Management Information: Everywhere and Nowhere How to restructure the jumble of management information? Step 1: What is the objective: who will use it for which decision? Step 2: Based on the objective, determine the information need Step 3: The Management Information will only be effective when presented in a certain way: How often? Which reference or benchmark? Which fashion? Step 4: To create the Management Information, we need a well-defined process including responsibilities and tooling

1. Management Information Guidelines to restructure the jumble of management information

2. Management Information: Everywhere and Nowhere “Dimensions differ, however, the sum of the dimensions is not aligned” “Each staff departments delivers its own report, but I like to know how these data is linked” “All managers get the same information, for some useful, for others, it is just not what they need” “My organization has a lot of information, but does it really help my managers in taking better decisions?” “I use my monthly report for both strategic as operational decisions, however, it feels that I just need some more reflection now and then” “My reference data to compare my actuals is not useful; budget is out of date and my peers are in a completely different situation” “The KPIs in my managers report differ significantly compared to my monthly report” How to restructure the jumble of management information?

3. Step 1: What is the objective: who will use it for which decision? Objectives Target Group / Users Group Management Unit managers Shared Service managers Project managers Account managers Product managers Etc. Type of Decisions Strategicdecisions Operational decisions Ad hoc or one-off decisions Etc. Reporting not customized to decision-making and users is not effective

5. Financial

6. Sales

7. Delivery / Operations

8. HR

9. Risk

10. Etc.

11. Scope

12. Organization / Unit

13. Projects

14. Customers / Clients

15. Products

16. Etc.

17. Level of Detail

18. Status

19. Confidential

20. Validation

21. Etc.The set of reported KPIs is aligned with strategy and consistent with the role of the user

23. Realtime

24. Drumbeat: Weekly, Monthly, Quartly, Yearly

25. Ad hoc

26. Reference

27. History (past period, year, etc.)

28. Budget

29. Forecast

30. Peers

31. Etc.

32. Presentation

33. Online dashboard

34. Spreadsheet or PowerPoint

35. Graphs or Text

36. Etc.Reporting with realistic but challenging reference data will stimulate performance

38. Define MI

39. Prepare reports

40. Analysis

41. Distribution

42. Maintenance

43. Governance

44. RACI: Accountable, Responsible, Consulted, Informed

45. Functional or multidisciplinaire teamwork

46. Tooling

47. ERP systems

48. Data Warehouse

49. Microsoft Office

50. Etc.Analyzing data from several perspectives, not just financials, will bring new insights

51. Conclusion: The Management Information Framework will help you in creating a set of consistent decision-support information Realization Objectives Target Group / users Type of decisions Process Group Business Unit Strategic Opera-tional Define MI Prepare reports Business Line … One-off … Analysis Maintenance Responsibilities (RACI) Need Tooling Types of information Policy Statement Financial Delivery Data warehouse Microsoft office Sales HR ERP … Risk … Scope Client view Organization Effectiveness Project view … Presentation Reference Frequency Status Continuously Weekly Past period Past year Online tool PowerPoint Confidential Validation Monthly Quarterly Budget Forecast Spread-sheet Graphs Level of detail Yearly Ad hoc Peers … Dashboard Text

52. Ir. L.Y. (Liesbeth) Bout RC Tel: +31 30 689 0388 Mob: +31 6 15 030 372 liesbeth.bout@capgemini.com www.capgeminiconsulting.nl Capgemini Consulting is the strategy and transformationconsulting brand of Capgemini Group