•Why invest in business intelligence?
Make better decisions and realize the impact of those decisions.
To react to business faster and more directly
To gain insight into processes
To collaborate and work as a team to push change or support current culture.
To measure and visualize meaningful changes and results
•Other thoughts?

As you listen & watch
today, collect ideas
for our ‘Assisted
Evaluation’ offering –
details provided later
in the presentation

Safety
In a hospital setting…
…what if you could
avoid a single serious
safety event?

Quality
In a manufacturing
setting…
…what if you could
reduce returns by
10%?

People
In a sales setting…
…what if you could
extend the reach
of your sales team
to consistently
meet quota?

Valuation of the solution does not start
with the ‘financials’…
What decisions are made to
Operational impact operational, sales, or
people performance?
Performance
People Sales
Performance Performance
Financial Performance

New Direction,
No Buildup; No
Program, Leader,
Accumulated
Event, Fad, or
Momentum
Acquisition
Reaction without
Disappointing
Understanding
Results
“The Doom Loop”
Jim Collins, Good to Great (New York: Harper Collins, 2001), 179.

Frequency and Impact of Decisions
Tactical Operational Strategic
Number of Decisions
Strategic Impact
Bruno Aziza and Joey Fitts, Drive Business Performance (John Wiley & Sons, 2008), 28.

Misalignment of Decision Making
Organizational Alignment
BI Implementation

Culture of Performance
Power to Compete
Execute on Strategy
Plan for Success
Move Beyond
Gut Feel
Increase
Visibility
Bruno Aziza and Joey Fitts, Drive Business Performance (John Wiley & Sons, 2008), 10.

What makes a good Key Performance Indicator?
What makes a good target?
What is normal?
What if you could ‘shift’ normal?
http://www.ifa.com/images/12steps/step8/f8-1.jpg

22.67%
New Product Revenue Mix
Repeat Customer %
14.62%
5.4
Complaints/1000 Orders
$3.76M
On Hand Inventory $
15.7
Leadership Training Hrs/Qtr

Identify a business sponsor - If solely IT
driven you get little alignment, little
adoption
Identify a business problem - Think
vertically through the organization
Build a map – business to technology
Focus on ‘rhythm of the business’ to drive
adoption

Contact us about a
BI Assisted Evaluation
3 to 5 days
Understand how to transform your data into timely,
accessible information!
See how your data can ‘work’ in the Microsoft BI
environment.
Limited time only - $2500 (1/2 price)!
Contact your Quilogy account contact for details…

Contact us about a
SA Benefits
SDPS – SharePoint Deployment Planning Services
BVPS – Business Value Planning Services

Contact us about a
Special Training Offerings
Redeem 25 days of SA vouchers, receive 5 free training days
Or… $300 off standard course offerings, such as
SQL Server 2005/2008
Analysis Services
Reporting Services
Integration Services
Updating Skills from 2005 to 2008
BI Bootcamp
SharePoint / PerformancePoint / ProClarity
Contact Denise at dnickles@quilogy.com or 866-QUILOGY x2132

Dean Furness – dfurness@quilogy.com
Resources:
“Mastering the Management System,” Harvard Business Review,
January 2008.
Jim Collins, Good to Great (New York: Harper Collins, 2001).
Robert S. Kaplan and David P. Norton, The Balanced Scorecard
(Boston: Harvard Business School Press, 1996).
Robert S. Kaplan and David P. Norton, The Strategy Focus
Organization (Boston: Harvard Business School Publishing Company,
2001).
Wayne W. Eckerson, Performance Dashboards (Hoboken, New Jersey:
John Wiley & Sons, 2006)
Stephen Few, Information Dashboard Design (Sebastopol, California:
O’Reilly Media, 2006)
Bruno Aziza and Joey Fitts, Drive Business Performance (Hoboken,
New Jersey: John Wiley & Sons, 2008)