Business Intelligence and Corporate CultureCommunications - Collaboration - Process Improvement - Financial Impact

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Business IntelligenceTODAY

BEST PRACTICES AND PROCEDURES

HISTORY AND

ORGANIZATIONAL

RATIONALSYSTEMS

INFORMATIONTECHNOLOGIES

COLLECT DATA from a wide range of internal and external sources to produce

support Management decisions.

ANALYTICALREPORTS that

PROCESSES

FINANCE

L+D

CUSTOMERS

The concept is normally associated with BALANCED SCORECARDSA methodology that explores the MULTIPLE DIMENSIONS of an organization or digital dashboards that treat data to PRESENT IT THE BEST WAY POSSIBLE

BALANCED SCORECARDS

BUSINESS INTELIGENCE TOOLS

RIGHT TYPE OF DATA

THE COMPANY MUST AND SHALL KNOW:

I.T. SOLUTION

KEY PERFORMANCE INDICATORSKPI

FOR SPECIFIC AND TIMELY PROBLEMS

BUSINESS INTELIGENCE SELLS

NO INDICATOR OF PEOPLE PERFORMANCE

?

ALIGN PROJECT GOALS IMPLEMENT CHANGE DRIVE BEHAVIOR

KPISpecific + Measurable + Attainable + Relevant + Timely

SMARTMUST BE

PROJECT SUCESS

Common problems withBI implementation

Customization Overkill

Incorrect Choice of Technology

RACT Test

Inadequate Training for whom it is needed

Non-involvement of Executive Leaders

Poor Communications with Consultants

When Perceived Needs differ

Lacking in Upfront Planning/

//

/

//

//

Poor Cost & Scheduling Estimation10%

Insuficient Team Skills16%

Lack Strategic Support16%

End Users are not engaged18%

Failure to plan19%

Poor Communication19%

Unclear Dependencies20%

Unclear Objectives28%

Unrealistic Deadlines33%

Resource Competition36%

Scope Changes40%

Why projects fail

WITH TRADITIONAL BUSINESS INTELIGENCE:

Too many times data has no quality

Managers need to adapt to existing processes, and processes may have been created to be driven by specific managers

Processes are changing too quickly to accurately follow-up

Systems integration is not easy and cheap

Turn-over average is 18% which meansmore investment in hiring or education is needed

What is THE COMMON VARIABLE behind business performance in every organization?

PEOPLEPEOPLE IS

COMMON DRIVEROF INTELLIGENCE AND PERFORMANCE

- even with the most efficient automated system -

THE ONLY

OF PERFORMANCE IS DETERMINED BY THE QUALITY OF PEOPLE

RELATIONSHIPS

20% 40%a

UNIVERSITY OF AMSTERDAM

Authors:

CULTURE

TEAMS

INDIVIDUALS

VALUES

PROCESSES

RESOURCES

Social Groups

Social Relationships

Social Pofiles

Human Capital & Strategy

Balanced Scorecard

Metrics & Human Capital Reporting

Change Management

Culture & Climate

Business PartneringEmpowering

Line Managers

Business & Sales Performance

BusinessProcesses

Competency Frameworks

CollaborationCross Departmental

Communication

Ideal TeamsInfluencing

Graduate Recruitment

Mentoring, Induction & Peer Support Programs

Internal Communication

Team Development Interviewing

Social NetworkAnalysis

Reporting Structures

Team ModellingSuccession

Planning

Assessment Career Management

Conflict

EmotionalIntelligence

Appraisals & 360º Feedback

Coaching CultureLearning

& Development

First 100 Days

Leadership

Retention Motivation

NegotiationTests

Stress & Work-Life Balance

Time Management

CULTURE & STRATEGY / VALUES TEAMS / PROCESSES INDIVIDUALS / RESOURCES

Organisational Strategy Employee Engagement

Mergers & Acquisition Integration Employee Engagement

IT & Knowledge Management Talent Management

Knowing in a deep and professional approach the INTELLECTUAL CAPITAL from a scientific and valid test.

Combining intelligence within the TEAMS and departments and visualize the QUALITY OF THE RELATIONSHIPS between people.

OPTIMIZE TEAMS accordingly and depending on: re-organizing the company, hiring, merging the company or departments, decide upon people with a valid method.

€€€€

Measuring how much you are INVESTING in a specific team in order to address the maximum output possible, according to the KPI’s defined for the group, and decide with context and main strategical goals.

There’s a way of addressing organizational intelligence in a rational, normalized, objective and visual way

How it works? Take this example:

Same investmentLess Friction

No effort Minimal effort Some effort Significant effort

Ajit

Beverley

Christien

Dirk

Emma

Total Salaries

Relationship Friction %

35.000

70.000

110.000

50.000

55.000

320.000

32.8

NAME BASE SALARY

Ajit Beverly Christien Dirk Emma

Ajit

Brian

Christien

Dirk

Emma

Total Salaries

Relationship Friction %

35.000

70.000

110.000

50.000

55.000

320.000

26.8

NAME BASE SALARY

Ajit Brian Christien Dirk Emma

Degree of Psychological Confort

INTELLIGENCE ∩ SALARY 6% impact on

ACCURATE DATA ABOUT EFFORT AND INTELLECT INVESTMENT

PRODUCTIVITY + COMMUNICATIONS + COLLABORATION

BRIEFING FEEDBACKSESSION

PERSONALITY TESTING(web based)

SOCIAL PROFILE(Software)

RESULT CONFIRMATION

VISUAL TEAM BUILDER(software)

SCIENTIFIC AND VALID METHODOLOGYTalent Management

INDIVIDUALREPORT

2º 3º1º REPORTING AND ANALYSISINDIVIDUAL AND TEAM

Easy assessment, fast and flexible:

Financial Impact/ ROI analysis available under request

Recruitment Process more efficient 2,7%

3%

4,6%

3,6%

1,1%

Reducing the number of errors

Speed to get to know people

Gains in productivity

Reducing the staff turnover

ACTIVITY % GAINS IN PRODUCTIVITY on average salary

€€€€

∑ 15%

Reporting and analytics

Comparison between 4G questionnaire and competition

Birkman

DISC / PPA

SHL OPQ

Strengths Finder

TalentQ

Wave

Dennison

OCI

FIRO-B

NEO

Belbin

Insights

MBTI

Barrett Values16 PF

DDI

TOOLS IndividualBehavior

RelationshipForecast

Team Building Software

Human CapitalMetrics

HiringCoaching Culture

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T: +351 211 546 815

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Harvard Business Review and MITThe ROI of being Social at Work

Warwick Univeristy and Proudfoot ConsultingGlobal Productivity Report

LePine, J.A., Erez, A. & Johnson, D. E.Journal of Applied Psychology, 87(1), Feb 2002, pp.52-65The Nature and Dimensionality of Organizational Citizenship Behavior: A Critical Review and Meta-Analysis

De Dreu, C.K.W. & Weingart, L.R.Journal of Applied Psychology, 88(4), 2003, pp.741-749 Task Versus Relationship Conflict, Team Performance, and Team Member Satisfaction: A Meta-Analysis.

Barrick, M. & Mount, M.K.Human Performance, 18(4), 2005, pp.359-372 Yes, Personality Matters: Moving on to More Important Matters