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Headline:(24 pt.)Times bold,Text:18 pt.with 18 pt.square bullet,Subpoint,Subpoint,Subpoint,Text:18 pt.with 18 pt.square bullet,Subpoint,Subpoint,Subpoint,*,A.T.Kearney 10/10263d/11.99_01,*,This document is exclusively intended for selected client employees.Distribution,quotations and duplications even in the form of extracts for third parties is only permitted upon prior written consent of A.T.Kearney.,A.T.Kearney used the text and graphs compiled in this report in a presentation;they do not represent a complete documentation of the presentation.,This document is exclusively i,Hierarchy of management information for the Service Division,The EIS comprises the most aggregated steering and controlling information for the management.,Steering/,controlling,Analyzing/,correcting,Analyzing/,correcting,Executive Information Systems,=aggregated management system,Information,Indicators,=Explaining(business relevant)information,Reports,=Summary of indicators for specific area,Management,Controller/Support functions,Operations,Users,Usage,Success factors,Hierarchy of management inform,Even if the most advanced financial reporting systems don t cover all important aspects of business.,Client Example,Reporting system,Lack of coverage,Sales,Sales growth,Sales distribution,Margins,Net,Gross,Investment,Working capital,Financial investment,ROCE,EVA,WACC,Non accounted assets,Brand awareness,Employee satisfaction,Department specific parameters,Quality rate,Time to market,Strategic relevant measurements,Innovation rate,Quality of workforce,Theoretical integration of finance,strategy and processes,Success factors,Even if the most advanced fina,Problems arising out of lack of.,Without a such focused organizational aligned and insight providing EIS,any management information system cannot explain its full potential,Focus for performance,Excess data,but not enough management information,Unfocussed data require time to interpret and analyze,Organizational alignment,Limited management model due to lack of standardized management steering tool(EIS),Providing insight,Lack of equal measurement sets throughout the whole organization,Overemphasis on financial figured due to financial reporting and limited coverage of strategic and process indicators,Success factors,Problems arising out of lack o,An integrated management information system enables the management to get insight,establish focus and to align the organizational activities.,Focus,Insight,Alignment,Advantages of an EIS for the European data warehouse,Provides insight,Serves as the basis for performance reporting in all areas and feedback on strategy,Establishes focus for performance,Provides the few critical measure-ments which focus individual attention on the actions that have the greatest impact on strategy execution and value creation,Aligns organizational activity,Aligns the organization around the execution of the strategy,Success factors,An integrated management infor,Client example:Main requirements met by an EIS,A such management information system could be an EIS Executive Information System,once introduced by a client,Providing insight,Displaying causality and business logic,Providing financial,strategic and process Key Performance Indicators(KPIs),Enabling drill down opportunity in dimensions product,region and customer,Focus for performance,Following needs of the decision-maker,Delivering prioritized information,Aligns organizational activities,Customized KPIs for the entire organization,Ensuring performance comparability and transparency of best practice,Success factors,Client example:Main requireme,Architecture of the new EIS System,Existing reports(Key Process),Performance,indicator,KPIs(ca.10-15),cost,Waiting time,Aggregated Process Ind.,Status PC,Status Logistic,Steering Ind.,Control Parameter,EIS Team,KPIs(ca.10-15),cost,Waiting time,Aggregated Process Ind.,Status PC,Status Logistic,Steering Ind.,Control Parameter,EIS CSO,Performance measurement,Annuity per wght.MIF,Waiting time,Status indicator,Status PC,Status logistic,Steering ind.,Controlling ind.,EIS-Entity,Employee satisfaction,Recall rate,COM,Response time,Customer satisfaction,Annuity,Perfect call,.,Logistic report,Strategic map,Process analysis,Value tree,Projectfocus,EIS for Service Germany,The desired EIS will meet both steering and controlling requirements with a set of performance measurement and status indicators.,Architecture of the new EIS Sy,Team,Functionality of the new EIS System,Benchmarking,steeringand controlling,Integration of activity controlling,Traces performance gaps,Links to activity controlling tool,Ensures action planning to close the gap,District 1,District 2,Team 1,Team 2,Reporting,Control,Benchmarking,District,CSO,Entity,EIS-SystemEntity,EIS SystemManaging director,The new EIS enables benchmarking,steering and controlling for both daily business and counter measurement.,EIS for Service Germany,Functionality of the new EIS S,Data structure of the KPIs,*,Key accounts service,=ISO
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