|The reality in most organizations is that allocating resources to initiatives - answering “What should we be doing?” - happens with many individually created spreadsheets. What is known as spread sheet hell. The result is that resources are not optimally allocated, there is a time delay and the process is open to risk.|
|monitor||In most organizations, finding answers to “How are we doing?” is provided by scorecards and dashboards that are pulled together manually. Because it’s a manual process it has to be repeated and is done a little differently each time. As a result, it’s unpredictable which introduces risk and makes the process unauditable.|
|analyze||Finding answers to “Why?” is accomplished with reports and analysis. The major issue with reports and analysis in organizations is that the tools have grown up regionally and functionally so it’s a patchwork of different applications and tools. The result is that, from a business user perspective, they end up with different interfaces, different time periods and gaps in the information so there is a lack of confidence in the numbers. From an IT perspective, there are huge costs to maintaining a host of different tools. It costs money, it costs time, it takes lots of people, there are inefficiencies. There are no sharing of resources, report objects and you need a help desk for every one.|
|legal notices||dwconsulware, The Business Intelligence Company, and the dwconsulware logo are registered trademarks of dwconsulware Co. Ltd. All other names are trademarks or registered trademarks of their respective companies.|
|company||Founded in 1998, dwconsulware, leader in corporate performance management (CPM) solutions, provides products and services that let organizations drive performance with enterprise planning and budgeting, monitor it with scorecarding, and understand it with business intelligence reporting and analysis.|
|mission||dwconsulware will always be recognized as a solid and reliable company, but at the same time dynamic, open to changes and innovative; who designs precise and high efficient solutions to satisfy executive's requirements, which is first and most important to us.|
|vision||Provide to its clients high quality solutions throughout consulting, development, and implementation of Business Intelligence. Solutions that support decision making and improves corporate performance management to succeed in a high competitive market.|
structure: flat, team working seeking out for high quality results.
agility: fast decision making on a rapid changing world. Client-company interactive communication, and immediate response to its individual client inquires.
creativity: development of new ideas, continuous innovation. Best-of-breed technology to improve client satisfaction through high value products and services. Encourage high intellectual responsibility to perform expeditious and autonomous.
certainty: self-confidence to entrust others and engage all levels of the organization toward the solution of crucial problems.
simplicity: search for solutions promptly and with a high degree of clearness. Better product design with less bureaucracy at lower costs.
integrity: never over look or manipulate the truth. Obey the law and observe the code of business conduct and ethics. Unconditional respect to personnel's principles and believes. Support and respect of individual talent and contribution.
Business performance today is under intense scrutiny from all sides, internally and externally. Under this pressure, weaknesses in entrenched approaches to managing business performance are making themselves felt: established activities for managing performance are inflexible and disconnected; corporate strategy is not well understood throughout the ranks; and, as a result, execution suffers.
Business leaders are feeling the pain and are coming to a critical realization: whole-company, corporate performance management (CPM), as a business process, is largely unsupported in a consistent way across their organization. Rather, performance is managed in disparate pockets of planning, budgeting, reporting, and other often rigid management activities.
In response, performance-driven organizations are seeking ways to be more flexible so they can respond quickly and effectively to changing business conditions.
• Planning is extending beyond the domain of Finance to enlist the input of other functions that are closer to the action.
• Annual budgets -essentially fixed performance contracts- are giving way to rolling forecasts that enable faster responsiveness and more effective deployment of resources.
• Performance measures are being communicated more deeply throughout the organization with scorecards and other means of monitoring performance that make strategy directly relevant to each employee.
• The ability to understand and assess what’s driving performance at every step of the way is becoming available to all with business intelligence reporting and analysis.
Business intelligence takes vast amounts of corporate data and turns it into meaningful understanding about the business. It’s about infusing reliability into the planning process and, through solid metrics management, taking the risk out of a company’s ability to execute.
With business intelligence, management gains visibility into key drivers and levers of performance, which helps them quickly identify and address disparities between current conditions and strategic plans. Incorporating reliable and timely information into the planning process leads to more accurate financial forecasts, and expands a businesses performance horizon.
People throughout the enterprise can identify changing business conditions and new opportunities as they relate to their part of the business. And they can make decisions and take action that is on-strategy.
If you cannot change a plan, you cannot effectively manage performance. Performance-oriented enterprise planning activities require a degree of flexibility that enables an organization to be responsive to changes in customer demand, competitors’ new offerings, margin-friendly supply opportunities, or other important shifts that occur during the course of business. But a set plan that is wholly focused on financial drivers runs the risk of deterring courses of action that are actually good for business, because they’re viewed as deviations from plan.
The planning process today lives and dies on speed, accuracy, and well-placed accountability. The traditional planning process, involving annual budgets and infrequent adjustments, does not easily accommodate performance-oriented behavior. All too often it promotes the opposite: managers focus on protecting their turf rather than creating value. Guesswork takes the place of certainty. And budgets, instead of key performance indicators that are linked to strategy, are the focal point for accountability.
What’s required is a planning solution that empowers organizations to replace a fragmented, top-down process with continuous, collaborative planning that also delivers up-to-date insight into operating performance.
Measure where you’re going, not where you’ve been. Performance monitoring and measurement is central to keeping execution aligned with strategy. While words inspire, metrics communicate strategy and targets and provide the clarity people need to really drive performance. Since what gets measured gets done, it’s paramount that people are monitoring the right metrics—those that drive value, rather than monitoring lagging measures that reflect simply what’s happened.
With scorecarding, plans and strategies can be defined and communicated as a set of interconnected performance indicators that are presented as dynamic scorecards that people can “drill into” to analyze what’s behind a result that’s not performing as it should. This not only gives each employee access to information that connects the company’s strategic priorities to their own. It provides visibility into what needs to be fixed. And it fosters accountability that places day-to-day activities within the right performance context.
Specifically design for corporate performance management. Knowing your organization -inside and out- is critical to survival and growth. To ensure the company is meeting business goals, you must stay up-to-date on performance in key areas across the entire enterprise, from sales through finance and across your business value chain.
Managing business performance means tracking a wide array of key performance indicators (KPIs) across your enterprise to identify the causes and effects of successes and problems. For this strategic measurement to be effective, information from individual functions must be brought together into a holistic view of the company and shared with the broadest audience possible.
No process stands in isolation -all are interconnected through customers, vendors, materials, and other business elements. You can perform critical analyses that give you a clear line of sight between causes and effects from one function to another. This strategic enterprise-wide analysis lets you know your business -inside and out. It lets you manage with confidence.
The key to closing more and larger deals faster is undoubtedly building strong customer relationships. When a sales organization has the right information about customer buying patterns and needs, sales reps can spot top prospects and move quickly with solutions that hit the mark. The organization can also streamline the sales cycle and ensure that sales strategies translate into greater “wallet share.”
An in-depth understanding of your key sales transactions that lets you:
• Create accurate customer profiles to help sales reps close larger deals faster
|accounts receivable analysiss||
The accounts receivable function must ensure the full and timely collection of payment from the customer base, thereby streamlining the sales-to-cash cycle. A/R maintains this critical balance between strong customer relationships and tight cash inflow management.
An in-depth understanding of your accounts receivable that lets you:
• Profile customer credit performance and flag potential high-risk accounts.
Bottom-line financial reporting from the general ledger (G/L) is the indicator of an organization’s financial health. When decision-makers have quick access to vital G/L analysis, including how effectively the company is generating revenue, using cash flow, leveraging assets, and minimizing costs, they can pinpoint issues and opportunities and improve business performance while it still counts.
An in-depth understanding of your key general ledger metrics that lets you:
• Trace and grasp shifts in expenses and revenues.
|accounts payable analysis||
Accounts payable maintains that crucial balance between strong supplier relationships and tight cash outflow management. This function must ensure that accounts are current and credit obligations are met, by paying on time but no earlier than necessary.
An in-depth understanding of your accounts payable that lets you:
• Enable projections for use in cash flow planning.
Inventory organizations must balance meeting customer demand with maintaining an optimum stock level and contributing to internal cash flow. It’s crucial that they understand internal inventory activities and how they affect other functional areas to keep customers happy and maximize inventory efficiencies.
An in-depth understanding of your past and current stock level and movement that lets you:
• Ensure stock is meeting the demands of internal (MRO and manufacturing) and external customers.
A company’s procurement organization is tasked with securing a reliable supply of quality products to meet the demand of both internal and external customers. And it must achieve this at the lowest total cost by sourcing from strategic suppliers and maximizing corporate buying power.
An in-depth understanding of your key purchasing transactions that lets you:
• Strengthen the supply chain by knowing when to move from tactical procurement to strategic supplier relationships.
Production efficiency is the touchstone of an efficient, high-performance supply chain. To maximize efficiency and steer critical quality improvements, managers must be able to analyze work order, material usage, and costs; manage product quality and production yield; and ensure adequate capacity and timely product delivery.
An in-depth understanding of your production process that lets you:
• Analyze yield and yield variance by plant and shift.
As an organization, to achieve our mayor goals we believe that if we put people first, results will follow. Our high-performance culture requires that we excel at every level: people, services, and processes. We continue building a company where people are proud to work for, and feel confident that they can grow and learn as professionals.