Cavin Griffiths Executive: Business Intelligence Telkom SA Limited 16 th May 2007 Business Intelligence Analysts: The key to BI success

VALUE FROM IT GARTNER, CIO INSIGHT & SA Journal of Information Management all place the exploration and exploitation of information in the company as top priorities for CIO’s. BI – should eliminate guessing and ignorance in organisations by leveraging the masses of data collected and captured in organisations every day. IT management should have the integration of data and information from a variety of sources to support business opportunities as priority. Focus must move from Information technology to information management, analysis and decision support. (More and more outsourcing of operations anyway) Slide

GARTNER, CIO INSIGHT & SA Journal of Information Management all place the exploration and exploitation of information in the company as top priorities for CIO’s.

BI – should eliminate guessing and ignorance in organisations by leveraging the masses of data collected and captured in organisations every day.

IT management should have the integration of data and information from a variety of sources to support business opportunities as priority.

Focus must move from Information technology to information management, analysis and decision support. (More and more outsourcing of operations anyway)

Reporting applications RULES & CULTURE KNOWLEDGE INFORMATION DATA WISDOM Trends & Patterns Implement & use Human mind Experience Plans, processes, system changes Analytical tools Data warehouse

Lessons Learned in BI There is no solution out the box. BI is a culture BIA can drive the importance of BI in the organisation through value adding – process, system and pinpointing problem areas and bottlenecks. Slide

There is no solution out the box.

BI is a culture

BIA can drive the importance of BI in the organisation through value adding – process, system and pinpointing problem areas and bottlenecks.

Success of the BIA depends on The right people – 5 I’s Top level Management buy in Structure and actions– must support strategy and business plan. – In essence – Revenue, cost and customer service. Slide

The right people – 5 I’s

Top level Management buy in

Structure and actions– must support strategy and business plan. – In essence – Revenue, cost and customer service.

Points to remember You get what you measure Every measure creates a behaviour – good or bad “ First look where people walk before you build a road” Slide

You get what you measure

Every measure creates a behaviour – good or bad

“ First look where people walk before you build a road”

HOW ACHIEVED IN TELKOM Truth test Data quality – trash Example of BIA involvement in DSL environment Reports data and results drive process changes Slide

Truth test

Data quality – trash

Example of BIA involvement in DSL environment

Reports data and results drive process changes

How to Design Measures TRUTH TEST. Neely, A. D., Mills, J. F., Gregory, M. J., Richards, A. H., Platts, K. W., & Bourne, M.C.S., (2001), Getting the measure of your business, Cambridge University Press, Cambridge Measure Purpose Target Who measures ? Source of data the data? Who acts on Notes Frequency Relates to Formula What do they do?

Is the measure definitely measuring what it’s meant to measure? Is the measure only measuring what it’s meant to measure? Is the measure consistent whenever or whoever measures? Is any ambiguity possible in interpretation of the results? Can the data be readily communicated and easily understood? Can, and will, the data be acted upon? Is it going to be worth the cost of collecting and analysing the data? Can the data be analysed soon enough so that action can be taken? Will the measure encourage any undesirable behaviours? Test the Measures You design... The truth test The focus test The consistency test The clarity test The access test The “so what” test The cost test The timeliness test The gaming test

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Cavin Griffiths Executive: Business Intelligence Telkom SA Thank -you