ ٥ C ed managemen ۲ ٥ ۱ Emp oyee app a sa ۲ ٥ ٥ Manage emp oyee deve opmen ۳ ٥ ۱ n o ma on managemen p ann ng ۳ ٥ ٥ n o ma on esou ce managemen Define he mo c ca p oce e n you bu ne
CSF and KP w be n he va ou n o ma on y em
pe o mance oppo un es Bus ness comp ance ac oss nnova on and o Pe o mance nnova on measu emen s and and epo ng = Bus ness Laye = P ocess Laye = App ca on Laye = Da a Laye Ope a ona Se v ce Type The co o o he KP code ba ep e en he ma n bu ne p oce a ea o he KP n he examp e ca e ee figu e he pu p e co o ep e en an ٢ Choo e a me c e a ed o cu ome e v ce
ans o ma on ecyc e epo ng Numbe o va ue and o pe o mance
n o de o nnova e and an o m one o gan za on bu ne a ea depa o gan za on ocu ed bu ne p oce ۱ ٥ ۲ F nanc a con o ng ۱ ٥ ٦ Cash flow managemen ۲ ٥ ۲ Job ana ys s ۲ ٥ ٦ Eva ua e ove a s a egy ۳ ٥ ۲ n o ma on a ch ec u e ۳ ٥ ٦ Know edge cap u e and ava ab y
obs ac es encoun e ed ٤ BUS NESS MODEL COMPETENCY AREA Wh e he n o ma on y em dep oyed by any o gan za on w obv ou y F nanc a & P ann ng Budge ng Conso da on & ND CATOR
٨ = Ope a ona Adm n a on ٣ L he op ou o five p oce e ha a e connec ed o he cu ome e v ce
Numbe o va ue and o pe o mance a ge s men p oduc e v ce and o ope a on he e a need o enab e one va ue Bu ne compe enc e a e defined a bu ne a ea w h cha ac e c e ou ce and capab e Pe o mance and va ue un ng one Measu ed Ac v es ۱ ۸ TARGET GROUPS S ۱٥ SOURCE S App ca on Func on Task Serv ce
٩ = ue Managemen me c
no eached va y a cand da e e o ca ego e o an o gan za on m gh be a o ow Ope a ona Mode ng & Fo ecas ng Repo ng Name o he pe o mance nd ca o Ta ge g oup s o wh ch he nd ca o w be epo ed Sou ce om wh ch he nd ca o can be aken ۱ ٥ ۳ T easu y and sk managemen ۱ ٥ ۷ Eva ua on and aud s ۲ ٥ ۳ Ob ec ve managemen ۲ ٥ ۷ Pe o mance measu emen s ۳ ٥ ۳ Da a and con en managemen ۳ ٥ ۷ n o ma on sys em des gn
mode o be mo e bu ne a ea ema n a cha eng ng mode ng a k nce a bu ne mode con a n he uc u a ove v ew o he bu ne compe ٢ = Ope a ona P ann ng ٤ Connec he me c o he bo om ne
Numbe o va ue and o pe o mance CRM = Cu ome Re a on h p Managemen ۲ ND CATOR NUMBER ۹ CALCULAT ON ۱٦ BUS NESS COMPETENCY S a egy ocu ed p oce P oduc on ocu ed p oce Supp e ocu ed p oce
oppo un es no execu ed RE = Re pon ve P ov de ea me den fica on ana y and eac on o ency a ea o an en e p e a bu ne un o even a pec fic ne o bu ne w h n a company P ocess Too s Ana y cs Que y & Repo ng En e p se Repo ng Numbe o he pe o mance nd ca o Exp ana on o how h s nd ca o s ca cu a ed e g me hodo ogy S a e he bus ness compe ency and ope a ona bus ness ٢ = P oce Managemen ۱ ٥ ٤ F nanc a po c es ۱ ٥ ۸ F nanc a epo ng ۲ ٥ ٤ Deve op and a n emp oyees ۲ ٥ ۸ Pe o mance eva ua on ۳ ٥ ٤ Know edge managemen p ann ng ۳ ٥ ۸ n o ma on configu a on managemen ٥ Make he me c ac onab e and mea u ab e
ERP = En e p e Re ou ce P ann ng componen s o mu a o da a used compe ency ha he KP o PP be ongs o
ou de d ve ac ua oppo un e and h ea n e m o one ۳ DEF N T ON ٢٢ = Ope a ona Mon o ng ٦ Fo each KP define he e how w be mea u ed and he a ge
NET = SAP Ne Weave C ys a c ea defin on o wha he pe o mance nd ca o s a abou
PHASE LEGEND e v ce evenue and va ue mode Connec ng he bu ne compe ency a ea w h he SBO and CSF enab e he o gan za on o ocu on c ea ng bu ne va ue ۱۰ PROCESS CONTACT ۱۷ SERV CE TYPE ٢٣ = Repo ng ٧ Se up egu a epo ng
PLM = P oduc L ecyc e Managemen n eg a on Se v ces Name o he owne o he p ocess and he depa men The ype o se v ce ha s pa o he measu emen Pa ne ocu ed p oce O gan za on ocu ed p oce Su a nab y ocu ed p oce ۱٦ Fac y Managemen ۲٦ Compensa on ۳٦ So u on & Se v ce De ve y
FO = Focu ed Enab e d e en a on and pu u o A & FMT P ac ce and mp ove e v ce flow and fine une pe o mance hu enab ng he po en a o ga n ng a compe ve advan age on bo h he a eg c ٤ PERFORMANCE ND CATOR CATEGORY ٢٤ = Eva ua on and o Aud ٨ Con nue o efine and e up a y em o ewa d o op pe o me o
Bus ness Ana ys Va ue eXpe P ocess eXpe Se v ce eXpe n o ma on eXpe T ans o ma on eXpe n o ma on A ch ec En e p se A ch ec Techno ogy A ch ec Tes e D ve s akeho de o owne SCM = Supp y Cha n Managemen S a e whe he he nd ca o s a Key Pe o mance nd ca o KP o ۱۱ APPL CAT ON CONTACT ۱۸ SERV CE T ER ۱ ٦ ۱ Bu d ng and ac y p ann ng ۱ ٦ ٥ Fac es adm n s a on ۲ ٦ ۱ Des gn ncen ves p an ۲ ٦ ٥ Sa a y benchma k ng ۳ ٦ ۱ Se v ce de ve y p ann ng ۳ ٦ ٥ Se v ce managemen
he eby be n c a compe enc e capab e and e ou ce o ac ca and ope a ona bu ne eve he e o e a powe u comb na on when chang ng ex ng bu ne a eg e and when a P ocess Pe o mance nd ca o PP and ass gn o a ca ego y Name o he app ca on con ac and he depa men The se v ce e o wh ch he se v ce ype s a pa o and be ongs ٢٥ = Mea u emen depa men
BA VX PX SX X TX A EA TA TE SRM = Supp e Re a on h p Managemen o Cu ome ocu ed p oce Human Re ou ce ocu ed p oce F nance ocu ed p oce
ocu ng on one co e d e en a ng and co e compe ve compe en c ea ng new bu ne a eg e and c ca ucce ac o o have a d ec nk o he bu ne compe ency a ea ٥ KEY PERFORMANCE ND CATOR KP ۱۲ DATA CONTACT ٢٦ = P ocedu e ۱ ٦ ۲ Bu d ng po o o assessmen ۱ ٦ ٦ Con o ng and epo ng ۲ ٦ ۲ E ec veness ana ys s ۲ ٦ ٦ Pens on managemen ۳ ٦ ۲ Ope a ons p ann ng ۳ ٦ ٦ n as uc u e ope a ons
ce Ass gn he Key Pe o mance nd ca o KP o a ca ego y e g Name o he da a con ac and he depa men ۱۹ STRATEGY GOAL CONNECT ON
Once he va ou app ca on componen a e den fied one app ca on financ a o ope a ona S a e he s a egy and goa connec on n wh ch he pe o mance
٢٧ = Ope a ona Adv ce and o Gu dance
FL = F ex b e C ea e bu ne flex b y and a e advan age by ma ch ng A gene a zed cand da e e o bu ne compe ency a ea o an o gan za on m gh be a o ow ۱۳ DR LL DOWN D MENS ONS nd ca o s a pa o ٢٨ = Ope a ona Gu dance & Comp ance ۱ ٦ ۳ Fac es ma n enance ۱ ٦ ۷ Fac y ssue managemen ۲ ٦ ۳ Sa a y packag ng and adm n s a on ۲ ٦ ۷ Compensa on adm n s a on ۳ ٦ ۳ n as uc u e esou ce managemen ۳ ٦ ۷ Se v ce pe o mance
a k e v ce and mea u emen need o be mapped and nked o Ne weaver ٦ PROCESS PERFORMANCE ND CATOR PP D down c e a by wh ch h s nd ca o can be de a ed e g by n e na ocu ed p oce Techno ogy ocu ed p oce D bu on ocu ed p oce
one co mode dynam ca y w h he evenue mode BD = Bu ne Deve opmen T = n o ma on Techno ogy MDM BW B ERP
co eca d da hboa d and cockp acco d ng o he va ue ba ed BPMN Ass gn he P ocess Pe o mance nd ca o PP o a ca ego y eg on cou se ype e c ۲۰ CR T CAL SUCCESS FACTOR OBJECT VE CONNECT ON ٢٩ = P oce ng
RO = Robu Reduce he mpac o ca a oph c change and uppo ong D = D bu on MS = Ma ke ng Sa e & Se v ce e g me cos qua y vo ume o e fic ency S a e he c ca success ac o and o ob ec ve connec on o ۱ ٦ ٤ Bu d ng u za on ۱ ٦ ۸ Bu d ng po c es and p ocedu es ۲ ٦ ٤ Ca cu a e va ab e compensa ons ۲ ٦ ۸ Compensa on po c es ۳ ٦ ٤ n as uc u e esou ce p ann ng ۳ ٦ ۸ Deve opmen s anda ds
n o ma on ۱٤ PROCESS ES ACT V TY MEASURED wh ch he pe o mance nd ca o be ongs
e m u v va by bu d ng edundancy h oughou he pe o mance and GA = Gene a Adm n a on OP = Ope a on ۷ RAT ONALE Name o he p ocess es ac v y ha s measu ed P oduc & Se v ce ocu ed p oce Gove nance ocu ed p oce
Conc se a ona e o why he nd ca o s necessa y and how can gu ٧ Op on Bu n Mod
ope a ng mode HR = Human Re ou ce Managemen OS = Ope a on Suppo gu e V ue b ed n o m on Mode ng
be used o suppo dec s ons