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JPK
Gro
upBusiness Forecasting and Analytics Forum
September 19-20 • Chicago, IL
Building a High-Performance
FP&A Team
September 20, 2:30pm
View presentation online at:
https://jpkgroupsummits.com/attendee5
Stuart Summers – Formerly from GE Capital
A first hand experience of successfully migrating a team from mediocre to high performance
Stuart is an accomplished finance executive with 15 years of experience at GE
Capital leading diverse finance, treasury and business intelligence teams. His
specialties are strategic planning, analysis and leading transformation. Prior to GE
Capital, Stuart has experience leading and transforming finance processes within a
variety of business models including retail, consumer goods and entrepreneurial
ventures. Stuart has his MBA from Seattle University and is a graduate of GE’s
Experienced Financial Leadership Program for executive development.
Elevating theFP&A Team
Achieving HighPerformanceSep 20th, 2016
Agenda•Presenter biography•Building a case for transformation•Frameworks for leading transformation•GE Change Acceleration Process (CAP)
- Concepts for applying the tools•Wrap up
Building a case for transformation
Elevate operational expertise
Aware
Skilled
Expert
Strategist
Understands products,
linkages of process to
customer metrics
Explains variances and supports new
product evaluations
Leads finance and operations
discussions, drives cross-functional
solutions
Leverages expertise to partner with operations leaders to drive strategy
Partners with operations to set
strategy, translates global strategy
locally
Shaping a vision and a shared need
Voice of Customer
Affinity Diagram
Threats & Opportunities
Use collaborative tools to define a clear vision of the future state
VisionSupport the core business strategic objective of optimizing the portfolio’s value. This will be accomplished by providing exceptional intelligence, insight and analytics regarding the performance, value and trends of the North America commercial real estate portfolio.
Strategy/Mission> Provide investors with the information needed to: understand how
investments are performing; make decisions about optimizing the portfolio and maximize its value.
> We will act as the business investor relations department and portfolio manager.
> We will own operational metrics associated with the portfolio: NOI, occupancy, tenant retention, leasing versus plan and Capex.
> The team will grow its people every day by providing new and challenging opportunities, identifying training opportunities, providing positive leadership examples and recognizing accomplishments
Sample team mission statement
Gap analysis
Desired state Score Potential root causes, examplesTeam assigned cross functional leadership roles
Available time, subject matter expertise
Integrated with Operations Shift of focus to direct supportDigitized processes Expertise / inadequate toolsAvailable headcount Team under utilizedLeadership training Need more timeDriving strategy Need trust, visibility
Lead team in self assessment and delve in to root causes
Trends in leading transformation
GE Six Sigma GE Lean Six Sigma
GE FastWorks
Highly formal to continuous innovation
Cornerstone to leadership
GE Change Acceleration Process (CAP)
The CAP model
Current State
Transition State
Improved State
Creating a shared need
Shaping a vision
Mobilizing commitment
Making change last
Monitoring progress
Changing systems and structures
Leading change
Mobilizing commitmentName Strongly
AgainstModerate Against
Neutral Moderate Supporter
Strong Supporter
Stakeholder Desired behaviors
Stakeholder concerns
Stakeholder ‘wins’
Influence strategyWhat Who By When
Exercise influencing skills on a targeted strategic basis
Changing systems and structures
High
Medium
Low
✔️
✔️ ✔️
✔️
✔️
✔️
Prioritization Model
Sets up action plan for individual ownership and accountability
Making change lastCritical success factors> Prioritization – Quick wins; lay groundwork for larger changes> Integration – Align with what is already going on in the business> Operationalization – Convert into things people can do> Recalibration – Realignment of systems> Determination – Be prepared to see all initiative through
Lean - 8 wastes
Wrap up, Q&A
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