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8/13/2019 Business Intelligence Performance Management
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8/13/2019 Business Intelligence Performance Management
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2010 IBM Corporation
8/13/2019 Business Intelligence Performance Management
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2010 IBM CorporationIT
POLICY
COMMUNICATIONS
CUSTOMER SERVICE
HR
OPERATIONS
RESEARCH
FINANCE
Why? How are we doing ?
Wha t shou ldwe be do ing?
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Effectiveness Benefits of Business Insight
Financ e organizat ions w i th s t rong bu siness ins igh t are perform ingbetter
79%
71%
64%
63%
49%
54%
53%
46%
45%
30%
Measuring / m onitoringbusiness performance
Driving en terprise cos t
reduction
Providing inputs intoenterprise strategy
Supporting / man aging /mitigating enterprise risk
Driving integration of informa tion across the
enterprise
Finance organizations with strong business insight All other enterprises
Business Insight Helps theEnterprise Anticipate External Forces
Effectiveness AgainstEnterprise Focused Activities
N = 1,458 to 1,469Note: Defined as those enterprises selecting [5] Very Effective or [4] on a 5-point scale where [5] VeryEffective and [1] IneffectiveSource: IBM Institute for Business Value, The Global CFO Study 2010
N = 1,471Note: Defined as those enterprises selecting [5] Very Well or [4] on a 5-point scale where [5]
Very Well and [1] Very Poorly
46%better
34%better
39%better
40%better
63%better
39%better
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2010 IBM Corporation
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2010 IBM Corporation
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The K ey is Leveragin g Info rm ation and A nalyt ics
Sense and respond
Instinct and intuition
Automated
Skilled analytics experts
Back office
Traditional Approach
Predict and act
Real-time, fact-driven
Optimized
Everyone
Point of impact
Transformation usingInformation &
Analytics
Lack ofInsight
Inabilityto Predict
Inefficient
Access
Variety
Volume
Velocity
Information Challenges
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2010 IBM Corporation
We want to m inimise the b l ind s po ts
Source: IBM Institute for Business Value, The Global CFO Study 2010
Business Insight
Rear View Forward-Looking View
What happened?
How many, how often?
Where exactly is theproblem?
Why is this happening?
What actions are needed?
What will happen next?
What if these trendscontinue?
What are the risks oropportunities?
Key BusinessQuestions
Examples ofBusinessInsight
Current View
Balance sheet, profit andloss, and cash flowstatements
Program Services and costvariance analysis
Customer, Services andSegment costs
Spend optimization Working capital analysis Segment, customer and
channel costs
Sales and supply chaineffectiveness
Cash forecasting Scenario-based planning
and forecasting Strategic investment
decision support Volatility and risk-based
predictive and behavioralmodeling
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Wou ldn t i t be nice , i f the org anisation from the Execut ive to the co al- face cou ld easi ly access a s ing le so urc e of the t ruth
Scorecard gives alllevel of city decision-
makers access tocritical information
and trends.
Scorecard gives alllevel of city decision-
makers access tocritical information
and trends.
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Drill down capabilitieslet officials get a seespecific views of a
mayors key
performanceindicators.
Drill down capabilitieslet officials get a seespecific views of a
mayors key
performanceindicators.
Wou ldn t i t be nic e , i f m ang ers cou ld se lf service their report ing
needs and q uick ly ident i fy areas o f exc ept ion
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Drilling intoscorecards shows
how one KPI impactsnumerous other KPIs,
allowing a clearerview of overall impact.
Drilling intoscorecards shows
how one KPI impactsnumerous other KPIs,
allowing a clearerview of overall impact.
Wou ldnt i t be n ice, i f the imp act of ind icators cou ld be sho wn , wh at slag o r leading
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2010 IBM Corporation
VolumeVolume988 exabytes : The amount ofdigital information that willexist in 2010, equal to a stackof books from the sun to Pluto
and back
VarietyVariety80% of new data growth isgenerated largely by email,with increasing contributionby documents, images, and
video and audio.
VelocityVelocityreal-time information tomake key business decisions.
.th e data is th ere, b u t !
Source: Various IBM and Public Studies
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many organisa tions are s t rugg l ing!!!
1 in 3Business leaders frequently makedecisions based on information theydont trust, or dont have
1 in 2Business leaderssay they dont
have access tothe informationthey need to dotheir jobs
Sources: IBM: Break Away with Business Analytics andOptimization Study; IDC
$5.7MLost time reformattinginformation betweenapplications
$5.3MLost time searching for the
right information Annual cost per 1,000 knowledge
workers
?????
were data rich butinformation poor
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Plan the inc rementalimplementat ion
Theres a need to loo k a t Info rm ation as a s t rategic asset of theorg anisa tion and develop an Inform at ion A genda
Establ ish theto-be vis ion
Deploy an agi leinfrastructure
Align p eople , proc ess , &informat ion
1. Define to -beprocesses
2. Define to -besuppor t inginf ras t ructure
3. Validate thro ug hus e cases
4. Prio ritize
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OK , SOLETS
PRETENDTHAT
MATTERS
WILL THEDATA BE
ACCURATE
THAT WAY YOULL HAVE
MORE DATA TO IGNOREWHEN YOU BASE YOURDECISION ON
ORGANISATIONPOLITICS
YOU NEED ADASHBOARD AND
SCORECARD TO TRACKYOUR KEY METRICS
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Data Governance Levels
Strong da ta go vernance he lps top perform ers m ove fas ter andco l labo rate m ore easi ly
42%
14%
25%
32%
33%
54%
Lower performers(i.e., 4th and 5th quintilesrelative to industry peers)
Sophisticated
Processes and managementsystems that are strong withsome supporting automation inplace
Competitive
Defined processes andmanagement systems that areunderstood and adopted by mostpeople
Rudimentary
A few basic processes andthe beginnings of amanagement system
Top performers(i.e., 1 st quintile relative to
industry peers)
3X
Source: Breaking Away with Business Analytics and
Optimization: New intelligence meets enterpriseoperations at www.ibm.com/gbs/intelligent-enterprise .
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http://www.ibm.com/gbs/intelligent-enterprisehttp://www.ibm.com/gbs/intelligent-enterprise8/13/2019 Business Intelligence Performance Management
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2010 IBM Corporation
IB M and abou t 50 oth er leading o rganisat ion s form ed the WWInform at ion Governance Counc i l - i t def ined 11 Inform at ion Governancedisc ip l ines
Governs
Business Transformation
DataQuality
Management
InformationLife-Cycle
Management
InformationSecurity
and Privacy
Core Disciplines
Data Risk Management & Compliance
Business Outcomes / Reporting
Value to the Business
Data Architecture Classification & Metadata Audit InformationLogging & Reporting
Supporting Technical Disciplines
Organizational Structures & Awareness
Enablers
Policy Data Stewardship
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Manage Info rm ation Qu ali ty relentless ly take a TQM app ro ach
1. Lead the effort using a broad, senior group executive sponsorship
2. Formalize management accountabilities for information stewards / custodians
3. Focus on the most important needs of the most important customers.
4. Understand the information process, document it
5. Manage all critical sources of data aim to fix it at the source
6. Measure Information quality do it in business terms.
7. Employ automated controls at many points to detect and fix errors
8. Set and achieve aggressive targets for improvement.
9. Actively manage the needed cultural changes.
10. Establish foundation for continuous improvement.
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Manage the ful l L ifecy cle of Info rm ation
Gertrude Baines (born 6 April 1894)
1. Manage Informationover its its entirelifecycle
Include content
TCO - measure it
2. Set the Privacy andCompliance Policies,
communicate them ,monitor them
The explosive growth of data, compliance requirements and increasingly complex business environments havemade information storage management more critical than ever. Governments need to ensure that they are ableto maintain control over their ability to store and manage this key business asset, having due regard to privacyconcerns . Australia Federal Government Gershon Report 2008
Kama Chinen (born 10 May 1895) from Okinawa, JapanEugnie Blanchard born 16 February 1896
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How m uch m ore can you d o ?
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Top p erform ers are armed w ith s tate-of-the-ar t solu t ions tosupp or t dec i s ions
Above average platforms and toolsets
Analytical andpredictive tools
2.7x
Contentmanagement
Master datamanagement
Dataintegration
tools
2.5x2.0x
2.4x
Business rulesmanagement
2.4x
Dashboards andvisualization
4.4x
Business direction Trusted information
Key: Top performers (i.e., 1st quintile relative to industry peers)
Lower performers (i.e., 4th and 5th quintile relative to industry peers)
Relative difference of top performers to lower performers
Source: Breaking Away with Business Analytics andOptimization: New intelligence meets enterpriseoperations at www.ibm.com/gbs/intelligent-enterprise .
17%
74%
17%
45%
23% 24%27% 27%
55%
65%60%
56%
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2010 IBM Corporation24
IBM Governm ent Info rm ation Infras t ructure Fou nd ation Com po nents
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The IB M Info rm ation A gen da Tiger Team
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Roadm ap Worksho p 1 Day workshop to help frame an Information Agenda
Roadmap using a proven five-step approach:
5-Step Ap pro ach
Heres an o ffer fro m us to faci l i tate a fast start with an IB M Info rm ation
Ag enda Worksho p
1. Identify and Document the Opportunities to increase
Business Value2. Conduct an Information Capability Maturity Assessment
3. Align Business Vision with Technology Requirements
4. Identify Opportunities for Improvement People,
Processes and Technology5. Deliver a Roadmap of activities based on priority
27
IBM SWG Industry Solutions
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Copyright IBM Corporation 2009
Q and A
n fo rm a t i o nM a n a g e m e n t L o tu s R a tio n a l T ivoli We b S p h e r e
IB M S o f tw a r e In d u s t ry S o lu t io n sIB M S o f tw a r e In d u s t ry S o lu t io n sD e l i v e r i n g Va l u e t h r o u g h : In d u s t r y e x p e r t i s e C l i e n t I n s i g h t P r o d u c t K n o w l e d g e
n fo rm a t i o nM a n a g e m e n t L o tu s R a tio n a l T ivoli We b S p h e r e
IB M S o f tw a r e In d u s t ry S o lu t io n sIB M S o f tw a r e In d u s t ry S o lu t io n sD e l i v e r i n g Va l u e t h r o u g h : In d u s t r y e x p e r t i s e C l i e n t I n s i g h t P r o d u c t K n o w l e d g e
IBM Software Industry Solutions
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