Business Intelligence

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1 Business Intelligence Un Enfoque Consultivo (perspectiva de negocios) Marzo 2007

2 Por qué Business Intelligence? Porque los datos por sí solos no dicen lo que necesitamos saber ( para tomar decisiones claro está) "Data must provide answers, not more data. Randy Mott, Senior VP and CIO, Dell Computer Business intelligence (BI) is a business management term which refers to applications and technologies which are used to gather, provide access to, and analyze data and information about their company operations. Business intelligence systems can help companies have a more comprehensive knowledge of the factors affecting their business, such as metrics on sales, production, internal operations, and they can help companies to make better business decisions. Business Intelligence should not be confused with competitive intelligence, which is a separate management concept Wikipedia, the free encyclopedia Lámina 2

3 Cómo usamos Business Intelligence? Integrar Datos Analizar Visualizar Publicar Modelar Colaborar Monitorear Proteger & Administrar Responder Lámina 3 Censar Predecir Comparar

4 A quiénes se orienta Business Intelligence? A los usuarios finales, en todos los niveles donde hay que tomar decisiones de negocio "BI is no longer focused on just a small number of power users and producers of BI applications " Keith Gile, a principal analyst covering BI at Forrester Research Nuevos conceptos acuñados alrededor de Business Intelligence forman parte actual de soluciones tecnológicas empresariales: Corporate Perfomance Management Business Activity Monitoring Dashboards Scorecards Drill-down, Roll-up, Drill-trough Intuitive Indicators, Alerts Lámina 4

5 Cómo incorporar Business Intelligence? Deloitte Perfomance Manager Framework: Organization Alignment and Accountability Monitor Results Reward Results Strategic Planning Planning, Budgeting & Forecasting Business Planning Performance Measurement SHAREHOLDER VALUE Budgeting Reporting & Performance Measurement Analysis Reporting Forecasting Creating and Realizing Value Through Integration. Lámina 5

6 BRAXTON ENTERPRISE VALUE MAP (Practical paths to increase shareholder value) It is easy to say shareholder value is important. It is hard to make it influence the decisions being made every day - where to spend time and resources, how best to get things done and, ultimately, how to win in the competitive marketplace. This Value Map is designed to accelerate the connection between actions companies can take and shareholder value. It is not rocket science and it is not complete, but we hope it provides a jumpstart to the process of focusing on the things that matter most and determining practical ways to get those things done. Here is one simple way to use it Start at the top: Working your way down, ask yourself "How will we improve this?" at each step. This will help ensure your tactics support your objectives. Start at the bottom: Working your way up, ask yourself "Why are we doing this?" at each step. This will help ensure your activities are leading toward Shareholder Value. Assets & Organizational Capabilities) Change What ou Do What you provide Whom you target and serve How you compete Where you deploy your resources BUSINESS PROCESS GROUPINGS Corporate Strategy & Business Management (Business & Financial Strategy, Mergers & Acquisitions, Program Management & Performance Management) Customer Strategy, Relationships & Interactions (Marketing, Sales, Delivery/Provisioning, Billing & Service) Product Strategy, Development & Production (Innovation & Design, Supply Chain Management, Production Operations & Logistics) Human Resource Strategy & Management (Recruitment, Development, Administration & Performance Management) IT Strategy & Management (Design, Development, Deployment, Operations & Performance Management) Other Shared / Corporate Services (Real Estate, Procurement & Other) All Process Groupings (Action applies to all process groupings) Note: Many actions could logically be associated with other or multiple process groupings. In particular, many customer & product actions are likely to have heavy IT and HR components) Version: Draft, October 7, 2002 MARKETING PRODUCT & & SERVICE SALES INNOVATION Target new segments Increase emphasis on Increase emphasis on within current time-to-market / customer satisfaction geographies time-to-volume Expand sales channels ACQUIRE NEW CUSTOMERS Volume ACCOUNT CROSS-SELL/ RETENTION MGMT. UP-SELL Increase focus on Increase focus on Increase focus on Increase focus on high-value / highpotential service offerings potential potential potential Broaden product & high-value / high- high-value / high- high-value / high- CUSTOMERS CUSTOMERS CUSTOMERS CUSTOMERS capital Increase focus on Increase focus on Increase focus on most profitable R&D, product Rationalize most profitable Increase emphasis on PRODUCTS & innovation, & product customer portfolio PRODUCTS/ customer retention SERVICES leadership SERVICES Increase focus on Increase emphasis Increase focus on most effective SALES on design for Increase emphasis on most effective SALES Create barriers to & ADVERTISING configurability / account / relationship & ADVERTISING switching CHANNELS customization development CHANNELS Increase focus on Target new product / account expansion of Refocus retention geographies service platform and management customer priorities / refine portfolio strategies strategies relationships strategies Increase number of successful product / service launches alignment of product / staff incentives with service innovation strategic objectives skills of staff RETAIN & GROW CURRENT CUSTOMERS order-todelivery cycle time / Establish customer improve product & communities service availability Build customer staff satisfaction and incentives for cross/ up-sales retention into staff incentives LEVERAGE INCOME- GENERATING ASSETS CASH /ASSET MGMT. Increase focus on developing and protecting intellectual Increase emphasis on generating revenue from company assets total Tailor account total Do What ou Do Better customer experience Increase utilization of management customer experience identification investment (purchasing, fulfillment, modular, reusable approaches to (purchasing, fulfillment, of valuable customer returns on cash / usage, support, service, designs usage, support, service, etc.) customer segments relationships treasury funds Business processes etc.) Intra- and inter-company collaboration value / identification understanding of License / sell Customers, employee & other stakeholder network of decrease prices design partners understanding of of cross/up-sale churn /defection intellectual capital to satisfaction customer needs opportunities drivers other enterprises Resource/Asset development & deployment reuse of Implement proactive d ID of churn/ Sell appreciated Strategic capability development sales & marketing product / service responsiveness to and reactive cross/upsell campaigns defection candidates assets processes components customer feedback Increase time spent Develop and/or Proactively manage selling acquire new product transition points cross-sell retention and Develop, spin-off & (ends of contracts, leases, and upgrade models win-back processes sell new businesses & service offerings etc.) Tailor marketing & product / tracking of Sell businesses / sales approaches to service R&D customer interactions cross/up-sell Solicit and respond to business units to (purchases, support customer segments & deployment processes customer feedback capabilities requests, etc.) other enterprises Provide sales staff Adapt current Sell / lease excess with better information products & services Maintain competitive competitiveness of capacity to other understanding of & tools for new segments / functionality & value product & service enterprises customer needs (p rodu cti on cap acity, se rvice channels offerings ca pacity, etc.) quality and Pursue joint venture / Tailor cross/up-sale Offer value-adding assignment of sales partnership / OEM responsiveness to offers to customer product/service leads arrangements customer requests / needs bundles inquiries Implement volumeand/or breadth-based transition points Proactively manage brand management quality strength & good will of product lifecycles assurance programs pricing and affinity (ends of contracts, (lau nch throu gh retire ment) programs leases, etc.) Evolve product / account Offer tailored products service features, management skills of brand Implement Affinity & services functionality & value staff strength & good will Programs Shorten order-todelivery cycle time / Remove barriers to incentives for Offer value-adding account / relationship product & service brand product & switching development bundles strength & good will service availability Apply brand to new / selling skills unbranded products incentives for product development / innovation Price Realization DEMAND PRICE & SUPPL OPTIMIZATION MGMT. brand awareness / elevate brand image communication/ coordination with distribution centers communication/ coordination with sales channels demand forecasting product / execution of service lifecycle market- and supplydriven management promotions Shorten time to market STRENGTHEN PRICING Rationalize and/or Acquire competitors refocus product/ service portfolios Increase emphasis on Increase emphasis differentiated pricing on differentiated across customer products / services segments focus on Increase focus on price-insensitive pricing effectiveness / customer segments price optimization Charge customers for Increase focus on services previously product innovation provided free of charge development and protection of Increase use of intellectual capital promotions (patents, copyrights, etc.) Increase emphasis on supply chain management (production, dist ribution & sales pipelines) understanding of customer price sensitivity Obtain exclusive understanding of licenses, product/service value distributorships, etc. to customers Align advertising with Implement differential pricing strategies pricing mechanisms use of supply- and capacitydriven promotions tailoring of offerings to customer needs Align product & service prices with value to customers structuring and pricing of promotions Coordinate pricing of complementary products/services (razors v. b lad es / pro duct v. shipping charges, etc.) price/margin knowledge of staff product/ coordination service features and with suppliers & sales functionality channels Build product product / service profitability into sales quality & reliability incentives MARKETING & ADVERTISING Rationalize / refocus targeted customer segments Rationalize / refocus product & service portfolios Rationalize / refocus channel strategies focus on higher value customers, products/ services & channels SALES understanding of relationship/account customer, product & development channel profitability processes market/ customer information lead generation, & analytical qualification & processes assignment processes Provide staff with better competitive field sales & telesales information processes CUSTOMER INTERACTION Efficiency Selling, General & Administrative (SG&A) IT, CUSTOMER ORDER TELECOM SERVICE & FULFILLMENT & SUPPORT & BILLING NETWORKING Design products for emphasis on Consolidate and/or ease-of-use / selfservice shipping efficiency design for packing/ Outsource End User Support service & support processes staff staff incentives incentives incentives around incentives around around service around order marketing efficiency sales efficiency efficiency & management effectiveness efficiency terms with performance performance terms with service providers assessment assessment service providers (researchers, information (del ivery servi ces, o utsource d services, etc.) processes & tools processes & tools function s, etc.) terms with terms with terms on service providers service providers leased assets (network svcs., airlines, etc.) (network services, outsourced functions, etc.) (computers, vehicles, etc.) terms on terms on leased sales assets leased service assets (computers, vehicles, etc.) (computers, vehicles, etc.) Design, Development & Testing Selection, Acquisition & Contracting Incentives Around IT/Network Efficiency Terms with Service Providers (Contractors, Network Services, Consultants, etc.) Terms on Purchased/Leased Assets (Servers, PCs, Switches, etc.) REAL ESTATE capacity/ RE demand planning pick / pack / Installation/ ment & processes, skills and ship processes Deployment Deployment tools product/ Ops. / Operational utilization of utilization of Maintenance / service specification sales staff service staff provisioning / Change Management (Administration, Security, Payroll processes installation processes Energy, HVAC & Maintenance) End User Support & Performance Administration Assessment CORPORATE / SHARED SERVICE Efficiency PROCUREMENT HUMAN BUSINESS FINANCIAL (Excluding Production RESOURCES Materials & MANAGEMENT MANAGEMENT Merchandise) Implement Integrated Consolidate and/or Consolidate / Align Rationalize / refocus Rationalize / refocus Differentiate treatment Applications Across Consolidate Outsource Manage Procurement Consolidate / Align Financial product portfolio product portfolio of customers / the Extended Corporate Facilities Recruitment on a National / Global Business Planning Management segments Enterprise Functions Basis Functions Functions advertising & Increase use of lowercost delivery/ Rationalize IT Outsource Design & Outsource Refine Business Refine Financial Consolidate and/or Consolidate and/or sales focus on highervalue customers/ focus on Consolidate and/or segments with lower Outsource Learning & installation channels Application Portfolio Development Procurement Planning Strategies Planning Strategies segments average cost-to-serve Development (self-service, partners, etc.) Functions Functions Functions Focus sales staff & advertising on higher Differentiate service Increase use of lowercost billing channels Outsource Outsource Benefits Consolidate and/or Consolidate and/or Consolidate IT / margin products/ treatment of refine and/or refocus / Align Rationalize Service Network Equipment services customers / segments (automated, self-service ment & Administration vendor/supplier Governance Models Provider Portfolio etc.) (Devices & Facilities) Deployment Functions strategies consolidate and/or Increase use of lowercost sales channels Outsource Design, Outsource Property Outsource Payroll Consolidate and/or Consolidate and/or Consolidate / outsource order outsource service & (telesales, outlets, selfservice, etc.) support operations (pick, pack & ship / fulfillment functions Development & Management Functions install / provision) Deployment Services Functions Bypass current emphasis on Consolidate / Consolidate and/or channels / become Outsource Operations Increase Use of Increase Use of primary customer product quality and outsource billing & Maintenance Lower-Cost Real Employee Selfinterface service efficiency operations Services Estate / Facilities Service Channels Increase use of vendor-managed / vendor-warehoused inventory workforce credit planning and dispatch analysis processes & tools processes Focus on Employee Retention Reduce Salary / Benefits Costs Terms with Third Party Product/ Service Providers (Payroll, Benefits, Training, etc ) Cost / Quality of Benefits Rationalize vendor/ supplier portfolio Standardize Product Catalogs (Equipment, Office Supplies, Promotional Materials, etc.) Increase Use of Lower-Cost Channels (Self-Service, etc.) RE Design & Product Development Recruitment / On- Procurement Boarding (Equipment, Supplies etc.) RE Service Selection, Acquisition Procurement & Contracting Training (Travel, Contract Labor, etc.) contract Salary & Benefits management Administration processes Capital Budgeting (negotiation, execution and compliance) Demand Program Planning & Management Tools Provide staff with Provide staff with better customer Capacity/ Provide Staff with Capital advertising better customer information invoicing / Demand Planning Better Product & Accounting & Investment Analysis processes information (profiles, histories, billing processes & Tools Service Information Measurement Effectiveness etc.) product / Provide staff with Provide staff with returns Increase Utilization of Establish / assignment Provide Staff with service launch better product, service better product / management policies Increase Utilization of IT/Network Resources Employee Retention of resources to Better Managerial Tax processes & competitive service information & processes (Servers, Routers etc.) Real Estate Programs procurement Information & Tools Efficiency information transactions product / Route low-value Provide staff with /Consolidate Consolidate / Realign Terms with Provide Staff with Increase focus on Skills of Provide Staff with service withdrawal & transactions to lowercost sales channels order information etc.) better customer and Managerial Info. Sales Territories Service Providers Better HR Information higher value vendor/ Business Better Asset (Utilization, Performance, retirement processes (Security, Energy, etc.) & Tools supplier partnerships Management Staff Information (Fixed & Variable) campaign / sales routing of forecasting, Capacity/ Terms on Capacity/ Incentives Budgeting & channel management forecasting & service requests to planning & Demand Planning Purchased / Leased Demand Planning collaboration Around Business Forecasting processes & tools campaign mgmt. right staff prioritization skills & & Tools Real Estate, Furniture & Tools with vendors/suppliers Planning Efficiency Capabilities processes and tools tools & Fixtures Increase use of due-date HR terms with terms with cheaper channels Consolidate / Rearchitect Data Stores ments Terms on Terms with reliability / reduce Performance Terms on advertising channels sales channels (con ta ct cen te rs, IVR, fie ld sales, Service Providers Financial Assessment Equipment & Supplies (Contractors, Consultants, we b etc.) inquiries Reporting Efficiency (HVAC, Cabling, etc.) & Tools etc.) Quality of Focus on Terms with Financial Information skills of skills of skills of skills of order Service Level Skills of HR Service Providers (Asset, Performance, marketing staff sales staff service staff management staff Staff (Equipment Maintenance, Budget, Price, Cost, Payroll, Agreements D elivery, Warehousing, etc.) Treasury, Debtor, Creditor, Tax, Risk, etc.) Skills of Staff Increase Use of Leveraging Allocation of (Tec hnic al & Pr oj ect Distance / On-Line of National / Global Shared / Overhead Management) Learning Purchasing Power Costs Increase Use of Vendor-Managed / Vendor-Warehoused Inventory Contracting and Negotiation Skills of Procurement Staff Incentives Around Procurement Efficiency Cash/Treasury Strategic Planning Management Practices Debt & Program Planning Equity Management Efficiency Financial Risk Management Effectiveness Investment Management Efficiency Skills of Financial Management Staff Incentives Around Financial Management Efficiency Terms with Financial Services Providers PRODUCT DEVELOPMENT MATERIALS Rationalize and/or Rationalize and/or Rationalize and/or Refocus Business Refocus Business Refocus Business Units & Product/ Units & Product Units & Product Service Portfolios Portfolio Portfolio Increase Emphasis on Increase Emphasis on Focus on Modular, Extensible, Designing for Higher-Value Scalable Designs Materials Efficiency Products Consolidate / Outsource Product Development Functions Increase Use of Lower-Cost Product Development Channels Focus on Higher-Value Customer Segments DEVELOPMENT & PRODUCTION Efficiency Rationalize vendor/supplier portfolio Increase Focus on Materials-Efficient Production Mechanisms Design Products to Use Cost-Effective Materials & Products Rationalize / Realign Increase Quality / Product Development Increase Focus on Component Reuse Consistency of Efforts Materials Identification Ordering and / Discontinuation of Receipt Unsuccessful (Raw Materials, Intermediate Materi als, Fi nish ed Co mpon ents, Efforts etc) Product Materials Conception / Initiation Efficiency of Production Design & Development Definition of Contracting Product / Service and Negotiation Skills Specifications of Purchasing Staff Incentives Terms Around Procurement on Equipment Efficiency Purchases Performance Terms with Assessment Services Providers & Tools (Outsourced functions, etc.) Cost of Goods Sold (COGS) LOGISTICS PRODUCTION & DISTRIBUTION Increase Emphasis on Design for Production Efficiency Consolidate / Outsource Production Functions MERCHAN- DISING Increase Use of Consolidate / refine and/or refocus Increase Use of Lower-Cost Outsource Logistics & vendor/supplier Cheaper Service Production Channels Distribution Functions strategies Channels Rationalize vendor/ supplier portfolio Channels Production Inventory Merchandise Service & Scheduling & Staging Receipt and Storage Ordering and Receipt Support Workforce Manufacturing & Retrieval focus on Planning /Dispatch/ Quality Control higher-value vendor / Assignment supplier relationships and Tools Production Performance Assessment & Tools Rationalize and/or Rationalize and/or Rationalize and/or Refocus Business Refocus Business Refocus Business Units & Product Units & Product Units & Services Portfolio Portfolio Offered Increase Emphasis on Refine / Refocus Designing / Governance Increase Emphasis on Packaging Strategies Service Avoidance / (Common vs. Local for Distribution Prevention Merchandising, etc.) Focus on Refine / Align Manage Purchasing Higher-Value Logistics & on a National / Global Customer Distribution Strategies Basis Relationships Consolidate and/or Increase Focus on outsource Design Services for Higher-Value merchandising Service Efficiency / Products & Partners functions Self-Service Increase Use of Lower-Cost Logistics and Distribution LOGISTICS & SERVICE PROVISION Efficiency Align Production & License or Acquire Coordination Merchandise Ordering assignment Differentiate Products & Reduce Procurement with Business Schedules with of resources to Treatment of Intellectual Property Cycle Times Partners Distribution transactions Customers / Schedules Segments Product & Shorten the Value Provide Staff with Leveraging Route Low-Value Service Introduction Terms on Chain / Eliminate Better Information and of National / Global Transactions to Materials Purchases Unnecessary Steps Tools Purchasing Power Lower-Cost Sales Channels Skills of Terms with Utilization of Demand Increase Use of Routing of Product Development Services Providers Production Channels / Forecasting Vendor-Managed / Service Requests to (Delivery, Warehousing, Staff etc.) Reduce Downtime, Skills & Vendor-Warehoused Right Service Tools Inventory Mechanisms Incentives Incentives Skills of Around Product collaboration Around Production Inventory and Skills of Terms with Development with vendors/suppliers Efficiency Distribution Staff Merchandising Staff Service Providers Efficiency Performance Increase use of Incentives Incentives Assessment vendor-managed / Skills of Around Inventory / Around Skills of & Tools vendor-warehoused Production Staff Distribution Efficiency Merchandising Service Staff inventory Efficiency Performance Performance Assessment Assessment & Tools & Tools Terms with Terms with Services Providers Services Providers (Transport, Warehousing, (Delivery, Warehousing, etc.) etc.) SERVICE DELIVER Consolidate / Outsource Service Operations Transport Capacity/ Rationalize Order Provide Staff with and Delivery coordination Demand Planning Quantities and Timing Better Production Info / with vendors/suppliers, Skills and & Tools Algorithms Tools Provide Staff with Capacity Design / Provide Staff with Utilization of Prototyping, Piloting & Better Product Planning, Structure of Better Information and Service Staff Testing Information & Tools Skills & Tools Distribution Networks Tools Utilization of Demand Demand Rationalize Demand Provide Staff with Product Development Forecasting Forecasting Production Quantities Forecasting Better Customer Channels, Skills &, Skills &, Skills and Tools Tools and Timing Information Tools (Profiles, H istorie s, etc.) Collaboration Focus efforts on Rationalize Rationalize Rationalize Order Provide Staff with with Partners & higher-value vendor/ Production Quantities Merchandise Order Quantities and Timing Better Product / Customers supplier relationships and Timing Quantities and Timing / Consolidate Orders Service / Contract Information Staff Incentives Around Service Efficiency Performance Assessment & Tools Terms on Terms on Merchandise Leased Service Purchases Assets (Co mputers, Vehi cles, etc.) Property, Plant & Equipment (PP&E) REAL ESTATE & INFRASTRUC- TURE EQUIPMENT & SSTEMS Consolidate / Utilize More Reconfigure Facilities Efficient Production Equipment Increase Use of Flexible Facilities FINISHED GOODS Inventory WORK IN PROCESS & RAW MATERIALS Divest/Avoid Low Increase Rationalize Rationalize Utilization Use of Leased Merchandise Order Production Quantities Collections Real Estate Production Equipment Quantities & Timing & Timing Increase Use of Leased Infrastructure PP&E Efficiency Terms on IT Systems Demand Forecasting Collaboration with Vendors / Partners Receivables & Payables ACCOUNTS, ACCOUNTS, NOTES & NOTES & INTEREST INTEREST RECEIVABLE PAABLE Increase Use of Increase Utilization Tighten Terms on Lengthen Payment Flexible / Expandable Collaboration with of Standardized Notes and Loans Cycles Production Equipment Vendors / Partners Components Quality / Consistency of Manufacturing Materials INVENTOR Efficiency Consolidate / Identify / Divest Low- Increase Utilization of Demand & Obsolete Divest / Avoid Production Equipment Inventory Obsolete Materials RECEIVABLES & PAABLES Efficiency Rationalize and/or Rationalize and/or Rationalize and/or Increase Focus on Refocus Business Refocus Business Develop Low- Refocus Business Reduce Sales on Vendors with Units & Product/ Units & Product/ Inventory Business Units & Product Account / Issuance of Favorable Payment Service Portfolios Service Portfolios Models Portfolios Notes Terms Rationalize and/or Increase Emphasis on Develop Low Real Outsource Business Refocus Business Designing for Reduce Number & Increase Estate Business Functions Units & Product Manufacturing Size of Loans Debt Levels Models Portfolios Efficiency Reduce Number of Consolidate Rationalize / Refocus Increase Focus On Data Centers, Branch IT Systems Increase Emphasis on Customer Segments Customer Segments Offices, Dealerships, Production Lines / Use of Common & Distribution with Low Credit Retail Outlets, etc. Service Mechanisms Components Channels Needs Rationalize Defer / Change Increase Emphasis on Increase Emphasis on Increase Focus on Production Facilities Timing of Capital High-Turn Products Designing for Credit-Worthy Investments Materials Efficiency Customer Segments Increase Emphasis on Outsource Business Design for Increase Emphasis Rationalize Raw Functions Manufacturability & on Build-to-Order Materials Service Increase Emphasis Manage Materials on Preventative Sourcing on a National / Global Maintenance Basis Tighten A/R Terms Credit Rating Differentiate Credit Increase Logistics / Shorten Production Treatment of Use of Leased Real Effectiveness of Plant Distribution Efficiency Cycles Customers / Debt/Equity Estate Maintenance Segments Management Terms Rationalize Management on Property and Production Quantities Demand Forecasting of Delinquent Reduce Cost of Debt Facilities & Timing Accounts Increase Divest/Avoid Low Increase Utilization Use of Flexible / Utilization Terms on of Just-In-Time Expandable Equipment Merchandise Procurement Infrastructure Terms Utilize More Efficient Consolidate Terms on on Infrastructure IT Systems Inventory Materials Divest/Avoid Low Utilize More Increase Use of Increase Use of Utilization Flexible / Expandable Vendor-Managed / Vendor-Managed / Infrastructure IT Systems Vendor-Warehoused Vendor-Warehoused Inventory Inventory Maintenance of IT Systems Increase Utilization of IT Systems Divest Low-Utilization IT Systems Terms on Production Equipment Credit Assessment BUSINESS PLANNING Identification Structuring / Prediction of and Launch of Determination of Key Industry and Market Cohesive Program Performance Metrics Trends Portfolios & Targets Identification Alignment of Measurement of of Opportunities and Projects with Program Operational/Financial Threats / Business Objectives Performance Coordination / Communication Analysis of Formulation of Across Programs & Managerial Business Strategies Projects Information Development Rationalize Program Ability to and Analysis of Portfolios Focus on Most Business Cases Important Information Alignment of Project Budgets with Management Strategic Priorities Alignment of Capital Programs with Strategic Priorities Ability to Identify, Assess, & Acquire M&A Candidates Communication Around Strategic Priorities Ability to Spin-Off New Businesses Ability to Focus Company Resources on High- Priority Initiatives MANAGERIAL EFFECTIVENESS Priorities Cancel Ineffective / Ability Obsolete Programs & to Launch Projects ment Efforts Tracking of Program/Project Progress Assignment of Resources to Projects Management of Vendors / Service Providers Assignment of Accountability & Authority Quality & Consistency of Performance Assessment Methods breadth, depth, quality and timeliness of business performance information Provide Better Career Options & Paths Company Strengths Increase Integration of Business Across Organizational Boundaries Business Continuity Planning Process Innovation Capabilities EXECUTION CAPABILITIES Understanding of Stakeholder Interests (Customers, Shareholders, Employees, Suppliers, Partners, Alumni, etc.) Ability to Integrate Merged & Acquired Organizations Speed and Quality of Communication with Partners stakeholders Ability to Identify, Assess and Implement JVs & Partnerships value Management of delivered to Partner Relationships CUSTOMERS identification of opportunities to increase value to Communication with Stakeholder Groups Quality Management reliability of Integration of value Communication IT systems/platforms Across delivered to Around ment (PCs, servers, networks, Partner Networks SHAREHOLDERS value delivered to EMPLOEES External Factors STRATEGIC PROGRAM BUSINESS OPERATIONAL PARTNERSHIP ASSETS RELATIONSHIP AGILIT & DELIVER PERFORMANCE EXCELLENCE & COLLABO- (People, Technology, STRENGTH FLEXIBILIT Intellectual Capital, MANAGEMENT RATION Physical Resources, Relationships, etc.) Increase Emphasis on Increase Emphasis Establish a Culture Establish a Increase Emphasis on Enterprise-Wide on Proactive Centered on partnership / Establish an outside- Establish an Agility/ Increase focus on Integrated Business Program Planning & Performance Operational extended-enterprise In mindset Flexibility Bias strategic assets Planning Execution Management Excellence orientation Increase Focus on Increase emphasis on Establish Increase Emphasis on Establish Program/ Managerial (vs. Establish process partnerships, Identify and reprioritize stakeholder flexibility as key Establish speed & development of Proactive Business Project Delivery as a Accounting) innovation as a key mergers and strategic assets as Planning Core Competency Information competency acquisitions relationships competencies key competency Establish crosscompany Establish Increase Use of Effectiveness Effectiveness management of key Establish Product Increase emphasis on Scenario-Based of Governance of Organizational collaboration as a key stakeholder Innovation as a Core leveraging strategic Planning Models Structures competency relationships as Competency assets organizational priority Strengthen and Increase proactivity in Relationship agility/ Communicate Effectiveness pursuing partnerships, Management flexibility of Mission, Vision & of Governance mergers & Strategies for Key organizational Values Models acquisitions Stakeholder Groups structures Increase emphasis on Managerial cross-division, crossbusiness-unit and operational integration flexibility of Increase emphasis on agility/ Emphasis on People / Talent Development cross-company with partners governance models collaboration Physical Security of People security of systems and data Project Depth Management Skills & Breadth of Staff of Staff Technical Skills Employees Sharing of Stake in Company Knowledge Success (Internally and with Partners) Monetary and Non-Monetary Recruiting Recognition of Staff Effectiveness Contributions / Establish Talent Management Models & Programs etc.) breadth, depth, quality and Sharing of timeliness of business Knowledge (Intra- and Inter-Company) information access to business information value integration of delivered to IT systems across PARTNERS partner networks (Vendors / Suppliers, Channels Partners, etc.) value Partnership & delivered to OTHER Collaboration Skills of STAKEHOLDERS (Public, Alumni, Analysts, Staff etc.) conversion of strong relationships into sources of competitive advantage Flexibility Develop and leverage of Business strong/unique partner relationships communication and Develop and utilize knowledge transfer unique physical within and outside the resources ( facilities, land, etc.) company Develop and utilize Product unique human Innovation resources (thought leaders, managers, subject matter experts, etc.) flexibility & versatility of IT Develop & Leverage systems and Strong Brand platforms Develop Strong Versatility of Customer People Relationships & Communities Product Develop & Leverage Innovation Intellectual Capital (Copyrights, Patents, Capabilities of Staff Trademarks, etc.) Develop and utilize unique technical resources (applications, networks, equipment, etc.) Asset Development Skills of Management & Staff Incentives Around Asset Development 2002 Deloitte Consulting (Soon To Become Braxton). All Rights Reserved. Confidential. Cómo incorporar Business Intelligence? Deloitte Enterprise Value Map: El EVM favorece la comprensión del negocio y de sus value drivers, lo que facilita y resulta ser muy efectivo a la hora de construir VALOR PARA EL ACCIONISTA el Mapa Estratégico y KPIs: Cómo creamos valor? (Value Drivers) Crecimiento de ingresos Volumen Precio de Realización Margen Operativo Gastos de Administración y Ventas Costo de los Bienes Vendidos Eficiencia en los Activos Propiedad, Planta y Equipo Inventario Cuentas a Pagar y Cuentas a Cobrar Expectativas Fortalezas Organizacionales Factores Externos SHAREHOLDER VALUE REVENUE GROWTH OPERATING MARGIN ASSET EFFICIENC EXPECTATIONS How Value is Created (Value Drivers) What ou Can Do (ment Levers: Business, Qué podemos hacer?, para crear ese valor (ment Levers) En 2 niveles Cambie lo que hace (Estrategia) Qué ofrece Hacia quién apunta Cómo compite Dónde asigna sus recursos Qué operaciones terceriza Lámina 6 Haga mejor lo que hace (Táctica) Procesos de negocio Colaboración intra e inter-compañía/s Satisfacción del cliente, empleado y otros stakeholders Desarrollo y asignación de recursos/activos Desarrollo de la capacidad estratégica

7 Cómo incorporar Business Intelligence? Deloitte Informations Dynamic Methodology: Nuestro framework provee un modelo detallado, que: Representa un enfoque metodológico Best-In-Class Representa un enfoque iterativo para proyectos de administración de datos Permite customización para incorporar necesidades específicas del negocio Incluye los componentes para Personas, Procesos/Datos, Tecnología, y Proyectos 5 Fases (varias iteraciones) Plan Design Develop Deploy Operate 4 Componentes Process and Data Technology People Project Lámina 7

8 Cómo incorporar Business Intelligence? Deloitte BI Project Approach: Plan Design Develop Deploy Operate Process and Data Define Governance Charter Gather Key Bus Analyze Key Bus Gather Data Quality Req Define Governance Framework Define Metadata Strategy Design Key Bus Define Data Standards Develop/Test Key Bus Develop/Deploy Data Standards Deliver Governance Program Local/Deploy Key Bus Monitor Governance Manage Metadata Govern Key Bus Govern Data Standards Gather Data Presentation Req Gather Data Req Analyze Metrics & Dimensions Analyze Source Systems Design and Validate Data Architecture Design Data Management Develop/Test Data Management Design Data Presentation Develop/Test Data Presentation Deploy Data Architecture Deploy Data Management Deploy Data Presentation Manage Metrics & Dimensions Manage Data Quality Identify Enhancements Assess Metadata Assess Data Standards Assess Data Quality Technology Gather Technical Requirements Design Technical Architecture Install/Configure/Test Environment (Dev, Test, QA, Prod) Manage Upgrades Assess Technology Architecture Conduct Tool Assessment Implement/Test Security Monitor System Usage Define Test Approach Purchase/License Infrastructure Manage Security Design Security Test Plan People Assess Organization Design Organization Implementation Organization Gather User Feedback Design Training Program Develop Organization Transition Transition to Organization Manage Training Program Develop Training Program Deliver Training Program Project Project Management Change Management/Enablement Quality Risk Management Lámina 8

9 Cómo lucen las herramientas de Business Intelligence? Una ilustración con Oracle Business Intelligence Enterprise Edition: Data Integration Query & Analysis Dashboards Reporting Collaboration Activity Monitoring Balanced Scorecard Real Time & Predictive Guided Analytics Intelligent Workflow Common Enterprise Information Model Unified Business Intelligence Infrastructure Lámina 9

10 Algunas ilustraciones de Tecnología de Business Intelligence Dashboards: Lámina 10

11 Algunas ilustraciones de Tecnología de Business Intelligence Scorecards: Lámina 11

12 Algunas ilustraciones de Tecnología de Business Intelligence Informes de gestión: Lámina 12

13 Algunas ilustraciones de Tecnología de Business Intelligence Navegación en Cascada: Lámina 13

14 Algunas ilustraciones de Tecnología de Business Intelligence Portales Personalizados: Lámina 14

15 Algunas ilustraciones de Tecnología de Business Intelligence Alertas y Automatización de Acciones: Lámina 15

16 Ilustración Práctica: Construyendo un BI Dashboard

17 Proyecto X BI Dashboard Precisar los Cambios Esperados Situación Actual Situación Deseada Cambios Claves Varios sistemas de información y reportes redundantes para Operaciones, Finanzas, Clientes, BSC, Workflow, etc. Los informes e indicadores de gestión (KPIs) son generados manualmente utilizando diferentes plantillas off-line las cuales contienen datos redundantes e inconsistentes. Procesos inconsistentes a entre la sede central y las subsidiarias generan costos adicionales y hacen más difícil la comparación del rendimiento del negocio. Debido a los varios sistemas y diferentes fuentes de datos, los procesos locales usan métricas que son calculadas de forma distinta. Múltiples dueños para cada métrica tanto en la sede central como en las subsidiarias. No se toman decisiones globales a partir de una implementación de métricas y reportes funcionales que crucen todo el negocio. Impacto y Beneficios Reducción en los tiempos de espera y ciclos para preparar el material de resultados operativos incrementando el tiempo para el análisis. Clara propiedad de todas las métricas permiten monitorear los resultados por Cliente y por Oficina. Rápido despliegue de informes de gestión para soportar Segmentación de Mercado. Mejora la precisión de los datos por un despliegue estandar de los procesos y funcionalidad del ERP. Bajo TCO de los Sistemas de Inteligencia de Negocios. Lámina 17 Información integrada y centralizada vía un sistema ERP y un Data Warehouse. Los informes deben ser generados on-demand donde sea posible por los sistemas en lugar de esfuerzos manuales. Los procesos son estandarizados globales para gestionar los informes y KPIs, y permiten una versión de la verdad, siendo comunes tanto en la sede central como en las subsidiarias. Definiciones estandarizadas para las métricas y KPIs con fuentes de datos y procesos de cálculo limpios. Dueños únicos para cada métrica dentro de la sede central y cada subsidiaria. Un Centro de Excelencia que mantiene los Sistemas de Inteligencia de Negocios.

18 Proyecto X BI Dashboard Limitar el Alcance Statistical Analyst Modeling Data Store Collected Sample User Group DBA Data Marts Interpretation Optimize Data Marts Warehouse Lámina 18

19 Proyecto X BI Dashboard Aplicar una Metodología Centrado en el Modelo versus Centrado en los Informes Red flags: We did not understand the specific requirements so we tried to implement / expose everything. ; We are just trying to replace an existing paper-based reporting system Instead, try to solve real business problems! Requirimientos Subject area, subject area, subject area Fully functional prototype supports iterative requirements analysis / validation with end-users with different roles Exit criteria: fully functional prototype (complete set of dimensions and measures, along with role-based dashboards with navigation/interactivity) validated by end-users Afinamiento de Rendimiento Recommended for moderate data volumes Mandatory for significant data volumes Otherwise poor performance obscures a key value proposition of SA (interactivity, ad hoc analysis) Pruebas de esfuerzo Automate data validation! Test efficiency: model testing versus instance testing Stable, open testing API for test automation (i.e. ODBC) Audit scripts: To automatically validate the ETL job, generate audit scripts that validate data warehouse data against source data. Iteraciones Deploy early and often -- Quick cycle projects (e.g. 90 day cycles) Packaged Application Delivery supports multi-tiered development (e.g. center of excellence or development teams in multiple countries) Entrenamiento, Expectativas Single tool versus multiple suite tools Eliminates user confusion on which tool to use Eliminates redundant training Producción / Operación Centralized management without the burden of the Report Bureau 100% thin client Dashboard usability Lower TCO Large user deployments Usage Tracking, Perfmon counters Lámina 19

20 Proyecto X BI Dashboard Separar Información Transaccional de Información Analítica Información Transaccional Printing the actual records from the database List of contacts; list of opportunities; cash receipt; ticket; routing list, etc Uses detailed fields (e.g. order number, address, customer name) Typically, single fact or single dimension (or very small number of dimensions) No real need for dashboards Información Analítica Summarization, slicing & dicing, interactive dashboards with drill down and navigation By definition, no detailed fields as these large cardinality fields are not relevant and cause performance issues when included as part of an analytical query; measures on detailed fields are fine To be clear, you can still analyze data at all levels of detail. e.g. in finance: "Many of the more difficult questions about enterprise performance can't be answered efficiently because of the separation between the GL and subledgers. By integrating the GL with the subledgers, all the summary and underlying data are in a single repository, thus providing all consumers of financial data access to transaction-level details. Integrate Analytics with Transactional reporting or the Transactional data entry screens by using dashboard navigation / action links. Mala Práctica: Combinar ambos informes juntos en una misma presentación o en un mismo catálogo: esto ocasiona pésimo tiempo de respuesta y catálogos de presentación no usados, para ambos! Virtual Data Warehousing: eso no funciona si no cuentas con la tecnología apropiada Lámina 20

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