Presentation on "Views on 2030" by Dr. Holger Kohl during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai

1. 6th International Benchmarking Conference
Future of Benchmarking 2030
07th March, 2012 – Dubai, UAE
Dr. Holger Kohl
Vice-Director Corporate Management
Head of Department
Business Excellence Methods
Fraunhofer IPK – Berlin – Germany
© 2010 FHG-IPK, 1

2. Population Growth, Standard of Living and Resource Usage
© 2010 FHG-IPK, 2 Source: CIRP Annals – Manufacturing Technology 57 (2008) 641 - 659

3. Why Knowledge Management and Best Practice Sharing?
100%
decrease in validity of Knowledge
Relevance of Knowledge
School Knowledge
50%
University Knowledge
Professional Knowledg
0%
Technological Knowled
0 Year 5 Years 10 Years
Period of Validity of Knowledge
Source: Charlier et al. 1994: 120

4. Potentials for Knowledge Management and
Best Practice Sharing?
exponential increase
increasing
of available
fluctuation
knowledge
decentral
Global organization
Perspective
marginal costs short
for storage product
and transfer life-cycles
Source: Bullinger et al.
(2004)
© 2010 FHG-IPK, 4

5. Core activities for synchronizing elements between
people, process and IT
Employees as
People Bearers o
Knowledge and
Community of experts Best Practices
Core KM activities
to share tacit to synchronize the
knowledge process tasks and
Apply Store knowledge tasks
Business Process a
application field an
Process Design
solution
Verteilendes
Fach-
Perform
Lessons Learned context of knowledg
and Best Practice
Knowledge Portal to support the
usage of explicit Best Practice
knowledge within the process
Information technology as
tool to handle the explici
IT knowledge and Bes
Solution Database Lessons Learned KPIs
Practice Information
© 2010 FHG-IPK, 5

6. Interoperability Aspects
Communication & Cooperation
Enterprise 1 Enterprise 2
Organisation Structures
&
Models
Knowledge
&
Semantic / Notations
IT Infrastructures
&
IT Applications
© 2010 FHG-IPK, 6

7. Today‘s Practices for Business Intelligence and
Benchmarking
Visual Business Intelligence becomes more and more important
for Business Managers
© 2010 FHG-IPK, 7

8. Visual Business Intelligence Needs
Three kinds of Tools available
 Statistical Business Intelligence Tools
 Tools for Data Analysis and und Dashboarding
 Usual Business Intelligence-Tools are still based
on Excel
Increasing Importance for visual Components
 Easy Usability
 More Complex possibilities for Analysis
 Transparent Business Processes
© 2010 FHG-IPK, 8

9. Development of Service oriented architectures for Business
Intelligence and Benchmarking
Internet/ Work Portal/
On-board Mission Desktop PDA/ Smart Printers/ B2B
Intranet Work Lists/ Kiosk Biometric RFID
Information Application Handheld Phone Readers Cockpit Application
FrontPlane™ Access Collaboration Review
Efficient consumption
of enhanced
business value Presentation Portal User Access Device User Account Application Access
BPM BAM Enterprise Content
Analytics, Mining & Reporting
Business Biz Process Mgmt Event Correlation &
CrossPlane™ & BPEL Engine Biz Activity Monitoring
Directory Management
Interoperabilität - SOA
Interoperabilität - SOA
Event & Service Services Services
Packaging, enhancing Choreography
and controlling Operational Data Data
business value Content Data Store Warehouse Mart
Business Rules Business Rules Engine &
Management System Security Management Business Information
Event & Service Meta-Data EII ETL
Orchestration Repository Enterprise Extract,
BackPlane™ Service Registry Intelligent Routing Transformation
Information
Integration
Transform
& Load
Enterprise
Revealing, correlating, Service
and leveraging Bus (ESB) Web Services Messaging Meta-Data Information Integration
business value
Adapters JCA JMS JDBC TCP/IP FTP PLCS EAI OAGIS TAFMIS Inventory W’house JPA MJDI ...
Point Solutions
Hidden, dispersed,
and un-leveraged • Surveillance • Payroll • Inventory • Gathering
• Target Acquisition • Recruitment • Warehouse • Protection
business value
• Surveillance • Training • MRO • Analysis
• Reconnaissance
Command & Control • Veterans
Personnel • Industry
Logistics • Dissemination
Intelligence
© 2010 FHG-IPK, 9

10. est Practice Oriented Networking (BPON) –
anagement-Cockpit in networked Management
Management Management
Level 1 Level 2
Management Management
Levels (Activities) Levels 2+3
© 2010 FHG-IPK, 10

11. The Information Platform –
Potentials for a Management Cockpit in networked Management
Production
Management
Service Oriented Architecture (SOA)
Business Process Management
Procurement
2nd Level:
Event Event Senior Managemen
Business Oriented
OPERATIONAL Command
Knowledge
DATA Center
Event sharable
Base
HR
Logistic
CRM
other
Management
Tasks Management Cockpit
© 2010 FHG-IPK, 11

12. © 2010 FHG-IPK, 12

13. Challenges and Solutions for Benchmarking 2030
■ Interoperability of IT-Systems and Databases and Best Practice
Processes
■ Transparent Best Practice Business Processes
■ Business Intelligence Systems for Benchmarking / Visual
Analytics and Management Cockpits
■ Enhancing the use of modern communication technologies, as
■ Social Networks
■ TV-Channels
■ Mobile Advices (e.g. i-pad, i-phone, etc. )
■ Including virtual reality for most effective Best Practice Transfer
© 2010 FHG-IPK, 13

14. Questions and Answers
Thanks for Attention
Dr. Holger Kohl
Vice Director Corporate Management
Head of Department
Benchmarking (2009) Fraunhofer IPK
Guideline for Best Practice
Comparisons Division Corporate Management
Hrsg.: Mertins, Kai; Kohl, Holger Pascalstraße 8-9
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Experten!
10587 Berlin, Germany
Intellectual Capital  holger.kohl@ipk.fraunhofer.de
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© 2010 FHG-IPK, 14