Business Insight and Predictive Analysis

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Business Insight and Predictive Analysis

  1. 1. Business Insight and Predictive Analysis Dorian Hodorogea (dorian.hodorogea@ro.ibm.com) Business Analytics and Optimization Presales1 © 2011 IBM Corporation
  2. 2. Amount of information managers receive that has no value 0-30% 30-50% Over 50%Source: Accenture survey released January 4, 2007 2 © 2011 IBM Corporation
  3. 3. Amount of information managers receive that has no value 0-30% 30-50% Over 50%Source: Accenture survey released January 4, 2007 3 © 2011 IBM Corporation
  4. 4. How much time do managers waste each day, searching for information? 0-30 min 1-3 Hours Over 3 HoursSource: Accenture survey released January 4, 2007 4 © 2011 IBM Corporation
  5. 5. Time managers waste each day searching for information 0-30 min 1-3 Hours Over 3 HoursSource: Accenture survey released January 4, 2007 5 © 2011 IBM Corporation
  6. 6. What percentage of managers accidentally use the wrong information at least once a week?100 80 60 Over 50% OPTION THREE 40 30-50% OPTION TWO 20 0-30% OPTION ONE 0Source: Accenture survey released January 4, 2007 6 © 2011 IBM Corporation
  7. 7. What percentage of managers accidentally use the wrong information at least once a week?100 80 60 Over 50% OPTION THREE 40 30-50% OPTION TWO 20 0-30% OPTION ONE 0Source: Accenture survey released January 4, 2007 7 © 2011 IBM Corporation
  8. 8. Performance Management Financial Management Revenue Expense PERFORMANCEManagement Management Long Term Asset Management8 © 2011 IBM Corporation
  9. 9. Performance Management Financial Management How are we doing? Revenue Expense PERFORMANCEManagement Management Long Term Asset Management9 © 2011 IBM Corporation
  10. 10. Performance Management Financial Management How are we doing? Why? Revenue Expense PERFORMANCEManagement Management Long Term Asset Management10 © 2011 IBM Corporation
  11. 11. Performance Management Financial Management How are we doing? Why? What should we be doing? Revenue Expense PERFORMANCEManagement Management Long Term Asset Management11 © 2011 IBM Corporation
  12. 12. Performance Management Framework for Coordinated Decision Making Finance Operations Product Development Sales PERFORMANCE Marketing Customer Human Service Resources IT/Systems12 © 2011 IBM Corporation
  13. 13. A System for Performance Management Finance • Shared Understanding Operations Product Development • What has happened • Why it happenedSales PERFORMANCE • What needs to be done Marketing • What is likely to happen Customer Human Service Resources IT/Systems • Information Prioritized by Strategy 13 © 2011 IBM Corporation
  14. 14. Performance Management Maturity ModelAMR Research technology, people, processSource: AMR Research BI/PM maturity model - technology, people, process 14 © 2011 IBM Corporation
  15. 15. Performance Management Maturity ModelAMR Research technology, people, process Step 4: Orchestrating Step 3: Are we all on the Collaborating same page? Step 2: Where are we going? AnticipatingStep 1: Where are we now?Reacting Where have we been? • Project based departmental approach • Function-specific metrics • Use of spreadsheets/ manual processes • Focus on data access, reducing report cycle time • Last business cycle viewSource: AMR Research BI/PM maturity model - technology, people, process 15 © 2011 IBM Corporation
  16. 16. Performance Management Maturity ModelAMR Research technology, people, process Step 4: Orchestrating Step 3: Are we all on the Collaborating same page? Step 2: Where are we going? AnticipatingStep 1: Where are we now?Reacting • Projects more strategic, visible across depts. Where have we been? • Functions are largely siloed • Project based departmental approach • VP-level accountability • Function-specific metrics • Tools & business process based - dashboards prominent • Use of spreadsheets/ manual processes • Focus on bottom-line performance (cost savings); • Focus on data access, reducing report cycle time • Current status view • Last business cycle viewSource: AMR Research BI/PM maturity model - technology, people, process 16 © 2011 IBM Corporation
  17. 17. Performance Management Maturity ModelAMR Research technology, people, process Step 4: Orchestrating Step 3: Are we all on the Collaborating same page? Step 2: Where are we going? Anticipating • Multi-department, across silosStep 1: Where are we now? • Collaborative, accountable, coordinatedReacting • Projects more strategic, visible across depts. • Operational/financial metrics Where have we been? from the top • Functions are largely siloed • Project based departmental • Integrated planning - aligns approach • VP-level accountability resources across groups • Function-specific metrics • Tools & business process based -• Focus on performance dashboards prominent improvement • Use of spreadsheets/ manual processes • Focus on bottom-line performance (cost savings); • Focus on data access, reducing report cycle time • Current status view • Last business cycle viewSource: AMR Research BI/PM maturity model - technology, people, process 17 © 2011 IBM Corporation
  18. 18. Performance Management Maturity ModelAMR Research technology, people, process Step 4: Orchestrating Step 3: Are we all on the same page? Collaborating • Performance culture exists Step 2: Where are we going? • Top down executive buy-in Anticipating • Multi-department, across silos • Single consistent view of the enterpriseStep 1: Where are we now? • Collaborative, accountable, coordinated • Goal setting cascadesReacting • Projects more strategic, visible through operational areas across depts. • Operational/financial metrics Where have we been? from the top • Integration with service-level • Functions are largely siloed agreements • Project based departmental • Integrated planning - aligns approach • VP-level accountability resources across groups • Function-specific metrics • Tools & business process based -• Focus on performance dashboards prominent improvement • Use of spreadsheets/ manual processes • Focus on bottom-line performance (cost savings); • Focus on data access, reducing report cycle time • Current status view • Last business cycle viewSource: AMR Research BI/PM maturity model - technology, people, process 18 © 2011 IBM Corporation
  19. 19. Performance Management Maturity ModelAMR Research technology, people, process Step 4: Orchestrating Step 3: Are we all on the Collaborating same page? Step 2: Where are we going? AnticipatingStep 1: ?% Where are we now?Reacting ?%Where have we been? ?% ?%Source: AMR Research BI/PM maturity model - technology, people, process 19 © 2011 IBM Corporation
  20. 20. Performance Management Maturity ModelAMR Research technology, people, process Step 4: Orchestrating Step 3: Are we all on the Collaborating same page? Step 2: Where are we going? AnticipatingStep 1: 3% Where are we now?Reacting 7%Where have we been? 55% 35%Source: AMR Research BI/PM maturity model - technology, people, process 20 © 2011 IBM Corporation
  21. 21. WHAT IS NEEDED?Enterprise-class platform Reliable and scalable software that is low cost to deploy, manage and maintainComplete, consistent viewof information, anytime, anywhere Capabilities for all user communities to ensure access to the right information for better decision-makingSolutions based on Best Practices Analytic Applications, Services, Support and more that accelerate deployment and success 21 © 2011 IBM Corporation
  22. 22. WHAT IS NEEDED?Enterprise-class platform Reliable and scalable software that is low cost to deploy, manage and maintainComplete, consistent viewof information, anytime, anywhere Capabilities for all user communities to ensure access to the right information for better decision-makingSolutions based on Best Practices Analytic Applications, Services, Support and more that accelerate deployment and success 22 © 2011 IBM Corporation
  23. 23. What Problems do Cognos and IBM Solve Together?Information On Demand Unlocks the Value of Information to OptimizeBusiness for Competitive Advantage Financial Workforce Dynamic Customer & Product Risk Insight Optimization Supply Chain Multi-Channel Better Business Profitability Marketing Business Optimization Outcomes Leverage information to better understand and optimize business performance Establish accurate, trusted information for a single version of the truth, managed over time Flexible Architecture for Leveraging Existing Investments An efficient and solid foundation for managing data and content over its lifecycle Other Information & Application Sources 23 © 2011 IBM Corporation
  24. 24. WHAT IS NEEDED?Enterprise-class platform Reliable and scalable software that is low cost to deploy, manage and maintainComplete, consistent viewof information, anytime, anywhere Capabilities for all user communities to ensure access to the right information for better decision-makingSolutions based on Best Practices Analytic Applications, Services, Support and more that accelerate deployment and success 24 © 2011 IBM Corporation
  25. 25. All Capabilities in One Product• Query• Reporting• Analysis• Dashboarding• Scorecards• Event Management• Planning & Budgeting• Consolidation• Statistics and Predictive Analysis Eliminates need for multiple tools, 25 lowering costs and easing standardization © 2011 IBM Corporation
  26. 26. WHAT IS NEEDED?Enterprise-class platform Reliable and scalable software that is low cost to deploy, manage and maintainComplete, consistent viewof information, anytime, anywhere Capabilities for all user communities to ensure access to the right information for better decision-makingSolutions based on Best Practices Analytic Applications, Services, Support and more that accelerate deployment and success 26 © 2011 IBM Corporation
  27. 27. Blueprints27 © 2011 IBM Corporation
  28. 28. Our Commitment: • Innovation that drives performance • Solutions for your success • Partnership for the journey28 © 2011 IBM Corporation
  29. 29. Thank You! 29 © 2011 IBM Corporation

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