4. Abstract Most organizations know that they should be taking a strategic approach to Business Intelligence. But what does this actually mean, and how do you go about doing it? Using real-life examples of successful strategic BI implementations, we'll cover key strategic themes such as fitting BI into your overall IT strategy, implementing BI competency centers and standards, effectively selling BI initiatives within the business, and using BI to align strategy and execution within the IT function itself. What is a BI strategy, and why is it important? What are the key areas to concentrate on when implementing a BI strategy? How can IT act as its own best reference, and use BI to improve its own performance?
5. Topics The CIO Challenge BI Blooms and Expands Routes to Strategic BI Drinking our own Champagne Conclusion BI isn’t about getting the right answers — it’s about asking the right questions
13. The Ever-Expanding Definition of Business Intelligence and Performance Management Enterprise Performance Management Governance Risk and Compliance Strategy Management Planning, Budgeting and Forecasting RiskManagement Access Control Profitability andCost Management Process Control Global Trade Services Consolidation Spend and Supply Chain Environmental, Health and Safety BusinessIntelligence Information Management Query, Reporting, and Analysis Reporting Data Integration Data Quality Management Dashboards and Visualization Search and Navigation Master Data Management Metadata Management Advanced Analytics
14. Hype Cycle for BI and PM Research and “market” this… ..to get resources to Implement this
16. Implementing BI Within a Larger “Information Workplace” “To what extent is your BI environment integrated with other Information Workplace tools, such as portal, collaboration, search, or email?” “How do you plan to implement Information Workplaces? (select all that apply)” Base: 82 IT decision-makers* Base: 260 IT decision-makers†(multiple responses accepted) Source: Forrester August 2008 Global BI And Data Management Online SurveySource: Forrester February 2007 US And UK Information Workplace Online Survey
19. Figure Out What Your Executives Care AboutIncreasing Importance of Technology IBM: Capitalizing on Complexity Survey
20. Figure Out What Your Executives Care AboutMore volatility, uncertainty, complexity IBM: Capitalizing on Complexity Survey
21. How Critical Processes are (not) Managed TodayHuge Opportunity Paladium Group “Operational Excellence: The New Lever for Profitability and Competitive Advantage”
110. From As-Is to Too-Be Discover BI successes and user frustration to gather information for your BI strategy Executive KPIs Office of Finance Driving through the CFO: financial planning and budgeting, and extended reporting initiatives Top-down management methodologies such as Balanced Scorecard, Six Sigma, etc. BI Strategy and Standards Sharing information with customers, partners, and suppliers Extranet Initiatives Procurement Volume discounts, Policies Operational BI Departmental BI Projects Widespread successful project-by-project usage throughout the organization Bottom-up operational dashboards and embedded reporting
111. Best Practice Example: BICC Business, Analytics and IT Skills Business Skills Business Needs Organization and Processes Control Funding DefineBI Vision Establish Standards Manage Programs BICC Build Technology Blueprint DevelopUser Skills Organize Methodology Leadership Governance, Administration Business Needs Statistical and Process Skills Tools, Infrastructure, Applications, Data Analytic Skills IT Skills Source: How to Define and Run a Successful Business Intelligence Competency Center, Gartner, August 2007
112. Business Intelligence Competency Center Duties Executive sponsor Text Vendor Management Data Acquisition Business Intelligence Program Data Stewardship Support Training BI Delivery Advanced Analytics Business Intelligence Competency Center
113. Best Practice Example: BI Competency Center Models BICC as an IT Department VirtualBICC CIO Finance .… Sales ICC BICC Department BICC BICC as Part of Operations Distributed BICC Corporate COO Division 1 Division 2 Division 3 BICC Division 1 Division 2 Division 3 Every organization is different, and one or more of these BI Competency Center organizational models may work for you. Source: How to Define and Run a Successful Business Intelligence Competency Center, Gartner, August 2007
116. Go (Double) MAD “Advanced” Managers Monitor Modeling Graphical Data Analysts Analyze Advanced analysis Summarized Data Drill Deliberate & act Workers Detailed Data Business Applications
165. Major Inhibitors Skills Stability / Flexibility of Business Processes Silo Think Spreadsheets Sponsorship
166. The Road to BI Success with SAP: BI Strategy BI Strategy & Execution Baseline Current BI Needs Baseline Analysis BI Strategy Foundation Gap Analysis Playbook 1 Playbook 2 Playbook 3 Playbook 4 Four step approach to developing a solid BI strategy foundation
167. 1. BI Business Needs Identification and Gap Summary by LOB 3. Prioritized Gaps 2. BI Strategy & Execution Analysis 4. BI Strategy Recommendation SAP BI Strategy Foundation Playbook Overview
168. The Road to BI Success with SAP: BI Strategy BI Strategy & Execution Baseline Current BI Needs Baseline Analysis BI Strategy Foundation Gap Analysis Playbook 1 Playbook 2 Playbook 3 Playbook 4
169. Current BI Needs Baseline Analysis BI Business Needs Identification and Gap Summary by LOB BI Strategy & Execution Baseline Analysis Objective: Create high level summary of BI needs by LOB, and their expected impact if addressed
170. The Road to BI Success with SAP: BI Strategy BI Strategy & Execution Baseline Current BI Needs Baseline Analysis BI Strategy Foundation Gap Analysis Playbook 1 Playbook 2 Playbook 3 Playbook 4
171. BI Strategy and Execution Baseline Analysis Additional Consulting Services Available Additional Capabilities available through SAP Value Engineering
172. BI Strategy & Execution Baseline Analysis BI Strategy & Execution Baseline Analysis Objective: Assess existence of BI Strategy, completeness of execution, and impact if completed
173. The Road to BI Success with SAP: BI Strategy BI Strategy & Execution Baseline Current BI Needs Baseline Analysis BI Strategy Foundation Gap Analysis Playbook 1 Playbook 2 Playbook 3 Playbook 4
174. Gap Analysis Business Pains Objective: Prioritize Gaps of existing BI needs, and non-existent or not well-executed strategy components PRIORITIZED GAPS BI Strategy & Execution Gaps
175. The Road to BI Success with SAP: BI Strategy BI Strategy & Execution Baseline Current BI Needs Baseline Analysis BI Strategy Foundation Gap Analysis Playbook 1 Playbook 2 Playbook 3 Playbook 4
176. BI Strategy Foundation Recommendation EXPECTED BUSINESS GAP EXPECTED BUSINESS GAP BENEFIT / SOLUTION / BENEFIT / SOLUTION / VALUE BENEFIT VALUE BENEFIT Integrates · Determine what metrics Media 12 Integrates · Determine what metrics Media 12 different types are needed to Performance different types are needed to Performance of information demonstrate media Tracking - We of information demonstrate media Tracking - We into a single performance need deeper into a single performance need deeper view to perform · Determine who needs insight into how view to perform · Determine who needs insight into how trend analysis the information, and in our media trend analysis the information, and in our media and provide a what form. investments and provide a what form. investments better · Automate the delivery of across various better · Automate the delivery of across various understanding the information required channels are understanding the information required channels are of revenue to all who need it. performing so we of revenue to all who need it. performing so we relationships. · Integrate data sources if can better relationships. · Integrate data sources if can better needed. allocate funds. needed. allocate funds. Combines · Determine the causes of Sales 13 Combines · Determine the causes of Sales 13 different sales reductions Performance different sales reductions Performance sources of sales (bottlenecks in sales Management - We sources of sales (bottlenecks in sales Management - We information process), and the need deeper information process), and the need deeper such as quota, appropriate insight into sales such as quota, appropriate insight into sales quota achieved, information/ KPIs to track performance, to quota achieved, information/ KPIs to track performance, to pipeline, tenure, · Integrate multiple be able to pipeline, tenure, · Integrate multiple be able to projected close sources (if necessary). understand where projected close sources (if necessary). understand where for next quarter · Determine who needs we're getting for next quarter · Determine who needs we're getting to identify what information and in traction, where to identify what information and in traction, where trends and what form we're not, and trends and what form we're not, and potential issues. · Automate the delivery of why so potential issues. · Automate the delivery of why so the information adjustments can the information adjustments can be made be made Combines · Determine the causes of Sales Variance - 14 Combines · Determine the causes of Sales Variance - 14 different sales reductions We need to more different sales reductions We need to more sources of sales (bottlenecks in sales quickly be able to sources of sales (bottlenecks in sales quickly be able to information process), and the identify what is information process), and the identify what is such as quota, appropriate causing sales such as quota, appropriate causing sales quota achieved, information/ KPIs to track variances across quota achieved, information/ KPIs to track variances across pipeline, tenure, · Integrate multiple product, region, pipeline, tenure, · Integrate multiple product, region, projected close sources (if necessary). LOB, etc projected close sources (if necessary). LOB, etc for next quarter · Determine who needs for next quarter · Determine who needs to identify what information and in to identify what information and in trends and what form trends and what form potential issues. · Automate the delivery of potential issues. · Automate the delivery of the information the information Combines · Determine the Incomplete 15 Combines · Determine the Incomplete 15 different information that is Customer Data - different information that is Customer Data - sources of sales needed, and where it We have sources of sales needed, and where it We have information resides, if it is available in incomplete information resides, if it is available in incomplete such as quota, house customer and such as quota, house customer and quota achieved, · If needed, integrate prospect data quota achieved, · If needed, integrate prospect data pipeline, tenure, systems to create a more (e.g. addresses, pipeline, tenure, systems to create a more (e.g. addresses, projected close holistic view of phone numbers, projected close holistic view of phone numbers, for next quarter customer/prospect data email addresses, for next quarter customer/prospect data email addresses, to identify etc.) to identify etc.) trends and trends and potential issues. potential issues. Provides ability · Determine the Insight 16 Provides ability · Determine the Insight 16 to track real - appropriate Availability - We to track real - appropriate Availability - We time information/ KPIs to track struggle with time information/ KPIs to track struggle with performance · Integrate multiple data being able to performance · Integrate multiple data being able to through sources (if necessary). quickly and easily through sources (if necessary). quickly and easily dynamic · Determine who needs look at dynamic · Determine who needs look at scorecards, or what information and in performance, scorecards, or what information and in performance, other solutions, what form revenue, or costs other solutions, what form revenue, or costs allowing users · Automate the delivery of of marketing allowing users · Automate the delivery of of marketing to post the information programs at a to post the information programs at a comments and product line, plant comments and product line, plant ask questions, level, store level, ask questions, level, store level, so that business geography, etc. so that business geography, etc. unit leaders can unit leaders can take action to take action to improve improve organizational organizational performance. performance. BI Strategy Recommendation Objective: Based on prioritized gaps across the organization, understand the business value and benefit of addressing the gaps, and understand the general BI solutions that can solve these business pains.
177. The Road to BI Success with SAP: BI Strategy BI Strategy & Execution Baseline Current BI Needs Baseline Analysis BI Strategy Foundation Gap Analysis Playbook 1 Playbook 2 Playbook 3 Playbook 4
178. Architecture Options Layered DWH Multiple DWH DWH Data Mart Direct access Information is combined within multiple data warehouses with clear layered approach. Often the lowest DWH contains the corporate memory consisting of quality ensured global data and Metadata Information from multiple source systems is consolidated within a data warehouse. Usually data is also stored in the DWH, otherwise it’s a virtual warehouse. Information is staged in data marts, while each data mart just contains data from one source. BI Tools directly consume information from the source systems. Used in application’s embedded analytics. Information is consolidated within multiple data warehouses, which may exchange data. Rather often reality than recommended pattern.
201. Thanks! You Should Follow Me on Twitter: @timoelliott Email: timo.elliott@sap.comBI Blog:timoelliott.comSAP Web 2.0 Blog:sapweb20.comFollow us:twitter.com/businessobjects
Editor's Notes
http://news.bbc.co.uk/2/hi/uk_news/wales/7702913.stmthe Welsh reads "I am not in the office at the moment. Send any work to be translated."When officials asked for the Welsh translation of a road sign, they thought the reply was what they needed.Unfortunately, the e-mail response to Swansea council said in Welsh: "I am not in the office at the moment. Send any work to be translated".So that was what went up under the English version which barred lorries from a road near a supermarket."When they're proofing signs, they should really use someone who speaks Welsh," said journalist Dylan Iorwerth. It's good to see people trying to translate but they should really ask for expert helpDylan Iorwerth, Golwg magazineSwansea Council became lost in translation when it was looking to halt heavy goods vehicles using a road near an Asda store in the Morriston areaAll official road signs in Wales are bilingual, so the local authority e-mailed its in-house translation service for the Welsh version of: "No entry for heavy goods vehicles. Residential site only".The reply duly came back and officials set the wheels in motion to create the large sign in both languages.The notice went up and all seemed well - until Welsh speakers began pointing out the embarrassing error.Welsh-language magazine Golwg was promptly sent photographs of the offending sign by a number of its readers.The sign was lost in translation - and is now missing from the roadsideManaging editor MrIorwerth said: "We've been running a series of these pictures over the past months."They're circulating among Welsh speakers because, unfortunately, it's all too common that things are not just badly translated, but are put together by people who have no idea about the language."It's good to see people trying to translate, but they should really ask for expert help."Everything these days seems to be written first in English and then translated."Ideally, they should be written separately in both languages."A council spokeswoman said: "Our attention was drawn to the mistranslation of a sign at the junction of Clase Road and Pant-y-Blawd Road.Other confusing signs"We took it down as soon as we were made aware of it and a correct sign will be re-instated as soon as possible."The blunder is not the only time Welsh has been translated incorrectly or put in the wrong place:• Cyclists between Cardiff and Penarth in 2006 were left confused by a bilingual road sign telling them they had problems with an "inflamed bladder".• In the same year, a sign for pedestrians in Cardiff reading 'Look Right' in English read 'Look Left' in Welsh.• In 2006, a shared-faith school in Wrexham removed a sign which translated the Welsh for staff as "wooden stave".• Football fans at a FA Cup tie between Oldham and Chasetown - two English teams - in 2005 were left scratching their heads after a Welsh-language hoarding was put up along the pitch. It should have gone to a match in MerthyrTydfil.• People living near an Aberdeenshire building site in 2006 were mystified when a sign apologising for the inconvenience was written in Welsh as well as English.
Some CIO best practices held steady in the recession, while others have shifted, largely because of IT cost restraints, emerging management strategies and new business technologies. The imperatives of the business are driving the technology priorities- the true test is whether the technology priorities can be managed and delivered cost effectively to meet both short and long term objectives. More with less.. SAP addresses these priorities with a flexible, extensible and cost-effective offering…
How do you organize cross-functionally around BI Strategy? Create a BICC
Gartner Playbooks [describe each one]Benefits:Easy way to collect inputsEasy way to “crank the content” and output usable strategiesEasy way to consume the outputEasy ways to put the output to use in high-value creating projects
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