JPK

Gro

upBusiness Forecasting and Analytics Forum

September 19-20 • Chicago, IL

Building a High-Performance

FP&A Team

September 20, 2:30pm

View presentation online at:

https://jpkgroupsummits.com/attendee5

Stuart Summers – Formerly from GE Capital

A first hand experience of successfully migrating a team from mediocre to high performance

Stuart is an accomplished finance executive with 15 years of experience at GE

Capital leading diverse finance, treasury and business intelligence teams. His

specialties are strategic planning, analysis and leading transformation. Prior to GE

Capital, Stuart has experience leading and transforming finance processes within a

variety of business models including retail, consumer goods and entrepreneurial

ventures. Stuart has his MBA from Seattle University and is a graduate of GE’s

Experienced Financial Leadership Program for executive development.

Elevating theFP&A Team

Achieving HighPerformanceSep 20th, 2016

Agenda•Presenter biography•Building a case for transformation•Frameworks for leading transformation•GE Change Acceleration Process (CAP)

- Concepts for applying the tools•Wrap up

Building a case for transformation

Elevate operational expertise

Aware

Skilled

Expert

Strategist

Understands products,

linkages of process to

customer metrics

Explains variances and supports new

product evaluations

Leads finance and operations

discussions, drives cross-functional

solutions

Leverages expertise to partner with operations leaders to drive strategy

Partners with operations to set

strategy, translates global strategy

locally

Shaping a vision and a shared need

Voice of Customer

Affinity Diagram

Threats & Opportunities

Use collaborative tools to define a clear vision of the future state

VisionSupport the core business strategic objective of optimizing the portfolio’s value. This will be accomplished by providing exceptional intelligence, insight and analytics regarding the performance, value and trends of the North America commercial real estate portfolio.

Strategy/Mission> Provide investors with the information needed to: understand how

investments are performing; make decisions about optimizing the portfolio and maximize its value.

> We will act as the business investor relations department and portfolio manager.

> We will own operational metrics associated with the portfolio: NOI, occupancy, tenant retention, leasing versus plan and Capex.

> The team will grow its people every day by providing new and challenging opportunities, identifying training opportunities, providing positive leadership examples and recognizing accomplishments

Sample team mission statement

Gap analysis

Desired state Score Potential root causes, examplesTeam assigned cross functional leadership roles

Available time, subject matter expertise

Integrated with Operations Shift of focus to direct supportDigitized processes Expertise / inadequate toolsAvailable headcount Team under utilizedLeadership training Need more timeDriving strategy Need trust, visibility

Lead team in self assessment and delve in to root causes

Trends in leading transformation

GE Six Sigma GE Lean Six Sigma

GE FastWorks

Highly formal to continuous innovation

Cornerstone to leadership

GE Change Acceleration Process (CAP)

The CAP model

Current State

Transition State

Improved State

Creating a shared need

Shaping a vision

Mobilizing commitment

Making change last

Monitoring progress

Changing systems and structures

Leading change

Mobilizing commitmentName Strongly

AgainstModerate Against

Neutral Moderate Supporter

Strong Supporter

Stakeholder Desired behaviors

Stakeholder concerns

Stakeholder ‘wins’

Influence strategyWhat Who By When

Exercise influencing skills on a targeted strategic basis

Changing systems and structures

High

Medium

Low

✔️

✔️ ✔️

✔️

✔️

✔️

Prioritization Model

Sets up action plan for individual ownership and accountability

Making change lastCritical success factors> Prioritization – Quick wins; lay groundwork for larger changes> Integration – Align with what is already going on in the business> Operationalization – Convert into things people can do> Recalibration – Realignment of systems> Determination – Be prepared to see all initiative through

Lean - 8 wastes

Wrap up, Q&A