The measure of insightAn international banking institutionimproves performance with Deloitte’senterprise planning capabili...
In order to develop the KPIs that would provide a balanced                       The results                              ...
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The measure of insight: An international banking institution improves performance with Deloitte’s enterprise planning capabilities


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  1. 1. The measure of insightAn international banking institutionimproves performance with Deloitte’senterprise planning capabilitiesAbstract Faced with the EA organization’s large scope, but lack ofA renowned international organization, which provides IT ownership, the client issued a request for proposal forfinancial assistance to developing countries around the help in selecting the KPIs needed to measure enterpriseglobe, sought a way to better measure the performance architecture activity and track results to drive convergenceof its business units against enterprise goals and standards. towards defined standards. The client requiredThe organization — composed of five closely associated methodology and frameworks to measure businessinstitutions operating on a global scale — required performance through the use of balanced scorecards, KPIs,frameworks for its performance management system, and value measurements.including key performance indicators (KPIs), an informationtechnology (IT) portfolio analysis, and balanced scorecards. How we helped The Deloitte Analytics team, in conjunction with ourThe Deloitte Analytics team led a project to define Security and Advisory practitioners, brought deep perfor-standards and drive consensus within the organization’s mance management and EA experience to the project.central enterprise architecture (EA) group. The initiativealso involved creating a visually interactive dashboard of Deloitte worked closely with EA leadership to assessKPIs. In addition, Deloitte evaluated the maturity of the EA enterprise and organization strategy, and to select andorganization. cascade metrics to the various EA teams based upon the services they provided.The challengeThe client’s IT teams operate globally, delivering ITservices to more than 140 offices around the world.There are numerous business units with their own distinctapplications, processes, and business priorities.There were two factors which differentiated this EA groupfrom a typical EA organization in terms of scope and spanof control:• It had strategic responsibility for setting technology direction, ensuring alignment of projects and spending, and assuring transparency in the decision-making process.• It lacked ownership or control of the majority of IT assets that it oversaw and had limited ability to track and enforce standards.As used in this document, “Deloitte” means Deloitte & Touche LLP, a subsidiary of Deloitte LLP. Please see for a detaileddescription of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules andregulations of public accounting.
  2. 2. In order to develop the KPIs that would provide a balanced The results and holistic view of EA performance across the enterprise, Upon selecting Deloitte for the engagement, the client set the team compiled an exhaustive list of measures high expectations for defining KPIs that met the immediate applicable to the project’s goals and objectives. These need for measuring business units against enterprise were passed through two sets of predefined filters to make standards, while also designing a new dashboard. Deloitte certain they were actionable, measureable, and achievable. not only meet this need, but also provided KPIs to track Deloitte chose seven KPIs that were well balanced the performance of the EA organization, KPI selection across the client’s objectives of “optimize cost,” “simplify frameworks for future use, and direction on how to classify sourcing,” “increase agility,” and “reduce complexity.” KPIs the organization’s IT applications. were then defined from a method of data collection and measurement, calculation logic, and aggregation routine The Deloitte team shared its observations regarding the into a single scorecard for the EA organization. EA unit’s place in the Deloitte maturity model for EA. Since the organization was using the performance measure- based approach for the first time, the business required a roadmap with steps to gain enterprise-wide acceptanceDeloitte developed data of the initiative and put it into operation. By educating the core client team on the Deloitte framework, Deloitteconsolidation templates, formulas, enabled the EA teams to update current KPIs and add new measures as they progressed through the maturity model,and an interactive dashboard for driving performance into the future.presenting and analyzing KPIs. We shared with the client Deloitte’s analysis framework regarding classifying IT applications on the basis of business value, technical condition, and application cost, in order to carry out an IT portfolio analysis. As a result Deloitte performed a gap analysis to determine what of Deloitte’s performance management alignment and data was readily available and what information was frameworks, applications and performance metrics were still needed. Subsequently, we developed a roadmap rationalized, and the EA brand was enhanced across the of initiatives to automate the process of gathering the institution. scorecard data by implementing processes and technology changes. For more information, please contact: Vivek Katyal In order to present the KPIs to EA and enterprise Principal executives, we developed an interactive dashboard with Deloitte & Touche LLP drill up/drill down capabilities and “what-if” scenarios using +1 612 397 4774 SAP Xcelsius. This dashboard gave executives an overview for each of the KPIs, as well as information on each KPI, including trend, definition, calculation logic, and current Jeff Torstenson value. Principal Deloitte & Touche LLP +1 612 281 4000 jtorstenson@deloitte.comThis document contains general information only and Deloitte is not, by means of this document, rendering accounting, business, financial,investment, legal, tax, or other professional advice or services. This document is not a substitute for such professional advice or services, nor shouldit be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect yourbusiness, you should consult a qualified professional advisor.Deloitte, its affiliates, and related entities shall not be responsible for any loss sustained by any person who relies on this document.Copyright © 2011 Deloitte Development LLC. All rights reserved.Member of Deloitte Touche Tohmatsu Limited