Pursuing M&A, expanding geographically, and launching new products or services

Launching new programs, expanding geographically, and addressing the needs of new student populations

Consolidating regional hospital systems or expanding into adjacent services such as emergency clinics

Pursuing M&A, expanding geographically, and launching new lines of service

Shaping a customer-focused organization, launching new products/services, pursuing M&A, and expanding geographically

Pursuing M&A, expanding geographically, and launching new product lines

Launching new lines of service to meet constituents' changing needs, consolidating like-functions to reduce admin expense and to offset reduced tax revenues and pension obligations

Mitigating financial, workforce, and other regulatory compliance risks

Mitigating financial, workforce, and federal and state regulatory risks

Mitigating joint commision, workforce, and financial reporting compliance risks

Mitigating financial, workforce, and other regulatory compliance risks

Mitigating compliance risks as well as being lean and efficient across back-office operations to offset the negative impact of regulation

Managing regulatory compliance at local, state, and national levels

Retaining transparency and fiduciary trust by showing how money is spent, especially important for audit oversight, committee oversight, and grants reporting

Leveraging new technologies, including cloud applications, mobile, or analytics

Leveraging new technologies, including cloud applications, mobile, or analytics

Moving from on-premise systems to the cloud, expanding mobile capabilities, or enhancing analytics

Leveraging new technologies, including cloud applications, mobile, or analytics

Leveraging new technologies to provide a better customer experience at improved cost structures

Leveraging new technologies, including cloud applications, mobile, or analytics

Enabling a mobile workforce and going green with mobile and automated office functions in lieu of paper

Investing in innovation strategies, such as acquiring new products and implementing new business models

Hiring forward-thinking talent to lead strategic initiatives and updating old systems

Investing in forward-thinking strategies, such as new models for care delivery and reimbursement as well as personalized care

Investing in innovation strategies, such as implementing new business models and services

Investing in innovation strategies to make more-strategic, laser-focused, and better-planned investments

Investing in innovation strategies, such as acquiring new products and implementing new business models

With significant retirements on the horizon, becoming an attractive employer for the next generation

Finding and developing the right talent and retraining existing teams

Finding and developing the right faculty and staff and retraining existing teams

Finding, recruiting, and developing the right talent as well as designing new org structures to deliver care more efficiently

Finding and developing the right talent and retraining existing teams

Attracting, developing, and retaining the right talent to foster the direct customer relationship and establish a culture of innovation

Finding and developing the right talent and retraining existing teams

Finding, recruiting, and developing the right talent as well as potentially retraining existing teams

Increasing visibility into cost structures, such as operational and workforce-related costs

Increasing visibility into cost structures, such as operational and workforce-related costs

Attaining new economies of scale through M&A and increasing visibility into operational and workforce-related costs

Increasing visibility into cost structures, both overhead and billable

Increasing visibility into cost structures because interest margins and non-interest incomes will likely continue to be pressured

Increasing visibility into cost structures, such as operational and workforce-related costs

Increasing visibility into cost structures to reduce expenses on supplies, offer overtime only when needed, etc.

Increasing employee engagement and agility to support business objectives

Increasing employee engagement and agility to support institutional objectives

Increasing employee engagement, flexible work options, employee education, and measuring performance on patient outcomes

Increasing employee engagement and agility to support business objectives

Increasing employee engagement and agility to support business objectives

Increasing employee engagement and agility to support business objectives

Aligning employee performance objectives directly to vision and mission statements, and/or any appropriate policies or grant guidelines

Providing employee experiences that reinforce company values

Providing employee experiences that reinforce the institutional mission

Prioritizing employee experiences that reinforce patient-focused care

Providing employee experiences that reinforce company values

Providing employee experiences that reinforce company values

Providing employee experiences that reinforce company values

Providing employee experiences that reinforce organizational values

Finding the right talent and nurturing their success to increase engagement

Finding the right talent and nurturing their success to increase engagement

Finding and recruiting staff to improve quality and cost of care

Finding the right talent and nurturing their success to increase engagement

Finding the right talent and nurturing their success to increase engagement

Finding the right talent and nurturing their success to increase engagement

Finding and recruiting the right talent

Gaining visibility into salaries, benefits, overtime, and contingent labor to control workforce costs

Gaining visibility into salaries, benefits, overtime, and contingent labor to control workforce costs

Increasing visibility into and optimizing total workforce costs, including agency staff and overtime

Gaining visibility into salaries, benefits, overtime, and contingent labor to control workforce costs

Gaining visibility into salaries, benefits, overtime, and contingent labor to control workforce costs

Gaining visibility into salaries, benefits, overtime, and contingent labor to control workforce costs

Increasing visibility into workforce costs as well as reporting in real time on labor or a particular line of service

Automating, streamlining, and scaling transactional HR processes

Automating, streamlining, and scaling transactional HR processes

Automating, streamlining, and scaling HR processes

Automating, streamlining, and scaling HR processes

Automating, streamlining, and scaling transactional HR processes

Automating, streamlining, and scaling transactional HR processes

Automating, streamlining, and scaling transactional HR processes

Minimizing workforce or regulatory compliance risks

Minimizing workforce or regulatory compliance risks

Minimizing any workforce-related compliance or regulatory exposure as well as tracking certifications

Minimizing workforce or regulatory compliance risks

Minimizing workforce or regulatory compliance risks

Minimizing workforce or regulatory compliance risks

Minimizing workforce or regulatory compliance risks

Enabling managers to access real-time data, identify key financial drivers across multiple dimensions, and make more-informed decisions

Enabling managers to access real-time data, identify key financial drivers, and make more-informed decisions

Increasing visibility into the total cost of care by service line

Enabling managers to access real-time data, identify key financial drivers across multiple dimensions, and make more-informed decisions

Enabling managers to access real-time data, identify key financial drivers across multiple dimensions, and make more-informed decisions

Increasing real-time visibility into profit drivers, including metrics such as pure loss, loss adjustment expense, underwriting expense, combined ratio, and medical loss ratio

Enabling managers to access real-time data, identify key financial drivers across multiple dimensions, and make more-informed decisions

Improving consolidated P&L reports, balance sheets, and cash flow statements

Improving consolidated P&L reports, balance sheets, and cash flow statements

Improving consolidated P&L reports, balance sheets, and cash flow statements

Improving consolidated P&L reports, balance sheets, and cash flow statements

Improving consolidated P&L reports, balance sheets, and cash flow statements

Improving consolidated P&L reports, balance sheets, and cash flow statements

Improving consolidated P&L reports, balance sheets, and cash flow statements

Improving financial planning and budgeting processes and systems

Providing strategic analysis to institutional leaders to help them plan for success

Improving financial planning and budgeting processes and systems

Improving planning and budgeting processes and systems

Improving financial planning and budgeting processes and systems

Improving financial planning and budgeting processes and systems

Improving financial planning and budgeting processes and systems

Reducing compliance and regulatory risks with always-on audits and self-documenting changes

Reducing compliance and regulatory risks with always-on audits and self-documenting changes

Reducing system or process risk exposure with always-on audits and self-documenting changes

Reducing compliance and regulatory risks with always-on audits and self-documenting changes

Reducing compliance and regulatory risks with always-on audits and self-documenting changes

Reducing compliance and regulatory risks with always-on audits and self-documenting changes

Reducing compliance and regulatory risks with always-on audits and self-documenting changes

Changing business processes, dimensions, and reports in real time to quickly adapt to change

Changing business processes, dimensions, and reports in real time to quickly adapt to change

Increasing strategic analyses on the cost of new care delivery models

Changing business processes, dimensions, and reports in real time to quickly adapt to change

Changing business processes, dimensions, and reports in real time to quickly adapt to change

Changing business processes, dimensions, and reports in real time to quickly adapt to change

Changing business processes, dimensions, and reports in real time to quickly adapt to change

Streamlining, automating, and scaling finance processes

Streamlining, automating, and scaling finance processes

Automating, streamlining, and scaling HR and finance-related processes

Streamlining, automating, and scaling finance processes

Streamlining, automating, and scaling finance processes

Streamlining, automating, and scaling finance processes

Streamlining, automating, and scaling finance processes

Consolidating disparate systems and simplifying the technology landscape

Consolidating disparate systems and simplifying the technology landscape

Consolidating disparate systems and simplifying the technology landscape

Consolidating disparate systems and simplifying the technology landscape

Consolidating disparate systems and simplifying the technology landscape

Consolidating disparate systems and simplifying the technology landscape

Consolidating disparate systems and simplifying the technology landscape

Improving visibility into human capital and financial data to drive smarter decisions

Improving visibility into human capital and financial data to drive smarter decisions

Improving visibility into human capital and financial data to drive smarter decisions

Improving visibility into human capital and financial data to drive smarter decisions

Improving visibility into human capital and financial data to drive smarter decisions

Improving visibility into human capital and financial data to drive smarter decisions

Improving visibility into human capital and financial data to drive smarter decisions

Modernizing the user experience by providing a consumer-like experience for back-office applications

Modernizing the user experience by providing a consumer-like experience for back-office applications

Modernizing the user experience by providing a consumer-like experience for back-office applications

Modernizing user experience by providing a consumer-like experience for back-office applications

Modernizing the user experience by providing a consumer-like experience for back-office applications

Modernizing user experience by providing a consumer-like experience for back-office applications

Modernizing user experience by providing a consumer-like experience for back-office applications

Moving strategic applications and systems to the cloud to scale the organization

Moving strategic applications and systems to the cloud to effectively manage growth and change

Moving strategic applications and systems to the cloud to scale the organization

Moving strategic applications and systems to the cloud to scale the organization

Moving strategic applications and systems to the cloud to scale the organization

Moving strategic applications and systems to the cloud to scale the organization

Moving strategic applications and systems to the cloud to scale the organization

Providing in-the-moment and on-the-go access to key processes

Providing in-the-moment and on-the-go access to key processes

Providing secure, mobile applications for HR and finance processes

Providing in-the-moment and on-the-go access to key processes

Providing in-the-moment and on-the-go access to key processes

Providing in-the-moment and on-the-go access to key processes

Providing in-the-moment and on-the-go access to key processes

Enhancing security for all applications and data

Enhancing security for all applications and data

Enhancing overall application security related to HR and finance

Enhancing security for all applications and data

Enhancing security for all applications and data

Enhancing overall application security as the organization grows, undergoes M&A, and faces regulatory change

Enhancing security for all applications and data

Enabling real-time business reporting and analytics

Providing real-time financial and operational reports

Providing real-time reporting on medical staff availability, capabilities, and skill gaps

Enabling real-time business reporting and analytics

Enabling fast access to business reporting and analytics with a single point of truth

Enabling real-time business reporting and analytics

Enabling real-time business reporting and analytics

Automating and streamlining time-consuming transactional tasks

Automating and streamlining time-consuming transactional tasks

Automating and streamlining time-consuming transactional tasks

Automating and streamlining time-consuming transactional tasks

Automating and streamlining tasks to free up time for customer-facing activities

Automating and streamlining tasks to spend more time on revenue-generating activities and supporting a lean back-office

Automating and streamlining time-consuming transactional tasks

Providing real-time, mobile access to critical reports and tasks

Providing real-time, mobile access to critical reports and tasks

Providing real-time, mobile access to critical reports and tasks

Providing real-time, mobile access to critical reports and tasks

Providing real-time, mobile access to critical reports and tasks

Providing real-time, mobile access to critical reports and tasks

Providing real-time, mobile access to critical reports and tasks

Recognizing who the top performers are in real time to nurture their development

Recognizing who the top performers are in real time to nurture their development

Engaging and retaining frontline medical staff

Recognizing who the top performers are in real time to nurture their development

Recognize top performers for selling best or driving innovative products

Recognizing who the top performers are in real time to nurture their development

Recognizing who the top performers are in real time to nurture their development

Improving recruiting and onboarding processes

Improving recruiting and onboarding processes

Streamlining processes to improve recruiting, onboarding, and certification tracking

Improving recruiting and onboarding processes

Providing branch management and employees with improved, digital processes on consumer-like user interfaces

Improving recruiting and onboarding processes

Improving recruiting and onboarding processes

Increasing visibility into talent, identifying employees at risk of leaving, and finding ways to improve retention

Increasing visibility into talent, identifying employees at risk of leaving, and finding ways to improve retention

Increasing visibility into talent at risk of leaving and uncovering internal hiring opportunities

Increasing visibility into talent, identifying employees at risk of leaving, and finding ways to improve retention

Increasing visibility into customer-facing talent retention risk to proactively align employees on "what's next"

Increasing visibility into talent to identify ways to retain top performers, especially in actuarial and underwriting roles

Increasing visibility into talent, identifying employees at risk of leaving, and finding ways to improve retention

Pending a costly yet low-value upgrade to legacy systems

Pending a costly yet low-value upgrade to legacy systems

Pending a costly yet low-value upgrade to legacy systems

Pending a costly yet low-value upgrade to legacy systems

Pending a costly yet low-value upgrade to legacy systems

Pending a costly yet low-value upgrade to legacy systems

Pending a costly yet low-value upgrade to legacy systems

Duplicate, often-conflicting versions of the truth for key finance and HR data and reports

Duplicate, often-conflicting versions of the truth for key HR and finance data and reports

Duplicate, often-conflicting versions of the truth for key HR and finance data and reports

Duplicate, often-conflicting versions of the truth for key HR and finance data and reports

Duplicate, often-conflicting versions of the truth for key HR and finance data and reports

Duplicate, often-conflicting versions of the truth for key HR and finance data and reports

Duplicate, often-conflicting versions of the truth for key HR and finance data and reports

Complex, disjointed, and antiquated user interfaces

Complex, disjointed, and antiquated user interfaces

Complex, disjointed, and antiquated user interfaces

Complex, disjointed, and antiquated user interfaces

Complex, disjointed, and antiquated user interfaces

Complex, disjointed, and antiquated user interfaces

Complex, disjointed, and antiquated user interfaces

Manual processes requiring time-consuming, unreliable workarounds

Manual processes requiring time-consuming, unreliable workarounds

Manual processes requiring time-consuming, unreliable workarounds

Manual processes requiring time-consuming, unreliable workarounds

Manual processes requiring time-consuming, unreliable workarounds

Manual processes requiring time-consuming, unreliable workarounds

Manual processes requiring time-consuming, unreliable workarounds

Customizations are costly, difficult, and take too long to deploy

Customizations are costly, difficult, and take too long to deploy

Customizations are costly, difficult, and take too long to deploy

Customizations are costly, difficult, and take too long to deploy

Customizations are costly, difficult, and take too long to deploy

Customizations are costly, difficult, and take too long to deploy

Customizations are costly, difficult, and take too long to deploy

Security is bolted on, leaving too much exposure to compliance and regulatory risk

Security is bolted on, leaving too much exposure to compliance and regulatory risk

Security is bolted on, leaving too much exposure to compliance and regulatory risk

Security is bolted on, leaving too much exposure to compliance and regulatory risk

Security is bolted on, leaving too much exposure to compliance and regulatory risk

Exposure to compliance and regulatory risks as regulations have gotten increasingly complex and are continually evolving

Security is bolted on, leaving too much exposure to compliance and regulatory risk

N/A
Limited, if any, opportunity to consolidate HR and finance applications due to lack of historical investment in enterprise HR and finance applications, use of Microsoft Office Tools.

Low
Not much consolidation possible for HR and finance applications due to low complexity HR and finance landscape. Less than 5 low-cost applications (either on-premise or cloud-based point solutions) that can be replaced with Workday.

Medium
Medium consolidation possible for HR and finance applications due to low complexity HR and finance landscape. 5-10 applications (either on-premise or cloud-based point.

High
Significant opportunity for consolidation due to highly complex, heterogeneous HR and finance application landscape. 10+ medium to high-cost applications (either on-premise or cloud-based point solutions) that can be replaced with Workday.

N/A
No major upgrades are planned or budgeted.

Low
Some opportunity for project avoidance. Minor upgrades pending that likely can be staffed with current internal IT resources; projects can be avoided with Workday.

Medium
Medium opportunity for project avoidance. Several upgrade projects pending that will require internal and likely some external resources; some cost avoidance possible with a move to Workday.

High
Significant opportunity for project avoidance. Several high-cost upgrade project pending that will require internal as well as significant external costs; significant potential cost avoidance possible with a move to Workday.

N/A
Currently very few and basic integrations are up-and-running.

Low
Some opportunity for improvement. Currently low number of automated and manual, semi-manual integrations / up-and-downloads.

Medium
Medium opportunity for improvement. Currently a significant number of integrations with a high automation. degree; some challenges to maintain and support data flow / ETL processes. Constant demand for new integrations.

High
Significant opportunity for improvement. Currently complex integrations with point-to-point connections or via a middleware, mostly between applications that will be replaced by Workday. High efforts to maintain and enhance integration and data flow.

N/A
Currently limited self-service applications are provided. Mobile access is not possible.

Low
Some opportunity for improvement. Currently basic self-service options are provided (e.g. absence) via enterprise portals or the application itself. Limited mobile access. Low levels of adoption.

Medium
Medium opportunity for improvement. Currently several employee and manager self-services (with analytics) are provided with access via multiple devices. Constant need to adapt, change and enhance these applications. Medium level of adoption.

High
Significant opportunity for improvement. Currently extensive offering of high-end self-services for different target groups with high efforts in terms of running, adapting, changing and enhancing the existing applications. Full pipeline of requested self-service processes in combination with the demand for additional mobile-technology. High level of adoption.

N/A
Very low demand for reporting and analytics. If needed the requested insights are provided with MS Office tools like Excel, Access etc.

Low
Some opportunity for improvement. Currently basic reporting and dashboards are provided for ad-hoc request or on a monthly basis. Majority of reporting is delivered with basic tools & applications like Excel, Access or SharePoint. Manual efforts to ensure data quality and deliver graphics or visualizations.

Medium
Currently reporting and analytics are requested constantly by the business. Majority of reports and dashboards are based on data supplied by integrations (and some manual uploads) and provided by special tools and applications. Data quality has to be enhanced and checked manually. Data visualization is done semi-automated and manually (ppt).

High
Significant opportunity for improvement. Currently business users request complex reporting and analytics with high level of granularity. To deliver these a sophisticated reporting infrastructure, with integrations, ETL-processes and data management (data warehouse) is established. High costs to run, maintain and enhance this infrastructure.

N/A
Limited if any need for system-related configurations, customizations are not needed or realized.

Low
Some opportunity for improvement. Current demand for process change or new processes can be realized with existing, internal IT staff.

Medium
Medium opportunity for improvement. Currently there is a constant demand for enhancements, changes or new process requirements. Realization of configurations is done in projects and requires significant external consulting resources.

High
Significant opportunity for improvement. Current applications cause high efforts to customize processes (not flexible enough, do not provide needed capabilities to realize the configuration/customizing requirements). Several projects are planned, but not realized yet.

N/A
Increasing HR process automation is not a key priority for this potential project

Low
Some opportunity to improve HR process automation and scaling. Currently processes are manual and paper-based processes; approval-driven processes (i.e., do not require email or manual notifications to be sent); minimal process errors.

Medium
Medium opportunity to improve HR process automation and scaling. Currently some manual and paper processes still in place; limited bolt-on applications; workarounds in place to address system deficiencies; occasional process errors

High
Significant opportunity and business need to improve HR process automation and scaling. Currently multiple manual steps & paper processes across organization; multiple systems, legacy environment along with bolt-on applications; duplicate data entry, complex integrations and limited functionality create liability for business; significant time spent on data gathering and reconciliation; numerous workarounds to address local issues.

N/A
Transforming the HR organization is not a key priority for this potential project

Low
Some opportunity and business need to transform the HR organization. Currently limited time spent on transactional activities; majority of time spent on strategic initiatives and developing or enhancing HR systems and practices

Medium
Medium opportunity and business need to transform the HR organization. Currently, significant time spent on transactional activities; less focus on strategic initiatives and developing or enhancing HR systems and practices than desired.

High
Significant opportunity and business need to transform the HR organization. Currently majority of time spent on transactional activities; limited focus on strategic initiatives and developing or enhancing HR systems and practices

N/A
Moving to or improving the HR Shared Services model is not a key priority for this potential project

Low
Some opportunity and business need to build out a HR Shared Services model.

Medium
Medium opportunity and business need to build out a HR Shared Services model. Current Shared Services model is in place, but not optimized.

High
Significant opportunity and business need for an improved Shared Services model. Current HR Shared Services model is either not in place or has significant challenges.

N/A
Increasing finance process automation is not a key priority for this potential project

Low
Some opportunity to improve finance process automation and scaling. Currently processes are manual and paper-based processes; approval-driven processes (i.e., do not require email or manual notifications to be sent); minimal process errors.

Medium
Medium opportunity to improve finance process automation and scaling. Currently some manual and paper processes still in place; limited bolt-on applications; workarounds in place to address system deficiencies; occasional process errors.

High
Significant opportunity and business need to improve finance process automation and scaling. Currently multiple manual steps & paper processes across organization; multiple systems, legacy environment along with bolt-on applications; duplicate data entry, complex integrations and limited functionality create liability for business; significant time spent on data gathering and reconciliation; numerous workarounds to address local issues

N/A
Transforming the finance organization is not a key priority for this potential project

Low
Some opportunity and business need to transform the finance organization. Currently limited time spent on transactional activities; majority of time spent on strategic initiatives and developing or enhancing finance systems and practices.

Medium
Medium opportunity and business need to transform the Finance organization. Currently, significant time spent on transactional activities; less focus on strategic initiatives and developing or enhancing finance systems and practices than desired.

High
Significant opportunity and business need to transform the finance organization. Currently majority of time spent on transactional activities; limited focus on strategic initiatives and developing or enhancing finance systems and practices.

N/A
Moving to or improving the Finance Shared Services model is not a key priority for this potential project.

Low
Some opportunity and business need to build out a Finance Shared Services model.

Medium
Medium opportunity and business need to build out a Finance Shared Services model. Current Shared Services model is in place, but not optimized.

High
Significant opportunity and business need for an improved Shared Services model. Current Finance Shared Services model is either not in place or has significant challenges.

N/A
Increasing employee engagement is not a key priority for this potential project.

Low
Some opportunity and business need to improve employee engagement. Currently moderate to high level of employee engagement; low voluntary turnover relative to industry peers.

Medium
Medium opportunity and business need to improve employee engagement. Currently average level of employee engagement; average voluntary turnover relative to industry peers.

High
Significant opportunity and business need to improve employee engagement. Currently below average levels of employee engagement; high voluntary turnover relative to industry peers.

N/A
Increasing organizational agility is not a key priority for this potential project

Low
Some opportunity and business need to increase organizational agility. High process and systems agility; fully automated organizational changes

Medium
Medium opportunity and business need to increase process and systems agility; semi-automated organizational changes. The organization is quite stable, without major reorgs, M&As or divestitures planned in the near future.

High
Significant opportunity to improve organizational agility due to limited process and systems agility; manual organizational changes. In the future organizational changes may occur quite frequently, new acquired organizations have to integrated (due to growth strategy).

N/A
Improving recruiting, hiring and onboarding is not a key priority for this potential project.

Low
Some opportunity and business need to improve the visibility into workforce skills, career goals and performance enables effective internal hiring; automated onboarding and recruiting processes; succession planning in place for key resources; low levels of regrettable hires.

Medium
Medium opportunity and business need to improve internal hiring and visibility into workforce; capabilities exist but with limited process controls; succession planning in place but is not as encompassing as desired

High
Significant opportunity and business need to improve internal hiring due to lack of visibility into employee skills, career goals, and performance; manual onboarding processes; limited succession planning; high levels of regrettable hires

N/A
Improving financial and operating reports and analytics is not a key priority for this potential project

Low
Some opportunity and business need to improve the timeliness, drill-down ability and accuracy of reporting. Business and operations managers (i.e., budget owners) have access to real-time daily data; multi-dimensional financial and analytics; ability to drill down and perform trend analysis

Medium
Medium opportunity and business need to improve the timeliness, drill-down ability and/or accuracy of reporting. Access to real-time data and multi-dimensional reporting may be limited or time consuming / resource intensive; limited analytics; manageable chart of accounts could be improved

High
Significant opportunity and business need to improve reporting. Current reporting engine is a bolt-on tool, lack of continuity in UX; overly complex chart of accounts creates lack of reporting accessibility; management reports are generated in separate tool, loss of detail; lack of compliance around separation of duties.

N/A
Tightening spend controls is not a key priority for this potential project

Low
Some opportunity and business needs to reduce non-compliant spend or budget overruns; ability to track any activity that has a financial impact by worker, activity and cost center; embedded analytics into specific business processes, approvers understand impact of approval; management reports generated from the same transactional data used for generating financial statements; rapid delivery of daily results to business partners and budget owners to consume and decision support.

Medium
Medium opportunity and business need to reduce non-compliant spend or budget overruns; limited analytics; daily reporting and MSS may be limited or have low adoption

High
Significant opportunity and business need to improve the amount of non-compliant spend (i.e., maverick spend); budget overruns; limited ability to track employee expenses related back to project and steady-state work; impeded decision making process in current state with management manually assembling analytics; limited real-time management reporting capabilities, management reports are assembled monthly

N/A
Improving financial and workforce planning is not a key priority for this project

Low
Some opportunity and business need to improve planning and budgeting processes. Limited manual processes around transactional data for budgets and forecasts, moderate ability to adjust plans and take action as conditions change.

Medium
Medium opportunity and business need to improve the planning and budgeting due to manual processes and lack of single platform; capable but time consuming to adjust plans and take action as conditions change.

High
Significant opportunity to improve planning and budgeting processes. Disparate systems and countless manual spreadsheets for financial and workforce planning; data is stale by the time budgeting and forecasting cycles are complete, so there is little-to-no insight to gain.