Pulling in the same direction A twoday learning

Pulling in the same direction A two-day learning experience in which teams are challenged to boost productivity and profitability through better teamwork, communication and coordination.

What clients say “You know the program is effective when people from manufacturing, sales and marketing become sensitive to each other’s needs and understand how the other operation works. ” Manager, 3 M “We found Celemi Decision Base to be profoundly valuable. By experiencing the positions of senior management, our sales people gained a newfound appreciation for what our customers experience in their jobs and developed a greater ability to talk the customer’s language. ” “We required every Oracle USA sales representative to take this training. It was exceptional. ” Sales manager, Oracle “I better understand my personal impact on financial results and hope to find ways to make things better… I hope everyone takes this. It’s good material for developing increased understanding of financial terms and interactions in the business environment. ” Participant, Hewlett Packard

Celemi Decision Base – in a nutshell Benefits • In Celemi Decision Base, participants learn to better utilize financial statements and financial ratios as planning tools to boost productivity and profitability. It is designed to make key people understand how and why their decisions influence the entire organization. • Timing • • 2 – 2. 5 days Number of participants • • 4 -6 teams, 12 - 24 participants in total Materials • • Board based business simulation

The seminar at a glance – the flow Reflects your own business reality • Opening – setting the scene Sales Production Purchasing - Your own organization: - What are you up against? - What are the key issues? • Business simulation Cash - Ten simulation years: - Six teams manage their own capital-intensive companies and compete for the same customers - Debrief – discuss business themes and capture the lessons learned • Next steps – the way forward - Back to your own real world: - What are the potential areas for improvement? - What could be done to tap into them? Accounts receivable

The key challenges in Celemi Decision Base Key indicators Capacity utilization Strategic planning Company performance Consistency across borders Lead times Cash flow

Challenge no. 1 • Strategic planning - Invest now… or later - Pursue all markets… or just a few? - Take the lead… or be an early follower? - Build efficient assembly lines… or flexible flow shops? - Borrow money… or earn it first? - Stick to the basics… or pursue the cutting edge? •

Challenge no. 2 • Manage and measure company performance - Make the right investments at the right time…and get the required return - Profit and loss statement - Balance sheet - Key performance indicators

Challenge no. 3 • Consistency across borders - Build cross-functional insight and explore the complex nature of inter-departmental financial relationships Planning & Delivery Development & Services Marketing & Sales Finance & Control

The Decision Base® simulation board

Capacity Key components Line Flow Shop Job Shop Flexibility Production options Product options Marketing & sales options

Key concepts • Market share • Profitability • Return on capital employed • Cash flow • Cost of capital • Capacity utilization • Return on investments in markets, products and production • EVA™ (economic value added) optional • CVA™ (cash flow value added) optional • NPV™ (net present value) optional • ABC (activity-based costing) optional

Key results • Improved productivity through better teamwork, communication and coordination • Alignment around the “big picture” and a deeper level understanding of strategy and tactical initiatives • Better decisions for optimal allocation of limited resources • Increased responsiveness to internal and external customer needs • Improved business literacy and financial acumen • Deep understanding of the overall business impact of financial decisions

Target groups • All personnel with financial responsibilities in manufacturing, production or other capital-intensive companies can build cross-functional insight and align with a common vocabulary of performance measures • Sales people, service providers and consultancies gain a better understanding of their client’s business conditions • Business schools, corporate universities and academies can use Celemi Decision Base® as part of their management development track to introduce and apply strategy, business economics and finance competencies. • Companies that are implementing new IT architectures can use Celemi Decision Base® to identify hot buttons

What participants say 85% estimate that it would have taken weeks or longer to learn what they learnt in the seminar if traditional teaching had been the method used 93% judge the Celemi simulations very good or outstanding 99% regard the Celemi materials to be of high or very high quality 99. 3% recommend the seminar to others Source: Gallup Malmö, Sweden

Some Celemi Decision Base clients

Celemi learning programs: Guiding principles • “It’s not what you know, it’s how you know it. ” To deliver useful and sustained knowledge, a learning program should… • capture the participants’ attention and trigger their imagination. • address the key elements of the client’s reality – revealing what it is that drives the business. You cannot just absorb other people’s knowledge… • be based on a strong and consistent conceptual platform. The assumptions and metrics built into simulations should be… • sophisticated enough without being confusing. • concise enough without being superficial. …you can only create your own. • credible enough not to be dismissed.