Henry Fleming & Company Management Consulting Firm

Enterprise Analytics Capability Development

ghost_11 — Thu, 01 Jul 2010 15:43:29 +0000

Enterprise Analytics Capability Development

Project Cycle Context Overview

A “project” represents a series of activities and outcomes designed to produce a solution addressing one or more problems, intended to be achieved with a finite number of resources, over a finite period time.

Our EACM project cycle represents a traditional, linear project management cycle. This “assess, design, build, test, deploy” project method paradigm is applicable to information systems, weapons systems, space programs … and every other endeavor that requires a range of people, disciplines, and entities to work together in a coordinated fashion, ensuring a complex end-product is ultimately constructed as intended.

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Enterprise Analytics Capability Development Phase Overview

High Level Project Cycle Context

1. Assess

Fully understand ALL relevant problems perceived by the client
“Prove” the problems exist with qualifiable evidence and quantifiable impacts
Rationalize the problems: be able to rank problems from highest impact to lowest impact in terms of their influence on profit (or mission effectiveness for non-profit entities), now and in the future
Estimate resource requirements for the Design phase

2. Design

o Structure potential solutions that will resolve some or all problems identified during the Assess phases. In our context, “solutions” generally imply new or enhanced business capabilities

o Develop supporting business cases to demonstrate how solutions will provide how much economic benefit over what period of time using objective, quantifiable metrics

o Structure discrete capability enhancements into discrete projects representing “capability releases” (a project which results in one or more new or enhanced business capabilities)

o Create the EAC Roadmap to convey which projects with begin and end in which order.

o Conduct detailed design and specification efforts for Capability Release 1 (CR1) addressing associated Processes, Change Management, Technical Infrastructure, Application Architecture, Governance Models, etc.

o Estimate resource requirements for CR1 Build, Test, and Deploy phases

3. Build

o Construct Process, Change, and Technology components

4. Test

o Conduct testing to confirm solution components work individually (unit testing), with one another and their environment (integration testing), will accommodate ‘real world situations’ (stress testing), and ultimately satisfy the clients intent (user acceptance testing), etc.

5. Deploy

o Rollout CR1 capabilities to in-scope enterprise entities

o Support and resolve issues

o Handover support, maintenance, and administrative roles to ‘business as usual’ operatorsProceed to CR2 Design

About us

ghost_11 — Wed, 30 Jun 2010 04:14:16 +0000

Once upon a time there were three little bears. There was a momma bear, a papa bear, and a baby bear. They like oatmeal. A lot.

Executive Leadership

ghost_11 — Thu, 24 Jun 2010 17:00:43 +0000

Henry C. Fleming | Managing Partner & CEO

Henry Fleming has been an advocate for better business intelligence, and, in particular, executive and enterprise analytics throughout his 20+ year advisory oriented career. He has remained active on a variety of media channels, including print and digital (“Better Business Insight”, US Business Weekly – 2005; “Event Monitoring”, DM Review – 2006); and as a popular speaker at venues such as the Forrester Performance Management Summit; OpenText Forum (Keynote, 2006); IDC Process Automation [Guest Speaker, 2006]; Business Objects Performance Management Summit [Keynote, 2007]; Harvard Business School Publishing: Competing on Analytics [Executive Panel, 2007], among others.

Prior to founding Henry Fleming & Company, Mr. Fleming was a senior partner with Accenture (formerly Andersen Consulting), where he held a range of client-facing and general management positions from 1997 until 2009. Most recently, Mr. Fleming had global responsibility for the growth and strategy of Accenture’s Information Management Services enterprise, an international network of over 16,000 consulting professionals specializing in applied analytics, business intelligence, data management, and related competencies.

Chris Rolfe | Executive Partner & COO

Previously, Mr. Rolfe served as Group Executive and Chief Administrative Officer for Duke Energy. Mr. Rolfe joined Duke Energy in 1972 as an engineering assistant and worked on most of Duke Power’s fossil, hydro and nuclear projects. Mr. Rolfe held several positions while at Duke including leadership of the company’s research and development activities, Vice President of Corporate Performance, Vice President of Corporate Human Resources, and Vice President of Human Resources.

Mr. Rolfe’s background includes supply chain, information technology, operations services and other administrative activities. In addition, Mr. Rolfe has expertise in HR and labor policy, diversity, management and employee development, and compensation and benefits. Mr. Rolfe holds a bachelor of science degree in mechanical engineering and is a registered professional engineer in North Carolina and South Carolina.

Robyn Gatch-Priest | Executive Partner & CFO

Robyn Gatch-Priest is the firm’s Chief Financial Officer. Prior to joining Henry Fleming & Company, Ms. Priest served as Vice President, Controller and Chief Accounting Officer of CompUSA; as Senior Vice President-Finance and Chief Financial Officer of eTelcharge; in addition to providing executive financial consultation in the retail sector.

Ms. Priest holds a BA in Accounting from the University of South Florida. She is a Certified Public Accountant in Florida and Texas.

Recruiting Analytics

ghost_11 — Sun, 20 Jun 2010 17:36:17 +0000

by Henry C. Fleming and Phil Haynes

RECRUITING departments and providers across industries have long been focused on two simple metrics:

Cost-to-Hire (CTH), which measures the investment required find and matriculate new employees, and …
Time-to-Fill (TTF), which measures how many days elapse between a hiring manager’s new job request, and when the position is actually filled.

The Recruiting domain provides a familiar example of what is often called “sub-optimizing” around a metric.

A word on “sub-optimization”

Sub-optimization is what happens when we focus on doing the wrong thing very well. And we do this when we qualify our performance based on the wrong metrics, an incomplete list of metrics, or assign the wrong priority to an otherwise robust quiver of domain metrics.

In each case, “performing to the metric” tends to destroy versus add value, the opposite of our intent with enterprise analytics. Too many executives are so familiar with the results of “sub-optimized” metrics they’ve become cynical about metrics generally.

Of course, dismissing the notion metrics because we’ve seen them misapplied is the wrong answer. Contrary to cliche, “poor” metrics are indeed better than “no” metrics in almost every case. With proper enterprise analytics governance in place, “sub-optimized” metrics are at least a visible problem, one which we therefore have the opportunity to fix. In the absence of any metrics at all, we’re simply shooting in the dark.

Time-to-fill and Cost-to-hire remain non-trivial metrics for recruiting. With them, we know how quickly Recruiting fills open requisitions, and have at least a rough sense of some portion of the cost of hiring on a per-requisition-unit basis.

However, unless we’re solely in the business of filling roles as quickly and inexpensively as possible, the metrics most recruiting and HR departments use are inadequate. Moreover, applying these metrics in isolation can have expensive and long-lasting effects on our ability to fill the right roles with the right people, appease hiring managers, and even protect our brand.

So what should we measure in addition to TTF and CTH to realize the potential value of Recruiting to our organization? How do we go about doing so?

Focus on the consumers of your service

When tuning metrics for any business domain, it’s essential to focus on the “consumers” of the target domain’s service. In the case of Recruiting, there are two primary customers: the hiring manager for a given requisition, and, less obviously, the entire pool of applicants.

The hiring manager actually cares very little about TTF or CTH. In stead, the hiring manager wants a reasonably refined “A-list” pool of applicants from which to select the most fitting candidate.

He or she also wants candidates who will most likely accept an offer, and subsequently remain with the enterprise long enough to add value. This is where HR and Recruiting can add a tremendous amount of value to using analytics.

Reasonably simple analyses of employee success metrics will reveal what successful current employees have in common – ranging from prior occupations to past employers. Similarly, such analyses can show which factors often indicate a given new hire will leave the company before justifying the cost of hiring them, or fail to deliver the requirements of the role.

By applying more thoughtful and comprehensive analytics to candidate pools, Recruiting can add significant value for hiring managers, who can use such insight to rapidly refine their shortlists. The result will be significantly reduced cost to hire employees who be significantly more successful in the enterprise.

Job applicants are perhaps the most ignored constituency in the enterprise. Especially during a recession, where there are substantially more applicants applying for fewer jobs. What many enterprises ignore is that each applicant is also either a current customer, or future potential customer. This is especially true for businesses marketing consumer oriented products.

With each job requisition, though only one applicant will be selected, all applicants will affected. Each will exit the experience with a stronger opinion about your brand. Their opinion will influence the opinions of their friends and families, and potentially many others. With the onset of social and new media channels, the influence of virtually any individual with a strong opinion is orders of magnitude beyond what it was just five years ago. YouTube alone consumes more bandwidth than the entire internet did just 10 years ago, and this is only one of numerous popular new media channels.

What do job applicants want? For the most part, applicants simply want to be treated with respect and courtesy. Often, this requires little more than acknowledging receipt of their resume, clear communication throughout the application process, and a follow up survey to gauge candidate reactions to your application process.

Effectively measuring any enterprise domain requires careful consideration of the domain’s consumers and its fundamental and secondary “missions.” As with Recruiting’s customers, some service consumers – e.g. rejected applicants – are less obvious than others. Overlooking them, however, can have unexpected consequences. Fortunately, the opposite is also true.

As tempting as it can be to “leave well enough alone” and operate with traditional, sparse “KPI’s”, managers of all enterprise domains – from Supply Chain to Human Resources – must take the initiative to remain ever aware of rapidly evolving analytical methods and supporting technologies.

Chris Rolfe

ghost_11 — Sat, 07 Feb 2009 05:32:39 +0000

Executive Partner & COO

Henry Fleming & Company

Previously, Mr. Rolfe served as Group Executive and Chief Administrative Officer for Duke Energy.

Mr. Rolfe joined Duke Energy in 1972 as an engineering assistant and worked on most of Duke Power’s fossil, hydro and nuclear projects. Mr. Rolfe held several positions while at Duke including leadership of the company’s research and development activities, Vice President of Corporate Performance, Vice President of Corporate Human Resources, and Vice President of Human Resources.

Mr. Rolfe holds a bachelor of science degree in mechanical engineering and is a registered professional engineer in North Carolina and South Carolina.

Contact Information:

P: +1-704-470-1436
crolfe@henryfleming.com

Fred Klumpp

ghost_11 — Thu, 05 Feb 2009 05:57:16 +0000

Managing Executive

Red Badge Studios

Fred Klumpp is an internet business pioneer who has guided companies for over 15 years – establishing a new way for businesses to work. Launching and leading companies through various stages of growth and transformation, Fred merged the company he founded (CounterpartMedia, LLC) with redbadge studiosTM in 2010. In addition to his executive role, Fred works closely with the company divisions on strategy and organizational development, branding and marketing expertise, cutting-edge design abilities, with his in-depth understanding of technology and digital media.

Prior to joining Henry Fleming & Company, Fred Klumpp founded CounterpartMedia, LLC, Malvern, Pennsylvania, an online web-development company designed to provide competitive pricing and transparency for health-related companies wishing to develop a strong online presence. Here, Klumpp specialized in web-based projects, such as search engine optimization, search engine marketing, and web analytics/reporting, as well as creative design of corporate websites.

Mr. Klumpp was also Director of Internet and Marketing and later the IT Director at HMP Communications, a medical publishing company located just outside Philadelphia, Pennsylvania. In this position, he oversaw the strategic consultation and establishment of over 300 companies in both the interactive and traditional marketplace in a variety of industries, such as manufacturing, government, media, technology, and healthcare.

With over 15 years of experience, Mr. Klumpp combines his knowledge of technology with a deep understanding of the web to proficiently implement and manage a valuable web presence. A longtime web developer and database specialist, Klumpp will redesign, rebuild, and centralize the Red Badge Studio’s complex set of data systems and websites. He will use his breadth of knowledge and savvy understanding of the internet to enhance the performance of redbadge studios’s current media brands as well as build out additional brands as the Company gears up for growth in 2010.

Scott Hastings

ghost_11 — Mon, 02 Feb 2009 18:55:03 +0000

Managing Executive – Firm Operations

Henry Fleming & Company

Mr. Hastings is the Managing Executive in charge of Operations. Mr. Hastings background includes sales, marketing and distribution, customer rationalization strategies, mortgage banking, investor relations, business planning & intelligence, project management and sales training.

Prior to joining the firm, Mr. Hastings served as Director of Operations for USA Fixed Products. While there he helped the firm launch a new distribution channel for the life insurance industry offering term coverage with no medical exam. Before joining USA Fixed Products Mr. Hastings served as Director of Operations at Citizens Home Loan and Citizens Home Loan Bank where he helped expand the firm’s footprint from North and South Carolina to a coverage area that included 33 states.

Mr. Hastings has also served as Director – North America for Euroland Investors where he helped the Swedish based firm expand it’s presence into North America.