So you'd like to build a business case for Cloud | CloudWorld 2022

So you'd like to build a business case for Cloud | CloudWorld 2022

Show Video

[Music] foreign [Music] Angie Levy Pat Forster and Brian Lauer here we go hi everyone I'm Angie Levy I'm her partner with PWC focused on our retail and consumer business and also on our value program so across all Industries we help our clients look at what would be the value of an Enterprise transformation particularly enabled by Oracle Cloud we also look at value on the back end so the Perpetual value Management program is all about making sure that you can achieve the goals that you set out to do but then also achieve value over time because it's almost impossible to know at the front end all the different ways that this transformation can bring value to your business so the first time I did a business case was at a smelter and I'd never been to a smelter before so I wore my usual business attire at the time which was like a dress and high heels and um and and I showed up and I was there to support a client of mine as a software company that does industrial iot and they'd asked me to build a business case for smart manufacturing and iot at this smelter and I realized right away in a room full of Engineers reliability engineer HF emissions responsible for you know environmental ESG and keeping those the pot room you know going and Illumina coming in and aluminum going out and I realized that none of these guys want to hear from me what the value of this program is in fact if I tell them the value they'll they'll be critical of that and so I learned early on that a spectator becomes a Critic and a successful business case includes many owners and so the first rule of building a successful business case is to gather the people how to do that I'm going to oversimplify because I only have a few minutes here and we'd like to give our client Brian here the opportunity to tell about his own program at Indiana University Health so but I'll just say that um when you're trying to gather people there's a lot of different approaches to a business case and one of them is really just to agree on the value and it really depends on the the organization and and um who's taking that case forward and who the audience is um so I've had a see here oh I've had a CFO for example ask me what's the value of of going into your um into this Oracle procurement in AP and and I said well there's of course there's a benchmark it's like two to five percent and it's because you're leveraging your buy Power and you're reducing the risk of duplicate payments and there's all these nine other reasons why it's valuable but you need to tell me how much waste you think you have driven by these different um you know elements that you don't have available to you right now with your current platform and he said well I think we're wasting you know 10 million a year and I said well then that's your number so he took 10 million to the board so that's one way to get a business case another way is to use benchmarks and to agree on okay we're here we know there's a benchmark there or some other Target and we're just going to make our way a little bit in that direction and let's do the math on what that means so you can start with a kpi you're trying to improve performance from here to there obviously benchmarks you can just say okay we're going to aim for a cost reduction in in this area or another so there's a lot of different ways to do that but a lot of those are really based on lagging indicators and we'd like to really get Upstream of that and find the driving indicators the things that you can actually lever you know the levers that you can pull and push and make changes to make changes your business that have real value so I recommend the last approach here list use case and commitments you're already concluded that we're going to gather people so what do we want to gather them for we want to gather them to look at what's available to me today what will be available to me in the future State and what would we do differently because of that and what's the value of that and then come forward and make those commitments to management or to the CFO or to the board or to whoever is the the audience for the case so rule number two is gather cases and commitments I've learned that process owners Define the value they'll ask you what's the value of this software tell me where the what feature that is in this software that's I don't have today and what the value of that is but the fact is you need to gather your process owners show them what will be possible have them think about what's available to me now and recognize hey we have a problem or we have an opportunity and the value of that problem or the cost of that problem is X and work through the math of course um and then kind of make that that um that conviction that yeah I'm actually going to be able to to move forward in a different way and it's not just the features of the software it's also the work of getting there the cleanup of the master data the cleanup of everyone your act you're cleaning up your act you're choosing to follow a best practice workflow and you're choosing to put things into the software that will kind of put guard rails around the the team and and keep them on track so gather those folks gather their commitments here's what's going to change through the math there's a way to keep it rapid there's a lot on this slide here I use this when we're talking with clients who are either asking us to help them build a business case or just coach them on how to do one and really it's you know you get your executive support what are we trying to accomplish here um ask for the answers to the test because the point of the case isn't for you to prove that you were able to adequately understand what management wanted the point of the case is for you to prove or disprove if this program will actually meet what management is trying to accomplish so ask for the answers I call them Enterprise level objectives elos whatever you want to call them ask for the answers then engage the business and start to say if we had this future State and what is it is it standardized is it based on best practice is it transparent fill in your adjectives of what you're trying to accomplish and then ask your your process owners what would be different and how do we monetize that and if you are able to gather enough cases that prove the overarching objectives then you've got a case that can fly I like to do interviews sometimes one interview leads to another we're interviewing Gina in GL and then we learned that delays in standing up joint venture and go to market is delayed by the slowness of getting things updated in GL and that we could shorten that and faster time to value now I need Gina but I also need the person responsible for those JVS to come forward and tell me what is the value of going to Market half a month faster so one interview can lead to another maybe some workshops show them the software show them the the overall program what the approach is going to be and kind of iterate through these ideas of how do we get to the value within our org so I have to say legally this is an advertisement for an ad form okay and they're saying okay both are factual right we're going to Jacksonville fact going to moms for Christmas in fact obviously the latter gives you an idea of why and what it means so another rule tie your use cases to those overarching Enterprise level objectives here's a visual of how you can do that it's just simple this one it's kind of a template but you're grouping a lot of use cases all together behind that is a big spreadsheet with 30 use cases and then you just show how up top they kind of match to those different Enterprise level objectives sometimes a little more detail is required sometimes management wants to see that the deck itself can stand alone and that the content is substantiated every claim that is made has some math behind it so sometimes it helps to have that pulled together in the document but I have to tell you I have a million samples of different types of cases but the value of the case is the work of getting everyone aligned onto it the document is almost like an artifact so the first three rules is what we went through today gather the people no Spectators bring them together because it's really the Forefront of your change the changes that you're planning to make to your business if you bring these people together and they make commitments they're also committing to change which means committing to do hard things to make design decisions and to require their teams to to adopt the application in the new process and be a part of that iterative continuous Improvement gather the cases gather the commitments tie it to what Management's trying to accomplish I recommend reprehensive sorry representative not comprehensive you're not trying to do a science fair project and have 9 000 use cases you need 20. and it should roll up to something and if you don't start seeing a case maker emerge after interviews with your process owners maybe it's time to to wait a minute but in our experience there's always something there I like to do a conservatism punch list here are the 10 things we didn't even look at okay yeah we could keep going for six months finding cases cases cases cases cases what's the value of that not much but just put a list of things all the places where you could go look for Value if you wanted to spend the time recognize that value is achieved now in the project there'll be some short-term initial value but you need to establish Norms within your team so that you can be chasing after that continuous value Perpetual value more value value over time and know that value and risk are knowable at the beginning especially with Oracle Cloud because Oracle Cloud I don't want to say a percentage that's official but we always tend to say 80 to 90 percent of it's really common code you don't have to design three-way match anymore the days of going into a whiteboard and man I let a lot of these sessions Gathering requirements 9 000 requirements later translate that from a BRD into an SRD and then six months later you show software not anymore get to look at software earlier there's guardrails around the project because you're not having to reinvent all those Wheels the best practices are baked in and you get to focus on the configurations that make the most difference for your business your secret sauce that being said I'd like to invite my partner Pat to come talk a little bit more about strategy all right thanks everyone Pat Forster I lead our Oracle practice for healthcare at PWC and I have to say I'm delighted to be here in Vegas it's been a lot of fun catching up with old friends it's been a lot of fun making new friends and really enjoy the opportunity to get up here and have a conversation with you all about one of the things I've become very passionate about um you know getting an opportunity to share some of my lessons learned some of my experiences over the last 25 years of my career is is always a lot of fun but it's also a little bit humbling I was reading you know I've read these articles years over years over years of failed Erp implementations or I saw a survey once that said 70 percent of Erp projects fail or fail to deliver on expectations you know for somebody that does that for a living that can be a little bit humbling but it also got me to thinking about what do we need to do to change the Paradigm and how do we do something different that brings a different level of value to our customers and so we've spent a lot of time at PWC myself personally along with a lot of my other partners thinking about how do we change how do we change the game how do we move from this being you know not just moving from technology to process which we'll talk about in a minute but how do we really think about this differently and put everything on the table and really reimagine what we're doing and so I want you to think about just imagine a Continuum as far as you can see on the left side you've got replacing your technology on the right side you've got whatever you can imagine changing your op model aligning your strategy to your to your corporate strategy thinking about cost reduction and using this as an opportunity to reduce cost and create a positive impact on the bottom line and so if we go back to the left side where we replace the apps it really is just that you might get a little bit of value for maps rationalization you probably get a little bit of maybe even a little bit of Labor savings if you've if you've Consolidated some things but they're pretty Limited in terms of the value you get and over the years what we learned is that if you start thinking about process Improvement if you start thinking about standardization if you start thinking about aligning your data structures if you start thinking about even the op model right how do you organize your people so that you can serve the organization better you start to move down that continuum and when you move down that Continuum obviously the value goes up but also the level of executive interest and Leadership goes up right and so as we think about building a business case that's one of the things we talk about early on with our clients is this is not something that's going to be done by your I.T group or even done by your it and business group and you're just going to check in on it once a week the executives get involved they get they get really engaged in trying to think about how does this line up with our strategy how does it help us to realize our vision and how do we think about really using this as an opportunity to reimagine how we deliver services to our organization and so a lot of clients have started to make that pivot right if you're kind of in that middle section building a foundation for your future what we found and what we're really pushing our clients toward now and I'm looking forward to hearing Brian's comments here in a minute is really changing the game and really completely reimagining how you deliver services to your organization and that starts with linking your strategy to operations in the in the program and so we start looking at things like cost to serve across the board we start looking at things like workforce management I mean everybody I know this is like top of mind for every CEO in the country right now because of labor costs going up scarcity of Staff all of those things start to become really really relevant we look at things like strategic sourcing and not just looking at strategic sourcing in terms of price parity and cost takeout but really looking at your distribution channels one of the clients I have actually implemented or built a new Warehouse with a lot of automation a lot of technology and we saw started thinking about how do we bring that into the tent so that we can start using that as part of our business case as well and the things we're building from end-to-end supply chain perspective are all integrated with that as well so that was really compelling and ended up being a big spend but it also ended up being a huge value opportunity for that particular client so that's kind of how we shift from technology replacement to changing the game if you think about what does that mean because it's great to identify the value but for me what's really exciting is actually then going out and delivering the value measuring the value and actually able to um create the actual bottom line impact and a couple things have to happen in order for that to happen first of all you think about your funding a little bit differently it's not now just dollar budget that I have to think about but it's actually Roi npv and when I have my conversations with my clients that really go to that game changing piece they don't really talk about the budget of the program through the lens of what's our total dollar spend they talk about the budget through the lens of what is that doing to our Roi I have clients continuously come to us and say hey we're getting a really good Roi here why aren't we spending more investing more to try and push the envelope in that area the the warehouse example I gave you just recently is is a great example of that we moved from deliverables execution to outcomes execution and what I mean by that again you still have to do the work you still have to deliver the deliverables but we don't think about it through the lens of okay we've done that let's move on but every deliverable gets thought about a little bit differently it now becomes how does this help or hurt our business case so take design for example is that design lining up with the business case we put in front of ourselves and if there's value there that's being left on the table why are we not pushing harder on standardization why is that design meeting the goals and objectives of the organization or was it based on Legacy practices or just preferences of people on the team so really thinking about through what is what is this doing to get us to the outcome we want is key um this next one's kind of an interesting one it's it's it's this philosophical debate between waterfall and agile and I will tell you having been through these programs um going all in on agile can be can be a very slippery slope right we still have to know where we're at along the way but you still want to bring agile principles in and here's how I would say this think about when you're doing a business case and you're communicating to your leadership about or even your board about what this is going to do for the organization the go live is the starting line it's not the Finish Line the go live is the starting line and what happens is you build that foundation and then from that starting point you're getting updates from workout every three months any other Technologies you may be bolting on they're delivering new capabilities every day at a rapid rate right how are we building an operating model that's actually going to help us ingest and take advantage of these new opportunities because that's the value of what you're going to get out of this it's not just the Here and Now what you get today but it's the opportunity to continually optimize and continually approve over time so you should think about that also as you're thinking about building your business case and how are you factoring that into some of the assumptions that you're making around what you're what capable of delivering today versus what you expect to be able to do over time um and that ties into a little of the next one as well when we say present forward a lot of times you know the traditional uh approach that Angie mentioned was hey we get requirements we build design docs we go build a system we test it and then we deploy it we really want to think a little bit more from what is imagining what we do I actually do this exercise with my clients and it's kind of corny but you know if there was a newspaper article that you were going to publish about what your project would deliver for the organization five years from now what would that look like okay and there's you can make up any little game or you know session you want to do that but imagine where it is you're going and then work backward from there I mean do you really need 15 different ways to have time sheet approval I had a great a great example is I had a client was doing 1100 um you know retro time Corrections and they had HR approving every single one of them and I asked how many of those get denied the answer was almost none and the ones that get denied the managers just find some other work where to pay the person anyway so there's like things like that that you can think about from your design that will help you just get all that waste out of your system now that's hard to do I mean I'm up here talking to you on a stage it's really easy for me to say it's a lot harder when you're trying to do it but going back to if you build a compelling business case that's your that's your ability to go back and drive that change in your organization so when you make those decisions it goes back and that goes back to what I was saying about outcomes driven approach when you go back to your to your steering committee and say hey we can do it this way but we're now impacting our our business case um and then the final thing I would just talk about is uh technology training versus upskilling and this is one a lot of our clients struggle with frankly when you go when you take this approach and you really want to change the game it's no longer about just getting them trained up on the new solution the new ways of working even new process right it's really about now it's about how am I creating a holistic outcome how am I reaching that five-year goal and the way you do that is you get people up skilled and trained not on the new system not on the new process but just generally building their IQ I actually we did this at PWC every single one of us went through transformation we all had to go get our digital Acumen badge and so that was things like learning about you know RPA this is a few years ago but we had to learn about RPA and what the opportunities are around automation around that and really the whole goal of that was for all of us all 200 000 of us to be working every day to be thinking about how can we do things better faster and with a higher degree of quality and it was uh it was really amazing to see some of the Innovation that started happening in the organization and some of the things we've been able to deploy in terms of new tools and capabilities to our clients I'll just leave you with um how we make sure that we actually the process that I always follow when I'm trying to make sure that we're realizing the value so first and foremost you have to consider some things how fast do you want to get this do you have the capabilities to do it right now or do you have to build those capabilities what kind of resources do you have available and how much is does this change or impact the organization and what I found is when we when we when Angie mentioned the 20 different things that go into your business case that are going to drive value first step is making sure you find an accountable owner for each one of them you put somebody's performance tied to it right all of a sudden there's a whole different type of energy around that type of opportunity a line on the measurement process this is a big one for me so I literally take a spreadsheet and do a math equation and say Here's the GL account we're going to fall from or here's the field we're going to get the data from and here's how we're going to measure this and get agreement on that all the way from the executive level to the team level that's going to be doing it you know develop a plan in terms of how you're going to go about doing it so I always say develop work the plan and and get that going and then make sure you've got the resources you know a lot of times and this goes back to what I was saying earlier about the budget discussion sometimes you do have to commit a little bit more resources to get a higher degree of value but if you're having the right conversations those become very easy discussions around Roi versus oh I've got to go invest in two more people to get this done um you know obviously continue to check it I think one of the things that you're going to hear from Brian that they do really really well I mean they're two years past go live almost and still looking at the business case on a monthly basis at the operations level so continuing to refine and update as you learn new things as you create new capabilities organize and deploy the teams pretty self-explanatory um and then what I was touching on earlier making sure you understand the impact of your design decisions a lot of times things get made or compromises get made people have outsized voices in the room perhaps and things compromises start to happen and it really has a negative impact on the business case whereas you really need to understand that and bring that forward and let it really be driven at the steering committee level and then the final thing I touched on was performing that ongoing measurement and monitoring one of the things that gives me great pleasure is when I get to go back and talk to a client and I'll leave you just with one that I did several several years ago and they took a very simplistic approach they basically said we're going to cut a one percent of our supply spend based on overall spend and for them that meant 20 million dollars a year and when I got an opportunity to talk to that individual about 18 24 months after their implementation and said oh we blew that number away that was just very satisfying but it didn't happen just because they slammed a new technology it happened because they built very specific value props they put assigned owners to them and they drove it and then they enabled the technology to be able to sustain it and which was a key which was key to their business case so I'd like to go to the uh the main event here Brian I'd love for you to tell us a little bit about uh your story at IU Health great appreciate it thanks Pat so again thank you Pat and Angie for giving me the opportunity to tell IU Health story right Indiana University Health based out of Indianapolis Indiana um for the next 10 to 12 minutes or so what I'm going to go over is kind of our journey our journey of what we thought was just a simple Cloud implementation to what truly became a business transformation so a little bit about myself again I've been 25 years in finance and finance leadership 14 years with Indiana University Health again I was involved from the very beginning so I was part of the selection process I was part of the implementation and now I'm part of the team that maintains the system moving forward um again I love still playing baseball and golf and spending time with my wife and I guess sometime with my kids I don't know I probably should have took that out or changed it but I'll spend time with my kids periodically so what I'm going to do is I'll go down and kind of tell you our um our story as I'm going through it so again IU Health is again we had one of the largest cloud implementations in North America which I was kind of surprised to know that but you know we did have that we are an Integrated Health System and an academic Medical Center and working with our partners at PWC to modernize and to simplify our business processes so I'll go over our organization really quick and then I want to kind of give you an idea of where we were when we started down this journey so again overall six billion dollars in net revenue we have about 55 000 employees so I think we're either the first or second largest employer within the state of Indiana now a lot of these employees are not employed by us they are Physicians who need to be credentialed at our hospitals they are contingent workers contract workers research analysts things like that so we have about 55 000 people that we have to have in our system currently we're at about 16 hospitals we have a foundation Health Plan a large robust Physician Group we've got about 7 000 Physicians so rather large some of you may be going down the Journey of trying to determine if you're going to go ahead and move to another you know Erp system we had no choice we had Lawson version what is it version nine I guess and we had customized it so much that we were not able to take an upgrade for numerous years So eventually Lawson came to us and said we're not going to support this anymore so essentially you have till about 2020 with a one-year possible extension if you need it so we had something called a burning platform now overall where IU Health was at this time was think of us as a holding company almost when I started with the company in 2008 we had five hospitals some physician groups things like that within five to seven years we grew to 19 hospitals tons of Physicians Surgery centers we're standing up a Health Plan organization we just grew rapidly so essentially like I said we just became a holding company give us your give us a balance sheet right give us your chart of accounts give us all of your job codes and pay codes give us all your item Masters for supply chain we'll cram that all into Lawson right and then you guys can go on your business right and so essentially that's kind of where we were um I'll go over the functional scope and the technoscope really quick so for Oracle Cloud we uh we implemented financial management eepm Enterprise performance manager for planning and consolidations supply chain and Human Resources what we called kind of big bang at the same time we implemented Chronos eight uh for time and attendance and scheduling again we went through our adjacent initiatives from a supply chain perspective we implemented prodigo wavemark in Swiss log for requisitioning point of use management Pharmacy and then from a security and controls perspective you know we had automated Enterprise controls along with the segregation of Duties Matrix that we came with as you can see to the right side there had 70 fast forward formulas we were in HR 200 plus reports I don't know where that number is at now it's probably more towards 300. 170 Integrations um had about 120 conversions right we had one extension a lot of workflows four of them were really complex and then application rationalization we we actually sunseted 42 systems which was pretty shocking to us and I'll kind of tell you why uh when Pat showed his slide before where you have the three options right replace the apps foundation for the future change the game now right you can really only choose one of those except if you're IU Health we chose all three not by choice but it just happened that way right so we started off in 2017-2018 going through our selection phase with PWC we made our selections towards the end of 2018 with a go live of 1-1 2020. so essentially we had 13 months to 13 months to implement right um all of a sudden it was like May or June time frame or like whole Houston we have a problem here we we are not ready for this uh for a couple reasons I think um one was we just purely didn't understand the scope of what we were working with right we had like I said 42 systems I think when we started off we were thinking we were going to Sunset eight right we ended up at the end sun setting 42 and we have more to come we're still working on it the amount of Integrations the amount of reports we had the amount of column data scientists that are out there and running data and running reports was just something we weren't prepared for in addition to that because we were that holding company um you know a system can't fix a bad process right or a bunch of bad processes that actually attain the same outcome or non-consistent policies right a systems just can't solve for that so very quickly we realize we have an issue and we've really transferred from replacement of the apps which was like an I.T function to a business process

owner lead driven you know process right which is where we came with the foundation for the future right and Foundation future was coming up with an operating model right using leading practices communication out to our our operational leaders and whatnot which was a really really big thing that we weren't doing our operation leaders were hearing that we were going to Oracle but they had no idea what it meant to them right so ocm or organizational change management which when I started had no idea what the heck it was completely like really really important so then we started going down this started standardizing our policies right sunsetting systems doing all this great work right then our leadership group our executive leadership group like Pat said was dialed in on this for the whole time was like wow we finally have momentum to do the things we know we've had to do for a long time right and I'll go over those kind of a detail here in a second but they were willing to put the resources the time and the commitment to this for us to really truly change our organization and at the same time recognize some some good uh you know benefits so going down the numbers just really quick right and these are these are pretty big numbers so I it it's it's pretty exciting that I was part of this um overall we've identified a hundred million dollars of recurring marginal improvements right which is huge so we've identified already 100 million dollars that we can notice going forward our internal rate of return is about 28 percent um and I'll go over that a little bit later too also give you some of the breakdown of that we have about 60 percent Improvement right in our automated controls footprint which was really exciting again 110 plus standardized policies and about 160 optimized processes to improve our end user experience right so a lot of big numbers there a lot of exciting things and again it takes an investment it takes your executive team to be aligned in order to do something that's transformational like this so I'll go into the detail just really quickly of some of the stuff we did overall you can see the numbers towards the top right from a supply chain perspective Pharmacy human capital and finance and technology so the first thing is strategic sourcing we started doing things like reverse Raffles or not reverse Raffles reverse auctions and essentially what that means is we get a bunch of companies that come in and bid on our book of business and get the best price right this was difficult for some of our leaders because they had Angie water right she served as one of our small hospitals and she gave a great price now that hospital is going to recognize a higher price because Angie did a great job but over the system we made a hundred grand something like that right so really difficult for some of our leaders to understand but they we started moving away from that kind of I'm focused on my hospital to start working on the system price parity we would get the same products for the same vendors and have different prices from a hospital that's probably 10 miles away so going through all those contracts renegotiating them using our buying power to get the best price possible this one's pretty important to me because I was part of a group that worked on this preference cards in the healthcare industry preference cards are essentially a checklist of all the things a surgeon needs to do with procedure right we have just like most organizations I would guess a lot of physician variation right and you know Dr Pat he wants to use this certain implant on a knee right it costs twenty thousand dollars right he's not going to want Brian Lauer accountant to come up to him and say Hey you know Dr Pat why don't you use this one that only cost ten thousand dollars right so what we do is we provided the data to our physicians and our physicians would have that physician to physician conversation that says hey let's come together let's make the right decision maybe it is to do the twenty thousand dollars maybe it is the Ten Thousand who knows the most important thing is the patient right but if we can get the same outcomes using something that is is less expensive all the better so that one's a big one and a lot of organizational change management moving on to Pharmacy just real quick 340b is is extra funds we get for serving the underserved essentially right so we've expanded that out to a couple other hospitals that are now serving underserved computer communities rotor wall so that was good drug utilization again I used to call generic I guess now it's called biosimilar so that's a real fancy word that I just learned you know what it meant so if anybody out here is clinical don't beat me up on the on the word stuff but again just assuring that we are using right the the cheapest you know thing available to take care of the patient as long as we have the good similar outcomes and then uh next one was Specialty Pharmacy I mean isn't it great that if you were in there for a surgery and you have pain meds for a week and then some other meds for implementation whatever for you know 30 days you walk out of the hospital with that right in addition to that if you need to have it for another 60 or 90 days after that we'll go ahead and deliver it to your house right get you into our system and at the end of the day it's better for the patient we can ensure that the patient is getting those meds and most likely taking those meds next one is human Capital Management this is a really really big one today I mean I'm assuming everybody's having difficulty recruiting people right and so we are having a lot of premium pay overtime we did a ton of reporting a ton of um what do you call them job fairs where we actually had offers in hands of people that same day right nurses whoever it may be pay practices we had multiple pay practices across our entire organization bringing those in that was a tough one too because a lot of organizations would pay more and some of our organizations paid less and now we brought them up to where they should be right so now our CFOs are going well you just kind of you know gave me more expense well you're you're harmonizing the system and then finally cost to serve related to the Erp program supply chain Finance what kind of efficiencies can we gain last but not least of course finance and Technology payment terms getting us to 45 days things like that that we weren't at before make sure we we streamline and standardize our rebates to make sure we're getting the most bang for our buck when we're purchasing things and then again the big one for me actually was application rationalization we Sunset 42 items I think we're planning on eight and we have more to come so I think overall as Pat said the big thing is uh you know that's our journey and our journey continues right um we meet I think bi-weekly our executive team meets and these numbers are in their face every single bi-weekly right and they discuss it and we have that that executive sign off all the time in addition to that if you guys are going to go down this journey right make sure you network and reach out to people who have done it before that was a huge help for our team when we went through it we were one of the first ones to go through it from a healthcare organization perspective so we kind of were the guinea pig in some of this but there's tons of resources out there to help you guys along this journey um and and the last thing I'll say is that you know you will Implement right it will work right and eventually which is really starting to happen now the people will appreciate what you've done right overall I'm just telling you if I could do it you can definitely do it so that's the way I'll uh I'll end it [Applause] to the Q a sure you guys hear that I wanted to go back to the first slide I think they told me not to hit the back button we have no backwards button yeah um we're a two billion dollar generic manufacturer of biosimilar so oh okay um you know we're going through a massive change but we're not probably yet doing it the way that you described it and it's really really hard so I appreciate everything you've gone through and we have lots of those critics and I like procurement being a perfect example where you know if you ask them what categories and where your category managers I think they think the categories are direct and indirect so that's how maturity level is low how do you how did you tackle that practically speaking like the system really as you said didn't do it it became an excuse for a massive transformation on the business process organizational operating model side just you elaborate a little bit more on that let me take that so you're right right a lot of the a lot of the um you know uh things we had were not system driven right um give a great example like when we talk about application rationalization somebody came up to me and said hey I hear we're moving to some new system right um how am I going to get my my software populated so I can report financials and I said what I was like what are you what are you talking about what what do you have and so he sent me over some information and we started looking at it and I was like okay I was like well this is this is great you're paying fifty thousand dollars a year for it right but I your your data is wrong right and so I had to go through and show them how he's been showing his CFO and executive leadership that the information was wrong right and so that's just this is one example of you know where it really wasn't a system it's process and in some of these things we did we knew we we've been wanting to do these for years right but we never had the executive support at the highest level saying hey let's let's do this now right we would have you know our CFO may agree with it but our CNO wouldn't because hey you know we're short on nurses by this many right I can't really take this on right now and vice versa versus so we we the the system right allowed us to really get information faster to those end users and that was really key for us in some of these Street strategic measures right but overall we had to have that top-down executive you know kind of oversight and executive they were the leaders of this they were the cheerleaders of this they were fire starters we needed that from the very beginning thanks I would add that um when people don't do what's expected of them I put it in one of three buckets either they can't they won't or they didn't know um and it's as the one that wants a certain performance or response it's up to us to figure out which it is if they can't maybe they don't understand they don't have the capacity to do what's asked of them or they fear that they don't have that and they just need a little bit of consultative coaching to bring them there and if they didn't know that's that's on us that means we didn't communicate what was expected from them and if they won't I mean ultimately if management has decided to go in a certain direction and it can become a performance conversation so but it's usually not won't it's usually one of the other two kind of mixed and so pulling I um when someone's sort of oppositional to a program I think of that person and you know who they are they come into a meeting and they just act a certain way and and I think of that person as sort of like a Grenade on the project right and we got to figure out who the grenade is get with them alone and find out what's on your mind what are you worried about um and usually there's something very valid underneath that and that's that's the spectator who's a critic but by bringing them in and then and having them own that plan or the the design or whatever it is that we're working on um they they come around so any other questions what were some of the biggest barriers that you guys had to push through so you guys know we're going through it so trying to if you put yourself in my shoes where you are three years ago and if you know what you know now what are some of the things that you would say look for this make sure you're ahead of that here's where you've got some problems potentially anything you can elaborate on that yeah from my perspective is is find who the decision makers are and get them involved right off the bat um you and you you can't really uh manage by consensus on these type of things right so you got to find out who the decision maker is right off the bat get them involved early right let those teams kind of iron out where everything is present some solutions and let that business owner you know give them pros and cons right and let them make the decision on the process forward I think my biggest landmine was Brian Lauer felt like he knew what was best for the organization so let me try to cram down all the things I wanted to do that I've been hearing through all my experience right most of those probably good some of them probably bad right um so anyway I needed to be more of a a advisor right and just say okay that's a good idea but here's what the system is going to do right you can budget by 7 000 positions but guess what that's a lot of calculations right your system could get bogged down so from my perspective find out who the who the business owners are and who the decision makers are and make sure they understand what they're doing and own the process responsibility of cleaning up the data too right yeah and the other thing that's a great point is like don't wait right so we again thought the system could fix all of our problems we had a lot of data issues data's moving all over the place people are reporting out of the edw or whatever it may be don't wait if you know you're going down this journey get your data cleaned up now get your AP cleaned up get your purchase orders cleaned up you want to convert as lease as possible right because it's going to cause you problems on the back end so don't wait get started even before you even make a selection yeah when you're going to put in product data Hub oracle's product David Hub is the best in the world and you can bring in any attribute you want and and sign product families and really Shore everything up but if you don't do the work of taking your item master that you have now or the one that lives in nine places and bringing it all together and normalizing it then you don't get any of that value out of the the new product data Hub same thing with vendor Master customer Master to a point um but certainly vendor Masters and and product data Hub especially what were you going to say I was I would just add don't compromise on your design um you know a lot of times I was kind of alluded to that earlier but that's a big one you know especially at the team level if you're if you're straying away from leading practice or the right point of view get that in front of your steering committee quickly so that you know you if you are choosing to do that there's a there's an understanding that there's enough value for the organization to do so but rarely is a really a reason to do it so that would be my other comment I think maybe we have time for one or two more if others have questions we did don't do that so when we did it we loaded it with with loss in numbers right our OCR or IDR was having trouble reading those numbers most of the historical purchase orders that were loaded were bad in that they were too old to even loading we even loaded we loaded everything six months or sooner right so anything from July essentially to January is all reloaded and I would say probably 30 or 40 percent of those purchase orders were we never used and we had to actually disclose them out in Oracle so um you know I'm not saying don't load them right I would say the my preference and I will advise anybody to do this is get them all cleaned up realize that they get the new ones in there and convert them into some kind of Oracle purchase order process this way you don't have that historical back and forth between the two so a quick question this is darker we are an existing EBS customer planning for the fusion in near future so what's your data historical data retention strategy because I have almost like 18 years of data sitting there I can't bring in all of it into the fusion where there is there any other considerations that you have yeah so so from our perspective um our CFO wanted us to load like 10 years of data so they can do historical comparisons from a general ledger perspective we mix that weight right from the beginning with the help of PWC telling us that's not a good idea right because you'll spend all day long validating that data we loaded end up loading just one year of historical general ledger data from a purchase order perspective again we loaded everything that was six months or newer from a human resources perspective we didn't really load very much historical data at all so we are using offline kind of comparison data putting them in a power bi model or whatever it may be to do those historical comparisons in my opinion is don't waste your time with historical data and validation on that put it somewhere and move forward right yeah I I agree um yeah so so from A Loss in perspective right we we kept loss and we we still own it was on-prem right so we still own those servers we still own that data what we did is we created a mechanism for our teams to go in and pull that data if needed from historical using you know whatever SQL whatever it may be right so we we have ways to get that data that's where the business case can help you because when you start digging into what's the value of that it's things like you're talking about it's audit requirements it's you know being able to go back and look at history for various reasons it's rarely oh I need to I need it to run my operation today right or there's usually not a huge value prop tied to it so when we have the conversation around tying it back to the business case you get other strategies like Brian's talking about with just keeping a read-only legacy version up a lot of clients are going to more of a you know data warehouse strategy where they're pulling it into a data warehouse so you can kind of report trending and that kind of stuff as well but I think we're at times right any other questions thank you guys for coming thank you appreciate it

2022-11-26 16:40

Show Video

Other news