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Fail to prepare,    prepare to fail October 2011
Introduction  to Sage
What Sage does ,[object Object],  Our vision is to be the most admired and respected business software and services provider in the world
Sage  -   Global Vendor, Local Strategy ,[object Object],[object Object],[object Object],Global £1.439Bn revenue 6 m customers world-wide 13,100 employees in 26 countries 27,000 resellers, 40,000 accountants
What we offer
What we supply: Business management solutions …
What are business management solutions?   Software and services that help companies manage their business processes and relationships. Your business Customers People Finances Operations Suppliers Advisors Customers Improve service Meet their needs Build loyalty Multiple payment options Multiple channels Operations Manufacturing Distribution Services People Pay correctly & on time Record sickness & absence File legal documents Manage performance Develop potential Suppliers Get what you need on time Manage costs Finances Manage debtors & creditors Manage cash flow Improve revenue and profit Forecasting & Planning Electronic payment processing Advisors File accounts  Statutory reporting Forecasting & business planning Advice & help from Sage
Not just small business. All business
Our view on  the market
Market Trends on our radar ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Trends and needs into  2012  -  Top Drivers for Strategies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Benefits   Realisation
Benefits   Realisation - Why it matters
Benefits Realisation - Overview Common Challenges A recent survey revealed that 27% of clients either have not been able or did not attempt to measure business benefits…an additional 64% have only measured ‘some’ benefits. Determining benefits, along with lack of a repeatable ‘benefits process’ were the top two obstacles to justifying investments.” Source: Gartner Group “ Less than 25% of IT projects will deliver hard, monetary benefits that exceed the cost of the implementation” Source: Information Week
Benefits Realisation - Overview Common Challenges: Why Projects Fail ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Benefits Realisation - Overview Purpose of Benefits Realisation ,[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Benefits Realisation - Overview Key Components of Benefits Realisation ,[object Object],[object Object]
Benefits   Realisation - The approach
ERP Benefits Realisation - Approach The Business Benefits Pyramid Business Process Improvement And Business Requirements Technology Development Organisational Design and Change Management Performance Measurement For projects to be successful,  business processes should serve as a foundation , with IT and organisational change management enabling those processes.  The end result is optimised business benefits and a strong project ROI. ROI Program Management Support
Corporate Metrics   Tied directly to corporate-level goals ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Business Unit Metrics  Business Unit Metrics  ,[object Object],[object Object],[object Object],Departmental Metrics  Individual Metrics  Individual   Metrics   Departmental Metrics  ££s  Savings Measured Results ROI Benefits Realisation - Approach  High-level Measures Should Be Cascaded to  Lower Levels of the Organisation to Drive Business Results ,[object Object],[object Object]
Benefits   Realisation - In practice
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Process Improvement Average cycle times, average labor costs Org. Design Individual job roles, MBOs, performance evaluations, individual scorecards Executive Alignment MBOs, compensation structure, project sponsorship IT Configuration Process workflow modification, report designs, analytics Benefits Realisation - Approach  Focus on Measurement Enables Other Change Initiatives
Benefits Realisation - Implementing Focus is on Integrated Set of Value-Add Activities ,[object Object],[object Object],[object Object],[object Object],[object Object]
Benefits Realisation - Implementing  Sample Project Tools ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Benefits Realisation - Implementing Can Begin Implementation in Multiple Phases of Lifecycle ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Benefits   Realisation - The outcome
System  Go Live Benefits Measurement Balanced scorecards,  reports Root Cause Analysis  of Benefit Gaps Fishbone diagrams, activity  based costing, process analysis Implement Corrective Action Process improvement plans,  Org. realignment,  job redesign Benefits Realisation Benefits Realisation - Results  Focuses on Improving Post-Go-Live Results
Benefits Realisation - Results  Creates Measurable ROI and Business Value ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Fail to prepare,    prepare to fail October 2011

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Fail to prepare - Softworld 2011

  • 1. Fail to prepare, prepare to fail October 2011
  • 3.
  • 4.
  • 6. What we supply: Business management solutions …
  • 7. What are business management solutions? Software and services that help companies manage their business processes and relationships. Your business Customers People Finances Operations Suppliers Advisors Customers Improve service Meet their needs Build loyalty Multiple payment options Multiple channels Operations Manufacturing Distribution Services People Pay correctly & on time Record sickness & absence File legal documents Manage performance Develop potential Suppliers Get what you need on time Manage costs Finances Manage debtors & creditors Manage cash flow Improve revenue and profit Forecasting & Planning Electronic payment processing Advisors File accounts Statutory reporting Forecasting & business planning Advice & help from Sage
  • 8. Not just small business. All business
  • 9. Our view on the market
  • 10.
  • 11.
  • 12. Benefits Realisation
  • 13. Benefits Realisation - Why it matters
  • 14. Benefits Realisation - Overview Common Challenges A recent survey revealed that 27% of clients either have not been able or did not attempt to measure business benefits…an additional 64% have only measured ‘some’ benefits. Determining benefits, along with lack of a repeatable ‘benefits process’ were the top two obstacles to justifying investments.” Source: Gartner Group “ Less than 25% of IT projects will deliver hard, monetary benefits that exceed the cost of the implementation” Source: Information Week
  • 15.
  • 16.
  • 17.
  • 18. Benefits Realisation - The approach
  • 19. ERP Benefits Realisation - Approach The Business Benefits Pyramid Business Process Improvement And Business Requirements Technology Development Organisational Design and Change Management Performance Measurement For projects to be successful, business processes should serve as a foundation , with IT and organisational change management enabling those processes. The end result is optimised business benefits and a strong project ROI. ROI Program Management Support
  • 20.
  • 21. Benefits Realisation - In practice
  • 22.
  • 23.
  • 24.
  • 25.
  • 26. Benefits Realisation - The outcome
  • 27. System Go Live Benefits Measurement Balanced scorecards, reports Root Cause Analysis of Benefit Gaps Fishbone diagrams, activity based costing, process analysis Implement Corrective Action Process improvement plans, Org. realignment, job redesign Benefits Realisation Benefits Realisation - Results Focuses on Improving Post-Go-Live Results
  • 28.
  • 29. Fail to prepare, prepare to fail October 2011