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Tech executives club webinar kpmg final v72209
Tech executives club webinar kpmg final v72209
Tech executives club webinar kpmg final v72209
Tech executives club webinar kpmg final v72209
Tech executives club webinar kpmg final v72209
Tech executives club webinar kpmg final v72209
Tech executives club webinar kpmg final v72209
Tech executives club webinar kpmg final v72209
Tech executives club webinar kpmg final v72209
Tech executives club webinar kpmg final v72209
Tech executives club webinar kpmg final v72209
Tech executives club webinar kpmg final v72209
Tech executives club webinar kpmg final v72209
Tech executives club webinar kpmg final v72209
Tech executives club webinar kpmg final v72209
Tech executives club webinar kpmg final v72209
Tech executives club webinar kpmg final v72209
Tech executives club webinar kpmg final v72209
Tech executives club webinar kpmg final v72209
Tech executives club webinar kpmg final v72209
Tech executives club webinar kpmg final v72209
Tech executives club webinar kpmg final v72209
Tech executives club webinar kpmg final v72209
Tech executives club webinar kpmg final v72209
Tech executives club webinar kpmg final v72209
Tech executives club webinar kpmg final v72209
Tech executives club webinar kpmg final v72209
Tech executives club webinar kpmg final v72209
Tech executives club webinar kpmg final v72209
Tech executives club webinar kpmg final v72209
Tech executives club webinar kpmg final v72209
Tech executives club webinar kpmg final v72209
Tech executives club webinar kpmg final v72209
Tech executives club webinar kpmg final v72209
Tech executives club webinar kpmg final v72209
Tech executives club webinar kpmg final v72209
Tech executives club webinar kpmg final v72209
Tech executives club webinar kpmg final v72209
Tech executives club webinar kpmg final v72209
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  • 1. Technology Executives ClubEmerging Trends in Business IntelligenceJuly 2009
  • 2. Agenda• Speaker Introduction• Today’s Environment• Emerging Trends and the Pragmatic Approach to Application – Data Visualization – Predictive Analytics – Reporting on Unstructured Data • Social Media Analytics – BI Enterprise Rationalization• An Enterprise BI Framework• Case Study: BI Enterprise Rationalization• Questions• Contact Information © 2009 KPMG LLP, a U.S. and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative. 1
  • 3. Agenda• Speaker Introduction• Today’s Environment• Emerging Trends and the Pragmatic Approach to Application – Data Visualization – Predictive Analytics – Reporting on Unstructured Data • Social Media Analytics – BI Enterprise Rationalization• An Enterprise BI Framework• Case Study: BI Enterprise Rationalization• Questions• Contact Information © 2009 KPMG LLP, a U.S. and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative. 2
  • 4. Introductions George Haenisch Thomas A Matarelli Senior Manager Manager KPMG Advisory KPMG Advisory ghaenisch@kpmg.com tmatarelli@kpmg.com 312-665-2850 (office) 312-665-1834 (office) 630-240-2130 (cell) 312-545-6290 (cell)George has over 14 years of leadership and Thomas is a CPA and MBA, with has over 14extensive technical experience in Business years in financial reporting, systems integrations,Intelligence and Performance Management. and financial process controls. He specializes in financial data analysis and BI deployments andHe has assisted clients with Financial and leads the Midwest’s practice around SAS 99 andOperational Planning, Budgeting and Reporting, financial data analytics.Data Warehousing, Enterprise ResourcePlanning, Enterprise Architecture, IT Strategy, Since starting with KPMG in 2006, Thomas’s workCustomer Relationship Management, Supply experience has included the use of data analyticsChain Management, Service Oriented for the collection, management and reporting ofArchitecture, and Application Development. financial, accounting, and operational-level data. © 2009 KPMG LLP, a U.S. and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative. 3
  • 5. Agenda• Speaker Introduction• Today’s Environment• Emerging Trends and the Pragmatic Approach to Application – Data Visualization – Predictive Analytics – Reporting on Unstructured Data • Social Media Analytics – BI Enterprise Rationalization• An Enterprise BI Framework• Case Study: BI Enterprise Rationalization• Questions• Contact Information © 2009 KPMG LLP, a U.S. and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative. 4
  • 6. Today’s Environment Enterprises today are starved for information to manage their business• More than 50% of the information [Managers] obtain has no value to them 1• 69% of all CFOs rank Measuring/Monitoring Business Performance as their top priority 2• Data Warehousing projects have a 70-80% failure rate 3• Organizations often fail to execute their strategy – failure rates may range from 60-90%. 41 Source: Accenture study of over 1,000 managers of large companies in the UK and US, January 20072 Source: IBM CFO Study, December 20053 Source: Bill Inmon, “Information Management: Charting the Course: Little White Lies,” DM Review, August 20014 Source: R Kaplan and D P Norton, “Creating the Office of Strategy Management”, Harvard Business Review, April 2005 © 2009 KPMG LLP, a U.S. and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative. 5
  • 7. Gartner Predictions for Business Intelligence (2009)“The economic crisis will reveal which enterprises have a soundinformation infrastructure and which do not” 5In 2009o Collaborative decision-making will emerge as a new product category that combines social software with BI platform capabilitiesBy 2010o 20% of organizations will have industry-specific analytic application delivered as software- as-a serviceBy 2012o Business Units (not IT) will be held responsible for more than 40% of the total budget for BI projectso More than 35% of the top 5000 global companies will make uninformed decisions due to underinvestment in information infrastructure and business-user tools.o 1/3 of analytic applications applied to business processes will be delivered through large- grained application mashups 5 Source: L. McKay, “Gartner Gives BI a High 5”, destinationCRM.com, February 2009 © 2009 KPMG LLP, a U.S. and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. 6 KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.
  • 8. Agenda• Speaker Introduction• Today’s Environment• Emerging Trends and the Pragmatic Approach to Application – Data Visualization – Predictive Analytics – Reporting on Unstructured Data • Social Media Analytics – BI Enterprise Rationalization• An Enterprise BI Framework• Case Study: BI Enterprise Rationalization• Questions• Contact Information © 2009 KPMG LLP, a U.S. and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative. 7
  • 9. Emerging TrendsData VisualizationDefinition: The communication of information through graphical means. Historically, datavisualization was achieved through executive dashboards with graphs and widgets, but itincludes any graphic that conveys information.Benefits • Simplifies interpretation of data for non-technical users • Enables efficient identification of trends in performance over time • May emphasize points of concern for management and enable timely responses Source: Time Magazine © 2009 KPMG LLP, a U.S. and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative. 8
  • 10. Emerging TrendsPragmatic ApplicationPragmatic Application of Data Visualization1.Pilot Effectively: Identify a subset of users that are currently doing analytical work. Thissmall community can become the change agents for this new tool, it will also provide acommunity of experts to leverage when rolling out the technology to a broader user group.2.Data Linkage and Network Analysis : Link analysis has been used extensively in thepublic sector. Crime reduction and national security have been two areas where theprocess has been quite successful, which has lead to a mainstream analysis model forrevealing relationships and associations that are often hidden in corporate data. Rich,interactive relationship diagrams are a key part of a complete visualization solution withthe ability to bundle networks of similar objects to assess disambiguity and visualize largedata sets.3.Geospatial mashups: Geospatial analysis is becoming critical to virtually everyapplication domain. Visualization should include integrated geospatial analysis throughintegration with major third party providers such as Google, ESRI and Microsoft.4.Training :It is important to remember that changing an analytic process implies changingthe way that people have been working. Comprehensive training will be a critical successfactor to the adoption of next generation approaches. © 2009 KPMG LLP, a U.S. and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative. 9
  • 11. Emerging TrendsPredictive AnalyticsDefinition: A Set of BI techniques that uncovers relationships and patterns within volumesof data to make predictions about future behaviors based on current and historical data.Predictive Analytics is forward-looking. Common examples include the credit scoringsystem and insurance underwriting.Benefits • Enables proactive decisions instead of only reacting to past events • Enables management to anticipate negative events and lessen their impact on the business • Improves effectiveness of marketing campaigns by predicting customer behavior and targeting appropriately © 2009 KPMG LLP, a U.S. and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative. 10
  • 12. Emerging TrendsPragmatic ApplicationPragmatic Application of Predictive Analysis1. Utilize a methodology for the program: 25% of the effort is data preparation, 18% is data exploration, and 25% is data modeling (6) so following a plan to stay on course2. Utilize business analysts that understand the interplays of variables across narrow business processes and can model the business, for example… Source Risk Response Machine maintenance Breakdowns Preventative maintenance programs Customer payments Bank loan defaults Early detection programs Customer purchases Ineffective marketing Cross sell/upsell Purchase history Fraud Purchasing red flags3. Integrate the business analysts (modelers) into the BI Team and prioritize their requirements: satisfy their insatiable need for data access, powerful tools, and capacity4. Leverage the enterprise data warehouse: utilize a single source to prepare and store the data5. Demonstrate the value to the business! Predictive analysis that can forecast trends will require a high degree of confidence; consider parallel modeling to provide the results 6 – Source: TDWI “Extending the Value of Your Data Warehouse Investment” by Wayne W Eckerson © 2009 KPMG LLP, a U.S. and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative. 11
  • 13. Emerging TrendsReporting on Unstructured DataData can be described as follows: Structured: the extreme of the continuum, is Unstructured and Structured Data in Warehouses Today found in relational databases, often with standard tables and fields accessed via SQL Semi-Structured: data stored in spreadsheets, flat files, EDI, RSS feeds and Figure 1. 7 From TDWI study of 370 respondents. XML documents Unstructured data: the other extreme, these are mostly documents like word processing files, reports, emails, web portals, instant/test messaging, voice recognition, and wikis • A recent study by TDWI (7) indicates 47% of a companies’ data is structured (and available to traditional BI platforms) while 53% is unstructured or semi-structured, indicating that important information is missing from enterprise data and BI • Companies are trending towards more unstructured data sources • Therefore, the enterprise BI solution may not be complete without a strategy to incorporate the information contained in semi and unstructured data sources 7 – Source: TDWI Quantifying the Data Continuum By Phillip Russom © 2009 KPMG LLP, a U.S. and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative. 12
  • 14. Emerging TrendsPragmatic ApplicationPragmatic Application for Utilizing Unstructured Data 1. Provide meaning to unstructured/semi-structured data: • Change the way data is modeled via metadata tags, ETL, parsing, and attributing to ‘structure’ the data in include into the enterprise data warehouses and BI reporting 2. Provide tools for text analytics: where software “transforms” the text i.e. parses text and extracts facts (names, accounts, complaints) about important entities (employees, products, customer) and stores them into a structured format 3. Investigate BI-search capabilities: – BI tools are now allowing Google-like search for documents, reports, and data artifacts that may be useful to the user – Discovers multiple possibilities rather than exact answers – Increases ease of use; BI applications tend to be rather complex; BI Search can be used by novices to find information quickly – Anyone who browses the web can associate search with unstructured data – finding files, web pages, and documents 4. New vendor technologies: Vendors are now offering tools to search unstructured/semi-structured data and combine it with other data for analysis. Intelligent Search can search multiple sources at once – including Web sources (Google, Yahoo, etc.), subscription sources (LexisNexis, Factiva), and custom/internal sources (connectors can be written to anything with a search box or API) © 2009 KPMG LLP, a U.S. and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative. 13
  • 15. Emerging TrendsSocial Media Analytics – An Example of Unstructured DataDefinition: The use of business intelligence technologies to identify, track, and participatein web conversations about a particular brand, product or issue, with emphasis onquantifying the trend in each conversations sentiment and influence.Benefits • Enables tracking and participation in web conversations about your product or service • Attempts to quantify brand loyalty and public perception of your product • Provides timely market research and insight for new product development © 2009 KPMG LLP, a U.S. and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative. 14
  • 16. Emerging TrendsPragmatic ApplicationPragmatic Application for Social Media Analytics 1. Look in the mirror: identify the tools you already have. Active blogs, community sites, internal forums, and external forums are the first place to start 2. Website Statistics: gigabytes of clickstream, usage, page view, and other web stats are sitting idle on your web servers (or your outsourced providers). Request the data, and start to integrate with corporate communications and marketing objectives 3. Buy a tool: multiple offerings are available from purchasing to hosting, to one time projects to assess the data. For a product or service based company, you can quickly identify ‘sentiment analytics’ to see your product of brand is perceived in the marketplace, without using traditional focus groups or surveys. 4. Do an internal study of usage: you will be surprised how often internal data and intellectual property will ‘leave’ your companies walls. 5. Update your internet usage policy: by assessing your current environment you will have the support to make an effective modification to not you usage polices to not only protect your assets, but to leverage new business models. © 2009 KPMG LLP, a U.S. and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative. 15
  • 17. Emerging Trends BI Enterprise Rationalization Definition: Implementing BI standards to consolidate overlapping tools, technologies, lower costs, and drive an enterprise strategy that maximizes the benefits of BIA Typical Company Portfolio BI Product 1 Manufacturing• Its it not uncommon for a company to have 6+ BI Product 2 BI, ETL, and data warehouses vendors, and BI Product 3 Marketing different solutions for various departments• BI solutions may be localized, with multiple IT OLAP Analysis 1 and business groups planning unique solutions OLAP Analysis 2 Sales• The result is multiple, overlapping technologies• Multiple versions of the truth and excessive Dashboard 1 support costs Data warehouse 1 Finance• Data elements are used in multiple systems Data warehouse 2• The company lacks an enterprise strategy• Costs of fragmentation are increasing Data Mart 1 Other Divisions• No enterprise wide strategy, and not linked to major initiatives © 2009 KPMG LLP, a U.S. and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative. 16
  • 18. Emerging TrendsPragmatic ApplicationPragmatic Application for BI RationalizationIdentifying a corporate imperative such as ERP consolidation (or new implementation) as astimulus to create an enterprise BI strategy and implementation roadmap whichconsolidates and centralizes BI into a standard integrated stack.Benefits of Rationalization1. Consolidate vendor applications Manufacturing Marketing2. Reduce costs and realize ROI, economies of Standard, Integrated Stack scale, enterprise licenses agreements3. Provide an true enterprise view by combining Executive multiple systems Dashboards4. Consistency across applications OLAP/BI/ Search5. Increase user capabilities Sales Finance6. Create centers of excellence (specialization) Data Marts7. Increase control over the underlying information Data via an enterprise grade infrastructure Warehouse8. There are barriers to rationalization - organizations need a plan HR Enterprise © 2009 KPMG LLP, a U.S. and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative. 17
  • 19. Agenda• Speaker Introduction• Today’s Environment• Emerging Trends and the Pragmatic Approach to Application – Data Visualization – Predictive Analytics – Reporting on Unstructured Data • Social Media Analytics – BI Enterprise Rationalization• An Enterprise BI Framework• Case Study: BI Enterprise Rationalization• Questions• Contact Information © 2009 KPMG LLP, a U.S. and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative. 18
  • 20. An Enterprise Business Intelligence Framework Frameworks help communicate a multi-dimensional .view of Business Intelligence © 2009 KPMG LLP, a U.S. and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative. 19
  • 21. An Enterprise Business Intelligence FrameworkHow the Framework is UsedEnterprise Frameworks help organizations:• Drive organizations to address required components of Business Intelligence• Help reduce the risk of project failures• Align organizational thinking around the definition of Business Intelligence © 2009 KPMG LLP, a U.S. and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative. 20
  • 22. Agenda• Speaker Intro and background• Today’s Environment• Emerging Trends and the Pragmatic Approach to Application – Data Visualization – Predictive Analytics – Reporting on Unstructured Data • Social Media Analytics • BI Text Search – BI Enterprise Rationalization• KPMG Framework• Case Study: BI Enterprise Rationalization• Contact Information © 2009 KPMG LLP, a U.S. and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative. 21
  • 23. Example Case Studies of Enterprise RationalizationGlobal Health Sciences CompanyClient Background and ChallengeOur client was in the process of consolidating multiple global ERP platforms down to fourregional instances. The key benefit of this initiative was increased business intelligence (BI)capabilities, providing transparency in reporting.In order to achieve this benefit, the client faced numerous challenges:• Lack of a comprehensive strategy for reporting across multiple ERP and other source systems• Lack of alignment between business and IT around enterprise business strategy• Maintenance, support and integration of: – Multiple disparate Data Warehouses/Marts, and spread marts – Multiple disparate systems and separate reporting environments/strategies – Multiple enterprise application integration tools• Master data not defined in a centralized fashion or at consistent levels• Inability to drill-down and through to the source data in transaction and operational data stores• Inability to seamlessly integrate supply chain data with financial data © 2009 KPMG LLP, a U.S. and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative. 22
  • 24. Example Case Studies of Enterprise RationalizationEvolution of the StrategyThe establishment of the Global Health Sciences Company Global BI Frameworkand Strategy is the first element in the evolution to the end state Provide Establish Implement Feedback Global BI Strategy Foundation Framework Evangelize Communicate Foster interaction; inform end users of the goals, direction and available functionality of the BI program Define Vision Define the Future Prepare for Success Empower Users EnhanceEstablish the vision: Identify the roadmap: Build foundational Think Big, Act Local Continuous• Establish BI guiding • Assess current elements including: • Tactical pilots Improvement principles state • Architecture/tools driving business • Capture feedback• Provide high-level • Define conceptual • Resources/skill sets results and early • Analyze root direction of BI end-state success causes • Governance and environment • Define roadmap to ownership • On going • Make course (people, process, achieve implementations corrections technology) • Change Management © 2009 KPMG LLP, a U.S. and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative. 23
  • 25. Example Case Studies of Enterprise Rationalization Business StrategyGlobal BI Framework Definition: Business Strategy Alignment AlignmentAlignment of Business Intelligence to enterprise strategy will drive consistencythrough the organization. • BI initiatives will align with IT strategies, Business strategies, and Corporate Goals • BI initiatives will be evaluated based on their alignment, both in-flight/planned and Model 1 new initiatives n i ve Summary Dr e gy rat Planning, Budgeting, Forecasting St Align and Manage • ERP Transactional Reporting will be Objectives and Performance Dashboards and Scorecards Spreadsheets Visualization Dr ive n pulled directly from ERP; other reporting s ts Detail Measure and Decide Ad-hoc Query OLAP An Discover and Innovate al y will be pulled from BI applications Management Reporting Data Mining Search & Text Mining In-Memory Operational Analytics Measure and Optimize e n BI BAM riv sD es ERP Reporting oc Transactional Reporting Pr Events Process Enterprise Environment Periphery Sense and Respond Model 2 © 2009 KPMG LLP, a U.S. and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative. 24
  • 26. Example Case Studies of Enterprise Rationalization GovernanceGlobal BI Framework Definition: GovernanceGovernance provides oversight, direction, and accountability to the enterprise, thisis facilitated through a Business Intelligence Competency Center (BICC) • BICC formalizes BI oversight, governance, and prioritization of initiatives • BICC supports end-users and promotes BI efforts to the organization • BICC communicates member activity Model 3 and data governance standards • BICC to align with ERP governance while leverage existing knowledge • BICC will have IT and business representation supported through executive sponsorship Model 4 © 2009 KPMG LLP, a U.S. and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative. 25
  • 27. Example Case Studies of Enterprise Rationalization PerformanceGlobal BI Framework Definition: Performance Mgmt Process and Reporting Mgmt Process and ReportingMetrics and KPIs gauge strategic and operational performance; Building Blocks willfoster data transparency through standard, regional, and local BI applications. • Performance Management process discipline provides aligned metrics for each level of the organization. This defines executive, management, analysis and operational metrics globally, regionally and locally. Model 5 • BI Applications which are used by all the regions are defined as “standard” BI applications • Regional and local BI Applications will be defined based on the standard template • Reconciliation occurs amongst all applications Model 6 © 2009 KPMG LLP, a U.S. and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative. 26
  • 28. Example Case Studies of Enterprise Rationalization IntegratedGlobal BI Framework Definition: Integrated Information Management Information MgmtIntegration Information Management is the process and technology that ensures thedata foundation is trusted and traceable to the source. • A Global BI Data Model will be determined at the global level • Conformed dimensions transform data into global, regional and local information Model 7 Model 8 • Aligned with the Global MDM initiative, the Master Data System feeds regional and global warehouses with Master Data. • Metadata is centralized into one Metadata Management application, Model 9 providing both business and technical data references • Global Metadata is managed at the global level; region specific metadata is managed at the regional level (including in-region local metadata) Model 10 © 2009 KPMG LLP, a U.S. and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative. 27
  • 29. Example Case Studies of Enterprise Rationalization Business IntelligenceGlobal BI Framework Definition: Business Intelligence Platform PlatformThe Business Intelligence Platform provides the right information in the right toolthrough the right channel.• A Formal Process to determine global BI tools should be implemented • BI application suites • ETL/EAI/EII tools • DW tools © 2009 KPMG LLP, a U.S. and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative. 28
  • 30. Example Case Studies of Enterprise Rationalization InfrastructureGlobal BI Framework Definition: InfrastructureInfrastructure delivers trusted, secure, integrated data infrastructure for analysisand decision making. • Global data warehouse contains summary information from regional data warehouses • Regional Warehouses contain detailed (transactional) level data from regional source systems • Global and regional warehouses strive Model 13 for daily data refresh and are in-sync at summary levels. • The BI Data model is replicated into each regional warehouse • Within the warehouse(s), data is organized by Subject Areas to support functional areas Model 8 © 2009 KPMG LLP, a U.S. and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative. 29
  • 31. Example Case Studies of Enterprise Rationalization Approach: Establish an Enterprise BI Framework The BI Strategy is adapted from the KPMG enterprise framework Current complexity Future BI StateBusiness Strategy Alignment Few Metrics defined, no Alignment of Metrics alignment No Global GovernanceGovernance Some Regional BICC GovernancePerformance Management Process No Standard Applications Standard Building Blocks / Applicationsand Reporting (“Applications”) Leverage Specific data models.Integrated Information Management Some Data Masters but not One single data model /(“Data”) MDM (Master Data Mgt) for all Leverage Cognos understood as the Standard tools already definedBusiness Intelligence Platform standard, but not used in a by GIP (Global Information(“Tools”) consistent way Platform) Leverage 4 Regional Data WarehousesInfrastructure No standards around data 1 Summary Global Data(“Data Warehouse Infrastructure”) warehouse Warehouse Complex environment and structure Organized simplified environment © 2009 KPMG LLP, a U.S. and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative. 30
  • 32. Example Case Studies of Enterprise RationalizationApproach: Create a Future State VisionThe regional template provides a consistent approach across the regions and astructure that can be leveraged in development. Below is the source to decisionmodel for a typical region © 2009 KPMG LLP, a U.S. and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative. 31
  • 33. Example Case Studies of Enterprise RationalizationApproach: Create a RoadmapA roadmap serves as a guideline for when each element of a BI solution should beimplemented LA Interim Solution LA Interim Solution UCAN Interim Solution UCAN Interim Solution RE APAC Interim Solution APAC Interim Solution Potential EU Interim Solution Potential EU Interim Solution LA LA UCAN UCAN Canada ERP Global Global Regional Regional Canada APAC Argentina Argentina Australia Australia APAC Model Model Model Model Spain Spain EU EU BICC BICC BICC /Data BICC /Data BICC /Data Gov Management BICC /Data Gov Management initiation initiation Gov Build out Gov Build out Gov Implemen’n BICC Implemen’n BICC BI Strategy Evangelization and Integration BI Strategy Evangelization and Integration Plan Plan Roadshow Roadshow Building Blocks Building Blocks Global Building Global Building LA - Building LA - Building Validation Validation Blocks Dev Blocks Dev Blocks Dev Blocks Dev Standardization UCAN –Building UCAN –Building Blocks Dev. Blocks Dev. Building Blocks Enhancements Building Blocks Enhancements APAC –Building APAC –Building Blocks Dev. Blocks Dev. EU -Building EU -Building Blocks Dev. Blocks Dev. Data Model Data Model DW DW MDM & BI MDM & BI GDW GDW Combination Combination Template Template Coordination Coordination Build Build RDW- LA Dev RDW- LA Dev Foundation RDW- UCAN Dev DW Enhancements DW Enhancements RDW- UCAN Dev RDW- APAC Dev RDW- APAC Dev RDW- EU Dev RDW- EU Dev Q1 09 Q2 09 Q3 09 Q4 09 Q1 10 Q2 10 Q3 10 Q4 10 Q1 11 Q2 11 Q3 11 Q4 11 Q1 12 Q2 12 © 2009 KPMG LLP, a U.S. and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative. 32
  • 34. Example Case Studies of Enterprise RationalizationExpected OutcomesClient Outcomes• The end of the project was only the beginning of the journey. The client is now in the process of implementing the ERP, as well as the BI components.• The BI strategy enabled the client to identify the proper stakeholders, and people structure to understand how to extract value from the ERP consolidation.• It also enabled the unlocking of key data in the organization and modifying the culture to become more decision oriented, rather than report focused.• The global nature of the project led to greater collaboration between all regions, and fostered shared innovation across each region.• The enhanced visibility will be realized some time in 2011, however foundational components and change agents have already set in. © 2009 KPMG LLP, a U.S. and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative. 33
  • 35. Agenda• Speaker Introduction• Today’s Environment• Emerging Trends and the Pragmatic Approach to Application – Data Visualization – Predictive Analytics – Reporting on Unstructured Data • Social Media Analytics – BI Enterprise Rationalization• An Enterprise BI Framework• Case Study: BI Enterprise Rationalization• Questions• Contact Information © 2009 KPMG LLP, a U.S. and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative. 34
  • 36. Summary and ConclusionMultiple trends are emerging and available, there is a pragmatic approach toaddressing each one:1.Stay focused on business strategy, and the areas of focus that will help you achieve it.2.BI projects are not just a ‘tool’ implementations.3.Identify the appropriate ‘change stimulus’ to make sure maximum success is achieved4.Look to standardize, consolidate, and organize at an enterprise level5.Utilized an enterprise framework to conceptualize and encapsulate a complex topic. © 2009 KPMG LLP, a U.S. and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative. 35
  • 37. Questions?© 2009 KPMG LLP, a U.S. and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative. 36
  • 38. Agenda• Speaker Introduction• Today’s Environment• Emerging Trends and the Pragmatic Approach to Application – Data Visualization – Predictive Analytics – Reporting on Unstructured Data • Social Media Analytics – BI Enterprise Rationalization• An Enterprise BI Framework• Case Study: BI Enterprise Rationalization• Questions• Contact Information © 2009 KPMG LLP, a U.S. and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative. 37
  • 39. Contact George Haenisch Thomas A Matarelli Senior Manager, KPMG LLP Office (312) 665-2850 Manager, KPMG LLP Office (312) 665-1834 Advisory Services Cell (630) 240-2130 Advisory Services Cell (312) 545-6290 KPMG LLP KPMG LLP Suite 1900 Suite 1900 303 E. Wacker 303 E. Wacker Chicago, IL 60601 Chicago, IL 60601 ghaenisch@kpmg.com tmatarelli@kpmg.com KPMG LLP, a Canadian limited liability partnership. KPMG LLP, a Canadian limited liability partnership. The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. No one should act on such information without appropriate professional advice after a thorough examination of the particular situation. © 2009 KPMG LLP, a U.S. and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative. 38

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