Obsc Ss of Spain Case Study

8/8/2019 Obsc Ss of Spain Case Study

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Oracle Balanced Scorecard Customer Case StudyGerman ArciniegasDirector BI Applications CPM Strategy Team

Ricardo Posada

Sales Director Oracle Latin AmericaManuel PuyanaPrincipal Product Strategy Manager CPM Strategy Team


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The following is intended to outline our generalproduct direction. It is intended for information

purposes only, and may not be incorporated into anycontract. It is not a commitment to deliver any

material, code, or functionality, and should not be

relied upon in making purchasing decisions.The development, release, and timing of any

features or functionality described for Oracles

products remains at the sole discretion of Oracle.


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Agenda

About our clients

Profile of a success story implementation

Todays client presentations

Treasury of the Social Security of Spain

Oracle Latin America Division in partnership withSymnetics (Balanced Scorecard Collaborative)

Q&A


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About our clients

In more than 35 countries

From multiple and diverse industries

From small to large implementations

Important government clients

A key driver for product development Oracle and non Oracle shops

Some follow the Balanced Scorecard methodology,

others simply have custom strategic performancemanagement systems


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Profile of a success storyimplementation

BSC licensed as a response to a tangible need

There is a champion in the management team for

the BSC project Serious strategic analysis to depart from

There is a projected system deployment or cascading

in the organization Several business units or departments involved

System design driven by functional users in

partnership with IT Brings up strategic alignment , improvements in

processes and drives organizational change


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KT has managed to transform its business

portfolio and achieve a remarkable improvement infinancial performance. The BSC was a key driving

force for such accomplishments.

...It has not been merely a performance managementtool but has become KTs core philosophy and a key

driver for organizational change.

Korea TelecomExecutive Senior Vice President &

Chief, Office of Planning and

Coordination.


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Treasury of the Social Securityof Spain (TGSS)

Manuel PuyanaPrincipal Product Strategy Manager CPM Strategy Team


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Treasury, Social Security of Spain (TGSS)

Spanish government institution with 15,000employees

Handles contributions of EU$9 Billion/month

Comprises 52 regions, 508 branch offices and 5,000customer points-of-contact locations

Top management believes in Management-by-Objectives and Continuous Improvement

Spain is the 9th largest economy in the world with 41million people


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Treasury, Social Security of Spain (TGSS)

Spanish government institution with 15,000employees

Handles contributions of EU$9 Billion/month

Comprises 52 regions, 508 branch offices and 5,000customer points-of-contact locations

Top management believes in Management-by-Objectives and Continuous Improvement

Spain is the 9th largest economy in the world with 41million people


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Performance Reporting Before BSC Project

In-house reporting solution plus legacy applications

Difficult to create and customize reports. Totaldependency from IT organization

Only printed reports

No support for strategy management or BalancedScorecard Methodology

Pressure to improve efficiency and transparency in anincreasingly complex and changing environment

over 1,8M corporate customers and 20M affiliates


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Requirements Scorecard System

BUSINESSBUSINESS

Align the organization with topmanagements strategic priorities

Monitor progress towards achievingstrategic goals

Facilitate decision-making with up-to-date, accurate and consistentperformance data

Uncover opportunities for operationalperformance improvement at regional

and office levelsReduce reporting dependency on IT

and cost of reporting

Align the organization with topmanagements strategic priorities

Monitor progress towards achievingstrategic goals

Facilitate decision-making with up-to-

date, accurate and consistentperformance data

Uncover opportunities for operationalperformance improvement at regionaland office levels

Reduce reporting dependency on ITand cost of reporting

SOFTWARESOFTWARE

Easy to create and modify KPI-basedscorecards

Easy to adapt to organizationalchanges

Powerful multidimensional analysiswith drill-down capabilities

Easy and scalable to deploy at all levelsof the organization

Web-enabled, intuitive reporting and

configuration interfaces requiring verylittle end-user training

Support for exception alertingperformance colors

Easy to create and modify KPI-basedscorecards

Easy to adapt to organizationalchanges

Powerful multidimensional analysis

with drill-down capabilities

Easy and scalable to deploy at all levelsof the organization

Web-enabled, intuitive reporting and

configuration interfaces requiring verylittle end-user training

Support for exception alertingperformance colors


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New Scorecard SystemSolution

T-Sigo (I Monitor) Oracle Balanced Scorecard

9 Graphic scorecards

81 Strategic Objective reports

Over 2,800 custom metrics

4 years of historic data

1,100 users

Over 700 daily logins!!


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Implementation Sample Screens


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Benefits of new Scorecard System

STRATEGY MANAGEMENTSTRATEGY MANAGEMENT

Improved communication with regionsand offices

Increased alignment between branchmanagers and central office

Accelerated response to strategicpriorities

Managers focused on key processes

Empowered managers to control theperformance of their organizations and

make timely operational changesAllowed managers to uncover

opportunities for improvement (easycomparison with other regions/offices)

Improved communication with regionsand offices

Increased alignment between branchmanagers and central office

Accelerated response to strategic

prioritiesManagers focused on key processes

Empowered managers to control theperformance of their organizations and

make timely operational changesAllowed managers to uncover

opportunities for improvement (easycomparison with other regions/offices)

REPORTINGREPORTING

System flexible enough to supportreporting requirements

Very easy to use. Almost no trainingneeded

Consolidated performance data in asingle source

Reduced IT load (as system is mostlyadministered by business users)

Reduced amount of paper reports

Improved timeliness of access to data

Accelerated creation of new reportsand scorecards

System flexible enough to supportreporting requirements

Very easy to use. Almost no trainingneeded

Consolidated performance data in a

single source

Reduced IT load (as system is mostlyadministered by business users)

Reduced amount of paper reports

Improved timeliness of access to data

Accelerated creation of new reportsand scorecards


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Oracle Latin AmericaDivisionConsulting from Symnetics, partners of the

Balanced Scorecard Collaborative in LA.

Ricardo PosadaSales Director Oracle Latin America


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Oracle Latin America Division

1750 employees

Considerable sales growth in the region Direct presence in nine countries

Presence in the entire region through a solidpartnership network

Number one in Technology in the region


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The need

Oracle LAD senior management identified a greatpotential for growth in the IT Industry in the Region

We had the strategy but we needed to execute it.

We wanted our people to feel they were the key

enablers in the implementation of our strategy

Overall sponsorship was provided by LAD Executive

Committee


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Why did we choose BSC

Oracle LAD Management identified the BSC as themost effective methodology to monitor our strategy

implementation and link operations with our strategicgoals

Management identified that the BSC was a flexiblemethodology to use in an environment of constantchange

BSC was considered a powerful tool to communicatethe strategy throughout the organization


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Why did we choose BSC

In summary, we wanted to transform Oracle LAD into

a Strategy-Focused Organization (SFO), enabling us

to significantly improve our performance by 2010,

outpacing industry growth rates.


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Implementation Process

Started by redefining our Vision, ensuring alignmentwith Corporate Strategy and Oracles Customer Value

Proposition. Initial BSC initiative implemented in 2004

Created a Strategic Management Office (SMO) tohelp in strategy implementation and governance

process

Conducted annual review and update of strategicobjectives to align with strategic direction

Implemented quarterly strategic review meetings(SRM) during FY06


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Implementation Process

Cascading process for multiple LOBS (SBUS) FY06,(ongoing process)

BSC Oracle Application was launched in Q1/ FY07 foralong with the Intranet-based information warehouse

Next phase: Deploy the Oracle BSC Application forthe rest of the LOBS (SBUS)


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Benefits

Improve Financial Results by increasing all lines ofbusiness revenue and margin (significant impact in

productivity) Better understanding of customers satisfaction issues

(Customer driven culture)

Focus on core processes to improve strategyexecution

Enable a People-Care Culture throughout the

organization Allow employees to understand their contribution to

the global critical strategic objectives


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Implementation Sample Screens


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Additional Resources

http://search.oracle.com Search for Balanced Scorecard

For clients with licensed Oracle products:

Metalink (https://metalink.oracle.com/) for Release Content Documents

User and Administration User guides

Visit our demo pod for additional information anddemonstrations!!

Demogrounds Pod: A-61


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The preceding is intended to outline our generalproduct direction. It is intended for information

purposes only, and may not be incorporated into anycontract. It is not a commitment to deliver any

material, code, or functionality, and should not be

relied upon in making purchasing decisions.The development, release, and timing of anyfeatures or functionality described for Oracles

products remains at the sole discretion of Oracle.


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