STRATEGIC BI - A WORLD VIEW

Transcription

1 2/20/2013 Michael G. Miller Global Finance Information Architect February 20, 2013 DAMA Chicago Meeting STRATEGIC BI - A WORLD VIEW Copyright 2013 Michael G. Miller - All rights reserved VISION 1

2 ENVIRONMENT ENVIRONMENT 2

3 ME Michael G. Miller - 38 years of IT experience, primarily in banking, securities and insurance, retail, telecommunications, petrochemical, transportation, and pharmaceutical industries. My previous roles were as National Director of Enterprise Architecture and Business Intelligence, Executive Consultant CRM COE, and Principal - Management Consultant. I hold 4 master degrees (Business Administration, Project Management, Telecommunications Management and Information Systems Management) and have completed over two years of doctoral work in Knowledge Management. Board member of the Data Management Association Chicago Chapter Certified Business Process Management Professional (ABPMP) Certified TOGAF Enterprise Architect At present, a Global Information Architect for a major global bank I also teaches classes on Strategic Business Intelligence Implementation in Dubai, UAE. AGENDA Why strategic BI is important How BI varies in different parts of the world The difference between internally focused BI and externally focused BI How to assess your strategic business intelligence maturity How to apply BI to give you a strategic competitive advantage 3

4 THE BI ICEBERG BI BEGINS BI Tool BI Requirements Data Transformation Data Sources ASSESSING YOUR STRATEGIC BUSINESS INTELLIGENCE MATURITY Assess Your Industry Assess Your Company Assess Your Maturity 4

5 BI MATURITY MODEL - GARTNER WHY STRATEGIC BI IS IMPORTANT When markets keep moving and competitive situations intensify as a result of globalization, technology development and increasing customer sophistication the need for timely and strategically relevant information becomes critical. - Strategic Business Intelligence Dr. Kevin Vince Fernando 5

6 BURJ AL ARAB WHAT IS STRATEGIC BUSINESS INTELLIGENCE? an organization specific process involving data and information identification, collection, organization, dissemination and utilization to support the strategy development, management and adaptation process to achieve improved competitiveness. - Strategic Business Intelligence Dr. Kevin Vince Fernando 6

7 STRATEGIC, TACTICAL AND OPERATIONAL BI Operational Business Intelligence by Claudia Imhoff - Teradata Magazine September 2006 THE BUSINESS CONTINUUM The Business Continuum by Chris Ford, CBIG Consulting 7

8 BI VARIES IN DIFFERENT PARTS OF THE WORLD Internally Focused versus Externally Focused Internally Focused BI utilizes data which is generated primarily from within the enterprise Externally Focused BI utilizes data which is created primarily from outside the enterprise THE DIFFERENCE BETWEEN INTERNALLY FOCUSED BI AND EXTERNALLY FOCUSED BI Sources: Chou et al. (2005: 346), Dearstyne (2006), Metaxiotis, Ergazakis, Samoulidis & Psarras (2003); Daniel, Wilson & McDonald (2003) Figure 2: Information systems support for business intelligence. The availability and use of competitive and business intelligence in South African business organisations by P. Venter & D. Tustin. 8

9 STRATEGIC BUSINESS INTELLIGENCE NEEDS Strategic Business Intelligence Dr. Kevin Vince Fernando STRATEGIC DECISIONS & ISSUES THE CONTRIBUTION OF BUSINESS INTELLIGENCE TO STRATEGIC MANAGEMENT by Jochen Fries 9

10 STRATEGY WHAT STRATEGY? Begin with the end(s) in mind not only do you need to understand your strategies, but you need to understand what are the goals PAUSE 10

11 PART II STRATEGIC BI PROCESS 1. Clarify Business Intelligence Needs 2. Evaluate if the information exists and where it can be located 3. Develop alternative methods to fill any Business Intelligence Gaps 4. Define the evaluation criteria for options 5. Assess and make a selection of direction 6. Create a strategic plan and deploy the plan WHERE DO YOU START Begin with what you say about your self, Annual Reports, Form 10K, Quarterly Reports, Stock Holder Reports Include what others say about you, External industry reports, company evaluations, industry analyst reports 11

12 EXTERNALLY FOCUSED BI MICHAEL PORTER S 5 FORCES MODEL PESTLE ANALYSIS Political What are the key political drivers of relevance? Worldwide, Regional and National Government directives, funding council policies, national and local business requirements, corporate policy Economic What are the important economic factors? Funding mechanisms and streams, business and enterprise directives, internal funding models, budgetary restrictions, income generation targets Social What are the main societal and cultural aspects? Societal attitudes to your business, particularly in relation to government directives and employment opportunities. Also general lifestyle changes, changes in populations, distributions and demographics and the impact of different mixes of cultures 12

13 2/20/2013 PESTLE ANALYSIS (CONTINUED) Technological What are current technology imperatives, changes and innovations? Legal Current and impending legislation affecting your business Major current and emerging technologies of relevance for your business Regional and national proposed and passed legislation Environmental What are the environmental considerations, locally and further afield? Local, national and international environmental impacts, outcomes of political and social factors PESTLE TO SWOT ANALYSES 13

14 SWOT ANALYSIS ENHANCED SWOT ANALYSIS 14

15 STRATEGIC BI PROCESS REVIEW 1. Clarify Business Intelligence Needs 2. Evaluate if the information exists and where it can be located 3. Develop alternative methods to fill any Business Intelligence Gaps 4. Define the evaluation criteria for options 5. Assess and make a selection of direction 6. Create a strategic plan and deploy the plan IF ALL ELSE FAILS PRAYER IS A GOOD IDEA 15

16 NOW YOU GO TO A SHOW 16

17 TAKE IN THE LOUVRE DASH OVER TO THE GUGGENHEIM 17

18 جزاكم الله خيرا Thank You 18