Wal-Mart , the world’s largest retailer, supposedly found out that there are certain times at which beer and diapers sell particularly well together - when on Friday evenings young men make a last dash to the supermarket to get beer and their wives call after them, “Pick up some diapers, too, honey!”
“ Some of the ways Wal-Mart managers found to exploit their findings are legendary. One such legend is the story, “diapers and beer”. Wal-Mart discovered through data mining that the sales of diapers and beer were correlated on Friday nights. It determined that the correlation was based on working men who had been asked to pick up diapers on their way home from work. On Fridays the men figured they deserved a six-pack of beer for their trouble; hence the connection between beer and diapers. By moving these two items closer together, Wal-Mart reportedly saw the sales of both items increase geometrically.”
A version with a slightly different view of the roles involved suggests that the men are sent to the supermarket for the diapers and, because there’s no time left to go to a bar, take beer home with them. In all versions of the story, Wal-Mart then puts the diapers closer to the beer and makes a fortune.
Business Challenges TECHNOLOGY Transaction Volume Market Volatility Consolidation Credit Management Government Reforms Large Customer base Skilled Manpower Risk Management
Today’s Business Pressures Marketing Risk Service Sales Project Mgmt Human Resources Credit Finance Plan & Model Execute Report & Analyze
Rapidly Changing Conditions
How can I accelerate my planning and decision cycles?
How do I monitor conditions and take early corrective action?
How do I comply with corporate governance requirements?
How can I ensure accurate, timely reporting?
Ineffective Decision Support
How do I filter extraneous data and focus on relevant information?
How can I access and rationalize disparate, fragmented data?
Efficiency & Cost Control
How can I sustain / improve profitability?
How do I keep information current?
Road signs, not red lights Intelligent traffic lights for controlling In the world of the car driver, a traffic light provides two clear signals: red means stop, green means go. In business reality, this clarity is painfully lacking, and it is something that even multi-colored reports cannot create. At the traffic light we can only either stop, or drive on. In contrast, a company has countless ways in which it can react to red or green signals.
Trends are like friends; with values start seeing trends
In 1992, Robert S. Koplan and David Norton introduced the balanced scorecard, a concept for measuring a company's activities in terms of its vision and strategies, to give managers a comprehensive view of the performance of a business.
The key new element is focusing not only on financial outcomes but also on the human issues that drive those outcomes, so that organizations focus on the future and act in their long-term best interest.
The stratagic management system forces managers to focus on the important performance metrics that drive success. It balances a financial perspective with customer, process, and employee perspectives.
Measures are often indicators of future performance.
EBITDA Profitability Calculation : EBITDA / Revenue Information : Operating Efficiency Frequency : Monthly Business Value Growth Calculation : Business Value (current) / Business Value (previous period) Information : Business Management Frequency : Quarterly Brand Recognizebility Calculation : Mentions Number Received by Representative Sampling Information : Business Management Frequency : Quarterly
Market Share Growth Calculation : Market Share (current) / Market Share (previous period) Information : Marketing Efficiency Frequency : Quarterly Lost Clients Rate Calculation : Lost Accounts Number / Opening Total Accounts Number Information : Business Risk Frequency : Quarterly Prime Clients Rate Calculation : Clients Generating 70% of Revenue / Total Accounts Number Information : Business Risk Indicator Frequency : Quarterly
Staff Turnover Calculation : Staff Leaving over the Month / Staff Number at the Last Day of the Month Information : Efficiency Indicator Frequency : Monthly Recruitment Quality Calculation : New Hires Leaving Within 6 Months / Total Hires Over the Year Information : Efficiency Indicator Frequency : Monthly Training Days Execution Calculation : Actual Training Days / Budget Training Days Information : Efficiency Indicator Frequency : Monthly Fill Vacancy Time Calculation : Average time HR required to fill 1 vacancy (broken down by grades) Information : Marketing Efficiency Indicator Frequency : Monthly
Data loss accidents Calculation : Data loss accidents happened Information : IT efficiency indicator Frequency : Monthly Quality of software Calculation : Average score at 10-grade. Scale obtained at users survey Information : IT efficiency indicator Frequency : Quarterly IT budget execution Calculation : Actual IT costs / Planned IT costs Information : IT efficiency indicator Frequency : Quarterly
Quality of communications bandwidth Calculation : Average score at 10-grade. Scale obtained at users survey Information : IT efficiency indicator Frequency : Quarterly
Cycle times Calculation : Information : Efficiency Indicator Frequency : Monthly Inventory turnovers Calculation : Information : Business Management Efficiency Indicator Frequency : Quarterly Defect rates Information : Quality Indicator Frequency : Monthly Plant utilization Information : Marketing Efficiency Indicator Frequency : Quarterly Unit cost compared to competition, Information : Marketing Efficiency Indicator Frequency : Quarterly
Number of new products Calculation : Number of new products Information : Efficiency Indicator Frequency : Yearly Number of patents Calculation : Number of patents Information : Business Management Efficiency Indicator Frequency : Yearly New technologies adopted Information : Efficiency Indicator Frequency : Monthly System improvements implemented Information : Efficiency Indicator Frequency : Quarterly
Corporate Performance Management ‘ Corporate Performance Management (CPM) is the area of Business Intelligence (BI) involved with monitoring and managing an organization's performance, according to Key Performance Indicators (KPIs)
Make the right investments in products, people, projects and processes
Continuously assess operational performance based on key performance indicators and historical trends
Adjust & re-align strategies as needed to achieve organizational goals
Deliver consistent information to all levels within the organization for collaborative performance
Visualise enterprise-wide planning and budgeting in a single model
Analyze customer, product and services profitability in real-time
Consolidate financial data from disparate sources across the entire enterprise
Standardise on data communication, data comprehension & data control
Optimise IT resources and infrastructure
Single version of the truth
CPM Framework C3 : Communication, Comprehension, Control
CPM Elements Business Measurements Information Management Business Processes & Activities Operational Objectives Strategic Objectives & Goals IT infrastructure
CPM factors Competition Operational Discipline Industry Regulations Security External Entities Hierarchy Market Data Integration Statutory Compliance Business Functions External Internal
CPM Benefits Resources are directed towards actions that are consistent with meeting the business goals. This enables improved resource planning and prioritization. Enabling proactive and directed action. Organizations are no longer fractured by independent actions of the business units. They now are aligned and working towards the same business goals. Align the business strategy horizontally and vertically throughout your enterprise. Benefits CPM Solution
CPM Benefits Enables improved and automated processes and allocation of resources. Provides collaboration across enterprise teams and processes to accelerate business performance improvements. Improving team productivity and effectiveness. Results in a consolidated view of the current state of the business, by combining process state information, operational activity status and IT status. It puts the current state of the business in context, enabling proactive problem avoidance. Providing real-time, contextual insight, delivering role-based visibility into business operations and metrics. Benefits CPM Solution
Limited standard reports in core business applications – Time consuming scripting for additional reports
Availability of only Static reports – No analysis possible
For analysis & intelligence, export to Excel – Chances of data corruption and data manipulation
Multiple Data sources – Single view not possible
Tactical & Strategic Business Intelligence – After-the-fact reports and analysis
Adhoc and enhancement requests from business users – Productivity loss of IT resources
Solution : CPM through Operational Business Intelligence & Reporting
Structured CPM methodology Eg: KPI Back Office application running on Oracle, Transaction application running on SQL, KPI Data Sources Both KPI Internal or Customer Facing Mr. ABC KPI Benefactor Mr. ABC KPI Initiator Mr. XYZ KPI Sponsor 7days, 1 day Anticipate Upper and Lower Limits Plus or minus 1 day KPI Upper & Lower Tolerances Less than 3 days KPI Target Value Days KPI Unit of Measure & Formula 12 months, Daily KPI Life Span & Reporting Periodicity 31-Mar-08 KPI End Date 1-Apr-07 KPI Start Date Better Cash flow KPI Benefits Maintain credit period of less than 3 days KPI Objective Ageing Analysis KPI Description