COO’s Self-balanced Scooter

CP4 brings advantages for time-based competition to control the balance of enterprise’s growth speed and direction precisely.

CP4 provides a progressive transformation to clarify roles and responsibility while building bridges to connect knowledge islands within an enterprise.  The collaborative capabilities can quickly connect the knowledge and planning owners through cubes to replace the inefficient communications via Excel, PPT, email and untraceable communications.  The analysis of communication can also identify the knowledge network hidden within company’s workforces which usually are unawares and undetected.  The collaborative planning can create speed and accuracy while the system can clearly track where the communication chain was discontinued.  Furthermore, CP4’s sensitivity analysis can explore possible root causes for a failed business plan, and identify the contributors to the gaps between the plan and the results.  For example, a sales organisation with several hundreds of sales office can immediately explore why a sales goal was not reached and who contributes how much to the missing gaps quantitatively and communication failure qualitatively.

Cubes are linked through relationships and formulas.  Any change from one cube during a forecasting plan can immediately trigger the impacts to a global plan.  By using machine learning or time-series forecasting algorithms, the adaptive sales forecasting model can be built for organisation units and even individual workforce to improve the precision in forecast planing continuously.  It is crucial for an enterprise to align the direction even every department has their own KPI.  CP4 is designed to connect those dependencies.  Only when the dependency can be centrally constructed, the precision in predictions can be managed.

For an enterprise, silo effects are often observed cross different organisations, and sometimes due to the contradicted KPIs, plans from different organisation units may not be coherent to match company’s profitability goal.  Such silo effects will reduce the operation efficiency for an enterprise’s business goal.  The question is how serious is the impact toward profitability, and how to quantify the impacts and qualify the root causes?  If COO can analyse the impacts in advance, actions can be made to prevent the undesired situation through various management approaches.  Although claiming the functionality, traditional enterprise systems cannot provide the flexibility to manipulate enterprise data as simple as Excel.  CP4 is designed to resolve the challenge without changing any existing system or process.  By interconnecting the actual data models, knowledge from experiences, COO can simulate various business impacts by designing their own scenarios, and quantify the impacts of any major decision to fine-tune the organisation structure, the business processes and KPI definitions.

COO will continuously reshape the enterprise’s business architecture toward the goal CEO promised to the board of directors.  During this process, despite various expensive business intelligence tools have promised to conduct what-if analysis, most BI tools can provide limited pre-defined parameters or simulation scenarios.  Consequently, decision makers and planners have to gave up the precision in enterprise system but work on their flexible Excel.  Although data can be exported into Excel, the complex business logic and algorithms are missing.  If an enterprise with to go full-speed toward their business goal, CP4 is the self-balanced scooter to support COO control the speed and directions by knowing the risk structure, operation efficiency, resource effectiveness and the way to control and optimise the enterprise balance.