CI designed the scenario modeler to give leaders the ability to model targets and playbooks using CI’s agile data-set instead of traditional reliance on complex excel exercises and static ppt. Users have the ability to move levers for various drivers and see the impact on program targets. The modeler uses CI’s 12 dimension dataset, so you can model specific parts of your business and processes. Think of this as the difference between driving with Google Maps instead of a compass.
The scenario modeler is part of CI’s library of PowerBI templates that can be quickly deployed to your environment to be used with your Connected Insight dataset. The definition of targets and drivers can be customized to fit your specific focus.
What-if Scenario modeler: overview
The PowerBI scenario modeler has 3 customizable sections:
Targets: The KPI’s measuring your program objectives such as focus, cost and agility.
Drivers: Using levers, input the potential impact from drivers such as GBS scope expansion, automation, investments in business-focused resources and other drivers determined by your program.
Output: The resulting impact of your drivers compared to Targets, and a breakdown of the impact to see the underlying details and what’s influencing the result.
The example in this post is a model designed for a finance transformation program involving investment in GBS expansion, cloud-based automation platforms and organization re-design. The scenario modeler can be customized for other transformation programs such as M&A, Divestiture, RPA, and ERP implementation.
This model is divided into the input section (levers) and the output section. By changing the levers in the input section, we can see the impact on Targets for focus, cost and agility.
Input (Levers are customizable)
o Scope of GBS – This section is to determine the % of finance processes to be migrated to GBS. This can be done at the individual process and subprocess levels.
o GBS Synergy – this is the % of expected or estimated benefit by often standardizing processes with the new GBS operation
o Automation – here we input the % of the expected benefit with the technological or systematic changes. For example, this section would reflect changes to the new ERP or RPA, either at GBS and local operation or both.
o Business Focus – the input to this section reflects the additional investment of converting transactional resources to a more strategic or commercially focused one
∙ Output (Customizable)
o Focus – this section presents you with the impact on the new organization's ability to focus on more value add activities against the plan.
o Cost – If the goal of the GBS program is to reduce cost this is where we will see the impact of changes
o Agility – this section is the % of the processes supported by GBS under different playbook scenarios.
o Overall Impact – The end result of the playbook in terms of FTE and Cost
o GBS impact – the impact on GBS in comparison to local operations.
o Efficiency & Focus impact – this section provides information on overall changes in the organization’s focus on value-add vs transactional work.
Conclusion
Setting informed targets for transformation programs is a key to success. If you can play out the benefits/costs of different scenarios with variables that matter, your transformation plan based on this model is tangible and objective.
