In the story of the Tower of Babel, people’s inability to communicate resulted in them being unable to finish constructing the tower. Many organizations face similar challenges due to silos between disparate parts of the business, resulting in increased costs, risks or failures. Use of multiple Oracle E-Business Suite (EBS) instances, different charts of accounts, and a lack of governance and control contribute to these silos. Learn how to eliminate the silos to share data effectively and communicate across the organization.
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3. Learning Objectives
Objective 1: Learn the root causes of silos in Oracle E-Business
Suite (EBS) implementations.
Objective 2: Understand how silos impair financial operations and
create barriers to growth and innovation.
Objective 3: Explore how a convoluted EBS structure results in silos
of data that constrict performance and limit agility.
Objective 4: Learn techniques to enable different areas of the
organization to work together and eliminate silos of data.
Objective 5: See how an enterprise data quality initiative will
facilitate breaking down silos.
4. Agenda
Introduction
The Tower of Babel in Oracle® E-Business Suite: Silos
Root Causes of Silos
Challenges and Impact of Silos
Roadmap to Eliminating Silos
Benefits of Eliminating Silos
5. eprentise Can… …So Our Customers Can:
Consolidate Multiple EBS Instances
Change Underlying Structures and
Configurations
Chart of Accounts, Other Flexfields
Inventory Organizations
Operating Groups, Legal Entities,
Ledgers
Calendars
Costing Methods
Resolve Duplicates, Change Sequences,
IDs
Separate Data
Introduction: Finished but not Done
: Transformation Software for E-Business Suite
Reduce Operating Costs and Increase
Efficiencies
Shared Services
Data Centers
Adapt to Change
Align with New Business Initiatives
Mergers, Acquisitions, Divestitures
Pattern-Based Strategies
• Make ERP an Adaptive
Technology
Avoid a Reimplementation
Reduce Complexity and Control Risk
Improve Business Continuity, Service
Quality and Compliance
Establish Data Quality Standards and a
Single Source of Truth
Company Overview: Established 2006 l Helene Abrams, CEO
6. The Tower of Babel
In the story of the Tower of Babel, people’s inability to
communicate – they were all speaking different languages -
resulted in them being unable to finish constructing the tower.
The result: Project failure… all because of silos.
7. Objective 1: Learn the root causes of
silos in Oracle E-Business Suite (EBS)
implementations.
8. What are Silos?
Silo’s are information locked
in disparate databases,
separate ledgers (SOBs),
different operating units etc.
They are the barriers to
doing business efficiently
and effectively that are
overcome everyday through
workarounds or forgone
opportunities.
9. Root Causes of Silos in EBS
Existing silos in EBS originated in several ways.
Most of these were due to a lack of:
Available technology at the time of implementation.
An understanding of how a global business should operate,
Knowledge of EBS configurations, hierarchies, ownership, and security.
A solution for quick integration of acquired systems (M&A activity).
Interdepartmental communication and collaboration.
Standardization:
Process level: corporate standards, governance, and controls
Data level: data formats, naming conventions
10. Different divisions within a company were allowed to setup their own operating
units to meet their requirements eventually leading to fragmented integration,
more complexity and isolation.
Company grew by acquisition adding new EBS instances with each acquired
company.
Original configuration didn’t support the current business – original setup
including history abandoned for a new setup with no way to communicate
between structures.
Different departments tackled requirements or problems on their own rather
than working together to find a solution that fits everyone.
Corporate standards, governance, and controls were not in place – changes
done “on-the-fly”.
Root Causes of Silos in EBS
11. Globally
Each country with their own Finance, HR, Billing
Systems
Hundreds of FTEs identified as performing
reporting activities in Finance
Many staff in multiple
locations
Many disparate processes,
procedures
Made very little sense for 10% of the revenue to be
burdened by the cost structure of an entire EBS instance
and support.
Regional production instances were an
obstacle to business improvements and
new initiatives
Multiple general ledgers, employee
records, and system interfaces
Silos make it impossible to have common
definitions, standard business processes,
and share information.
Challenges for Global Businesses
12. Silos in Your Business
Many organizations face significant challenges in
communication between disparate parts of the
business.
Multiple instances, different charts of accounts, and a
lack of governance and control result in silos of
information and multiple sources of “truth.”
Eliminate the silos to share data effectively, reduce
costs and risks and communicate across the
organization.
13. Objective 2: Understand how silos
impair financial operations and create
barriers to growth and innovation.
16. Silos Impact Timely & Accurate Business
Decisions
Trusted, uniform, and timely information is inaccessible to business
users.
Inaccurate forecasts, contradictory information, and the inability to
address compliance requirements result in increased costs and
unnecessary risks.
“Very few organizations have a real handle on the relationship
between a business process…and the underlying I.T. system that
powers [it]…And worse yet, if they did…they would probably
discover that they have four sets of different systems handling
overlapping business processes.” - Michael Vizard says in Solving
I.T.’s Biggest Challenge.
17. Objective 3: Explore how a convoluted
EBS structure results in silos of data that
constrict performance and limit agility.
18. Example of Silos
Instance A B C D Distinct
Release 11.5.10.2 11.5.10 11.5.10.2 11.5.9 -
Size (GB) 1,425 548 61 96 -
Languages 4 2 1 1 4
Sets of Books 104 48 1 30 183
Calendars 10 7 1 1 19
Charts of Accounts 40 43 1 18 102
Legal Entities 120 48 0 47 215
Operating Units 121 49 0 47 217
Inv Orgs 137 50 1 48 236
Modules Installed 9 17 4 5 21
Security Rules on Value Set 13,012 300 15 153 13,480
Security Rules X Responsibilities 17,350 445 6 75 17,876
Cross Validation Rules 86,845 39,925 25 165 126,960
Currencies 56 28 1 28 64
EBS Users 43,986 30,494 247 3,023 N/A
Sets of Books, Legal Entities, OUs, and Inventory Orgs
Redundant and configured differently
Charts of Accounts and Calendars
Disparate and misaligned
Sets of Books – Difficult to comply with local and statutory regulatory requirements
Legal Entities – Easy to over- or under-pay taxes and misstate financial information
Operating Units – Difficult to leverage supplier relationships (terms, discounts, etc.)
Inventory Orgs – Impossible to know if a product is actually in stock (or where it is on the shelf)
Charts of Accounts – Reports and data extracts must be done 40 times
Calendars – With 10 calendars, the company is depreciating assets in 10 different ways and closing periods
at different times
Redundant Objects
Redundant Objects
19. Silos Constrict Performance and Agility
There is no single
source of truth
for enterprise
information.
Leads to a lack
of trust
in the data,
resulting in:
20. Objective 4: Learn techniques to
enable different areas of the
organization to work together and
eliminate silos of data.
21. Steps for Eliminating Silos
1. Identify the information that exists.
2. Determine what information needs to be shared.
3. Determine what information needs to be maintained
separately.
4. Identify common business processes.
5. Must be championed from the top.
22. Roadmap to a Global Business – 3
Imperatives to Remove Silos
All of the data
must be
consolidated into a
single instance.
There must be a
single Chart of
Accounts that
meets all of the
legal and
reporting
requirements of
the business.
All of the data and
business processes
must be complete,
consistent, correct,
and accessible to
those who need it.
23. Consolidation of Redundant Objects
Disparate objects in each
instance should be
consolidated into other
objects.
Eliminates redundancy.
Enables the company to
conduct operations
consistently.
Facilitates streamlined
compliance with local
statutory and regulatory
requirements.
Instance COAs Calendars SOBs LEs OUs
Inv
Orgs
A 40 9 46 65 66 83
B 43 6 12 13 14 15
C 1 0 0 0 0 0
D 18 0 6 24 24 25
Total 102 15 64 102 104 123
24. Reduction in infrastructure costs
(hardware, maintenance, licenses)
Reduction in personnel to
support multiple systems
Provision of better customer service
and the ability to operate globally
Agility to grow and to
embrace new initiatives
Global Reporting/
Analytics
Facilitate efficient and effective decision
making with timely and reliable fact based
information
Access real-time information at
consolidated level
Create Centralized Shared Services
(maintenance, setup, centralized
processing)
Eliminate duplicate
integrations and interfaces
Lower license and support fees
Operation of a single business with consistent data,
streamlined processing and the ability to leverage
markets, suppliers of other parts of the business
Consistent Business Processes
Reduce testing during
patches and upgrades
Reducing Costs: Multiple Instances into a Single
Global Instance
25. A Single COA
Reduces
Complexity
Taiwan
Malaysia
China
India
UK
Russia
DolEx US
DloEx Mexico
DolEx Guatemala
Eurofil
Muzo
Hong Kong
Maldives
Singapore
Sri Lanka
Philippines
Brunei
US
Canada
Macau
USD
EUR
GBP
AUD
PHP
USD
BND
TWD
USD
MYR
CNY
USD
INR
USD
GBP
EUR
USD
SGD
CAD
AUD
HKD
CHF
DKK
JPY
MOP
HKD
USD
SGD
USD
LKR
NOK
NZD
SEK
RUB
USD
MXN
USD
CAD
USD
GTQ
EUR
CZK
AsiaPac LKR
AsiaPac AUD
AsiaPac EUR
AsiaPac GBP
AsiaPac BND
AsiaPac PHP
AsiaPac MYR
AsiaPac INR
AsiaPac TWD
AsiaPac CNY
Europe GBP
Europe EUR
Europe USD
Europe SGD
Europe CAD
Europe AUD
Europe HKD
Europe CHF
Europe DKK
Europe JPY
Europe NOK
Europe NZD
Europe SEK
GPN RUS
AsiaPac MOP
AsiaPac HKD
AsiaPac SGD
DOLEX US
DOLEX MX
DOLEX GT
GPN EUR
GPN MZO
NAm USD
AsiaPac USD
NAm CAD
021
023
911
912
913
025
401
201
301
024
027
028
029
030
031
951
952
953
954
955
956
957
958
959
006
106
105
103
107
022
960
961
962
963
001
005
002
Hong Kong
Singapore
Taiwan
China
India
Sri Lanka
Sri Lanka
Sri Lanka
Sri Lanka
Brunei
Philippines
Malaysia
India
Taiwan
China
UK
UK
UK
UK
UK
UK
UK
UK
UK
Canada
Sri Lanka
Maldives
Singapore
Philippines
Macau
UK
UK
UK
UK
US
Canada
Comerica
GPS LKR
GPS AUD
GPS EUR
GPS GBP
GPS BND
GPS MYR
GPS INR
GPS TWD
GPS CNY
GPS CHF
GPS DKK
GPS JPY
GPS NOK
GPS NZD
GPS SEK
GPS MOP
GPS HKD
GPS SGD
GPS US
GPS CAD
021
023
911
912
913
025
401
201
301
024
027
028
029
030
031
951
952
953
954
955
956
957
958
959
006
106
105
103
107
022
960
961
962
963
001
005
002
021
023
911
912
913
025
401
201
301
024
027
028
029
030
031
951
952
953
954
955
956
957
958
959
006
106
105
103
107
022
960
961
962
963
001
005
002
Location CCY Op Unit BalSegLocation GPS Book BalSegBalSeg
GPS
US
201
301
401
Bk Seg
GPN SRL
GPN BRU
GPN PHI
GPN MLS
GPN IND
GPN TWN
GPN CHN
UK SOB
GPN MAC
GPN HK
GPN SNG
US SOB
CAN SOB
525
575
585
505
570
804
802
803
801
915
565
545
851
205
021
023
911
912
913
025
024
027
028
029
030
031
951
952
953
954
955
956
957
958
959
006
106
105
103
107
022
960
961
962
963
001
005
002
GPN Book BalSegBalSeg
201
301
401
US
SOB
205
565
570
801
802
803
525
575
585
505
804
915
545
851
DLX
RUS
EUR
MZO
Seg Bk
• Streamline the month-
and year-end closing
processes.
• No more messy financial
consolidations using
spreadsheets.
• R12 eliminates the need
for using and
maintaining multiple
charts of accounts.
26. Benefits of Adopting a Single, Global
COA
Restructures transactions to accurately reflect changes in the
business.
Improves accuracy and speed of reporting.
Numerous routine tasks that would have taken up to a
month can be reduced to days and in many cases be
automated.
Within a single instance, a global COA reduces the time
spent compiling, reconciling, and consolidating financial data
from disparate systems and spreadsheets and reduces the
close time between the different modules and GL.
27. Case Study: Global Supply Chain
Management
A $22 billion global manufacturing
company’s supply chain was split between
three instances, fifty-seven sets of books (w/
20 COAs),sixty-six legal entities, sixty-three
operating units, and one hundred seventy-
two inventory orgs.
30. Case Study: Global Supply Chain
Management- Strategy to Overcome Silos
Consolidate three instances into two; reorganize legal
entities, op. units, and inv. orgs. by business process; and
establish consistent charts of accounts to leverage global
visibility:
Go-to-Market Instance
Global Supply Chain Instance
31. Objective 5: See how an enterprise
data quality initiative will facilitate
breaking down silos.
32. 1. Begin with a plan
Consolidate instances by business process into either a Go to Market
Instance, or a Global Supply Chain Instance.
2. Define the scope and articulate the expected business results.
Isolate key data Silos and quantify the value lost through their continued
existence.
Identify redundant business processes to be collapsed into one another.
Define global quality standards and uniform conventions.
Breaking Down Silos
33. 3. Execute, Implement, and Manage.
Nominate and stand behind a benevolent dictator.
Establish consensus.
Align Instances, Calendars, COA, Operating Units, Inventory orgs, etc. to
facilitate the flow of key data necessary to accelerate business processes.
4. Measure the Results.
Ensure accurate data is quickly and easily accessible to requisite parties
with enough time to capitalize on its value.
Breaking Down Silos
34. Benefits of Eliminating Silos
By taking these steps to eliminate silos within Oracle E-Business
Suite, companies are able to:
Save money.
Improve processes.
Add value to existing operations.
Create an environment of complete, consistent, and correct information.
35. Many organizations face challenges to communicate between disparate parts of
the business due to silos
Silos create the problem of knowing whose version of the “truth” is correct.
Lack of confidence in the quality of the data impacts operations and financial
performance, increases resource, legal and audit costs and increases risks
associated with regulatory compliance.
Bridging the silos starts with a shared data quality initiative.
Consolidate systems and structures that provide similar businesses processes
(multiple instances, charts of accounts, and calendars for example) and resolve
duplicate and incomplete data to eliminate multiple sources of “truth”.
Eliminating the silos will enable companies to share data effectively and
communicate across the organization.
Conclusions
37. Thank You!
- One World, One System, A Single Source of Truth -
Helene Abrams
CEO
www.eprentise.com
habrams@eprentise.com
Answers from this session will be posted within two weeks on our new LinkedIn
Group, EBS Answers: http://www.linkedin.com/groups/EBS-Answers-4683349/about
Editor's Notes
Thank you for joining today’s presentation entitledAvoid the Tower of Babel by Structuring Oracle E-Business Suite to Remove Silos.I’m Julissa Gonzalez with eprentise marketing and communications.Before we get started, I want to review a few housekeeping items and let you know how you can participate in today’s web event. We’re looking at an example of the GoToWebinar Attendee Interface, which is made up of two parts. There is a Control Panel at the right. Within that Control Panel is how you can participate in today’s event, so let’s look at that.By clicking the orange arrow, you can open and close your Control Panel.The View Menu is also where you can choose to keep you Control Panel open – or in other words not to auto-hide when inactive.The Audio pane provides audio information. By default you have joined the Webinar via Mic & Speakers. Click Audio Setup to select your computer speaker or headset devices.If you prefer, you can join the audio via telephone by selecting Use Telephone, and the dial-in information will be displayed, including an Audio PIN.During the presentation, you have the ability to send questions to our Webinar staff through the Questions pane. Simply type in your question and click send. At the end of the presentation we will do a Q&A session to answer as many questions as we have time for. We will also post all of the questions and answers on our new LinkedIn group, EBS Answers, within 2 weeks. We invite you to join this interactive group to see the Q&A, ask follow up questions or even provide your own answers, comments or discussions. The link to that group page was in your webinar invitation email and will also be included in your follow up email. We will be presenting polling questions during the session. If you would like to receive CPE credit for today’s webinar, you must respond to all the polling questions. The CPE certificate will be emailed to you within 2 weeks.As a final reminder, today’s Webinar is being recorded, and everyone will receive an email with a link to view a recording of today’s event.
In the story of Babel, an immense project had been undertaken- to build a tower to the sky. In this allegory, as punishment for pride, the people’s speak was confounded by many different languages. As a result the project failed because the people couldn’t communicate. Like the Tower of Babel, an organization’s major projects may fail for a similar reason- the team may not be able to access the information they need— there are multiple communication issues that result in project problems, delays, or at worst, outright failure.
Large enterprises face significant challenges getting disparate parts of the business to work together. Inaccurate forecasts, contradictory information, and the inability to address compliance requirements result in increased costs and risks. Multiple instances, different charts of accounts, and a lack of governance and control result in silos of information known to few—but not available to all—and multiple sources of truth, causing decisions to be made and corporate actions to be taken based on misinformation. This article examines how silos impair financial operations, how they create barriers to growth and innovation, and what you can do to remove them.Oracle does not have any cross-instance functionality, so by its very nature, multiple instances provide a barrier to communication, sharing of data, and common processes or standards.Similarly, even though operating units are now “visible” with MOAC functionality, and you are able to transact across operating units, the governance to enforce standard is not built into the functionality. An operating unit can have different discount policies, different credit limits, different pricing books, etc. than another operating unit, even within the same set of books. Today we will be giving some real examples of silos in EBS and show how they are costing the organization money.
Silos can take many forms in an organization, but specific to EBS, many silos can be created by the way an organization has structured their instance.Separate InstancesOracle does not have any cross-instance functionality, so by its very nature, multiple instances provide a barrier to communication, sharing of data, and common processes or standards.Similarly, even though operating units are now “visible” with MOAC functionality, and you are able to transact across operating units, the governance to enforce standard is not built into the functionality. An operating unit can have different discount policies, different credit limits, different pricing books, etc. than another operating unit, even within the same set of books. One of the more common ways that silos are created in EBS is separate instances. In the near past, when connectivity was a challenge, many organizations chose to implement separate instance for different parts of the organization. With connectivity issues largely a thing of the past, the functional reasons for maintaining separate instances is gone. Unfortunately many organization are left with their legacy structure of multiple instances. Oracle does not have any cross-instance functionality, so by its very nature, multiple instances provide a barrier to communication, sharing of data, and common processes or standards.Similarly, even though operating units are now “visible” with MOAC functionality, and you are able to transact across operating units, the governance to enforce standard is not built into the functionality. An operating unit can have different discount policies, different credit limits, different pricing books, etc. than another operating unit, even within the same set of books. Statutory and regulatory reporting can be problematic at best. For SEC reporters this can mean having to export consolidating information from multiple instances and then map disparate information into consolidated financial statements. The problem can be even more intractable than just mapping, the way expenses are allocated in each instance can be very different. Additionally, for SEC reporters the annual external audit is significantly harder as auditors have to look at information system controls around financial reporting for multiple instances. HR management is challenging as well. There is no way to transfer employees between instances. Worse, it is not uncommon to have duplicate positions without a single system for HR to work with. Tax compliance is fraught with challenges. At a minimum, sales tax nexus (whether a company has physical presence) is almost impossible to determine the location of all employees easily between multiple instances. Likewise for state tax reporting, apportionment for income tax reporting is done based on sales, employee location, and a variety of other information that may need to be aggregated from multiple instances. Customer relations can be significantly impaired by multi-instance information silos. As an example, managing customer credit lines can’t be done within EBS if the same customer exists in multiple instances. Think of the impact of asking a significant customer to provide all their information multiple times as they buy from disparate pieces of your company.Supply chain management become difficult as eProcurement will not function across instances. A result can be duplicate purchases, foregone quantity discounts, poor purchase timing leading to overstock or shortages.Workflows are negatively impacted as duplicate users are set-up for approvals. Worse, from a GRC standpoint, it is possible to have a user with multiple levels of access just to overcome the silos. Separate Business GroupsBecause statutory requirements and HR regs are maintained at the business group level, separate business groups can caasue difficulties in managing employees- there is no easy way to transfer an employee. This can also cause difficulties in payroll tax reporting and compliance.Separate Sets of Books (Ledgers), Separate Operating Units, Separate Inventory Orgs and Multiple COAs and CalendarsWith the multiple charts of accounts and calendars, it was virtually impossible to generate accurate and transparent financial results. In E-Business Suite Release 11i, there is no easy and no transparent way to operate across different sets of books or between instances. As an example, something as simple as intercompany transfers can be needlessly cumbersome. Instead of the ease of doing entries within one instance, a multi-instance EBS set-up means that the transactions are accounted for discretely, with no reference between the originating or recipient company. At best, this could cause errors where timing and or amounts are not consistent. This could result in overpaying or underpaying taxes, value added tax (VAT), or other taxes due to incorrect regulatory reporting. Worse, because of the high number of manual reconciliations, intercompany revenues could be outright misstated and not properly eliminated on consolidation. Other problems that could arise are difficulties in providing organization-wide management reports. When there is manual reconciliation having to be performed to get what should be readily available performance measures, time is lost and the information loses its decision usefulness. Instead of management being able to react quickly to changes, operations can become a series of reactions to late-arriving information.Each operating unit has individual freight carriers, matching tolerances, approval hierarchies, supplier terms, and contracts. With a multitude of operating units, it is difficult to determine how much business is conducted with a particular supplier, difficult to determine the enterprise cost of managing and maintaining different supplier relationships, and difficult to determine the burdened costs of different inventories. Within a multi-org environment, much of the data must be set up by operating unit. While there are some advantages to having a multi-org environment, especially in regard to security, there are limitations that prevent obtaining an enterprise view of the data, especially the ability to leverage supplier relationships. By consolidating operating units to provide an enterprise view of the data, an organization may be able to reduce the number of suppliers or negotiate with current suppliers to obtain larger discounts and change payment terms—each of which contributes major amounts of money to the bottom line.
When Silos exist in critical areas, costly workaround must be developed. SpreadsheetsExternal reporting software- HyperionData warehousesEducated guessesPaper files“Cheat sheets”
Redundancy Within an EBS InstanceMultiple charts of accounts (COAs) and calendarsGenerating accurate and transparent financial results is virtually impossibleMultiple sets of booksAccounting for intercompany transfers becomes cumbersomeTransactions are accounted for discretely and without referenceTiming and accounting errors are commonIncorrectly reporting on taxes and other regulatory requirements can lead to over- or under-paymentMisstating revenue can go unnoticed due to manual, error-prone reconciliationsMultiple operating unitsSupplier relationships and analytics become difficult to leverageInventory valuation problems are very difficult to spot and resolve
With the proliferation of silos and channels comes the problem of knowing whose version of the “truth” is correct. Where did it originate?What data supports it? Is it complete or accurate? These combine to lead to a seldom asked question: How trustworthy is it? Lack of confidence in the quality of data impacts operations and financial performance, increases resource, legal, and audit costs, and heightens risks associated with regulatory compliance.
Bridging the silos starts with Identifying the information that exists in the organizationDetermining what information needs to be sharedWhat information, due to regulatory requirements, must be maintained separately. In order to effectively eliminate silos, it is also necessary to identify common business processes in the organization. Any efforts to eliminate the silos must be championed from the top of the organization by someone with authority, a budget, and an ability to share the vision of a connected enterprise. Often driven by the CIO (Chief Information Officer), the efforts to remove silos must include defining clear responsibilities, especially for the business process owners. Maintaining the link between the business and the data needed to support the business processes creates opportunities to get the right information to the right people at the right time in order to enable better and more intelligent decisions.
Let’s look at an example of an EBS user. This company, referred to as XM, had four different EBS instances. A profile of the different instances follows:In addition to trying to operate from different versions of EBS with different modules installed, XM had multiple sets of books (SOBs), legal entities (LEs), operating units (OUs), and inventory orgs that were redundant and configured differently. The following table shows those objects in each instance that could be logically consolidated into other objects, and therefore eliminated as separate objects, so that XM can conduct operations consistently and still comply with local statutory and regulatory requirements.
Three Instances:Instance A –6 sets of books 6 COAs5 Calendars2 Currencies5 Legal Entities10 Operating Units118 Inventory OrgsInstance B —38 Sets of Books1 COA1 Calendar8 Currencies46 legal Entities25 Operating Units23 Inventory OrgsInstance C —13 Sets of Books13 COAs1 Calendar6 Currencies14 Legal Entities28 Operating Units31 Inventory Orgs