Speech Abstract

√ You DON'T need to promise the impossible, like "do more with less."

√ You DON'T need to accept customer expectations far beyond what your resources can deliver.

√ You DON'T need to tolerate vague accusations that you cost too much, or unfair comparisons to outsourcing or benchmarks.

√ You DON'T need to engender mistrust for lack of cost transparency.

√ You DON'T need to get dragged into political debates over cost allocations.

√ You DON'T need to live with a lack of executive perception of the value you deliver.

√ You DON'T need to hold your breath and pray for year-end money to fund critical infrastructure and innovation investments.

√ And you DON'T need to design bureaucratic chargebacks or complex governance processes to solve these problems.

All these problems are created by traditional financial processes. And these are not just matters of accounting. They're issues that directly impact your alignment with the business, your relationships with internal clients, and your ability to run a viable, customer-focused, entrepreneurial organization.

But now, we understand how to solve all these problems, with a new breed of highly effective, agile, business-driven processes for:

• service catalogs,

• budgeting,

• rate setting,

• priority setting, and

• demand management (portfolio management).

The breakthrough came when we applied common-sense principles of market economics inside organizations, explained in the book, Internal Market Economics.

This presentation explains the root cause of common problems by examining what might be called "best practices," but which are, in fact, nothing more than the mistakes everybody else is making. You'll get a perspective on your current practices, and where they need attention.

Then, from head in the stars to feet on the ground, it will describe a clear vision of how an internal service provider's financial and resource-governance processes should work, and exactly how to implement them. You'll discover exactly what you can do to solve all those problems with resource-governance and financial-management processes based on the common-sense world of market economics we all live and believe in.

100-word version....

50-word version....

Outline

• Poor Robert: the pain caused by traditional financial management practices.
    --OR--
  
• Common problems rooted in traditional financial and resource-governance processes.

• Basic principles of market economics, and how they apply inside organizations.

• How money flows (with or without chargebacks).

• How budget planning works.

• How prices are set (the cost model).

• How enterprise costs are funded.

• Implications: cost control, outsourcing, unfunded mandates, benchmarks, management metrics.

• How to implement internal market economics, step by step.

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