Keyrus Management enters into a partnership with Anaplan to strengthen its ...
As enterprises grow increasingly more complex, and their environment ever more uncertain, characterized by fierce competitive pressure and rapid, structuring transformations, those enterprises must think ahead and act ever more quickly.
To manage their performance, they have to ensure that in terms of operational actions their strategy is effectively deployed, and that objectives set are duly achieved.
The steering of the enterprise's performance has to be part of an overall approach aimed much more at promoting continual improvement than at monitoring.
Keyrus assists functional and business departments in defining and putting in place models and dashboards combining financial and operational performance – for example, through a "Balanced Scorecard"-type approach.
Keyrus's Data Intelligence know-how allows it to take advantage of new technologies so as to put in place agile and cross-cutting steering solutions.
The Finance Director plays a special role as "integrator" of the enterprise's performance so as to translate it into a financial vision. He defines, and deploys throughout the organization, a steering model reflecting the enterprise's activity and issues.
The Procurement function is seeing its role develop and its contribution to the creation of value by the enterprise increase : strategic procurements, involvement upstream in R&D projects… It is equipping itself with its own steering systems, coordinated with those of Finance.
The HR dashboard is a key tool for managing the effectiveness of the HR strategy and its processes with regard to issues faced by the enterprise. It must cover, in a balanced manner, the four key roles of the HR function : to promote strategy deployment, develop and motivate employees, propose quality HR services and enhance the organization's ability to change. It aids decision making and the trade-off between resources implemented and objectives set.
The IS function must continue to optimize its performance if it is to remain competitive and offer room for manœuvre on new subjects, notably on Digital. Its steering system must prove effective and be aligned with the enterprise's strategy, so as to guarantee effective management of the IS's investments and running costs.
As the life cycle of offerings accelerates and customers become more volatile, ROIs need to be faster and the number of contact channels increased.
Several projects in all AB InBev operating zones, successfully deploying new governance and technology to support the Performance Management cycle (Budgeting / Tracking & Monitoring / Forecasting). The various streams span across the full P&L: Revenue and Marginal Contribution, Overhead (ZBB), Customer / Product / Market profitability, Production and Supply costs. Keyrus has supported AB InBev end-to-end: design of analytical models, process and organisation optimisation, tool design and deployment, project and change management.
« Vision Sortie du Risque » Project in the Group Risk Department: monitoring transactions to fit the “originate to distribute“ strategy, monitoring outstanding impacted by these transactions (final weight in the total risk), definition of type indicators "net economic exposure guarantees", restitution of informations through the credit portal with a view by counterparty, loading and centralization of informations in Fermat software and in the enterprise database.
Detailed analysis of the role and responsibility of the controlling department : organization, processes, information systems and its alignment with the strategic objectives. Analyze the activities from the perspective of the value chain with a focus on customers and develop a dashboard for the following areas: Commercial, Finance, HR, Internal Processes.
Design an HR dashboard, in accordance with the Balanced Scorecard approach, including indicators related to the main axes of the HR policies (Mobility, Training, Well-being at work, etc.), design a prototype of the Qlikview solution.