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Modernizing the Back-office to improve the sporting fan's experience with IBM Services and MLSE

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In this session learn how Maple Leaf Sports & Entertainment (MLSE) transformed its finance and procurement system to enable better decision-making processes for brand recognition, fan loyalty, and overall fan experience. MLSE is Canada’s leader in delivering top-quality sports and entertainment experiences. It owns several professional sports franchises and the venues its teams play and train in. It also provides fans with music and entertainment. Hear how IBM helped transition MLSE from manual processes and the Great Plains legacy system to best-in-class business processes in an on-time, on-budget implementation of Oracle ERP Cloud in seven months, to quickly lay down the financial backbone of its transformation journey.

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Modernizing the Back-office to improve the sporting fan's experience with IBM Services and MLSE

  1. 1. Modernizing the Back-office to improve the sporting fan's experience How IBM successfully implemented Oracle ERP Cloud for MLSE
  2. 2. 2 Maple Leafs Sports and Entertainment (MLSE) Canada’s preeminent leader in top quality sport and entertainment experiences. 4 Professional league teams 2 Sports arenas 2 Television channels 4 Training grounds 36 Championships $2 Billion in enterprise value
  3. 3. An Award-Winning Project 1st Oracle Cloud Finance in Pro Sports in NA Largest Cloud Finance project in Canada to date Largest Technology project for MLSE üOn Budget üOn Time “Delivering on an ERP project on-time is not common and what we have been able to achieve is quite exceptional. The determination and dedication of the team in making this project a success was quite remarkable to observe, and it has been a pleasure to be part of this experience.” -Moataz Abdellateef, Senior Director, Strategy, MLSE “I am doing my happy dance!” -Anise Harvey, Accounts Payable, MLSE “We did it! We launched Oracle Cloud successfully and on time!” -Cynthia Devine, CFO, MLSE
  4. 4. IBM Confidential4 From Tip of the Arrow to Complete Transformation In 2017, IBM was engaged for developing the Finance Transformation Strategy at MLSE. As part of the program the IBM team 1. Captured requirements and developed an implementation roadmap to support MLSE's vision 2. Helped identify the right vendors to support customer requirements leading to selection of Oracle Cloud. 3. Supported the evaluation process 4. Created a business case for implementation phase and helped MLSE launch the ERP project in 2018 Finance Transformation Strategy Project Process Automation And Transformation MLSE Oracle Cloud Implementation
  5. 5. 5 The ERP Challenge 1. MLSE Finance operated on a 20 year old outdated legacy system, resulting in a inefficient operations and inconsistencies in information capture. 2. Processes were highly reliant on manual effort resulting in significant overhead costs and for human errors. Over 60,000 invoices were manually processed each year. 3. All reporting and budgeting was performed manually using Excel spreadsheets and are not integrated, resulting in difficult and inaccurate reporting.
  6. 6. 6 The Mission : Transformed Finance/ERP Operations MLSE Finance partnered with IBM in hopes of achieving the following goals: Create a single source of truth for financial information Improve performance management through measuring and monitoring key performance indicators to drive operational efficiencies and action plans Empower staff with the right tools and knowledge to drive better insights in a timely manner
  7. 7. 7 Why did MLSE partner with IBM? 1. Long-standing partnership with IBM – trusted advisors 2. MLSE and IBM have worked together on a number of successful initiatives in recent years 3. IBM’s depth and scale of expertise in successfully implementing transformational ERP projects 4. IBM has a proven capability in Oracle Cloud SaaS and strong relationships with Oracle “IBM Services gave us great advice on the solutions, but stepped back to ensure the final decision belonged to MLSE – something we really appreciate.”
  8. 8. 8 Why did MLSE choose Oracle Cloud ERP? üOracle is the #1 SaaS Provider for large to medium size enterprises üOracle SaaS is “doubling” YoY üThe Analysts love Oracle SaaS üOracle Cloud Solutions have the broadest functionality of any Other Cloud Platform in the market today üLarge organizations are moving to Oracle Cloud üEase of use and integration capabilities with our other core systems “The Oracle offering was the standout, mature solution we wanted, offering the richest functionality and the most cost-efficient option.”
  9. 9. 9 Oracle Cloud ERP Implementation Beginning • Legacy Microsoft Great Plains Business Solution • Manual Processes • Stacks of Paper Invoices Implementation Journey Implement Oracle Cloud: • General Ledger, Payables and Invoice Imaging solution, Receivables, Fixed Assets, Cash Management, Purchasing, Project Costing, Contracts & Billing, Planning & Budgeting End • Automated Invoice Image Recognition and Processing • Electronic Approval of Requisitions, Purchase Orders, Invoices, and Journals. • Tracking of Assets and Correct Depreciation • Real-Time Automated Reports and Dashboards 7 Months 1 Month Hypercare Vision 2020 is MLSE’s transformation journey to establish a solid foundation for Financial Management. The Oracle Cloud ERP project is the first project for Vision 2020. The Transformation Microsoft Great Plains Business Solutions Oracle Cloud
  10. 10. 10 IBM Methodology : A Proven Agile Model We use the IBM Oracle Cloud Method, an proven agile and rapid project delivery methodology
  11. 11. 11 Proven Approach = Rapid Start Project Management Workshop Schedule Business Process Adoption Workshop(s) Interfaces Workshop Prepare Exec Briefing Finalize 9 Levers of Scope To quickly get the project started, the first six (6) weeks will focus on planning and scoping activities to validate requirements, establish the detailed scope of the Cloud ERP implementation and define a high level solution architecture and implementation plan Project Startup Workshops Define & Plan Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Data Conversion Workshop Prepare Implementation Plan High Level Solution Architecture Chart of Account Design Workshops
  12. 12. 12 Implementation Plan M1 M2 M3 M4 M5 M6 M7 M8 M9 Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17 Jan-17 Feb-17 Mar-17 Project Startup Discovery Deliver Transition Realization SIT 2 Inception and Project Planning Discovery workshops To-Be Design sign off Configuration,Build and UnitTesting System Integration Testing Core User Training User Acceptance Testing Production cut over Go Live Hyper care Phase I (1st Priority) SIT 1 Extend User Trainin
  13. 13. 13 Governance and Communication Escalation Mechanism § Solve issues at lowest possible level as part of day to day operations § If issue is not being solved, raise formally in Issue log to lowest possible level, informing level above § If not responded to within agreed time, escalate to next level Weekly / Ad Hoc Bi-Weekly / Ad Hoc Monthly / Ad Hoc StrategicOperationalFunctional Executive & Management Steering Committee Meetings Monthly Governance & Operations Meetings Bi-Weekly Planning Meeting Weekly Review Meeting Daily Operational Call (optional) Critical and urgent incidents, critical enhancement tracking, daily status calls Operational status review, performance tracking, issue resolution Delivery review, Capacity Utilization, rolling forecast, risk review Performance review, risk review, value adds Business alignment and accountability for overall performance
  14. 14. 14 The Outcome “We did it! We launched Oracle Cloud successfully and on time! The implementation of this project represents a major step for our organization in delivering on our Vision 2020 objectives. It is also speaks to the extraordinary collaboration of this team.” -Cynthia Devine, CFO, MLSE • Automated operations that allow MLSE employees to plan, budget and forecast with ease • Significantly improved reporting accuracy and speed across all finance operations • Ability to track and analyze what employees are buying though automatic routing of requisitions and purchase orders for approval • Eliminated significant manual processes around invoice processing and reporting • Documentation can now be tracked electronically
  15. 15. ü Strong relationship with executives and key stakeholders ü On going and consistent communication between all stakeholders – assured strong alignment amongst team ü Strong support for the entire team from both MLSE and IBM ü Good support from the Project Executive and prompt decision making ü MLSE appointed the appropriate business experts for project lead roles ü Positive feedback on the scrums – effective and efficient method of communication for the project team ü Frequency of PMO and Steering Committee meetings was just right 15 An Engaged Team
  16. 16. 16 Montreal The IBM Team: Local Experts Supported by a Global Team Combination of resources from Canada, USA, CIC Montreal, and GDC India
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  18. 18. 18 IBM’s Value Proposition Partnership Oracle’s most significant partner, with a 31+ year partnership and Platinum Level and Cloud Elite status – Approved Cloud MSP – Direct influence on product roadmap for Oracle Cloud Experience Oracle’s Largest and Most Experienced SI – 15,800+ dedicated Oracle consultants – 2,500+ Oracle Cloud certifications – 17+ Oracle Cloud Excellence Implementer (CEI) modules – 10+ Oracle specific Delivery centers – 6,500+ successful Oracle projects – 100+ Oracle Cloud go-lives – 41+ Specializations Cloud Offerings Unmatched capabilities in Oracle Cloud Oracle Cloud Assets & Accelerators – Rapid Implementation Tool for Oracle Cloud – Automated Cloud Impact Assessment for eBS and PS transition – Best-Practice Delivery Assets & Pre-Assembled Solutions Oracle Cloud Global Roll-Out Approach & ongoing Application Management Support Cognitive, Robotics & Automation Capabilities for Oracle Cloud Integration Capabilities for IaaS & PaaS Digital Change Capabilities for Oracle Cloud 3x higher Internal Rate of Return (IRR) using IBM Global Financing
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