Transcript of "The measure of insight: An international banking institution improves performance with Deloitte’s enterprise planning capabilities"
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 www.deloitte.com/us/about 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.