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From idea led resource management for demand-oriented performance management

As in post 28 June (Malik at a loss) is observed, one of the major social / economic developments of the next years, the transformation of the whole idea of common profit sector-led resource management to be needs-based performance management. (Read the article by Franz Auinger, hermannn Fuchs, Klaus Theuretzbacher in INOVATOR No. 16 Spring / Summer 2010 - http://www.inovato.at/subnavigation/inovator.html )

In short, the essence of the change cited in the article:

The current environment of the (common profit organizations) CPO's is characterized by increasing competition, under pressure by coming budgets and thus increased dependence on the goodwill of the cost and decision makers, and by growing
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The development, demand and reward the achievements of the CPO's are now increasingly determined by:

• determining the need for services through cost and decision makers, primarily through the government administration on the basis of normative social and political requirements. The new principle of the purchase represents a very significant paradigm shift! The cost and decision-makers is central to the customer.
• the specification of performance requirements by cost and decision
• the definition of prices and
• the selection of the services.

Under these conditions, the CPO's therefore increasingly have to present

• a clear, transparent service and product structure to secure
• the quality of these services, to guarantee (quality criteria),
• for cooperate and across organizations, customer-centered technical features and special services from different organizations to network and
• organization internally to improve efficiency: eg with the introduction of service level agreements with internal service providers, through standardization, centralization also
• and with the help of structural adjustments.
• This moves a factor in the focus of attention, for-profit organizations has long been essential: the competitiveness.

The consequence

• The cost and decision makers need a clear, recognizable by its requirements oriented and performance profile of this differ from other CPO's can.
• This profile is possibly of several homogeneous areas of expertise. A field of expertise (in the language of profit, "Strategic Business Unit") includes the costs from the perspective of decision makers and relevant skills for its needs.
• The services offered in the various fields of competence is clearly defined, quality-assured, consistently reproducible "Products".
• For cost and decision-makers decide on the quality of the product (and its price). The necessary technical, social skills of employees of the organization are important resources for it.
• Product prices must be transparent and competing products are comparable. Unless they are solitary performance, the evaluation of prices made by the payers of the plausibility of the creation process and the market review of comparable components (especially information technology, human resources, finance, facility management).
• Increasing the efficiency and competitiveness while maintaining a decentralized landscape of service provision on site will be an essential prerequisite for demand-oriented products.

This key data on the one hand, the values, history and the strengths of the CPO's on the other hand give the direction of development and their priority areas:

• developing the strategic positioning of the "business" and the main products / services in a broad consensual discussion process.
• derivative of the primary processes - the processes / activities that contribute directly to produce the service. Definition of the necessary resources (what, how much and where), especially the technical and social skills of employees.
• creation of internal organizational competence centers, which form the synergy of knowledge resources of the primary processes.
• creation of a strategic product platform development with the involvement of these centers of excellence.
• Maximum increase the performance of the service sector (information technology, human resources, finance, facility management).
• professionalization of these areas in regard to a market-based structure of the services to a transparent pricing, and to the implementation of primary processes oriented service levels (different levels of performance properties).
• conclusion of Service Level Agreements (SLA's) between the internal service providers and those responsible for the primary processes. Consequence: The Principal (responsible for the primary process) is replaced by one in the SLA's service at a fixed agreed price and the contractor (responsible for the service) guarantees that he abides by this agreement.
• continual review of the SLA's set prices on their marketability.

efficiency and competitiveness so while maintaining a decentralized landscape of service delivery can be increased locally.

, the needs and concerns of clients will continue to operate professionally and creatively from this remote alignment of the primary processes. For employees, the decentralized self-organizing on a haven for "home" and identity be.

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tools for business plans - old wine in new bottles

business plans play in every phase of business financing, especially in the founding, startup, First Round and a necessary re-organization a major role and are therefore a focus of our support.

For this reason we often get new software solutions presented or offered - but, nothing new under the sun.

All solutions focus on flexibility in the layout, automatic generation of time series, detailing the balance sheet structure, reference, simulation options (which would be if sales so and / or the costs ran above).

investors and banks must the plausibility, and the opportunities and risks assessed. But you can not evaluate the different scenarios when the underlying market model is not transparent. The questions are: How
arises sales? What expenses are necessary why? What market risks exist and how revenue, expenses and earnings respond to changes?

my experience, a great (financial) business plan is characterized by the following elements:

modeling of the market:

• Product (s) \u0026lt;-> buyer groups (quantities and values)
• growth rates
• growth factors ( eg income development ... in actual numbers)

modeling their own market position and business model:

• market share (volume and value)
• functional relationship between turnover and exogenous revenue drivers (eg market growth)
• functional relationship between turnover and endogenous revenue drivers. As the company generated revenue? What are the revenue drivers (eg TV commercials, network partners, shops, retail space, inbound marketing)? What is the relationship between sales volume and driver / sales - broken down into groups of buyers?
• functional relationship between endogenous revenue drivers -> cost drivers -> Requirements of marketing resources.
• prices of resources.

functional relationship between individual and market performance.

derivative of the infrastructure:

• functional, process-oriented relationship between service provision and administrative costs separately for proportional and fixed costs.
• determine which "cost drivers" cause fixed jumps and at what intervals. Ie determining the cost drivers for the fixed costs and the points at which a fixed cost change (absolute or percentage) is triggered by a cost driver (trigger function).
• definition of the rationale behind the fixed investment jumps.

NOW ONLY:'s derivation of the income statement, balance sheet and liquidity of the motion calculations from these inputs.

RESULTS: The variation of the (market) parameters with the highest uncertainty and volatility allows a reproducible simulation of the economic opportunities and risks.

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And again - planning and flexibility

Since the crisis and the resulting insight into the speed and dramatic changes of the usefulness of business plans is again under discussion.
The end of the last century, Budgeting and Beyond Better Budgeting known movements are reactivated and the "rigid plans for the inflexibility of the companies are made responsible.

I will not re-enter the debate on the concepts of the Beyond Budgeting and better budgeting, in addition, there are more than enough literature.

I put a few theories on this subject in the room.

Not the planning process, planning and control methods to determine the flexibility of management but vice versa.
Every company has to plan, "it deserves" - to the business model and the guide arm of the company is adequate. A discussion about the guilt of planning is therefore a red herring. Too many companies create

to plan and budget instead - Better budgeting is a contradiction in terms.
definition, delineation and classification of terms to fill planning and budget books. Crucial but not the theoretical distinction, but the perception and classification is by the people.
Digression: When we hear a word, our brains wired ideas and values and "calculated" from it a meaning (frame). See George Lakoff, Elisabeth Wehling "as quietly into the brain - Political language and their secret power" http://www.carl-auer.de/programm/978-3-89670-695-9
That is, the term budget - the same as defined in theory - by Framing our determined (.... and what we associate with "budget"?). Budget and planning call in very different frames.

plans there are flexible, where the organizations are primarily the management style. Therefore, the criticism is directed by Gary Hamel, "The Future of Management" (under review http://hyperkontext.at/weblog/artikel/rezension-das-ende-des-managements/ ) effectively to management and not to the methods.

it is a company that is driven by creative, stubborn, flexible, forward-looking staff, is PLAN. The staff will do in a continuous process of discussion on the vote of the ideas and Ideas, for knowledge exchange and profit from the experience and the ongoing realignment done on common goals.

Controlling is itself part of this creativity and provides the appropriate methods and instruments. Then there is "automatically" Better ...

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Robust and successful - but not all-inclusive

Breit several times I have written in this blog about the importance of future options for businesses and the knowledge of the value of this flexibility.

In conversations with managers and controllers on the use of real options analysis, I sometimes hear things like: "Because we have an assessment on capital broad and robust instruments have, we see no current need for additional methods / tools to use. "

No need but only

• if the company in its projects any future action are available to
• these are not relevant
• or no uncertainty is about the future.

Verify that you can evaluate with currently existing in practice methods and instruments following decisions:

termination option (Abandonment option)

As a producer in the automotive industry, you have a long-term supply contract, fixed prices (Calculated in short supply) in volatile costs. There is the offer of an exit clause. How much this clause is worth?
you can build the first stage of the production of a product with very uncertain gross margins (revenues and costs) in two countries. The investments and running costs are lower in A. On the other hand, in B a possible closure much more favorable. Where to invest?

shift option (deferral option)

To go with a completely new product to market, you need a special technology from a supplier. You can buy them exclusively by an amount X. The market for your products is very uncertain. They therefore consider IMPOSE FINES something and want to reserve the technology for 3 years. What is worth this call option?

reduction option (option contraction)

you purchase from the previous owner of non-listed company 50% of the shares. At the same time it grants you the right to reduce your participation within the next three years by half, by buying back the shares at the original price. What are you willing to pay for that right?

exchange option (switching option)

to buy a manufacturing plant and have two offers. A manufacturer offers a system with a rigid energy plan (only energy E1) at a price Pa. Vendor B provides a facility of the energy E1 to E2 and can be converted back to the higher price Pb. Is it worth the flexibility or volatility in which the two energy sources is the higher price justified Pb?

Stepwise investment with optional continuation (Staged investment, optional continuation of project) will

They assume that the claims of the customer solutions in communications technology changing dramatically and are developing a joint partnership, new solutions . The project consists of several steps and your partner is willing to Allow them the right to decide at each stage, whether you continue. How do you rate this right?

related compound options (conditional compound option) take

An analysis of critical success factors suggests that the speed of delivery is becoming more important. If you shorten your semi-automatic switch to a fully automatic production cycle times to the X. You also have the opportunity to join in the next step, fully automatic packaging. How would you rate this content?