Performance-Directed Culture: The Key to Business Intelligence Success

Size: px
Start display at page:

Download "Performance-Directed Culture: The Key to Business Intelligence Success"

Transcription

1 : The Key to Business Intelligence Success Howard Dresner Chief Research Officer Dresner Advisory Services

2 Book Goals/Methodology Identify several extraordinary organizations that have been strategically successful with Business Intelligence Full 360 degree review Focus upon the middle Onsite visits including all levels of management No holds barred approach

3 Project Goals Learn/Document: Why some organizations more successful with Business Intelligence and Performance Management Ingredients of (context for) BI/PM success Drivers and process for success with BI/PM Different success scenarios

4 Our first discovery: Culture is the primary determinant of Business Intelligence Success (or Failure)

5 Realized

6 Chaos Reigns!

7 Struggling with The Status Quo Parts of the organization are out of sync with the strategy A competitive (combative) atmosphere exists between functions Functions resist sharing information with others Internal conflicts seem impossible to resolve Business Intelligence and Performance Management programs have stalled (or worse)

8 The Reason is Culture: Individual & Group Beliefs/Behavior Tribalism: Small groups of like-minded people with a city-state view of the world Natural fit for small organizations Growth Outpaces Culture: Organization becomes a suboptimal network of isolated functions Organizational frailty Path of least resistance: Fixing problems without breaking what works Technology as one approach

9 Performance Culture Maturity Model Developed a pragmatic model to assist in understanding dynamics for success/failure with Business Intelligence and Performance Management Three categories; six dimensions Four levels of achievement

10 The Model

11 TM Dimensional Categories/Impact Strategic: Impacted by C-Level executives Operational: Impacted by individuals in operational roles Technical: Most often impacted by IT Department, but not exclusively

12 Six Dimensions of a TM Strategic Operational Technical Alignment with Mission Transparency & Accountability Action on Insights Conflict Resolution Common Trust in Data Availability and Information

13 Four Levels of Achievement Realized Emerging Departmental Optimization Chaos Reigns The Elite Virtuous Cycle Unfolds Most Common Crisis!

14 The Performance Culture Maturity Model Alignment with Mission Transparency and Accountability Action on Insights Conflict Resolution Common Trust in Data Availability and Information Realized Actionable and embraced mission supported, informed, and reinforced by General accountability accepted as cultural tenets Closed loop processes ensure timely, concerted action 4 Established and effective mechanisms for resolving conflicts Data as truth: Common application of data, filters, rules, /data matches rhythm of business Emerging Actionable mission supported by topdown Limited accountability; multiple functions collaborate Ad hoc (informal) action on insights across functions 3 When identified, conflicts resolved on an impromptu basis Common data: Provincial views used to support specific positions Enterprise availability, uneven currency of information Departmental Optimization Alignment with discrete functional goals, not enterprise mission Fragmented accountability within discrete functions Uncoordinated/ parochial action (sometimes at the expense of others) 2 Appearance of cooperation, opportunistic reconciliation Conflicting, functional views of data cause confusion, disagreement Availability and currency directed by departmental sources Chaos Reigns Mission not actionable, not communicated, and/or not understood Arbitrary accountability, general opacity Insights rarely leveraged 1 Conflicting, redundant, and competing efforts are the norm Data and information generally unreliable and distrusted Multiple, inconsistent data sources, conflicting semantics

15 The Performance Culture Maturity Model Alignment with Mission Transparency and Accountability Action on Insights Conflict Resolution Common Trust in Data Availability and Information Realized Actionable and embraced mission supported, informed, and reinforced by General accountability accepted as cultural tenets Closed loop processes ensure timely, concerted action Established and effective mechanisms for resolving conflicts Data as truth: Common application of data, filters, rules, /data matches rhythm of business Emerging Actionable mission supported by topdown Limited accountability; multiple functions collaborate Ad hoc (informal) action on insights across functions When identified, conflicts resolved on an impromptu basis Common data: Provincial views used to support specific positions Enterprise availability, uneven currency of information Departmental Optimization Alignment with discrete functional goals, not enterprise mission Fragmented accountability within discrete functions Uncoordinated/ parochial action (sometimes at the expense of others) Appearance of cooperation, opportunistic reconciliation Conflicting, functional views of data cause confusion, disagreement Availability and currency directed by departmental sources Chaos Reigns Mission not actionable, not communicated, and/or not understood Arbitrary accountability, general opacity Insights rarely leveraged Conflicting, redundant, and competing efforts are the norm Data and information generally unreliable and distrusted Multiple, inconsistent data sources, conflicting semantics

16 The Performance Culture Maturity Model Alignment with Mission Transparency and Accountability Action on Insights Conflict Resolution Common Trust in Data Availability and Information Realized Actionable and embraced mission supported, informed, and reinforced by General accountability accepted as cultural tenets Closed loop processes ensure timely, concerted action Established and effective mechanisms for resolving conflicts Data as truth: Common application of data, filters, rules, /data matches rhythm of business Emerging Actionable mission supported by topdown Limited accountability; multiple functions collaborate Ad hoc (informal) action on insights across functions When identified, conflicts resolved on an impromptu basis Common data: Provincial views used to support specific positions Enterprise availability, uneven currency of information Departmental Optimization Alignment with discrete functional goals, not enterprise mission Fragmented accountability within discrete functions Uncoordinated/ parochial action (sometimes at the expense of others) Appearance of cooperation, opportunistic reconciliation Conflicting, functional views of data cause confusion, disagreement Availability and currency directed by departmental sources Chaos Reigns Mission not actionable, not communicated, and/or not understood Arbitrary accountability, general opacity Insights rarely leveraged Conflicting, redundant, and competing efforts are the norm Data and information generally unreliable and distrusted Multiple, inconsistent data sources, conflicting semantics

17 The Performance Culture Maturity Model Alignment with Mission Transparency and Accountability Action on Insights Conflict Resolution Common Trust in Data Availability and Information Realized Actionable and embraced mission supported, informed, and reinforced by General accountability accepted as cultural tenets Closed loop processes ensure timely, concerted action Established and effective mechanisms for resolving conflicts Data as truth: Common application of data, filters, rules, /data matches rhythm of business Emerging Actionable mission supported by topdown Limited accountability; multiple functions collaborate Ad hoc (informal) action on insights across functions When identified, conflicts resolved on an impromptu basis Common data: Provincial views used to support specific positions Enterprise availability, uneven currency of information Departmental Optimization Alignment with discrete functional goals, not enterprise mission Fragmented accountability within discrete functions Uncoordinated/ parochial action (sometimes at the expense of others) Appearance of cooperation, opportunistic reconciliation Conflicting, functional views of data cause confusion, disagreement Availability and currency directed by departmental sources Chaos Reigns Mission not actionable, not communicated, and/or not understood Arbitrary accountability, general opacity Insights rarely leveraged Conflicting, redundant, and competing efforts are the norm Data and information generally unreliable and distrusted Multiple, inconsistent data sources, conflicting semantics

18 The Performance Culture Maturity Model Alignment with Mission Transparency and Accountability Action on Insights Conflict Resolution Common Trust in Data Availability and Information Realized Actionable and embraced mission supported, informed, and reinforced by General accountability accepted as cultural tenets Closed loop processes ensure timely, concerted action Established and effective mechanisms for resolving conflicts Data as truth: Common application of data, filters, rules, /data matches rhythm of business Emerging Actionable mission supported by topdown Limited accountability; multiple functions collaborate Ad hoc (informal) action on insights across functions When identified, conflicts resolved on an impromptu basis Common data: Provincial views used to support specific positions Enterprise availability, uneven currency of information Departmental Optimization Alignment with discrete functional goals, not enterprise mission Fragmented accountability within discrete functions Uncoordinated/ parochial action (sometimes at the expense of others) Appearance of cooperation, opportunistic reconciliation Conflicting, functional views of data cause confusion, disagreement Availability and currency directed by departmental sources Chaos Reigns Mission not actionable, not communicated, and/or not understood Arbitrary accountability, general opacity Insights rarely leveraged Conflicting, redundant, and competing efforts are the norm Data and information generally unreliable and distrusted Multiple, inconsistent data sources, conflicting semantics

19 The Performance Culture Maturity Model Alignment with Mission Transparency and Accountability Action on Insights Conflict Resolution Common Trust in Data Availability and Information Realized Actionable and embraced mission supported, informed, and reinforced by General accountability accepted as cultural tenets Closed loop processes ensure timely, concerted action Established and effective mechanisms for resolving conflicts Data as truth: Common application of data, filters, rules, /data matches rhythm of business Emerging Actionable mission supported by topdown Limited accountability; multiple functions collaborate Ad hoc (informal) action on insights across functions When identified, conflicts resolved on an impromptu basis Common data: Provincial views used to support specific positions Enterprise availability, uneven currency of information Departmental Optimization Alignment with discrete functional goals, not enterprise mission Fragmented accountability within discrete functions Uncoordinated/ parochial action (sometimes at the expense of others) Appearance of cooperation, opportunistic reconciliation Conflicting, functional views of data cause confusion, disagreement Availability and currency directed by departmental sources Chaos Reigns Mission not actionable, not communicated, and/or not understood Arbitrary accountability, general opacity Insights rarely leveraged Conflicting, redundant, and competing efforts are the norm Data and information generally unreliable and distrusted Multiple, inconsistent data sources, conflicting semantics

20 The Performance Culture Maturity Model Alignment with Mission Transparency and Accountability Action on Insights Conflict Resolution Common Trust in Data Availability and Information Realized Actionable and embraced mission supported, informed, and reinforced by General accountability accepted as cultural tenets Closed loop processes ensure timely, concerted action Established and effective mechanisms for resolving conflicts Data as truth: Common application of data, filters, rules, /data matches rhythm of business Emerging Actionable mission supported by topdown Limited accountability; multiple functions collaborate Ad hoc (informal) action on insights across functions When identified, conflicts resolved on an impromptu basis Common data: Provincial views used to support specific positions Enterprise availability, uneven currency of information Departmental Optimization Alignment with discrete functional goals, not enterprise mission Fragmented accountability within discrete functions Uncoordinated/ parochial action (sometimes at the expense of others) Appearance of cooperation, opportunistic reconciliation Conflicting, functional views of data cause confusion, disagreement Availability and currency directed by departmental sources Chaos Reigns Mission not actionable, not communicated, and/or not understood Arbitrary accountability, general opacity Insights rarely leveraged Conflicting, redundant, and competing efforts are the norm Data and information generally unreliable and distrusted Multiple, inconsistent data sources, conflicting semantics

21 Drivers of a directed Culture

22 Copyright 2010 Dresner Advisory Services, LLC

23

24 Four Essential Forces Business Advocacy Business functions break down cross-functional barriers; begin behaving as a single organism with common purpose; aligned with mission Data Literacy Understanding and fluency for using data, information and related insights in the decision-making process Critical enabler, which may be enhanced by an IT-driven Business Intelligence initiative. Visionary Leadership C-Level executives embrace performance-directed culture as a pillar of strategy Organizational Activism Knowledgeable, focused, committed, passionate and persistent individuals. Can appear anywhere in the organization; appointed by management or self-appointed

25 It s All About Change: Drive, Influence and Enablement

26 It s All About Change: Drive, Influence and Enablement Common Trust in Data Data Literacy Availability and Currency of Information Enablement

27 It s All About Change: Drive, Influence and Enablement Action on Insight Business Advocacy Influence Conflict Resolution Common Trust in Data Data Literacy Availability and Currency of Information Enablement

28 It s All About Change: Drive, Influence and Enablement Visionary Leadership Transparency & Accountability Drive Alignment with Mission Action on Insight Business Advocacy Influence Conflict Resolution Common Trust in Data Data Literacy Availability and Currency of Information Enablement

29 It s All About Change: Drive, Influence and Enablement Visionary Leadership Activism Transparency & Accountability Drive Alignment with Mission Activism Action on Insight Business Advocacy Conflict Resolution Influence Activism Common Trust in Data Data Literacy Availability and Currency of Information Enablement

30 Other Factors Transitions Setbacks Wake up Calls

31 The Cases

32 Case Studies Background Four organizations: healthcare, hospitality, manufacturing and public broadcasting Size ranging from $64M USD to $5B USD Process driven by either Business Operations, CEO, Finance or IT Department PCMM index/scores ranging from

33 Mueller Visionary CEO (25 years in role) served as its organizational activist Consistently moved organization forward, enduring setbacks; persevering and ultimately prevailing Built strategic management team as part of performance-directed culture vision with hands on involvement Embraced Balanced Scorecard with solid results Overall PCMM Index of 3.70

34 New CEO in 1984 Renewed focus on end users. Change in direction away from lowest cost to total value provider of steel building products Expansion to multiple branches Transition occurs Mueller Timeline Substantial growth and expansion cause CEO and CFO to purchase and implement a comprehensive ERP system proving expensive and difficult to put into operation Lost year ensues 2000 Business Advocacy Emerges Data Literacy Commences Transition occurs ERP system stable, usable data collected. ERP system enforces roles & responsibilities, mission reinforced. Target branch system implemented 2004 Performance -directed culture realized Business Advocacy Established Visionary Leadership Emerges Organizational Activist Emerges 1993 First computer system installed. Business process reengineering program implemented. Seeds of more modern management system begin to unfold. Major Setback occurs 2002 CFO retires; new organization structure defined with IT, HR, Strategic planning. Additional management resources added to team. Data Literacy Established Strategy map; Balance Scorecard developed Expansion of reporting systems to complement Target branch System. Balanced Scorecard system expanded to include Manufacturing Major successful acquisition Induction into Balanced Scorecard Hall of Fame

35 Mueller and the Performance Culture Maturity Model Alignment with Mission Transparency and Accountability Action on Insights Conflict Resolution Common Trust in Data Availability and Information Realized Actionable and embraced mission supported, informed, and reinforced by General accountability accepted as cultural tenets Closed loop processes ensure timely, concerted action Established and effective mechanisms for resolving conflicts Data as truth: Common application of data, filters, rules, /data matches rhythm of business Emerging Actionable mission supported by topdown Limited accountability; multiple functions collaborate Ad hoc (informal) action on insights across functions When identified, conflicts resolved on an impromptu basis Common data: Provincial views used to support specific positions Enterprise availability, uneven currency of information Departmental Optimization Alignment with discrete functional goals, not enterprise mission Fragmented accountability within discrete functions Uncoordinated/ parochial action (sometimes at the expense of others) Appearance of cooperation, opportunistic reconciliation Conflicting, functional views of data cause confusion, disagreement Availability and currency directed by departmental sources Chaos Reigns Mission not actionable, not communicated, and/or not understood Arbitrary accountability, general opacity Insights rarely leveraged Conflicting, redundant, and competing efforts are the norm Data and information generally unreliable and distrusted Multiple, inconsistent data sources, conflicting semantics

36 Mueller and the Performance Culture Maturity Model Alignment with Mission Transparency and Accountability Action on Insights Conflict Resolution Common Trust in Data Availability and Information Realized Actionable and embraced mission supported, informed, and reinforced by General accountability accepted as cultural tenets Closed loop processes ensure timely, concerted action Established and effective mechanisms for resolving conflicts Data as truth: Common application of data, filters, rules, /data matches rhythm of business Emerging Actionable mission supported by topdown Limited accountability; multiple functions collaborate Ad hoc (informal) action on insights across functions When identified, conflicts resolved on an impromptu basis Common data: Provincial views used to support specific positions Enterprise availability, uneven currency of information Departmental Optimization Alignment 2000 with discrete functional goals, not enterprise mission 2000 Fragmented accountability within discrete functions Uncoordinated/ 2000 parochial action (sometimes at the expense of others) Appearance of cooperation, opportunistic reconciliation 2000 Conflicting, functional views of 2000 data cause confusion, disagreement Availability and currency directed by 2000 departmental sources Chaos Reigns Mission not actionable, not communicated, and/or not understood Arbitrary accountability, general opacity Insights rarely leveraged Conflicting, redundant, and competing efforts are the norm Data and information generally unreliable and distrusted Multiple, inconsistent data sources, conflicting semantics

37 Mueller and the Performance Culture Maturity Model Alignment with Mission Transparency and Accountability Action on Insights Conflict Resolution Common Trust in Data Availability and Information Realized Actionable and embraced mission supported, informed, and reinforced by General accountability accepted as cultural tenets Closed loop processes ensure timely, concerted action Established and effective mechanisms for resolving conflicts Data as truth: Common application of data, filters, rules, /data matches rhythm of business Emerging Actionable mission supported by topdown Limited accountability; multiple functions collaborate Ad hoc (informal) action on insights across functions When identified, conflicts resolved on an impromptu basis Common data: Provincial views used to support specific positions Enterprise availability, uneven currency of information Departmental Optimization 2002 Alignment 2000 with discrete functional goals, not enterprise mission 2000 Fragmented accountability within discrete functions 2002 Uncoordinated/ parochial action (sometimes at the expense of others) Appearance of cooperation, opportunistic reconciliation 2000 Conflicting, functional views of 2000 data cause confusion, disagreement Availability and currency directed by 2000 departmental sources Chaos Reigns Mission not actionable, not communicated, and/or not understood Arbitrary accountability, general opacity Insights rarely leveraged Data and Conflicting, Multiple, information redundant, and inconsistent data generally competing efforts sources, conflicting unreliable and are the norm semantics distrusted

38 Mueller and the Performance Culture Maturity Model Alignment with Mission Transparency and Accountability Action on Insights Conflict Resolution Common Trust in Data Availability and Information Realized Actionable and embraced mission supported, informed, and reinforced by General accountability accepted as cultural tenets Closed loop processes ensure timely, concerted action Established and effective mechanisms for resolving conflicts Data as truth: Common application of data, filters, rules, /data matches rhythm of business Emerging Actionable mission supported by topdown 2004 Limited accountability; multiple functions collaborate Ad hoc (informal) action on insights across functions 2004 When identified, conflicts resolved on an impromptu basis Common data: Provincial views used to support specific positions Enterprise availability, uneven currency of information Departmental Optimization 2002 Alignment 2000 with discrete functional goals, not enterprise mission 2000 Fragmented transparency 2004 and accountability within discrete functions 2002 Uncoordinated/ parochial action (sometimes at the expense of others) Appearance of cooperation, 2004 opportunistic reconciliation 2000 Conflicting, functional views of 2000 data cause 2004 confusion, disagreement Availability 2004 and currency directed by 2000 departmental sources Chaos Reigns Mission not actionable, not communicated, and/or not understood Arbitrary accountability, general opacity Insights rarely leveraged Data and Conflicting, Multiple, information redundant, and inconsistent data generally competing efforts sources, conflicting unreliable and are the norm semantics distrusted

39 Mueller and the Performance Culture Maturity Model Alignment with Mission Transparency and Accountability Action on Insights Conflict Resolution Common Trust in Data Availability and Information Realized Actionable and embraced mission supported, informed, and reinforced by General accountability accepted as cultural tenets Closed loop processes ensure timely, concerted action Established and effective mechanisms for resolving conflicts Data as truth: Common application of data, filters, rules, /data matches rhythm of business Emerging Departmental Optimization Actionable mission 2006 supported by topdown Alignment 2000 with discrete functional goals, not enterprise mission Limited accountability; multiple functions collaborate Fragmented transparency 2004 and accountability within discrete functions Ad hoc (informal) action on insights across functions 2004 Uncoordinated/ parochial action (sometimes at the expense of others) When identified, conflicts resolved on an impromptu basis 2006 Appearance of cooperation, 2004 opportunistic reconciliation 2000 Common data: Provincial views used to support specific positions Enterprise availability, uneven currency of information Conflicting, Availability 2004 and functional views of 2000 currency directed data cause 2004 by 2000 departmental confusion, sources disagreement Chaos Reigns Mission not actionable, not communicated, and/or not understood Arbitrary accountability, general opacity Insights rarely leveraged Data and Conflicting, Multiple, information redundant, and inconsistent data generally competing efforts sources, conflicting unreliable and are the norm semantics distrusted

40 Mueller and the Performance Culture Maturity Model Alignment with Mission Transparency and Accountability Action on Insights Conflict Resolution Common Trust in Data Availability and Information Realized Emerging Departmental Optimization Actionable and embraced mission supported, informed, and reinforced by 2009 Actionable mission 2006 supported by topdown Alignment 2000 with discrete functional goals, not enterprise mission General accountability accepted as cultural tenets Limited transparency 2009 and accountability; multiple functions collaborate Fragmented transparency 2004 and accountability within discrete functions 2002 Closed loop processes ensure timely, concerted action Ad hoc (informal) action on insights across functions 2004 Uncoordinated/ parochial action (sometimes at the expense of others) Established and effective mechanisms for resolving conflicts When identified, conflicts resolved on an impromptu basis Appearance of cooperation, 2004 opportunistic reconciliation 2000 Data as truth: Common application of data, filters, rules, Common data: Provincial views used to support specific positions /data matches rhythm of business Enterprise availability, uneven currency of information Conflicting, Availability 2004 and functional views of 2000 currency directed data cause 2004 by 2000 departmental confusion, sources disagreement Chaos Reigns Mission not actionable, not communicated, and/or not understood Arbitrary accountability, general opacity Insights rarely leveraged Data and Conflicting, Multiple, information redundant, and inconsistent data generally competing efforts sources, conflicting unreliable and are the norm semantics distrusted

41 Cleveland Clinic Business Operations (Finance and Medical Operations) forged early alliance and created grassroots movement New visionary CEO created strategic opportunity to support new initiatives Cross-functional group emerged as strategic EBI Group Overall PCMM Index of 3.95

42 Cleveland Clinic Timeline Data-driven Culture Emerges with Financial Crisis Performance Wheels of Death 1993 Business Advocacy Emerges Organizational Activists Emerge New CEO appointed Medical Ops & Finance efforts gain visibility Appoints new CFO 2004 Business Advocacy Solidifies Patient access dashboard application launched decreases physician appointment wait time from 13 to 8 days 2006 Performancedirected culture realized Wake-up call occurs Data Literacy Commences 2003 Medical Operations and Finance decide to collaborate on performance management efforts IT boycotts Transition occurs Visionary Leadership Emerges 2005 CEO charts new mission Patient First ; Performance management efforts gain attention of CEO; become strategic IT Joins effort Data Literacy Expands 2007 Reorganization into Institutes Initial dashboard evolves into broader management scorecard used to review/manage performance clinic-wide

43 The Performance Culture Maturity Model Alignment with Mission Transparency and Accountability Cleveland Clinic Action on Insights Conflict Resolution Common Trust in Data Availability and Information Realized Emerging Departmental Optimization Actionable and embraced mission supported, informed, and reinforced by Actionable mission supported by topdown Alignment with discrete functional goals, not enterprise mission /8 2005/6 2003/4 General accountability accepted as cultural tenets 2007/8 Limited accountability; 2005/6 multiple functions collaborate 2003/4 Fragmented accountability within discrete functions Closed loop processes ensure timely, concerted action 2007/8 Ad hoc (informal) action on insights 2005/6 across functions 2003/4 Uncoordinated/ parochial action (sometimes at the expense of others) Established and effective mechanisms for resolving conflicts When identified, conflicts resolved on an impromptu basis 2005/6 2007/8 2003/4 Appearance of cooperation, opportunistic reconciliation Data as truth: Common application of data, filters, rules, 2007/8 Common data: Provincial views used to support specific positions 2005/6 Conflicting, functional views of data cause confusion, disagreement 2003/4 /data matches rhythm of business Enterprise availability, uneven currency of information 2005/6 2007/8 2003/4 Availability and currency directed by departmental sources Chaos Reigns Mission not actionable, not communicated, and/or not understood Arbitrary accountability, general opacity Insights rarely leveraged Conflicting, redundant, and competing efforts are the norm Data and information generally unreliable and distrusted Multiple, inconsistent data sources, conflicting semantics

44 Denihan Hospitality Group Aggressive data literacy program driven by IT Department resulted in strong Common Trust in Data. 9/11 wake up call drove further investment and urgency surrounding BI Management consolidation facilitated development of visionary leadership; performance-directed culture began to emerge Overall PCMM Index of 3.22

45 Denihan Timeline Management recruits and hires database marketing professional Some early successes 2000 Wake-up call occurs Targeted projects focus Geographic expansion project Most Valued Guests program 2003 Visionary Leadership Emerges P&L responsibility for hotel managers. Growth through acquisition of new properties Business Advocacy begins to emerge Organizational Activist Emerges Data Literacy Commences Attacks Occur DHG leverages customer data to restore occupancy levels Data Literacy Expands 2006 Management consolidation & recapitalization New hires, clash of cultures Transition occurs Pulse integrates operational and financial used by all management to run business 2009

46 The Performance Culture Maturity Model Alignment with Mission Transparency and Accountability DHG Action on Insights Conflict Resolution Common Trust in Data Availability and Information Realized Emerging Departmental Optimization Chaos Reigns Actionable and embraced mission supported, informed, and reinforced by 2009 Actionable mission supported by topdown 2006 Alignment with discrete functional goals, not enterprise mission 2001 Mission not actionable, not communicated, and/or not understood General accountability accepted as cultural tenets Limited accountability; multiple functions collaborate 2009 Fragmented accountability within discrete functions 2001 Arbitrary accountability, general opacity Closed loop processes ensure timely, concerted action Ad hoc (informal) action on insights across functions 2009 Uncoordinated/ parochial action (sometimes at the expense of others) 2002 Insights rarely leveraged Established and effective mechanisms for resolving conflicts When identified, conflicts resolved on an impromptu basis 2009 Appearance of cooperation, 2007 opportunistic reconciliation Conflicting, redundant, and competing efforts are the norm Data as truth: Common application of data, filters, rules, 2007 Common data: Provincial views used to support 2009 specific positions 2002 Conflicting, 2008 functional views of data cause confusion, disagreement 2001 Data and information generally unreliable and distrusted /data matches rhythm of business 2007 Enterprise availability, 2009 uneven currency of information 2008 Availability and currency directed by departmental sources 2001 Multiple, inconsistent data sources, conflicting semantics

47 Northern California Public Radio Finance-led initiative to drive improved financial budgeting and accountability Mission-directed organization resisted introduction of new budgeting system underscoring cultural divide With strong signs of growing collaboration across functions, fragmentation remains common Additional management focus will help Overall PCMM Index of 2.87

48 N. California Public Radio Timeline Strategic plan executed with clear for community reach and clear support for its mission. However, significant budget overruns expose organization financially Organizational Activist Emerges Transition occurs A new budgeting system is purchased and implemented by Finance. Implementation is fast tracked Lack of reporting, inadequate training and system bugs hamper adoption 2007 Major Setback occurs Finance charters FSG to support line of business Only slight improvements in various. System does not expand beyond financial. Resistance continues without leadership direction 2009 Transition occurs Business Advocacy Established 2006 Due to significant issues surrounding cost controls, a new CFO is hired to establish a formal budgeting process. Major Setback occurs 2008 Although Finance has some successes, line of business rejects budgeting system and resists entering information. Lack of senior mgmt intervention encourages LOB resistance Both CEO and CFO depart organization

49 The Performance Culture Maturity Model Alignment with Mission Transparency and Accountability KQED Action on Insights Conflict Resolution Common Trust in Data Availability and Information Realized Emerging Departmental Optimization Chaos Reigns Actionable and embraced mission supported, informed, and reinforced by 2009 Actionable mission supported by topdown 2006 Alignment with discrete functional goals, not enterprise mission Mission not actionable, not communicated, and/or not understood General accountability accepted as cultural tenets Limited accountability; multiple functions collaborate Fragmented accountability 2009 within discrete functions Arbitrary accountability, general opacity 2006 Closed loop processes ensure timely, concerted action Ad hoc (informal) action on insights across functions 2009 Uncoordinated/ parochial action (sometimes at the expense of others) 2006 Insights rarely leveraged Established and effective mechanisms for resolving conflicts When identified, conflicts resolved on an impromptu basis 2009 Appearance of cooperation, opportunistic reconciliation 2006 Conflicting, redundant, and competing efforts are the norm Data as truth: Common application of data, filters, rules, Common data: Provincial views used to support specific positions 2009 Conflicting, functional views of data cause confusion, disagreement 2006 Data and 2007 information generally unreliable and distrusted /data matches rhythm of business Enterprise availability, uneven currency of information 2009 Availability and currency directed by departmental sources 2006 Multiple, inconsistent data sources, conflicting semantics

50 A TM Index Index = 3.95 Index = 3.70 Index = 3.22 Index = 2.87

51 A Few Data Points

52 Maturity 100% 0% 90% 20% 33% 33% 33% 80% 50% 70% 67% 60% 50% 60% 40% 50% 50% 67% 33% 30% 20% 33% 10% 17% 17% 20% 17% 0% 0% Chaos Departmental Emerging Realized Recent Finance Workshop - Average PCMM Index = 3.11

53 Maturity Weighted Mean Score Recent Finance Workshop - Average PCMM Index = 3.11

54 Maturity Source: The Palladium Group and Dresner Advisory Services Study Average PCMM Index = 2.8

55 Organizations with Directed Culture See Greater Success with BI Alignment with Mission Transparency and Accountability Action on Insights Conflict Resolution Common Trust in Data Availability and Currency of Information Organizations successful with BI - PCMM Index Average = 3.13 Source: The Palladium Group and Dresner Advisory Services Study

56 Organizations Lacking Directed Culture Struggle with BI Alignment with Mission Transparency and Accountability Action on Insights Conflict Resolution Common Trust in Data Availability and Currency of Information Organizations unsuccessful with BI - PCMM Index Average = 2.56 Source: The Palladium Group and Dresner Advisory Services Study

57 Some Final Thoughts

58 Getting Ready to Get Ready: Using The PCMM as a Diagnostic Enhance executive understanding and prepare for next stage of business change; growth Establish a benchmark - and index for recurring/ongoing assessment Identify strengths, weaknesses; areas of focus Develop a roadmap for action and investment Create a foundation for future, strategic change

59 Obstacles and Enablers Wake up calls and transitions may occur and need to be recognized for the game changers they can represent. Setbacks are not uncommon and (most) should be considered temporary and transitional Visionary leadership, business advocacy, and data literacy must be present for a directed Culture to fully emerge. Organizational activism will likely dictate the order. Technology-led approach ALONE will rarely succeed. Technology is an enabler not a driver.

60 Technology Noise Big Data Dashboards Visualization Cloud

61 An Early Inca PCMM Index Average = 2.83

62 In Conclusion Culture is often the reason that organizations struggle and why BI and EPM efforts fall short Assessing your progress towards a performance-directed culture using the PCMM will give key insights into your current state; strengths and weaknesses Equipped with greater perspective, it will be possible to develop a more practical roadmap in support of a performance-directed culture

63 : The Key to Business Intelligence Success Howard Dresner Chief Research Officer Dresner Advisory Services

HOW CORPORATE CULTURE AFFECTS PERFORMANCE MANAGEMENT

HOW CORPORATE CULTURE AFFECTS PERFORMANCE MANAGEMENT HOW CORPORATE CULTURE AFFECTS PERFORMANCE MANAGEMENT By Raef Lawson, CMA, CPA, CFA; Toby Hatch; and Denis Desroches Every progressive organization needs a management system that enables it to formulate

More information

Data Governance: A Business Value-Driven Approach

Data Governance: A Business Value-Driven Approach Data Governance: A Business Value-Driven Approach A White Paper by Dr. Walid el Abed CEO January 2011 Copyright Global Data Excellence 2011 Contents Executive Summary......................................................3

More information

04 Executive Summary. 08 What is a BI Strategy. 10 BI Strategy Overview. 24 Getting Started. 28 How SAP Can Help. 33 More Information

04 Executive Summary. 08 What is a BI Strategy. 10 BI Strategy Overview. 24 Getting Started. 28 How SAP Can Help. 33 More Information 1 BI STRATEGY 3 04 Executive Summary 08 What is a BI Strategy 10 BI Strategy Overview 24 Getting Started 28 How SAP Can Help 33 More Information 5 EXECUTIVE SUMMARY EXECUTIVE SUMMARY TOP 10 BUSINESS PRIORITIES

More information

Business Process Services. White Paper. Business Intelligence in Finance & Accounting: Foundation for an Agile Enterprise

Business Process Services. White Paper. Business Intelligence in Finance & Accounting: Foundation for an Agile Enterprise Business Process Services White Paper Business Intelligence in Finance & Accounting: Foundation for an Agile Enterprise About the Author Balaji Venkat Chellam Iyer Balaji has over 18 years of experience

More information

Webinar: Chart of Accounts Alignment through Information Governance

Webinar: Chart of Accounts Alignment through Information Governance Webinar: Chart of Accounts Alignment through Information Governance Huron Presenters: Todd Weinstein Alex Vlaisavljevic August 28, 2014 Objectives & Agenda Webinar Objectives: Agenda Discuss the importance

More information

OPTIMUS SBR. Optimizing Results with Business Intelligence Governance CHOICE TOOLS. PRECISION AIM. BOLD ATTITUDE.

OPTIMUS SBR. Optimizing Results with Business Intelligence Governance CHOICE TOOLS. PRECISION AIM. BOLD ATTITUDE. OPTIMUS SBR CHOICE TOOLS. PRECISION AIM. BOLD ATTITUDE. Optimizing Results with Business Intelligence Governance This paper investigates the importance of establishing a robust Business Intelligence (BI)

More information

Top 10 Trends In Business Intelligence for 2007

Top 10 Trends In Business Intelligence for 2007 W H I T E P A P E R Top 10 Trends In Business Intelligence for 2007 HP s New Information Management Practice Table of contents Trend #1: BI Governance: Ensuring the Effectiveness of Programs and Investments

More information

Talent Management Leadership in Professional Services Firms

Talent Management Leadership in Professional Services Firms Talent Management Leadership in Professional Services Firms Published by KENNEDY KENNEDY Consulting Research Consulting Research & Advisory & Advisory Sponsored by Table of Contents Introduction.... 3

More information

Business Architecture Guild Body of Knowledge Handbook 2.0

Business Architecture Guild Body of Knowledge Handbook 2.0 Guild Body of Knowledge Handbook 2.0 ------------------------ Section 1: Introduction The Guild has made this Introduction section of its Body of Knowledge Handbook 2.0 ( Handbook ) publicly available

More information

ANALYTICS PAYS BACK $13.01 FOR EVERY DOLLAR SPENT

ANALYTICS PAYS BACK $13.01 FOR EVERY DOLLAR SPENT RESEARCH NOTE September 2014 ANALYTICS PAYS BACK $13.01 FOR EVERY DOLLAR SPENT THE BOTTOM LINE Organizations are continuing to make investments in analytics to meet the growing demands of the user community

More information

Building a strategic talent management program

Building a strategic talent management program Case Study About Alamo Colleges Consisting of five member institutions established between 1898 and 1995, Alamo Colleges serves Bexar County, TX the 17th most populous county in the U.S. It offers associate

More information

ITPMG. February 2007. IT Performance Management: The Framework Initiating an IT Performance Management Program

ITPMG. February 2007. IT Performance Management: The Framework Initiating an IT Performance Management Program IT Performance Management: The Framework Initiating an IT Performance Management Program February 2007 IT Performance Management Group Bethel, Connecticut Executive Summary This Insights Note will provide

More information

Implementing a Data Governance Initiative

Implementing a Data Governance Initiative Implementing a Data Governance Initiative Presented by: Linda A. Montemayor, Technical Director AT&T Agenda AT&T Business Alliance Data Governance Framework Data Governance Solutions: o Metadata Management

More information

Transforming FP&A: Combining Process Redesign & Technology to Deliver Insights

Transforming FP&A: Combining Process Redesign & Technology to Deliver Insights Transforming FP&A: Combining Process Redesign & Technology to Deliver Insights Session 602 IASA 86 TH ANNUAL EDUCATIONAL CONFERENCE & BUSINESS SHOW Project Overview The Hanover Insurance Group (THG) is

More information

Begin Your BI Journey

Begin Your BI Journey Begin Your BI Journey As part of long-term strategy, healthcare entities seek opportunities for continuous improvement in order to meet the changing needs of their patients while also maintaining compliance

More information

Data Governance: A Business Value-Driven Approach

Data Governance: A Business Value-Driven Approach Global Excellence Governance: A Business Value-Driven Approach A White Paper by Dr Walid el Abed CEO Trusted Intelligence Contents Executive Summary......................................................3

More information

HOW THE INTELLIGENT ENTERPRISE DELIVERS PERFORMANCE MANAGEMENT.

HOW THE INTELLIGENT ENTERPRISE DELIVERS PERFORMANCE MANAGEMENT. HOW THE INTELLIGENT ENTERPRISE DELIVERS PERFORMANCE MANAGEMENT. HIGHER INTELLIGENCE. MANAGEMENT SUMMARY All organizations, public, private, large and small need to effectively manage business performance.

More information

Better Data is Everyone s Job! Using Data Governance to Accelerate the Data Driven Organization

Better Data is Everyone s Job! Using Data Governance to Accelerate the Data Driven Organization Better Data is Everyone s Job! Using Data Governance to Accelerate the Data Driven Organization Intros - Name - Interest / Challenge - Role Data Governance is a Business Function Data governance should

More information

Speaker. Joni Pulido-Ferrier Value Advisor Expert HR Line of Business Value Engineering Australia, Pacific Japan, SAP

Speaker. Joni Pulido-Ferrier Value Advisor Expert HR Line of Business Value Engineering Australia, Pacific Japan, SAP Speaker Joni Pulido-Ferrier Value Advisor Expert HR Line of Business Value Engineering Australia, Pacific Japan, SAP 2 SuccessFactors Proprietary and Confidential 2014 SuccessFactors, An SAP Company. All

More information

Fortune 500 Medical Devices Company Addresses Unique Device Identification

Fortune 500 Medical Devices Company Addresses Unique Device Identification Fortune 500 Medical Devices Company Addresses Unique Device Identification New FDA regulation was driver for new data governance and technology strategies that could be leveraged for enterprise-wide benefit

More information

Key Drivers of Analytical Maturity Among Healthcare Providers

Key Drivers of Analytical Maturity Among Healthcare Providers Key Drivers of Analytical Maturity Among Healthcare Providers January, 2015 Written by: International Institute for Analytics Sponsored by: Executive Summary Firms of all shapes and sizes today are confronted

More information

Smart Ways To Improve Contact Center Performance

Smart Ways To Improve Contact Center Performance Smart Ways To Improve Contact Center Performance The right technology helps measure what matters White Paper sponsored by Aligning Business and IT To Improve Performance Ventana Research 1900 South Norfolk

More information

Enterprise Information Management Capability Maturity Survey for Higher Education Institutions

Enterprise Information Management Capability Maturity Survey for Higher Education Institutions Enterprise Information Management Capability Maturity Survey for Higher Education Institutions Dr. Hébert Díaz-Flores Chief Technology Architect University of California, Berkeley August, 2007 Instructions

More information

Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200 F.508.935.4015 www.idc.com

Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200 F.508.935.4015 www.idc.com Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200 F.508.935.4015 www.idc.com E X C E R P T I D C M a r k e t S c a p e : U. S. B u s i n e s s C o n s u l t i n g S e r v i c

More information

The IIA Global Internal Audit Competency Framework

The IIA Global Internal Audit Competency Framework About The IIA Global Internal Audit Competency Framework The IIA Global Internal Audit Competency Framework (the Framework) is a tool that defines the competencies needed to meet the requirements of the

More information

Government Business Intelligence (BI): Solving Your Top 5 Reporting Challenges

Government Business Intelligence (BI): Solving Your Top 5 Reporting Challenges Government Business Intelligence (BI): Solving Your Top 5 Reporting Challenges Creating One Version of the Truth Enabling Information Self-Service Creating Meaningful Data Rollups for Users Effortlessly

More information

Explore the Possibilities

Explore the Possibilities Explore the Possibilities 2013 HR Service Delivery Forum Best Practices in Data Management: Creating a Sustainable and Robust Repository for Reporting and Insights 2013 Towers Watson. All rights reserved.

More information

Enabling SOA through organizational change and governance.

Enabling SOA through organizational change and governance. SOA governance and organizational change strategy White paper November 2007 Enabling SOA through organizational change Sandy Poi, Global SOA Offerings Governance lead, associate partner, Financial Services

More information

Talent Management Essential Toolkit

Talent Management Essential Toolkit Talent Management Essential Toolkit Talent Management Essential Toolkit This presentation has been prepared to to provide the reader with an initial overview of five talent management tools that can assist

More information

Developing a Healthcare Analytics Strategy Across the Continuum of Care

Developing a Healthcare Analytics Strategy Across the Continuum of Care Developing a Healthcare Analytics Strategy July 2015 Healthcare Provider Analytics Investments Are Steadily Increasing Healthcare providers are still focusing their investment plans on more traditional

More information

Safety Net Analytics Program

Safety Net Analytics Program Safety Net Analytics Program Request for Applications August 2014 Sponsored by CCI in partnership with the California HealthCare Foundation IMPORTANT DATES Informational Webinar: 10:00am, August 27, 2014

More information

Module Three. Connected CRM Enterprise Transformation

Module Three. Connected CRM Enterprise Transformation Module Three Connected CRM Enterprise Transformation 1 Any organization can become more customer focused. It s just harder sometimes Product-centric P&L/Decision Segment-centric P&L/Decision Channel-centric

More information

The following is intended to outline our general product direction. It is intended for informational purposes only, and may not be incorporated into

The following is intended to outline our general product direction. It is intended for informational purposes only, and may not be incorporated into The following is intended to outline our general product direction. It is intended for informational purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any

More information

How Effectively Are Companies Using Business Analytics? DecisionPath Consulting Research October 2010

How Effectively Are Companies Using Business Analytics? DecisionPath Consulting Research October 2010 How Effectively Are Companies Using Business Analytics? DecisionPath Consulting Research October 2010 Thought-Leading Consultants in: Business Analytics Business Performance Management Business Intelligence

More information

University of Wisconsin Platteville IT Governance Model Final Report Executive Summary

University of Wisconsin Platteville IT Governance Model Final Report Executive Summary University of Wisconsin Platteville IT Governance Model Final Report Executive Summary February 2013 Project Objectives & Approach Objectives: Build on the efforts of the Technology Oversight Planning

More information

Issue in Focus: Business Intelligence Extending PLM Value. PLM Maturity Enables New Value from Analytics

Issue in Focus: Business Intelligence Extending PLM Value. PLM Maturity Enables New Value from Analytics Issue in Focus: Business Intelligence Extending PLM Value PLM Maturity Enables New Value from Analytics Tech-Clarity, Inc. 2009 Table of Contents Table of Contents... 2 Introducing the Issue... 3 Mining

More information

Consulting. PMOver Transforming the Program Management Office into a Results Management Office

Consulting. PMOver Transforming the Program Management Office into a Results Management Office Consulting PMOver Transforming the Management Office into a Results Management Office Executive summary Regardless of size and complexity, most programs encounter hurdles and issues. Many are able to address

More information

Services for the CFO Financial Management Consulting

Services for the CFO Financial Management Consulting IBM Global Business Services Services for the CFO Financial Management Consulting Financial Management Chief financial officers (CFOs) are currently in a highly visible, highly influential position. They

More information

Business Intelligence Standardization. Executive Overview

Business Intelligence Standardization. Executive Overview Business Intelligence Standardization Executive Overview AUTHOR: Timo Elliott CONTRIBUTORS: Darren Cunningham, Peter Lorant, MaryLouise Meckler, Jennifer Meegan, Pat Morrissey, David Townley, Lance Walter

More information

Innovative Talent Management Strategies in the State of Tennessee

Innovative Talent Management Strategies in the State of Tennessee 9//0 Innovative Talent Management Strategies in the State of Tennessee A Focus on People with a Focus on the Future Facilitator: Trish Holliday, SPHR Chief Learning Officer State of Tennessee Sponsor:

More information

Corporate Culture s Role in a Globally Competitive Market. Manny Atwal VP Helicopter Programs StandardAero

Corporate Culture s Role in a Globally Competitive Market. Manny Atwal VP Helicopter Programs StandardAero Corporate Culture s Role in a Globally Competitive Market Manny Atwal VP Helicopter Programs StandardAero Corporate Culture s Role Enhancing the Customer Experience Culture to Differentiate Drive Exceptional

More information

Building for the future

Building for the future Building for the future Why predictive analytics matter now William Gaker Goals for today Growth and establishment of the people analytics field Best practices for building a people analytics function

More information

SAP Thought Leadership Business Intelligence IMPLEMENTING BUSINESS INTELLIGENCE STANDARDS SAVE MONEY AND IMPROVE BUSINESS INSIGHT

SAP Thought Leadership Business Intelligence IMPLEMENTING BUSINESS INTELLIGENCE STANDARDS SAVE MONEY AND IMPROVE BUSINESS INSIGHT SAP Thought Leadership Business Intelligence IMPLEMENTING BUSINESS INTELLIGENCE STANDARDS SAVE MONEY AND IMPROVE BUSINESS INSIGHT Your business intelligence strategy should take into account all sources

More information

Becoming Agile: a getting started guide for Agile management in Marketing and their partners in IT, Sales, Customer Service and other business teams.

Becoming Agile: a getting started guide for Agile management in Marketing and their partners in IT, Sales, Customer Service and other business teams. Becoming Agile: a getting started guide for Agile management in Marketing and their partners in IT, Sales, Customer Service and other business teams. Agile for Business www.agilefluent.com Summary The

More information

Turning to the dark(er) side What do management consultants do?

Turning to the dark(er) side What do management consultants do? Momentum Conference 2012 Simon Grout Turning to the dark(er) side What do management consultants do? 2-4 December 2012 A typical general management consultancy Industries Capabilities Marketing and sales

More information

The importance of Program Management and Change Management in ehealth

The importance of Program Management and Change Management in ehealth Bart de Witte 09.11.2010 ITAPA Bratislave - Slovakia Let s Build A Smarter Planet: The importance of Program Management and Change Management in ehealth Bart de Witte CEE Healthcare Industry Leader IBM

More information

WHITE PAPER APRIL 2012. Leading an Implementation Campaign to Address the Convergence of Healthcare Reform Initiatives

WHITE PAPER APRIL 2012. Leading an Implementation Campaign to Address the Convergence of Healthcare Reform Initiatives WHITE PAPER APRIL 2012 Leading an Implementation Campaign to Address the Convergence of Healthcare Reform Initiatives New healthcare reforms have created an unprecedented impact on hospital systems operations.

More information

Sage ERP Solutions I White Paper

Sage ERP Solutions I White Paper I White Paper Transforming Finance into a Strategic Resource www.sagenorthamerica.com Table of Contents Executive Summary... 3 Benefits of a Strategic Finance Function... 3 What Finance Needs to Become

More information

CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg.

CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg. Introduction CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg.com June 2015 Companies which adopt CSR or sustainability 1

More information

Building and Sustaining a Strong Organization Amid Challenge And Change KPMG LLP

Building and Sustaining a Strong Organization Amid Challenge And Change KPMG LLP Building and Sustaining a Strong Organization Amid Challenge And Change KPMG LLP The Issue Today s market realities offer businesses little choice but to embrace change. Companies in almost every industry

More information

Positioning Pima County Community College District s Human Capital Management for the Future

Positioning Pima County Community College District s Human Capital Management for the Future Positioning Pima County Community College District s Human Capital Management for the Future February 4, 2015 Baker Tilly refers to Baker Tilly Virchow Krause, LLP, an independently owned and managed member

More information

Data Governance. Unlocking Value and Controlling Risk. Data Governance. www.mindyourprivacy.com

Data Governance. Unlocking Value and Controlling Risk. Data Governance. www.mindyourprivacy.com Data Governance Unlocking Value and Controlling Risk 1 White Paper Data Governance Table of contents Introduction... 3 Data Governance Program Goals in light of Privacy... 4 Data Governance Program Pillars...

More information

Quantifying HR: Basics of HR Analytics Carrie L. Riggle David B Turetsky

Quantifying HR: Basics of HR Analytics Carrie L. Riggle David B Turetsky Quantifying HR: Basics of HR Analytics Carrie L. Riggle David B Turetsky Contact Information David B Turetsky, HCS ADP, LLC. Vice President, Chief Product Officer, ADP DataCloud Cell: +1 (508) 287-3474

More information

Transforming Internal Audit: A Maturity Model from Data Analytics to Continuous Assurance

Transforming Internal Audit: A Maturity Model from Data Analytics to Continuous Assurance ADVISORY SERVICES Transforming Internal Audit: A Model from Data Analytics to Assurance kpmg.com Contents Executive summary 1 Making the journey 2 The value of identifying maturity levels 4 Internal audit

More information

Drive to the top. The journey, lessons, and standards of global business services. kpmg.com

Drive to the top. The journey, lessons, and standards of global business services. kpmg.com Drive to the top The journey, lessons, and standards of global business services kpmg.com The new normal for global enterprises is about doing more with less while at the same time driving the top line

More information

INNOTAS EBOOK The Transformational CIO

INNOTAS EBOOK The Transformational CIO INNOTAS EBOOK The Transformational CIO The Change Agent That Drives Business Strategy Table of Contents Introduction.... 3 Shifting the Focus to Strategic IT Projects.... 4 Adding Value Through IT Operations....

More information

Integrated Learning and Performance

Integrated Learning and Performance Integrated Learning and Performance EXECUTIVE SUMMARY In today s Age of Talent, Enterprise Learning and Talent Management have become key factors in organizations strategic competitiveness. The tight labor

More information

TELLING STORY WITH DATA: GAINING SENIOR- LEVEL SUPPORT FOR ANALYTICS AND PLANNING

TELLING STORY WITH DATA: GAINING SENIOR- LEVEL SUPPORT FOR ANALYTICS AND PLANNING MERCER WEBCAST TELLING STORY WITH DATA: GAINING SENIOR- LEVEL SUPPORT FOR ANALYTICS AND PLANNING 24 September 2013 Astik Ranade, Principal Julia Howes, Principal Today s Presenters Julia Howes Principal,

More information

Talent Analytics. Compare Your Talent against the Best in Your Industry

Talent Analytics. Compare Your Talent against the Best in Your Industry Talent Analytics Compare Your Talent against the Best in Your Industry How Effective are Your People Strategies? The largest proportion of an organization s expenditure is on its people. But how effective

More information

The Strategic Management Maturity Model TM

The Strategic Management Maturity Model TM The Strategic Management Maturity Model TM Many Institute clients ask a similar question as they work to improve their strategic management at their organizations: where do we stand compared with other

More information

Getting Started with Data Governance. Philip Russom TDWI Research Director, Data Management June 14, 2012

Getting Started with Data Governance. Philip Russom TDWI Research Director, Data Management June 14, 2012 Getting Started with Data Governance Philip Russom TDWI Research Director, Data Management June 14, 2012 Speakers Philip Russom Director, TDWI Research Daniel Teachey Senior Director of Marketing, DataFlux

More information

INNOVATION GROUP INNOVATION DATA MASTERY MODEL

INNOVATION GROUP INNOVATION DATA MASTERY MODEL INNOVATION GROUP INNOVATION DATA MASTERY MODEL Data Mastery is the leveraging of internal and external data (all types) to gain business insight to increase revenue, decrease expenses or improve ease of

More information

INSERT COMPANY LOGO HERE

INSERT COMPANY LOGO HERE 2014 2013 INSERT COMPANY LOGO HERE 20142013 North North American American IT Professional SSL Certificate Services Customer Product Value Leadership Enhancement Award Award Customer Value Enhancement Award

More information

Using SAP Master Data Technologies to Enable Key Business Capabilities in Johnson & Johnson Consumer

Using SAP Master Data Technologies to Enable Key Business Capabilities in Johnson & Johnson Consumer Using SAP Master Data Technologies to Enable Key Business Capabilities in Johnson & Johnson Consumer Terry Bouziotis: Director, IT Enterprise Master Data Management JJHCS Bob Delp: Sr. MDM Program Manager

More information

Developing a Strategic Roadmap Why you need it & how to do it right

Developing a Strategic Roadmap Why you need it & how to do it right Developing a Strategic Roadmap Why you need it & how to do it right Session ID# 12509 Juan Porter TopDown Consulting Juan Porter Experience Overview President & Founder of TopDown Consulting Over 25 years

More information

Appendix C Analytics Work Group Report

Appendix C Analytics Work Group Report Appendix C Analytics Work Group Report Analytics Workgroup Focusing on the cross-cutting application of big data to the operation of the USM and its institutions, with particular attention to the areas

More information

Supply Chain Talent: The Missing Link?

Supply Chain Talent: The Missing Link? Supply Chain Talent: The Missing Link? 11/8/2012 By Lora Cecere Founder and CEO Supply Chain Insights LLC Contents Research... 2 Research Methodology and Overview... 2 Executive Overview... 3 The State

More information

Project Management Office: Seeing the Whole Picture

Project Management Office: Seeing the Whole Picture Cloud Solutions for IT Management WHITE PAPER Project Management Office: Seeing the Whole Picture Project Portfolio Management gives PMOs the tools and techniques to get lean in lean times. Executive Summary

More information

Business Intelligence and Analytics: Leveraging Information for Value Creation and Competitive Advantage

Business Intelligence and Analytics: Leveraging Information for Value Creation and Competitive Advantage PRACTICES REPORT BEST PRACTICES SURVEY: AGGREGATE FINDINGS REPORT Business Intelligence and Analytics: Leveraging Information for Value Creation and Competitive Advantage April 2007 Table of Contents Program

More information

Change is happening: Is your workforce ready? Many power and utilities companies are not, according to a recent PwC survey

Change is happening: Is your workforce ready? Many power and utilities companies are not, according to a recent PwC survey January 2012 Change is happening: Is your workforce ready? Many power and utilities companies are not, according to a recent PwC survey At a glance Our utilities-industry survey shows that many companies

More information

IT Cost Reduction. Doing More with Less. Anita Ballaney, Vishwanath Shenoy, Michael Gavigan. Strategic IT cost reduction - Doing More with Less

IT Cost Reduction. Doing More with Less. Anita Ballaney, Vishwanath Shenoy, Michael Gavigan. Strategic IT cost reduction - Doing More with Less IT Cost Reduction Doing More with Less Anita Ballaney, Vishwanath Shenoy, Michael Gavigan Strategic IT cost reduction - Doing More with Less The current economic climate will force all businesses to thoroughly

More information

Final. North Carolina Procurement Transformation. Governance Model March 11, 2011

Final. North Carolina Procurement Transformation. Governance Model March 11, 2011 North Carolina Procurement Transformation Governance Model March 11, 2011 Executive Summary Design Approach Process Governance Model Overview Recommended Governance Structure Recommended Governance Processes

More information

Through its people imperative, Tanfeeth shows that Business Services Partners can add value well beyond cost savings

Through its people imperative, Tanfeeth shows that Business Services Partners can add value well beyond cost savings Through its people imperative, Tanfeeth shows that Business Services Partners can add value well beyond cost savings As the Gulf Cooperation Council s (GCC s) first large-scale Business Services organization,

More information

Defining a framework for cloud adoption

Defining a framework for cloud adoption IBM Global Technology Thought Leadership White Paper Computing Defining a framework for cloud adoption How common ground can help enterprises drive success with cloud computing 2 Defining a framework for

More information

Successful BI Survey. Best practices in business intelligence for greater business impact. www.biscorecard.com. By Cindi Howson 2014 ASK LLC

Successful BI Survey. Best practices in business intelligence for greater business impact. www.biscorecard.com. By Cindi Howson 2014 ASK LLC www.biscorecard.com 2014 Successful BI Survey Best practices in business intelligence for greater business impact By Cindi Howson 2014 ASK LLC February 2014 Table of Contents Background... 4 Copyright

More information

Talent Management: Benchmarks, Trends, & Best Practices

Talent Management: Benchmarks, Trends, & Best Practices Talent Management: Benchmarks, Trends, & Best Practices Karen O Leonard Principal Analyst June, 2010 Copyright 2010 Bersin & Associates. All rights reserved. About Us Who We Are Premier research and advisory

More information

Project, Program & Portfolio Management Help Leading Firms Deliver Value

Project, Program & Portfolio Management Help Leading Firms Deliver Value in collaboration with Project, Program & Portfolio Help Leading Firms Deliver Value Managing Effectively & Efficiently Through an Enterprise PMO Program & Portfolio : Aligning IT Capabilities with Business

More information

SUSTAINING COMPETITIVE DIFFERENTIATION

SUSTAINING COMPETITIVE DIFFERENTIATION SUSTAINING COMPETITIVE DIFFERENTIATION Maintaining a competitive edge in customer experience requires proactive vigilance and the ability to take quick, effective, and unified action E M C P e r s pec

More information

ADDING CLOUD TO THE SERVICE DELIVERY MIX

ADDING CLOUD TO THE SERVICE DELIVERY MIX ADDING CLOUD TO THE SERVICE DELIVERY MIX Business Drivers and Organizational Considerations By Stanton Jones, ISG, and Kalyan Kumar, HCL www.isg-one.com INTRODUCTION Large global organizations today are

More information

THE ADM TRANSITION CHALLENGE

THE ADM TRANSITION CHALLENGE THE ADM TRANSITION CHALLENGE Ensuring Adequate and Timely Production Access By Jim Hussey Head of Global Transition Services, ISG www.isg-one.com INTRODUCTION Providing production access to offshore resources

More information

Prosci change management webinar

Prosci change management webinar Prosci change management webinar Increasing change management maturity and : Prosci and EY Tim Creasey Chief Development Officer Charlie Goldwasser Principal 1 Americas 55,800+ people EMEIA 96,700+ people

More information

Project and Portfolio Management for the Innovative Enterprise

Project and Portfolio Management for the Innovative Enterprise WHITE PAPER June 2011 Project and Portfolio Management for the Innovative Enterprise Accelerating the Rate of Return from Innovation James Ramsay Principal Consultant, CA Technologies Project and Portfolio

More information

Presented By: Leah R. Smith, PMP. Ju ly, 2 011

Presented By: Leah R. Smith, PMP. Ju ly, 2 011 Presented By: Leah R. Smith, PMP Ju ly, 2 011 Business Intelligence is commonly defined as "the process of analyzing large amounts of corporate data, usually stored in large scale databases (such as a

More information

The Business in Business Intelligence. Bryan Eargle Database Development and Administration IT Services Division

The Business in Business Intelligence. Bryan Eargle Database Development and Administration IT Services Division The Business in Business Intelligence Bryan Eargle Database Development and Administration IT Services Division Defining Business Intelligence (BI) Agenda Goals Identify data assets Transform data and

More information

Managing Data as a Strategic Asset: Reality and Rewards

Managing Data as a Strategic Asset: Reality and Rewards Managing Data as a Strategic Asset: Reality and Rewards GTA Technology Summit 2015 May 11, 2015 Doug Robinson, Executive Director National Association of State Chief Information Officers (NASCIO) About

More information

Data Governance: From theory to practice. Zeeman van der Merwe Manager: Information Integrity and Analysis, ACC Zeeman.vanderMerwe@Acc.co.

Data Governance: From theory to practice. Zeeman van der Merwe Manager: Information Integrity and Analysis, ACC Zeeman.vanderMerwe@Acc.co. Data Governance: From theory to practice Zeeman van der Merwe Manager: Information Integrity and Analysis, ACC Zeeman.vanderMerwe@Acc.co.nz 2010 SUNZ Conference 16 February 2010 Why Data Governance? Why

More information

Performance Management:

Performance Management: Performance Management: Enterprise Performance Improvement through Business Intelligence Dashboards Opportunities and Challenges: The Evolution of Business Intelligence Business Intelligence (BI) has evolved

More information

Healthcare Data Management

Healthcare Data Management Healthcare Data Management Expanding Insight, Increasing Efficiency, Improving Care WHITE PAPER This document contains Confidential, Proprietary and Trade Secret Information ( Confidential Information

More information

Data Governance 8 Steps to Success

Data Governance 8 Steps to Success Data Governance 8 Steps to Success Anne Marie Smith, Ph.D. Principal Consultant Asmith @ alabamayankeesystems.com http://www.alabamayankeesystems.com 1 Instructor Background Internationally recognized

More information

Is Your Organization Ready?

Is Your Organization Ready? Process Improvement Is Your Organization Ready? Fifth Star Consulting, LLC reviews the criteria for assessing whether or not your organization is ready for an effective process improvement program. Many

More information

The Next Frontier in CRM Analytics Oracle Transactional Business Intelligence Enterprise for CRM Cloud Service

The Next Frontier in CRM Analytics Oracle Transactional Business Intelligence Enterprise for CRM Cloud Service BUSINESS ANALYTICS The Next Frontier in CRM Analytics Oracle Transactional Business Intelligence Enterprise for CRM Cloud Service Copyright 2014 Oracle Corporation. All Rights Reserved. The explosion of

More information

Tackling ERP Modernization: A New Approach for State and Local Government

Tackling ERP Modernization: A New Approach for State and Local Government Tackling ERP Modernization: A New Approach for State and Local Government Today s Speakers Joe Morris Lead Analyst Center for Digital Government Government Technology Mike Bailey Finance Director City

More information

Healthcare Technology Project Ownership

Healthcare Technology Project Ownership Healthcare Technology Project Ownership Celwyn C. Evans A B S T R A C T Hospitals have great expectations that technology will address their critical strategic issues. However, obtaining satisfactory results

More information

PRACTICAL BUSINESS INTELLIGENCE STRATEGIES:

PRACTICAL BUSINESS INTELLIGENCE STRATEGIES: PRACTICAL BUSINESS INTELLIGENCE STRATEGIES: Strong BI Foundations to Fuel Your Business Success. Companies that stand out from the crowd have learned the importance of leveraging information to make the

More information

The Oracle Approach To ITSM Introducing The Customer Success Index

The Oracle Approach To ITSM Introducing The Customer Success Index The Oracle Approach To ITSM Introducing The Customer Success Index Barry Goodwin Vice President Global Customer Management Agenda Agenda Introduction To Oracle The Oracle Customer

More information

Enterprise Data Governance

Enterprise Data Governance Enterprise Aligning Quality With Your Program Presented by: Mark Allen Sr. Consultant, Enterprise WellPoint, Inc. (mark.allen@wellpoint.com) 1 Introduction: Mark Allen is a senior consultant and enterprise

More information

Shared Services. A Huron Service Delivery Design Offering Discussion Document. Megan E. Cluver mcluver@huronconsultinggroup.com

Shared Services. A Huron Service Delivery Design Offering Discussion Document. Megan E. Cluver mcluver@huronconsultinggroup.com Shared Services A Huron Service Delivery Design Offering Discussion Document Megan E. Cluver mcluver@huronconsultinggroup.com Shared Services Customer Centric Service Delivery There are many different

More information

How To Get Started With Customer Success Management

How To Get Started With Customer Success Management A Forrester Consulting Thought Leadership Paper Commissioned By Gainsight April 2014 How To Get Started With Customer Success Management Table Of Contents Four Actionable Steps To Setting Up Your Customer

More information

IRMAC SAS INFORMATION MANAGEMENT, TRANSFORMING AN ANALYTICS CULTURE. Copyright 2012, SAS Institute Inc. All rights reserved.

IRMAC SAS INFORMATION MANAGEMENT, TRANSFORMING AN ANALYTICS CULTURE. Copyright 2012, SAS Institute Inc. All rights reserved. IRMAC SAS INFORMATION MANAGEMENT, TRANSFORMING AN ANALYTICS CULTURE ABOUT THE PRESENTER Marc has been with SAS for 10 years and leads the information management practice for canada. Marc s area of specialty

More information

EIM Strategy & Data Governance

EIM Strategy & Data Governance EIM Strategy & Data Governance August 2008 Any Information management program must utilize a framework and guiding principles to leverage the Enterprise BI Environment Mission: Provide reliable, timely,

More information