{ "docId": "019dd923-5ca1-7489-b637-5f0badbad633", "docSlug": "e2f593105f80b477", "documentTitle": "IBV The Cognitive Enterprise", "authorId": "IBM", "authorName": "IBM", "documentKindSlug": "consulting-deck", "documentKindLabel": "Consulting deck", "sourceTypeSlug": "strategy_consulting", "sourceTypeLabel": "Strategy consulting", "presentationDate": null, "orientation": "landscape", "aspectRatio": 1.332, "pageNumber": 8, "pageCount": 20, "prevPage": 7, "nextPage": 9, "slideType": "executive_summary", "function": "summarize", "density": "overcrowded", "nDataPoints": 6, "notes": "The slide references C-suite study data and mentions Component Business Modeling (CBM) as a framework for process analysis.", "elementsJson": [ "paragraph" ], "metadataConfidence": 0.95, "imagePath": null, "slideHref": "/slides/019dd923-5ca1-7489-b637-5f0badbad633/8", "deckHref": "/decks/019dd923-5ca1-7489-b637-5f0badbad633", "deckJsonHref": "/decks/019dd923-5ca1-7489-b637-5f0badbad633.json", "deckAnchorHref": "/decks/019dd923-5ca1-7489-b637-5f0badbad633#slide-8", "components": [ { "bbox": null, "kind": "callout", "text": "Re-engineer workflows to use cognitive capabilities: Reinventing finance processes to support the speed and flexibility needed by the Cognitive Enterprise, financial processes must be reinvented to replace transactional and decision support activities with automation and cognitive solutions.", "attrs": null, "subkind": null, "toolName": "Visual emphasis", "toolSlug": "visual-emphasis", "confidence": null, "componentId": "019dd951-c23f-7114-a89c-7da8063c5b3b", "frameworkName": null, "frameworkSlug": null }, { "bbox": null, "kind": "framework", "text": "Component business modeling", "attrs": null, "subkind": null, "toolName": "Structuring frame", "toolSlug": "structuring-frame", "confidence": null, "componentId": "019dd951-c23f-7114-a89c-80c6363de7eb", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.095, "w": 0.518, "x": 0.411, "y": 0.628 }, "kind": "paragraph", "text": "Our C-suite study data reveals that significantly more finance leaders than their peers have optimized their processes with digital technology, for example 68 versus 51 percent in order-to-cash, 65 versus 46 percent in procure-to-pay, and 58 versus 33 percent in financial planning and analysis (FP&A). Moreover, these leaders have extended their capabilities to full digital collaboration with external entities in areas such as treasury management, external financial reporting and fixed assets.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "03f2872e-7431-42bb-b464-f22d9136dd5f", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.115, "w": 0.518, "x": 0.411, "y": 0.408 }, "kind": "paragraph", "text": "Re-engineer workflows to use cognitive capabilities: Reinventing finance processes To support the speed and flexibility needed by the Cognitive Enterprise, financial processes must be reinvented to replace transactional and decision support activities with automation and cognitive solutions, wherever feasible. According to our C-suite study, a majority of finance leaders understand the need for process reinvention, with 66 percent saying they are effective at streamlining and digitizing finance operations.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "2123b681-9703-4299-8884-d97d63926782", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.135, "w": 0.518, "x": 0.411, "y": 0.243 }, "kind": "paragraph", "text": "The finance organization itself is also a beneficiary of these exponential technologies and can lead the way in adopting these imperatives within its operations. The need for real-time insights, on-the-spot forecasts and all-encompassing foresights in ongoing operations has been accentuated with pervasive connectivity and customer expectations driving the Digital Reinvention™, the advent of the Cognitive Enterprise and a “new collar” workforce. In the following sections, we describe how finance organizations can adopt the above imperatives in their operations.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "23f4fde1-e902-4eaf-b4f6-a61af27eb18a", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.055, "w": 0.518, "x": 0.411, "y": 0.543 }, "kind": "paragraph", "text": "Component business modeling (CBM) is useful in analyzing enterprise processes and identifying areas for reinvention. Finance processes can be broken down using a CBM framework that identifies areas that can be re-engineered by AI and automation technologies (see Figure 4).", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "818c0c55-d8e3-45ce-8332-a62c917cc11c", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.013, "w": 0.278, "x": 0.411, "y": 0.095 }, "kind": "title", "text": "The Cognitive Enterprise: The finance opportunity", "attrs": null, "subkind": "headline", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "172b58a1-2b48-4dad-ae9b-9d03c4940f34", "frameworkName": null, "frameworkSlug": null } ], "metrics": [], "tools": [ { "name": "Executive summary", "slug": "executive-summary", "agent": null, "layer": "slide", "matchId": "4bca118d-2915-4bfb-83b9-9ef584a230b2", "evidence": "type: executive_summary", "confidence": 0.9 } ], "frameworks": [ { "name": "Component Business Modeling (CBM)", "slug": null, "matchId": "6735b518-8228-425a-9299-50e41dc92cbe", "evidence": "Mentioned as a framework for analyzing enterprise processes and identifying areas for reinvention.", "confidence": 0.9 } ], "arcBeats": [ { "to": 13, "from": 8, "beatId": "5d336958-cc59-4c2b-9b81-1698e9870456", "arcName": "The Consultant's Gambit", "arcSlug": "consultants-gambit", "beatName": "Evidence & Proof", "beatSlug": "consultants-gambit-evidence-proof", "evidence": "The document provides data tables, client examples, and case studies to support its claims", "position": 2, "confidence": 0.8, "parentBeatName": "Evidence", "parentBeatSlug": "evidence" } ], "loops": [ { "to": 8, "from": 3, "name": "Golden Circle", "slug": "11-golden-circle", "bestFor": "Visionary leadership, brand positioning, mission statements", "matchId": "5bc6abf7-ccf2-4907-804a-50ef2e5f40e7", "evidence": "The document uses a Golden Circle framework to explain the why, what, and how of finance's role", "position": 0, "objective": "Why finance's role is critical in the Cognitive Enterprise", "structure": "The Why (Belief) -> The How (Process) -> The What (Result)", "confidence": 0.7, "description": "Invert the typical pitch by starting with why you exist, rather than what you do" }, { "to": 10, "from": 5, "name": "Cost Of Inaction", "slug": "27-cost-of-inaction", "bestFor": "Urgent budget requests, compliance, risk mitigation", "matchId": "ee85fe5d-c199-49de-925f-234ad7272565", "evidence": "The document implies the consequences of inaction through its discussion of disruptive automation", "position": 1, "objective": "The cost of not transforming finance in a Cognitive Enterprise", "structure": "The Status Quo -> The Hidden Costs Accumulating -> The Future State of Inaction -> The Tipping Point", "confidence": 0.6, "description": "Quantify what happens if the audience does nothing" } ], "imagePathAlt": null, "thumbSrc": null, "thumbSrcAlt": null, "locked": true }