Bay Area Digital Executive Dinner Series 

Register for the event by completing the form below.

Farallon | 450 Post Street | San Francisco, CA 94102
Wednesday, May 1 at 6pm PT

ISG Partner, Prashant Kelker will present
Implementing & Tracking a Digital Operating Model

TOPIC:  Implementing & Managing New Digital Operating Models

WHY ATTEND:  This session will focus on understanding what others are doing to establish and govern digital operating models in the new world.  We will be speaking to the challenges they face, and how some companies have overcome these challenges – the key topics we will address are:

• How should the organization structure adapt/change to address new digital models, and how have the leading companies executed change management?

• How will the design and execution of technology transformation programs inform and build its required target business capabilities iteratively using an evolving provider ecosystem?

• How do you ensure a solid digital backbone and operating model is established and maintained to scale and ensure quality in your transformation programs?

• How do you harness emerging technologies and bring them to mass scale usage within your enterprise (automation, analytics, ML, cloud, blockchain, etc.)

AGENDA:

  • 6pm PT Networking/Happy Hour:  45 minutes
  • 7pm PT Dinner:
  • Appetizer:  Implementing & Tracking a Digital Operating Mode
    Presented by Prashant Kelker, ISG Partner - Digital Strategy & Solutions
  • Dinner:  Open Q&A
  • Dessert:  Future Topics & Networking

This is a great opportunity to network and learn from peers. Feel free to bring a colleague!

Upcoming dinners:

Date TBD - Palo Alto: Blockchain Reality & Impact

Date TBD - San Francisco: The Automation Journey Conundrum

How Enterprise Performance Management Supports Operational Excellence

Today’s businesses are subject to increasingly competitive cost pressures, global operating complexities and, in many cases, ever-more stringent compliance requirements. The C-suite has its work cut out for it. At this level, decisions must be carefully weighed and risks mitigated.

This is why there is a growing number of stories about how enterprise performance management (EPM) tools are changing the way senior finance executives lead their organizations. The more often leaders can base their decisions on data—including historical, current and predictive views of business operations—the better.

But how do you identify the potential gains EPM can bring to your organization and then make them a reality? Here are the first steps:

  1. Begin with a benchmark. Determining where you stand may be the single most important act for capturing value from an EPM solution. Your benchmark should include enough detail to evaluate how you stack up in the market and which business outcomes are below expectations.
  2. Build a collaborative and cross-functional team of key stakeholders from across the business who can ask the right questions and who have “skin in the game.” The CFO will need operational inputs, case studies and proofs of value to evaluate EPM spend and create buy-in for an EPM implementation.
  3. Create a timeline that includes reassessments and extends beyond deployment. Note that real value from EPM comes with an ongoing program approach that is built on the premise of continuous improvement and careful integration with your strategic plan and operational goals.
  4. Emphasize process, quality and best practices. Align business units that may have been historically siloed (including operations, IT, sales and finance) to get a common view of business results. Inclusion, communication and clear goals will aid in smoothing an EPM roll-out as well as achieving return on investment.
  5. During solution exploration, vendor selection, planning and other stages of the EPM journey, the CFO should serve both as the steward of financial processes and as the company’s champion of the program. Organizations that successfully implement EPM will have a CFO and a finance team that possess literacy as well as numeracy. They will be able to translate financial results into what they mean to the business, advocate for changes to reshape processes, activities or goals and highlight challenge areas with planned corrective actions. Though this may sound easy in theory, it can be tricky to put into practice while balancing day-to-day responsibilities and building a high-functioning team that spans the organization.

Contact me directly to discuss how ISG can help transform your business.

About the author

Ms. Schultz brings over 20 years of demonstrated experience to ISG clients. She advises global clients on strategy, contracting transactions, operating models, sourcing, customer service, marketing, leadership, change management, governance, and technology services while providing expertise in evaluating, negotiating and implementing IT and BPO agreements across various industries.