Monday, May 21, 2012

Achieving a single Version of the Truth

Campaign Financing - Achieving a single Version of the Truth
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How many times does this happen in your company? You go to a meeting about sales performance, and Marketing says they think sales are up 3.5%, but the merchants disagree and say sales are up 6.3%. The specific numbers in this example aren't important; the point is that the two figures aren't even close. That's the reality in most fellowships today.

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Or, say administration has tasked you with developing a narrative and you try and go back to prior results, maybe from a season or two ago. How many different versions of the sales, purchase and account plans are there? Which ones are the actual and which were prior versions?

Some readers might say we could do a better job of controlling and eliminating versions of plans-which is honestly true, and something every firm should work toward. Or you may say if we use only one firm law we can eliminate this dilemma. But that isn't honestly the solution; such systems aren't viable for most companies, and anyway, there are multiple data elements that are all valid for whatever processing law is being used. There isn't a "single version of the truth"-one lawful set of figures for sales, inventory, plan, history, etc.

Take for example a product's inventory. You can find sales plans on a user-derived entrance law or Excel spreadsheets. A product's account on hand in units and dollars occurs on your order administration system. A cut off best-of-breed warehouse administration law will also contain the same goods on hand, but needs to be synched up daily. The finance law will also carry the total firm account in dollars-probably not updated real time, but daily or weekly. You may also have a specialized standalone forecasting and account administration system, to scheme account by promotion or catalog campaign.

Additionally, because the major transaction systems wish a high degree of training, administration does not use them as the source for their information. administration has to go to extremes to get what they need, whether by requesting that division managers pull data or by using firm analysts to come up with reporting. Because these are by hand efforts using sources not originally geared to management's needs, they are delay-riddled, error prone processes. And they still don't deliver a "single version of the truth."

You get the picture. There plainly isn't a "single version of the truth" for the major data elements used in many businesses. For administration to have trust in the integrity of the data they're getting, I think the time has come to advocate and allocation for projects that decide these problems. Such problems are not new, and I believe they inhibit the efficient administration and increase of direct businesses.

Here is a hierarchy of solutions you should consider:
Extract data from major transaction processing systems into Excel or other reports entrance databases, and firm analysts using Olap tools Data warehouse products firm intelligence systems with dashboards and analytics

As the New Year approaches, it's time to advocate with administration for solutions to this problem. Especially in this economy, knowing exactly where you stand is essential. You can only control expenses and account and know which products and promotions are working-and which aren't-if you have accurate data on which every person across the firm can agree. In our experience, fellowships that used firm intelligence systems to overcome such data problems have been flourishing in getting a determined Roi from these types of systems within 12 to 18 months. And in today's firm environment, that's a "single version of the truth" on which all fellowships can agree.

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