Think With Your Brain (Revised Release Of Do We Need Business Intelligence) August 2012

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By thinking with your brain you may understand the Business Intelligence Process

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Think With Your Brain (Revised Release Of Do We Need Business Intelligence) August 2012

  1. 1. a.don’t think in the box, think out of the box,b.don’t think dogmatic, think open,c.don’t think static, think dynamic,d.don’t think only “you”, think demanding & disciplinedteamwork,1.think in your times with tools from the past2.think about use of information and ways of intelligence gathering, your way ! Above all THINK With your brain
  2. 2. Why do you needBUSINESS INTELLIGENCE ? Thanks to Swain Scheps author of BUSINESS INTELLIGENCE for DUMMIES – 2008 First Edition Whose text is a mandatory reading for this course August 2012 Copyright ©Wiley Publishing Inc., Indianapolis – Indiana ©Wikipedia ©2009, 2010, 2011, 2012 My brain
  3. 3. In a nut-shell Business Intelligence is finding out Who does What When How Where and, above all Why ? BE PROACTIVE and NOT REACTIVE, DYNAMIC and NOT STATICBasically put your C.U. R. I. O. S. I. T. Y. in ACTION & to WORK
  4. 4. Business Intelligence essentially is timely accurate high value actionablebusiness insights (an unproven hypothesis)and the work processes and technologies used to reach them.
  5. 5. Good pro-active, efficient and effective B.I. must follow the K.i.s.s.s. vs. K.i.S. process Keep it Simple, short, sharp/spotless not Stupid
  6. 6. Do you know what a S.W.O.T. represent? Have you heard what the Plan Do Chek Act and Quick and Dirty processes are all about ?Are you curious to explore the world of Kanban japanese management ?What do the terms such as Kaizen, Genchi Genbutsu,Gemba identify ? Have you asked yourself how you can gather do information OS.INT or HUM.INT ?
  7. 7. Strengths (Pluses) Weaknesses (Minuses) S.W.O.T. ThreatsOpportunities
  8. 8. Strengths (Pluses) Weaknesses (Minuses)Recognize your strenght Look at your « soft spots » Opportunities ThreatsWhat is an What do you percieve you are afraidopportunity ? of ?
  9. 9. quick & dirty is vite et grossièrementAnalyse et/ou réalisation visant à aller rapidement à l’essentiel.Autrement dit, l’approche Quick & Dirty s’applique a dégager le 20/80d’une situation.
  10. 10. after quick and dirty ? What are the Strenghts of Q&D ? Are the Threats represented by Q&D ? Where do you identify the possible Weaknesses of Q&D ?Why are there inherent Opportunities in using the Q&D process? What is the process that you must follow ?
  11. 11. Plan, Do, Check, Act (P.D.C.A) isPlanifier, Réaliser, Contrôler, CorrigerProcessus apprenant l’amélioration continue de la qualité
  12. 12. Courtesy of Wikipedia
  13. 13. Kanban is a concept related to lean and just-in-time (JIT) production.Basically you use what you need and you produce what you use.
  14. 14. Kaizen (means change “kai” to become good “zen”) is a Japanesephilosophy that focuses on continuous improvement throughout allaspects of life.Basically tomorrow you must strive to do better thanyesturday.Kaizen is a daily activity, the purpose of which goes beyond simpleproductivity improvement.It is a process that, when done correctly, humanizes the workplace,eliminates overly hard work ("muri"), and teaches people how toperform experiments on their work using the scientific method andhow to learn to spot and eliminate waste in business processes.
  15. 15. Genchi Genbutsu means "go and see for yourself"The notion is that rather than simply hear or read about aproblem and make a suggestion for improvement, you should actuallygo to its direct location and experience the situation first hand.All too often an issue is raised on a conference call, in a meeting, inthe board room or even over email.The right way to operate is put yourself on the line and "goand see for yourself“.
  16. 16. A Gemba is a visit to a User/Customer. The purpose is to : firstly to observe, occasionally to question, rarely to guide or direct,The visit occurs in the context where the product or service is used, which allows directobservation of problems that arise, hands-on-solutions that are applied, andcapabilities or services that are never used.The User is asked to describe what he is doing while he is doing it.This provides insight into the thinking processes, which often reveal differencesbetween the customers mental model and the model of the developers or providers ofthe product or service.The User will often express wishes or needs while working in context that would beforgotten or suppressed in a different context such as a structured interview orsales meeting.The reasons for a Gemba customer visit are, among others :enhancing the features or usability of products or devices (especially ones aimed at very broad or very niche consumers)improving processes or tools
  17. 17. In a few wordsThe Three fundamental of kaizen are :the shop floor (gemba)the actual product (gembutsu)the actual condition or situation (genjitsu)
  18. 18. Too many people still make decisions the old-fashioned way : by blending apieces and morsels of current information, best recollections of the past,advice from others, their inner “gut feelings” , and then assessing which pathis likely to give the best possible outcome for the decision at hand.Decisions drive organizations.Making a good decision at a critical moment may lead to a more efficientoperation, a more profitable enterprise, or perhaps a more satisfiedcustomerThat’s why we need Business Intelligence, not because the doctor told youso!Business intelligence is using data about yesterday and today tomake better decisions about tomorrow
  19. 19. Limited Resources, Limitless DecisionCompanies are forced to do with what they have – at all times.The most precious resource is time.The marketplace is in constant motion and companies must not only movecorrectly, they must move quickly.Otherwise competitors will fill any available vacuum in themarket, resources will get used up and your organization willinexorably wither away.Roads taken and those not taken represent the separation betweensuccessful and unsuccessful Companies.Better decisions, with the use and help of Business Intelligence, may & canmake the difference
  20. 20. Business Intelligence DefinedBI is an activity, tool, or process used to obtain the bestinformation to support the process of making decisions.BI revolves around putting computing power (highly specialized softwarein concert with other more common technology assets) to work, to helpmake the best choices for your organization.Business Intelligence is essentially: timely accurate high value actionable business insights and the work processes and technologies used to obtain them.
  21. 21. SUMMA All this will lead you to thinkdon’t think in the box, think out of the box, don’t think dogmatic, think open, don’t think static, think dynamic, don’t think only “you”, think demanding & disciplined teamwork, think in your times with tools from the pastthink about use of information and ways of intelligence gathering,

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