Kako zgraditi poslovni primer za avtomatizacijo vaših procesov od vira do plačila 4. del (Jussi Karjalainen)

Kako zgraditi poslovni primer od spodaj navzgor, ki temelji na vrednosti, za avtomatizacijo postopkov od vira do plačila, ki bo odobren. 4. del. 

My last article covered the import steps of identifying the right technology and designing a realistic transformation roadmap. This article will look at the process of building your business case from a non financial point of view. My next piece will look
at the financials.  It is imporant to remember that a business case that is solely focussed on high level financials is probably not going to get signed off and approved. On the other hand, a business case that covers all aspects of your proposed changes and
provides a bottom-up value assessment is far more likely to be. A robust assessment is also likely to help you to drive the tranasformation project through during implementation.

Gradnja vašega poslovnega primera

By this point in the process, you will know what you want to do, with who, and over what timeframe. The next step in the process is to collate everything you know into a business case document, and then seek approval for investment in the project from your
executive team and / or board members. Interestingly this step is often viewed as being the most stressful part of the whole process. Where do you start? What documentation do you need to prepare? How will it be received? What extra questions will your execs
ask? Do you have a compelling enough story? Will the changes you have proposed be approved?

Despite the focus and importance of a business case document, it is typically the step that gets oversimplified and ends up being numbers focused – rather than being the honest assessment execs are generally looking for. Your business case is not a spreadsheet.
Financials are an important component of the business case, but they are not the only component.

Vaš poslovni primer mora obravnavati tri glavne točke, da bo odobren in vam bo pomagal voditi vaš projekt preobrazbe:   

• Zaupanje – vaše poslovni primer mora biti dovolj trden, da zagotovi zaupanje vaših vodstev, da veste, o čem govorite 
• Iskrenost - to bi morala biti poštena ocena predlaganega projekta. Določitev komponent, ki bi lahko pospešile ali upočasnile projekt, ter opredelitev finančnih in projektnih predpostavk, ki ste jih naredili 
• Upravljanje – it needs to plot a clear path with robust monitoring and evaluation points that will ensure that the project delivers on its promises. Having a robust plan that outlines the key ‘transformation’ metrics that need to be achieved and what
  corrective action can be applied. 

Vaš poslovni primer mora vsebovati naslednje elemente: 

Ocena upravljanja sprememb 

Any business case needs to include a detailed assessment of the impact your project is likely to have on your team. You need to outline the ‘people factors’ that are going to both support the implementation of your project, as well as hinder it. To do that
upoštevajte naslednje: 

• Vaša trenutna kultura in vrednostni sistem 
• Zmožnost vašega podjetja za spremembe, vključno s tem, koliko sprememb je že v teku ali načrtovanih 
• Stili vodenja in porazdelitev moči, ki obstaja v organizaciji 
• Zaznave prejšnjih projektov preoblikovanja in sprememb 
• Your middle management’s attitude toward the proposed changes, as they will be key in driving end user adoption 
• Izvršno sponzorstvo, potrebno za spodbujanje sprememb v celotni organizaciji 

Uskladite svoj načrt s širšimi strateškimi cilji 

Any business case needs to draw a very clear and obvious line from the proposed project to one or more of your organisation’s strategic goals. Then linking that back to the transformation that your proposed changes will deliver. This is vital to gaining
executive support for the project and getting their approval on any spend. This needs to be more detailed than just ‘X
se ujema s ciljem Y glede digitalne preobrazbe, saj gre za digitalni projekt. Kako torej dokažete zahtevano raven podrobnosti? 

• Preglejte strateške načrte vašega podjetja in oddelka. Če jih ni, se srečajte s svojo višjo vodstveno ekipo in jih povprašajte o njihovih ključnih strateških prednostnih nalogah. 
• Nato določite posebne rezultate vašega projekta, ki bodo podpirali te prednostne naloge.
• Uskladite meritve uspeha in časovnico svojega projekta s širšim strateškim načrtom podjetja in/ali oddelka. 

Preizkusite svoje ugotovitve z nekaj ključnimi zainteresiranimi stranmi, da se prepričate, da so smiselne – to tudi pomaga sejati zamisel o vašem projektu pri tej zainteresirani strani.  

Sprijaznite se s tveganjem 

Tveganje je zelo pomemben del vsakega postopka odločanja o poslovnem primeru, zato morate dokazati, da ste opravili domačo nalogo in razumeti povezana tveganja vašega projekta na treh ključnih področjih: 

• Projektna tveganja – kakšna so tveganja, povezana z izvedbo projekta 
• Tveganja neukrepanja – kakšna so korporativna tveganja, s katerimi se podjetje še naprej sooča, medtem ko projekta ne izvaja 
• Tveganja donosnosti naložbe – kakšna so tveganja nedoseganja pričakovane donosnosti naložbe. 

For each of the risks, you need to identify the likelihood, impact, risk rating and mitigation strategy and an owner. Project risks should be derived from your project planning process, these are usually the risks that are highlighted in the business case.
The areas that are usually missed are the inaction risks and the ROI risks. 

Tveganje neukrepanja 

The risk of inaction refers to the very real corporate risks that a business faces when they are changing their procurement and accounts payable process. Every business faces these risks, the question is to how high those risks are, based on the systems
and processes you already have in place. There are generally 10 corporate risks across a business’s procurement and accounts payable processes that you need to be aware of: 

• Lažni računi – tveganje, da boste plačali račun, ki ga ne bi smeli 
• Neskladnost dobavitelja – this incorporates a whole range of supplier-side non-compliance risks around the types of documentation/processes that you require them to hold. The risk here is that you start working with a supplier that doesn’t have the
  required documentation in place or an existing supplier’s documentation lapses. This could include compliance to: 
  • Okoljske, socialne in upravljavske zahteve (ESG) 
  • Moderno suženjstvo 
  • Zavarovanje 
  • Industrijske akreditacije 
  • Ocene industrije  
• Dvojniki računov – tveganje, da dvakrat plačate isti račun za dobavitelja. 
• Izpolnjevanje davčnih predpisov – tveganje, da ne boste mogli ravnati v skladu z ustreznimi davčnimi predložitvami/zakoni zaradi težav z vašimi podatki ali procesi. 
• Maverick poraba – tveganje, da pride do nepooblaščene porabe podjetja za blago/storitve. 
• Odobritev porabe – tveganje, da ne boste mogli dokazati odobritve porabe podjetja za blago/storitve v skladu z vašimi finančnimi politikami in postopki. 
• Nepravilen zajem podatkov na računu – tveganje, da nepravilno zajamete podatke o računih, kar povzroči težave v zvezi s plačili dobaviteljem  
• Konflikt interesov - tveganje, da so odločitve o porabi podjetja sprejete brez jasne ocene navzkrižja interesov (npr. pogodba je dodeljena prijatelju zaposlenega ali drugemu poslovnemu interesu). 
• Contract lifecycle risk – to tveganje vključuje celo vrsto tveganj, povezanih s pogodbo, vključno s področji, kot so: 
  • Neugodni in/ali potencialno škodljivi pogodbeni pogoji, sprejeti brez ustrezne ocene pogodbenega tveganja 
  • Manjka pogodbena dokumentacija 
  • Potrjevanje pogodb s strani nepooblaščenih delavcev 
  • Pogodbe se nevede iztekajo 
• Škodljivi odnosi z dobavitelji – to tveganje je povezano s težavami, ki se lahko pojavijo v vašem postopku nabave za plačilo in bi lahko poškodovale odnos, ki ga imate z dobavitelji. To lahko vključuje dejavnike, kot so: 
  • Zamujena, zamudna ali zgrešena plačila računov 
  • Visoki stroški storitve zaradi ročnih nadaljnjih postopkov 
  • Naročila so zgrešena ali napačna zaradi ročnih postopkov naročanja 
• Poslovna motnja – to tveganje je povezano z možnostjo, da so vaše osnovne poslovne operacije nabave za plačilo motene zaradi odhoda ključnega osebja, ki ima ključno ročno znanje o procesih. 

Tveganje glede donosnosti naložbe

If you have been able to follow the process up to this point, you should have a clear idea of how and when value will be delivered through your proposed project, all of which will be determined by a series of assumptions. The risks on ROI are the risks of
those assumptions not being met.

For example, if you’ve calculated that lowering your invoice processing costs will be driven by supplier adoption of more automated invoicing channels, what happens if the adoption is slower than expected? What mitigation strategies can you put in place
to ensure that the assumptions are close to reality?

Priporočam pregled vseh področij pričakovanih koristi:

• Prednosti postopka izdajanja računov
• Prednosti obdelave PO
• Ugodnosti, povezane z nabavo
• Koristi, povezane z ljudmi
• Prednosti, povezane z učinkovitostjo

In nato izvedite oceno tveganja na podlagi teh področij, da ugotovite verjetnost, vpliv in strategijo ublažitve.

In our experience, articulating non-financial aspects of a business case go a long way to build trust, demonstrate your expertise and prime your Executive for the financial side of the business case. In my next piece, I will look at adding these key financials
to your business case.