HOW THE INTELLIGENT ENTERPRISE DELIVERS PERFORMANCE MANAGEMENT.
|
|
- Annabel Douglas
- 8 years ago
- Views:
Transcription
1 HOW THE INTELLIGENT ENTERPRISE DELIVERS PERFORMANCE MANAGEMENT.
2 HIGHER INTELLIGENCE.
3 MANAGEMENT SUMMARY All organizations, public, private, large and small need to effectively manage business performance. This has never been more true than in today s complex, highly regulated and confusing business environment which requires better decisions and improved execution now! In spite of the billions of dollars invested in information technology to address these challenges, managers and executives in many organizations still make key decisions underpinned by their own personal versions of documents and spreadsheets. Their organization struggles to provide a seamless flow of trusted information between customers, suppliers and their employees. The result is that most organizations cannot provide their people with the right information at the right time, and in attempting to do so are committing significant resources to compiling and auditing numbers instead of using them to inform the business. Consequently, they are far more reactive than proactive and ultimately they are not efficiently and effectively managing their current and future performance. Leading organizations are investing in managing information and developing predictive insights to drive sustainable business results. These companies have become masters in Performance Management - going beyond mere users of business intelligence to become the Intelligent Enterprises....a new breed of company is upping the stakes....have dominated their fields by deploying industrial-strength analytics across a wide variety of activities. In essence, they are transforming their organizations into armies of killer apps and crunching their way to victory. Thomas H. Davenport, Harvard Business Review, January
4 THE COMPLEX ENVIRONMENT FOR MANAGING PERFORMANCE Delivering increased performance year on year is a difficult enough task in its own right, but it s made even harder to achieve if the underlying information systems are not able to accurately measure corporate performance across the entire organization, top to bottom. As Figure 1 indicates, the average manager and executive have a very tough job to effectively manage the performance of their organization. The ability to collect pertinent information and report on performance is no longer good enough, although this is still quite an achievement for some large and complex organizations. Key metrics are put in place at all levels to frequently and consistently monitor how the enterprise and its business units are performing against strategy. These metrics, often referred to as key performance indicators (KPIs), are derived from analytical models developed to measure the impact of financial and operational decisions on overall strategy achievement. There is a management truism that you can t manage it if you can t measure it, and the fact is that many organizations do fail to execute on their strategies. Recent Capgemini research indicates that the average company reports 132 metrics each month. Within our sample, 59% of organizations indicated that they are, to a greater or lesser extent, reliant on spreadsheets to report these metrics; consequently 70% indicate that their planning and budgeting processes do not fulfill management expectations. In parallel, these companies are seeing the sheer volume of data they have to consider is increasing by 79% a year. Organizations that have an understanding of how their business is performing and also have a means of improving this performance in a cost effective way, have moved to making information a corporate asset. They have embraced an approach which will lead them towards an Intelligent Enterprise. Organizations often fail to execute their strategy failure rates may range from 60 to 90 percent. R Kaplan and D.P. Norton. Creating the Office of Strategy Management. Harvard Business Review, April 2005 Figure 1 The Complex Environment for Managing Performance EXTERNAL PRESSURES Shareholder Competition INTERNAL PRESSURES Drive for Adaptability Public Scrutiny Cost Pressure Drive for Efficiency Compliance Innovation Sophistication Shared Services My organization is in silos What does it mean in terms of actions? I have too much information Everyone s working to different priorities EXECUTION COMPLEXITY Corporate Dashboards Organizational Restructures Annual Review Process IFRS SEC Filings Market Updates Budgets & Forecasts Unplanned Obstacles Faster Adaptation Focus Continuous Improvement Info. Systems Matrix Mgmt. Rewards Balanced Performance Business Alignment
5 A LEADING GLOBAL MOBILE TELECOMMUNICATIONS COMPANY WORKED WITH CAPGEMINI TO MOVE TO A CORE SET OF OPERATING METRICS ACROSS ALL THEIR GEOGRAPHIC LOCATIONS, CONSOLIDATED IN ONE PLACE, SHARED BY THE SENIOR MANAGEMENT COM- MUNITY AND SUPPORTING BOTH FORMAL AND AD-HOC MANAGEMENT REPORTING. THIS FORMED A SUSTAINABLE PLATFORM FOR ONGOING ENHANCEMENT WHILE DELIVERING EARLY BENEFITS. BUSINESS INTELLIGENCE IS NOT ENOUGH In 1979, John Rockart published the article Chief Executives Define Their Own Data Needs 1 proposing that systems used by corporate leaders ought to give them data about the key jobs the company must do well to succeed. Ten years later, Howard Dresner coined the term business intelligence 2 to describe systems that help decision makers throughout the organization understand the state of their company s world. Thomas Davenport published the results of a two year study Competing on Analytics 3 in January His research identified that virtually all the organizations identified as aggressive analytics competitors were the clear leaders in their fields, and they attribute much of their success to the masterful exploitation of data. Key examples would be Tesco, Wal-Mart, Dell, Marriott Hotels and Progressive Insurance. When contemplating business intelligence, most organizations think about more technology and apply an application driven approach which was designed for the operation recording of transactions. Capgemini uses an approach that is informationally driven which changes the ethos of design and build. By being driven by information, we focus on the business decisions that the users and stakeholders are making in the operation of their business. The ultimate purpose of any BI tool is to help the organization deliver improved performance. The tool itself is merely a key enabler that provides information to decision-makers; it is the consequent action that leads to improvement. 3
6 In our experience, the reason most organizations fail to realize the benefits of their investments in business intelligence, is because the primary focus is on the delivery of the tools, while the critical elements of people and process change and the broader Information Management dimension are neglected. The organizations we have helped to achieve successful outcomes have a relentless focus on these very areas. These and other successful organizations also employ a technology approach which enables iterative and agile delivery. Various factors are driving enterprises to take a holistic view of Performance Management. After a series of scandals and alleged frauds, governments are demanding higher standards of corporate governance. Another driver is the need to complete the work started by adopting enterprise resource planning (ERP) systems. In addition, many enterprises are realizing that the more turbulent world calls for a new view of how the business is managed, and a new approach to preparing for the future. Today for many organizations, there is a disconnect in the core management planning and control processes, for example, between setting targets, formulating strategy, planning, forecasting, risk management, investment planning, performance feedback, and financial consolidation. The annual budget, driven by the finance department, frequently dominates the process, and the value it adds in its current form is increasingly being questioned. These processes need to be linked together in a better way, making use of feedback loops and control at three levels: Strategic, Operational, and Activities levels. Step-by-step progress is required through the enterprise s processes, methodologies, metrics and technologies. Merely implementing a business intelligence tool is not the answer. We have seen examples of failed projects where technology implementation is done without this understanding. As a result, the Performance Management approach we use (Figure 2) is more holistic, addressing the full range of what is required to drive performance. PERFORMANCE MANAGEMENT An effective Performance Management program can be framed as a consistent and adaptive process (from budgeting and planning to consolidation and reporting) and encompasses three fundamental principles: driving a forward-looking view of the business, ensuring alignment, and enabling more effective decision making at all levels of the company. This system also ensures that key business processes are conducted under the guidance of a clear and well communicated company strategy. First, dramatic increases in enterprise data make Performance Management more practical. Second, and more importantly, stakeholders demand that management deliver predictable execution, operational efficiency and corporrate accountability, which collectively make Performance Management more of an imperative. The benefits of a Performance Management initiative will include more solid foundations for making decisions, the discovery of previously hidden inefficiencies and a more rational use of resources in planning and control activities. Performance Management offers an understanding of the performance levers which can be managed to drive high performance behaviors and improve decision making. It focuses on the design and integration of a Management Framework which ensures alignment of people, process, and the use of information, to the organization s strategic objectives.
7 A MAJOR GOVERNMENT DEPARTMENT WAS FACING THE CHALLENGE OF NOT HAVING THE INFORMATION IT NEEDED TO MANAGE AND DRIVE THE PERFORMANCE OF ITS KEY OBJECTIVES. OVER 55% OF ANALYSTS TIME WAS SPENT FINDING, EXTRACTING, CLEANING AND INTEGRATING DATA, INSTEAD OF ANALYZING AND REPORTING IT. THE STARTING POINT WAS TO ESTABLISH WHAT INFORMATION WAS ACTUALLY NEEDED TO DRIVE PERFORMANCE AND THEN TO ADOPT CONSISTENT DEFINITIONS. A successful Performance Management program will link together all of the key elements for managing performance, including balanced scorecard, activity-based costing and management, quality management, value-based management, etc. All involve processes, methodologies, metrics and technologies, whose use can, collectively, be called a Performance Management system. They seek to align the organization and ensure a focus on the desired outcomes (refer to Figure 3). Appropriate tools will also be a critical factor. The Performance Management tool of choice for many executives remains the Microsoft Excel spreadsheet, predominantly because of familiarity and ease of use. Figure 2 Characteristics of Holistic Performance Management EACH ELEMENT HAS SPECIFIC AND INTERLINKED AREAS Leadership Coaching, Accountabilities PM Organization, Stakeholder Management Employee Engagement Change Management Incentives and Rewards PM Capabilities Communications Leadership & Governance Vision and Strategy Objectives and Goals Measures and KPIs Cascading PM Frameworks (eg BSC) Capabilities & Cultures Linking Performance Management Objectives & Measures Budgeting Forecasting Strategic Planning Dashboards Data sources and Supply Systems & Processes Information & Insight Reporting Analysis Performance Meetings Decision Making Process THE SUM IS GREATER THAN THE PARTS 5
8 INTELLIGENT ENTERPRISE A JOURNEY NOT A POINT SOLUTION Performance Management is a continual journey, which aims to gradually improve the effectiveness and adaptability to a changing market for the organization over time. The first step is critical in moving forward and can be seen as part of an overall future plan for improvements. Figure 4 illustrates the levels of maturity that can guide the scope and focus of future initiatives. Over time, business managers and users will move from traditional uses of information to more novel and explorative uses, always aiming to maximize the investment in information and other resources. The roadmap will: be a map that shows the way forward beyond this project encompass an approach that covers all the main aspects of Performance Management drive collaboration between the front line and back office processes. With reference to Capgemini research and that of Thomas Davenport, we believe that there are five characteristics of those companies which have become masters in Performance Management and gone beyond being mere users of business intelligence to become the Intelligent Enterprises. They: 1. Make information-based decisions making a core part of the corporate DNA and culture and this is constantly emphasized and communicated. 2. Focus on driving a step change in business outcomes, through effective exploitation of information, and will do this in partnership with customers and suppliers. This focus is managed at an enterprise level. 3. Include executives who make the development and maintenance of analytical capabilities a primary focus, and hire people with the very best analytical skills, considering them critical to their success. 4. Seize opportunities to generate information, creating a discover and learn culture based on numerous small experiments. 5. Make quantitative analytical and intelligence capabilities part of their company s story, to be shared in the annual report and in discussions with financial analysts. Figure 3 Managing Performance If we succeed, how will we look different? How do we look different? What are the critical success factors for achieving the objectives? What KPIs address the critical success factors? What targets do we need? ALIGN Objectives Mission Growth Levers OUTCOMES How should we reflect market changes in our objectives? Do the KPIs still tell us whether we re making the right decisions? How should we revise our targets to achieve our mission? What initiatives are required to fill gaps? KPIs Did we fill the gap? What did we learn? What are my priorities? Actions Personal Objectives Did we make the right decision? Mission achieved Delighted customers Effective efficient processes Motivated prepared workforce 7
9 Figure 4 The Route to Becoming an Intelligent Enterprise OPERATIONAL EFFECTIVENESS Performance Management will coordinate the drive towards sustainable service improvements with a focus on outcomes, supported by a better performance management culture, systems and reporting Build the foundations DATA Build the foundations for effective decision making through consistent measurement of results Understand drivers of value INFORMATION Develop a new understanding of the drivers of value and how these support delivery of strategy Establish forward looking view INSIGHT Improve business confidence by establishing a robust, forward looking view of performance Embed continuous optimization INTELLIGENCE Continuous process of optimizing processes and resources, to outcomes and priorities This represents a long term commitment to improvement and governance arrangements that will ensure that the program remains on track and is driven forward with energy and commitment VALUE EXTRACTED FROM INFORMATION The challenges are mostly cultural. Every enterprise accumulates a pattern of political relationships that can be upset by a Performance Management initiative. Middle and senior managers will feel the full impact of large-scale change which they often resist. Performance Management programs need to ensure that managers retain the ability to manage their own performance while allowing free and rapid distribution of shared information. A Performance Management program will also require taking a longer view and bringing the costs of planning and control out into the open. This requires a structured and holistic approach that will bring together business, technology and information. Organizations that adopt this approach can become masters in Performance Management, with accurate and relevant information flows throughout the organization, updated to reflect the changing demands of the business. Decision making will be supported at all levels, projecting the future not simply in budgeting cycles, but in defining the actions which need to be taken. Your organization s leaders can become masters in Performance Management - going beyond being mere users of business intelligence to become Intelligent Enterprises. Capgemini has created the CPM Index tool, which is designed to help organizations understand where they are on the Performance Management journey and how far they need to travel. For more information go to 7
10 MASTER YOUR INTELLIGENCE. FOOTNOTES/REFERENCES: 1 Harvard Business Review, Chief Executives Define Their Own Data Needs, 1 March, 1979, John F. Rockart 2 IDG News Service, Business intelligence at age 17, 22 September, 2006, China Martens 3 Harvard Business Review, Competing on Analytics, 1 January, 2006, Thomas H. Davenport
11 About Capgemini and the Collaborative Business Experience Capgemini, one of the world s foremost providers of Consulting, Technology and Outsourcing services, has a unique way of working with its clients, called the Collaborative Business Experience. Backed by over three decades of industry industry and service experience, the Collaborative Business Experience is designed to help our clients achieve better, faster, more sustainable results through seamless access to our network of worldleading technology partners and collaboration-focused methods and tools. Through commitment to mutual success and the achievement of tangible value, we help businesses implement growth strategies, leverage technology, and thrive through the power of collaboration. Capgemini employs approximately 68,000 people worldwide and reported 2006 global revenues of 7.7 billion euros. More information about our services, offices and research is available at For more information on Capgemini s approach to driving business value with the Microsoft products, please contact: Eddie Short Vice President, Global Leader Business Information Management eddie.short@capgemini.com Rob Bear Head of Performance Management robert.bear@capgemini.com Jorgen Heizenberg Business Intelligence/CPM Index Contact jorgen.heizenberg@capgemini.com Ramesh Harji Head of Intelligent Enterprise, Capgemini ramesh.harji@capgemini.com Deepak Deolalikar Head of Business Intelligence, West Region deepak.deolalikar@capgemini.com For more information on Microsoft s approach to Business Intelligence and Performance Management, please contact: Bruno Aziza Microsoft Business Intelligence, Product Team bruno.aziza@microsoft.com Joey Fitts Microsoft Business Intelligence, Partner Team joeyf@microsoft.com Karl Ortner Enterprise Partner Group karlo@microsoft.com
12 Copyright 2007 all rights reserved. The 2007 Microsoft Office System, Microsoft, Excel, are either registered trademarks or trademarks of Microsoft Corporation. The names of other companies and products mentioned herein may be the trademarks of their respective owners.
White Paper March 2009. Government performance management Set goals, drive accountability and improve outcomes
White Paper March 2009 Government performance management Set goals, drive accountability and improve outcomes 2 Contents 3 Business problems Why performance management? 4 Business drivers 6 The solution
More informationAccenture Advanced Enterprise Performance Management Solution for Oracle
Accenture Advanced Enterprise Performance Management Solution for Oracle Getting back to the business of business: use Oracle-based solutions to exploit today s insight and fuel tomorrow s business success
More informationTop 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 informationBusiness Intelligence
Business Intelligence What is it? Why do you need it? This white paper at a glance This whitepaper discusses Professional Advantage s approach to Business Intelligence. It also looks at the business value
More informationOutperform Financial Objectives and Enable Regulatory Compliance
SAP Brief Analytics s from SAP SAP s for Enterprise Performance Management Objectives Outperform Financial Objectives and Enable Regulatory Compliance Drive better decisions and streamline the close-to-disclose
More informationAccenture Advanced Enterprise Performance Management Solution for SAP
Accenture Advanced Enterprise Performance Management Solution for SAP Helping oil and gas companies exploit today s insight and fuel tomorrow s high performance In the recent Accenture High Performance
More informationDigital Customer Experience
Digital Customer Experience Digital. Two steps ahead Digital. Two steps ahead Organizations are challenged to deliver a digital promise to their customers. The move to digital is led by customers who are
More informationElegantJ BI. White Paper. Key Performance Indicators (KPI) A Critical Component of Enterprise Business Intelligence (BI)
ElegantJ BI White Paper Key Performance Indicators (KPI) A Critical Component of Enterprise Business Intelligence (BI) Integrated Business Intelligence and Reporting for Performance Management, Operational
More informationBanking Industry Performance Management
A MICROSOFT WHITE PAPER Banking Industry Performance Management Using Business Intelligence to Increase Revenue and Profitability Software for the business. Overview Today, banks operate in a complex,
More informationHow To Create An Intelligent Enterprise With Oracle Business Intelligence Applications
Creating Intelligent Enterprises with Oracle Business Intelligence Applications Using Oracle Business Intelligence Applications, Capgemini has created a business intelligence solution that transforms enterprise
More informationCall Center Optimization. Utility retail competition is about customer satisfaction, and not just retail prices
Energy, Utilities and Chemicals the way we see it Call Center Optimization Utility retail competition is about customer satisfaction, and not just retail prices Customers critical awareness; emancipation
More informationW H I T E P A P E R B u s i n e s s I n t e l l i g e n c e S o lutions from the Microsoft and Teradata Partnership
W H I T E P A P E R B u s i n e s s I n t e l l i g e n c e S o lutions from the Microsoft and Teradata Partnership Sponsored by: Microsoft and Teradata Dan Vesset October 2008 Brian McDonough Global Headquarters:
More informationWhite Paper March 2009. Consolidation automation Advancing compliance and performance management
White Paper March 2009 Consolidation automation Advancing compliance and performance management 2 Contents 3 Business problems 3 Business drivers Consolidation: At the core of compliance and performance
More informationExecutive Summary WHO SHOULD READ THIS PAPER?
The Business Value of Business Intelligence in SharePoint 2010 Executive Summary SharePoint 2010 is The Business Collaboration Platform for the Enterprise & the Web that enables you to connect & empower
More informationSAP 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 informationBusiness intelligence for business users
IBM Software Business Analytics Business intelligence Business intelligence for business users 2 R and SPSS software: Everyone wins Contents 2 Overview 3 Business users are faced with a number of analytics
More informationwww.ducenit.com Analance Data Integration Technical Whitepaper
Analance Data Integration Technical Whitepaper Executive Summary Business Intelligence is a thriving discipline in the marvelous era of computing in which we live. It s the process of analyzing and exploring
More informationBusiness Level Agreements
Application Outsourcing the way we see it Business Level Agreements Committing IT to business success Transforming applications into business advantage Contents 1 Overview 3 2 Business Level Agreements
More informationEffective Enterprise Performance Management
Seattle Office: 2211 Elliott Avenue Suite 200 Seattle, Washington, 98121 seattle@avanade.com www.avanade.com Avanade is a global IT consultancy dedicated to using the Microsoft platform to help enterprises
More informationIntroduction to Business Intelligence
IBM Software Group Introduction to Business Intelligence Vince Leat ASEAN SW Group 2007 IBM Corporation Discussion IBM Software Group What is Business Intelligence BI Vision Evolution Business Intelligence
More informationSpeeding Time to Market, Increasing Time in Market & Maintaining Market Velocity
Speeding Time to Market, Increasing Time in Market & Maintaining Market Velocity Best Practices in Driving Top-Line Growth Through Innovation & Collaboration Table of Contents 1 Introduction: The Need
More informationData2Diamonds Turning Information into a Competitive Asset
WHITE PAPER Data2Diamonds Turning Information into a Competitive Asset In today s business world, information management (IM), business intelligence (BI) and have become critical to compete and thrive.
More informationGovernment 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 informationBusiness Intelligence
WHITEPAPER Business Intelligence Solution for Clubs This whitepaper at a glance This whitepaper discusses the business value of implementing a business intelligence solution at clubs and provides a brief
More informationwww.sryas.com Analance Data Integration Technical Whitepaper
Analance Data Integration Technical Whitepaper Executive Summary Business Intelligence is a thriving discipline in the marvelous era of computing in which we live. It s the process of analyzing and exploring
More informationThe following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into
The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material,
More informationKeynote: How to Implement Corporate Performance Management (CPM), Pervasive BI & ROI: Hard & Soft
Atre Group, Inc. Keynote: How to Implement Corporate Performance Management (CPM), Pervasive BI & ROI: Hard & Soft Shaku Atre Atre Group, Inc. 2222 East Cliff Drive, Suite#216 Santa Cruz, CA 95062 831.460.9300
More informationOPTIMUS 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 informationHR Function Optimization
HR Function Optimization People & Change Advisory Services kpmg.com/in Unlocking the value of human capital Human Resources function is now recognized as a strategic enabler, aimed at delivering sustainable
More informationEMA Service Catalog Assessment Service
MORE INFORMATION: To learn more about the EMA Service Catalog, please contact the EMA Business Development team at +1.303.543.9500 or enterpriseit@enterprisemanagement.com The IT Service Catalog Aligning
More informationTHE ROLE OF BUSINESS INTELLIGENCE IN BUSINESS PERFORMANCE MANAGEMENT
THE ROLE OF BUSINESS INTELLIGENCE IN BUSINESS PERFORMANCE MANAGEMENT Pugna Irina Bogdana Bucuresti, irina_bogdana@yahoo.com, tel : 0742483841 Albescu Felicia Bucuresti albescu@inde.ro tel: 0723581942 Babeanu
More informationSUSTAINING 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 informationFinancial Planning, Budgeting, and Forecasting
Financial Planning, Budgeting, and Forecasting Removing the Hurdles March 2013 Nick Castellina Financial Planning, Budgeting, and Forecasting: Removing the Hurdles Financial planning is the process by
More informationUsing Corporate Performance Management to Deliver the CEO s Strategic Vision
Using Corporate Performance Management to Deliver the CEO s Strategic Vision Gartner RAS Core Research Note G00157458, Nigel Rayner, 30 April 2008 Corporate performance management (CPM) applications offer
More informationHOW DO YOU MAKE COMPLEX DATA FUNCTIONAL AND RELIABLE?
The Industry Insurance is the backbone of modern innovation. In its absence, thousands of modern businesses and individuals would be unable to live productive lives or take the risks necessary for progress.
More informationDelivering Business Intelligence with Open Source Software
Delivering Business Intelligence with Open Source Software WHITE PAPER by Chip Nickolett, Ingres Corporation Ingres Business Intelligence Series Table of Contents Preface...3 Balanced Scorecards...4 Business
More informationTop 5 Analytics Applications in Financial Services
Top 5 Analytics Applications in Financial Services Learn how you can boost your bottom line, manage risk, and take action on your insights with the world s most comprehensive analytics platform. 5 game-changing
More informationBusiness 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 informationWealth management offerings for sustainable profitability and enhanced client centricity
Wealth the way we do it Wealth management offerings for sustainable profitability and enhanced client centricity The wealth management business is transforming. To delight their clients, firms must adopt
More informationWhite Paper September 2009. Healthcare Performance Management Improve care, reduce costs and make better decisions with performance management
White Paper September 2009 Healthcare Performance Management Improve care, reduce costs and make better decisions with performance management 2 Contents 4 What is healthcare performance management? Measuring
More informationThe Agile Imperative!
The Agile Imperative! Creating Focused, Fast & Flexible Organizations for a VUCA WORLD! Executive Briefing from Agility Consulting Why Is Agility Important? The world is becoming turbulent faster than
More informationLink Sustainability to Corporate Strategy Using the Balanced Scorecard
Link Sustainability to Corporate Strategy Using the Balanced Scorecard People and their managers are working so hard to be sure things are done right, that they hardly have time to decide if they are doing
More informationServices 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 informationAnalytics in the Finance Organization
Analytics in the Finance Organization Kathleen Wilhide Industry Analyst - GRC & Performance Management, Better-Insight Background In an era of new economic challenges, how companies manage the quality
More informationA Hyperion System Overview. Hyperion System 9
A Hyperion System Overview Hyperion System 9 Your organization relies on multiple transactional systems including ERP, CRM, and general ledger systems to run your business. In today s business climate
More informationCompany Overview. Copyright 2007-2013 Abacus Red, LLC Abacist Group Overview 02.01.13
Company Overview Our Company Abacist Group is a management consulting firm dedicated to providing services to our clients that result in higher performance and sustainable growth. Abacist Group offers
More informationIngres Insights. with Open Source Software
Ingres Insights DElivering Business intelligence with Open Source Software TABLE OF CONTENTS 3 Preface 4 Balanced Scorecards 5 Business Optimization 6 Business Intelligence (BI) 7 BI Examples 8 The Challenges
More informationCorporate Performance Management Framework
Version 1.0 Copyright 2004 Answerport, Inc. Table of Contents Table of Contents... 2 Conceptual Overview... 3 Conceptual Overview Diagram... 4 The Foundation... 4 Analytic Presentation Layer... 5 Reports...
More informationAn Oracle Strategy Brief April 2011. Building the Case for Business Intelligence in the Insurance Industry
An Oracle Strategy Brief April 2011 Building the Case for Business Intelligence in the Insurance Industry Executive Overview... 1 Before and After Business Intelligence... 2 Challenges of Measuring ROI
More informationHelping Enterprises Succeed: Responsible Corporate Strategy and Intelligent Business Insights
I D C E X E C U T I V E I N S I G H T S Helping Enterprises Succeed: Responsible Corporate Strategy and Intelligent Business Insights May 2009 By Albert Pang, Research Director, Enterprise Applications
More informationMunicipal Executive Dashboard Performance Blueprint
Business Analytics Evaluation Guide IBM Cognos Innovation Center Cognos Software Municipal Executive Dashboard Performance Blueprint 2 Municipal Executive Dashboard Performance Blueprint Introduction The
More informationTapping the Power. of Service Analytics
Tapping the Power WHITEPAPER of Service Analytics An Astea International White Paper 1 Introduction Field service organizations now have access to an unprecedented amount of data about the performance
More informationThe 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 informationRealizing Hidden Value: Optimizing Utility Field Service Performance by Measuring the Right Things
Energy and Utility Insights Realizing Hidden Value: Optimizing Utility Field Service Performance by Measuring the Right Things Utilities Realizing Hidden Value About the Author Rob Milstead serves as the
More informationThe Rising Opportunity for CMO-CIO Collaboration in the Pharmaceutical Industry
Accenture Life Sciences Rethink Reshape Restructure for better patient outcomes The Rising Opportunity for CMO-CIO Collaboration in the Pharmaceutical Industry Demographics Life Sciences Pharma/Biotech:
More informationBuilding a Roadmap to Robust Identity and Access Management
Building a Roadmap to Robust Identity and Access Management Elevating IAM from Responsive to Proactive From cases involving private retailers to government agencies, instances of organizations failing
More informationORACLE BUSINESS INTELLIGENCE APPLICATIONS FOR JD EDWARDS ENTERPRISEONE
ORACLE BUSINESS INTELLIGENCE APPLICATIONS FOR JD EDWARDS ENTERPRISEONE Organizations with the ability to transform information into action enjoy a strategic advantage over their competitors. Reduced costs,
More informationInfor10 Corporate Performance Management (PM10)
Infor10 Corporate Performance Management (PM10) Deliver better information on demand. The speed, complexity, and global nature of today s business environment present challenges for even the best-managed
More informationMONITOR. MANAGE. PERFORM. SCORECARDING WITH COGNOS 8 BUSINESS INTELLIGENCE
SCORECARDING WITH COGNOS 8 BUSINESS INTELLIGENCE While every attempt has been made to ensure that the information in this document is accurate and complete, some typographical errors or technical inaccuracies
More informationHow To Use A Real Time Performance Management System
OSIsoft, Inc. 777 Davis Street Suite 250 San Leandro, CA 94577 www.osisoft.com Copyright 2007 OSIsoft, Inc. All rights reserved. OSIsoft and the OSIsoft logo are trademarks of OSIsoft, Inc. 1 Overview
More informationA business intelligence agenda for midsize organizations: Six strategies for success
IBM Software Business Analytics IBM Cognos Business Intelligence A business intelligence agenda for midsize organizations: Six strategies for success A business intelligence agenda for midsize organizations:
More informationBusiness Intelligence of the Future. kpmg.com
Business Intelligence of the Future kpmg.com 1 Business Intelligence (BI) of the Future An Intelligent Enterprise What will Business Intelligence (BI) look like by year 2020? BI will become an innovation
More informationWHITE PAPER. The 7 Deadly Sins of. Dashboard Design
WHITE PAPER The 7 Deadly Sins of Dashboard Design Overview In the new world of business intelligence (BI), the front end of an executive management platform, or dashboard, is one of several critical elements
More informationTHE INTERNATIONAL JOURNAL OF BUSINESS & MANAGEMENT
THE INTERNATIONAL JOURNAL OF BUSINESS & MANAGEMENT Performance Management Model for SMEs Rusaneanu Alexandra Ph.D. Student, Faculty of Cybernetics, Statistics and Economic Informatics, Bucharest University
More informationWhite Paper March 2009. Seven S&OP Reports Every Manufacturing Executive Needs Sales & operations planning excellence with IBM Cognos software
White Paper March 2009 Seven S&OP Reports Every Manufacturing Executive Needs Sales & operations planning excellence with IBM Cognos software 2 Contents 3 Business problems 4 Business drivers The S&OP
More informationThe Balanced Scorecard. Background Discussion
The Balanced Scorecard Background Discussion Contents History and Evolution Important Business Drivers Key Concepts Case Studies & Success Stories 1 Business Intelligence (BI) and Knowledge Management
More informationAchieving customer loyalty with customer analytics
IBM Software Business Analytics Customer Analytics Achieving customer loyalty with customer analytics 2 Achieving customer loyalty with customer analytics Contents 2 Overview 3 Using satisfaction to drive
More information04 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 informationHow IT Can Help Companies Make Better, Faster Decisions
How IT Can Help Companies Make Better, Faster Decisions How It Can Help Companies Make Better Faster Decisions Of the many different groups that make up a business organization sales, finance, human resources
More informationData 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 informationON Semiconductor identified the following critical needs for its solution:
Microsoft Business Intelligence Microsoft Office Business Scorecards Accelerator Case study Harnesses the Power of Business Intelligence to Drive Success Execution excellence is an imperative in order
More information7 things to ask when upgrading your ERP solution
Industrial Manufacturing 7 things to ask when upgrading your ERP solution The capabilities gap between older versions of ERP designs and current designs can create a problem that many organizations are
More informationMake the right decisions with Distribution Intelligence
Make the right decisions with Distribution Intelligence Bengt Jensfelt, Business Product Manager, Distribution Intelligence, April 2010 Introduction It is not so very long ago that most companies made
More informationTechnical Management Strategic Capabilities Statement. Business Solutions for the Future
Technical Management Strategic Capabilities Statement Business Solutions for the Future When your business survival is at stake, you can t afford chances. So Don t. Think partnership think MTT Associates.
More informationMonitor. Manage. Per form.
IBM Software Business Analytics Cognos Business Intelligence Monitor. Manage. Per form. Scorecarding with IBM Cognos Business Intelligence 2 Monitor. Manage. Perform. Contents 2 Overview 3 Three common
More informationENTERPRISE COMPUTING ENVIRONMENT. Creating connections THROUGH SERVICE & WORKFORCE EXCELLENCE
ITA Strategic Plan FY 2011 - FY 2016 U.S. Army Information Technology Agency REALIZING The DoD ENTERPRISE COMPUTING ENVIRONMENT Creating connections THROUGH SERVICE & WORKFORCE EXCELLENCE Provide Quality
More informationAn Enterprise Framework for Business Intelligence
An Enterprise Framework for Business Intelligence Colin White BI Research May 2009 Sponsored by Oracle Corporation TABLE OF CONTENTS AN ENTERPRISE FRAMEWORK FOR BUSINESS INTELLIGENCE 1 THE BI PROCESSING
More informationTitle here. Successful Business Model Transformation. in the Financial Services Industry. KPMG s Evolving World of Risk Management SECTORS AND THEMES
SECTORS AND THEMES Successful Business Model Transformation Title here in the Financial Services Industry Additional information in Univers 45 Light 12pt on 16pt leading KPMG s Evolving World of Risk Management
More informationBu si n ess In tel l i gen ce: Leveragi ng D at a to B et ter Man age yo u r B u si n ess D r i ve r s
Bu si n ess In tel l i gen ce: Leveragi ng D at a to B et ter Man age yo u r B u si n ess D r i ve r s We Work Where You Work A DEFINITION OF BUSINESS INTELLIGENCE Business Intelligence is defined as a
More informationSeptember 17, 1:00 PM. Dean Sorensen, Founder, IBP Collaborative
BUSINESS FORECASTING AND INNOVATION FORUM 2015 September 17-18, 2015 Boston, MA September 17, 1:00 PM Track A Session: Transforming FP&A via Strategic, Financial & Operational Integration Improve forecast
More informationa Host Analytics and Cervello primer
The Marriage of Business Intelligence and Corporate Performance Management a Host Analytics and Cervello primer Making faster and smarter business decisions by establishing a prepared mind for your organization
More informationIBM Cognos Enterprise: Powerful and scalable business intelligence and performance management
: Powerful and scalable business intelligence and performance management Highlights Arm every user with the analytics they need to act Support the way that users want to work with their analytics Meet
More informationThe Value of Optimization in Asset Management
Experience the commitment white PAPER The Value of Optimization in Asset Management Better decisions to help utilities balance costs, risks, opportunities and performance May 2015 cgi.com Improving the
More informationMaking confident decisions with the full spectrum of analysis capabilities
IBM Software Business Analytics Analysis Making confident decisions with the full spectrum of analysis capabilities Making confident decisions with the full spectrum of analysis capabilities Contents 2
More informationAnalytics for Healthcare
IBM Software Group White Paper Analytics for Healthcare Improve care, reduce costs and make better decisions with performance management 2 Healthcare Performance Management Abstract The global healthcare
More informationUsing Predictive Analytics to Increase Profitability Part II
Using Predictive Analytics to Increase Profitability Part II Jay Roy Chief Strategy Officer Practical Intelligence for Ensuring Profitability Fall 2011 Dallas, TX Table of Contents A Brief Review of Part
More informationTalent & Organization. Change Management. Driving successful change and creating a more agile organization
Talent & Organization Change Management Driving successful change and creating a more agile organization 2 Organizations in both the private and public sectors face unprecedented challenges in today s
More informationDelivering Customer Value Faster With Big Data Analytics
Delivering Customer Value Faster With Big Data Analytics Tackle the challenges of Big Data and real-time analytics with a cloud-based Decision Management Ecosystem James Taylor CEO Customer data is more
More informationThe National Commission of Audit
CA Technologies submission to The National Commission of Audit November, 2013 Kristen Bresch CA Technologies Executive Summary CA Technologies is pleased to present the National Commission of Audit the
More informationConvercent Predictive Analytics
September 2015 Convercent Predictive Analytics Innovation in User Experience for Issue Reporting & Management SOLUTIONPERSPECTIVE Governance, Risk Management & Compliance Insight 2015 GRC 20/20 Research,
More informationBusiness 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 informationSolution Overview Better manage environmental, occupational safety, and community health hazards by turning risk into opportunity
Environment, Health and Safety We make it happen. Better. Solution Overview Better manage environmental, occupational safety, and community health hazards by turning risk into opportunity April 2014 A
More informationBridging the IT Business Gap The Role of an Enterprise Architect
Whitepaper Bridging the IT Business Gap The Role of an Enterprise Architect Today s enterprises understand the value that Information Technology (IT) can bring to their business. IT supports day-to-day
More informationInfor Human Capital Management Talent DNA that drives your business
Infor Human Capital Management Talent DNA that drives your business 1 Infor Human Capital Management Align your talent DNA and business strategy to achieve real success Accelerate your business with a
More informationTransforming Insurance Risk Assessment with Big Data: Choosing the Best Path
Insurance the way we see it Transforming Insurance Risk Assessment with Big Data: Choosing the Best Path Table of Contents Introduction 3 1. The Big Data Benefits for Risk Assessment 4 2. The Roadblocks
More informationSimplify And Innovate The Way You Consume Cloud
A Forrester Consulting October 2014 Thought Leadership Paper Commissioned By Infosys Simplify And Innovate The Way You Consume Cloud Table Of Contents Executive Summary... 1 Cloud Adoption Is Gaining Maturity
More informationSonata Managed Application Lifecycle Services
Sonata Managed Application Lifecycle Services Leveraging IT to Deliver Growth-Centric Business Transformation Make IT an Enabler of Your Business with the Right Partner In today s complex and ever-changing
More information