11th Edition Business Performance Management
Turn data into Business Intelligence and drive business performance and profitability
ENTER YOUR DETAILS FOR THE CONFERENCE AGENDA
What could be some future trends within BPM processes and solutions?
Definitively, the BPM is already moving from a static view to dynamic analysis. There are already existing tools in the market allowing for self-service reporting that will make the finance and business data going to the user on real time. Certainly, this is now a reality. Indeed, the digitalization will approach the profitability and business analysis to the key decision makers in an easier and smarter way. Algorithms and big data will step up the BPM to a more complex prediction modeling that will reinvent the way we manage the information today.
What do you hope to gain by attending this BPM conference edition?
This is my second participation at the BPM Conference, so I can anticipate that it will be a very interesting discussion. Professionals with different profiles and representing companies from various sectors will explain how to assess the business performance from different angles, what surely will enrich my knowledge on this purpose. It is also a great opportunity to meet new people with common interests. I also expect to improve my own network of contacts.
How has recent economy changed your approach to BPM?
In the current context of economic uncertainty, with the challenge to shift to the market the cost increase of raw materials, energy and electronic components, the continuous performance assessment of the business is crucial to anticipate risks, and consequently, to develop an efficient countermeasure plan if needed. In practice, the cost controlling needs to be more granular for better monitoring the resourcing and production activities. Additionally, in the sake of healthier growth, there is a need to take the customer profitability analysis to the next level because the decision as to which customers to sell (or not) has turned strategic with the current shortage of materials. In times of higher expenditure and the raise of interests as today, certain activities to improve the cashflow need to be promoted for protecting the company solvency as well as keep on developing the business. For example, a good working capital management or improved ROI analysis for the new investments are required. Now more than ever, the finance leaders need to coach the business on investing each single euro as most efficiently as possible.
What are the key drivers for an effective BPM?
I think that there are many key drivers for steering an effective BPM. First of all, the top management needs to promote a culture of trust, transparency and teamwork to develop a continuous performance evaluation of the business with predefined and commonly accepted indicators. It will never fly if the key managers do not accept an open-minded evaluation of its business decisions. It is a kind of basic, but developing an efficient toolkit of data is a must to support the business leaders during all the sales journey. Implementing a “lead to action” dashboard is key for efficiently turning-around bad trends and providing insightful advice on potential business growth. The BPM discussion should start with a pragmatic approach, what means, in essence, that the key business leaders easily know to whom they need to call for improving sales and margin. A comparison with driving a car, the main challenge of the BPM is to stop driving the business by only looking at the rearview mirror for anticipating when the next round will come. In this sense, the next level of BPM is on digitalization and AI for merging the market intelligence with the key indicators for efficiently predicting the business risks and opportunities. It is also key to identify how the different stakeholders of a company may influence the business for making alignment towards achieving the goals, because each of them needs a specific set of data for easy decision-making. Finally, there is a set of competences and skills that anyone ambitioning to lead the BPM must have. Among others, I refer to the ability for influencing the others with excellent communication and interpersonal skills. It is equally important to bring business acumen and to work with passion!
Ahead of the 11th Edition Business Performance Management conference we spoke with Marc Miralles, Finance Director at Toyota Material Handling, Spain. Marc joined Toyota Material Handling Spain, his current employer, as Finance Director in 2018, with the main goal to step up the performance of Finance together with approaching the area to the business with meaningful financial advice. Before that, he worked in the Animal nutrition field as Director of FP&A EMEA for five years, with focus on driving the profitability analysis over 49 countries and monitoring the plant controlling of two production sites based in Germany and Spain, in close cooperation with the Business and Operations managers.
8-10 June, 2022
Renaissance Barcelona Hotel
Barcelona, Spain
Marc will be presenting a case study during day one (8/6/2022) of the 11th Edition Business Performance Management conference!
Case Study: Contributing to the Improvement of Sales Performance
- Improve the capabilities around proactive revenue management and sales analytics
- Implementation of 'lead to action' reporting
- Financial insight and analysis
For registration pricing and multiple attendee discounts, please contact:
Ria Kiayia
All Rights Reserved. marcus evans ® 2022
Interested? Do you feel you will benefit?
An interview with Marc Miralles, Finance Director at Toyota Material Handling, Spain
