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1 Juha Teljo Business Intelligence Solution Executive Talousjohto muutosagenttina ja informaatiotulvan tulkkina Business Analytics software

2 Finance needs to improve its effectiveness in order to deliver on the enterprise agenda Importance Rank CFO Agenda: Importance vs. Effectiveness Effectiveness Gap Developing your people in the Finance organization 49% 84% 35% Core Finance Executing continuous Finance process improvements Strengthening compliance programs and internal controls 55% 83% 59% 75% 28% 16% Driving Finance function cost reduction 52% 61% 9% Enterprise Focused Driving integration of information across the enterprise Providing inputs into enterprise strategy Supporting / managing / mitigating enterprise risk Measuring / monitoring business performance Driving enterprise cost reduction 39% 73% 52% 80% 51% 77% 62% 85% 59% 80% 34% 28% 26% 23% 21% 0% 20% 40% 60% 80% 100% N = 1,834 Note: Executives asked: How important to your Finance organization are each of following areas of responsibility? and How effectively do you think your Finance organization is performing in each of those areas? And Please rank your top 3. Importance defined as enterprises selecting [5] Critical and [4] on a 5-point scale where [5] Critical and [1] Unimportant. Effectiveness defined as enterprises selecting [5] Very Effective and [4] on a 5-point scale where [5] Very Effective and [1] Ineffective Source: IBM Institute for Business Value, The Global CFO Study

3 Enterprise focused activities have accelerated in importance for CFOs over the past five years some dramatically Importance of Enterprise Focused Activities Over Time 69 % 84 % 85 % 80 % 80 % 71 % 73 % 61 % 56 % 93% increase 66 % 77 % 109% increase 62 % 73 % 40 % 35 % Measuring / monitoring business performance Providing inputs into enterprise strategy 1 Driving enterprise cost reduction Supporting / managing / mitigating enterprise risk Driving integration of information across the enterprise 2005: N = 844, 2008: N = 1,195, 2010: N = 1,904 Note: 2005 uses High importance, 2008 uses [5] Critical and [4] Important and 2010 uses [5] Critical and [4] which indicates moderately critical Note: Defined as enterprises selecting [5] Critical and [4] Increase on a 5-point scale where [5] Critical and [1] Unimportant defined as Partnering with your organization to identify and execute growth strategies and 2008 defined as Inputs into identifying and executing growth strategies defined as Driving cost reduction and 2008 defined as Driving cost reduction Source: IBM Institute for Business Value, The Global CFO Study 2005, 2008,

4 Information will be the 'oil of the 21st century. Gartner 2010

5 In the New normal, companies must compete using analytics Shareholder expectations Highly competitive New legislation Social intelligence (Google, Facebook ) Business IT and Finance Greater uncertainty and risk High connectivity (ubiquitous Wi-Fi, mobile ) Complex infrastructures Hot technologies (social analytics, massive scale analytics, cloud computing ) Higher data volume and variety

6

7 TomTom Caught Selling Speed Data to Dutch Police PcWorld 28. April

8 = Analytics Quotient = Realized Potential The more you infuse analytics into your business, the higher your AQ and the better you and your business will perform

9 ALIGNED Collaboration across business objectives AWARE Alert, observant, informed and perceptive High AGILE Highly responsive to changing priorities FOCUSED Clear understanding of what s important PREDICTIVE Able to anticipate, look forward and set expectations

10 All decision-makers use analytics All relevant data text, point of sale, RFID, social media AWARE Alert, observant, informed and perceptive Center of Excellence FOCUSED Clear understanding of what s important Business objectives linked to risk Decisions based on trusted information Common metadata and master data management ALIGNED Collaboration across business objectives High What if scenario modeling and analysis Integrated and incontext past, present and future views Top-down goal setting and resource allocation Report to external stakeholders with confidence Decisions in Real-time AGILE Highly responsive to changing priorities Embedded decision models for recommendations and automated decisions PREDICTIVE Able to anticipate, look forward and set expectations Integrated planning and predictive modeling Business rules optimization

11 Must balance new user expectations with need for governance and control I must make faster, more proactive decisions that drive competitive advantage I must deliver reliable, lower-cost, secure analytic solutions (IT) Business IT and Finance I expect fast, fun, frictionless access to analytics wherever I go! I must align resources, lower risk, set strategy, and govern access to sensitive information (Finance)

12 Our Mission High To empower organizations with simple, powerful and adaptive analytics that deliver the insight and foresight needed to drive the next level of performance to raise their AQ and enable the next step in their analytic journey through delivery of a comprehensive, unified business analytics system that meets both the growing demands of the business user, while enabling Finance and IT to deliver the appropriate level of enterprise governance and control.

13 Finance leading the way...

14 What s the weather like?

15 How is this organisation performing? KPI Status Actual Target Sales 23.6m 19.8m Customer Satisfaction Inventory 41 Days 45 Days Headcount Overhead Expenses 823, ,000

16 All Timehorizons matter! Historical Real Time Future 16

17 Expect the Unexpected David Axson Reuters

18 Over 35% of all companies report that their budget is out of date within the first quarter.

19 Simplicity is the ultimate sophistication. Leonardo da Vinci

20 Ability to predict and share becoming a major differentiator Collection by systems Orders Claims Social media Surveys,... Better Decisions! Information Delivery Reports KPIs -> KPPs Collection by people Forecasts Plans Discussions,.. Predictions by behaviour Statistical patterns Predictive algorithms Text Mining,...

21 World-class finance organizations are 88 percent more likely than their peers to have an integrated tool to support the strategic planning, tactical planning, and budgeting processes. The Hackett Group

22 Business Analytics software 22

23 Drive an Information Agenda to close the gap Business Value Information in Context Real-time Single View of the Truth Adaptive Business Performance Information to Enable Innovation Information as a Strategic Asset Information as a Competitive Differentiator Basic Information Interaction Flexible Information Architecture Focus on Data And Reporting Information to Manage the Business Data to Run the Business Maturity of Information Use

24

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