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IBM Integrated Realtime Corporate Management 2010

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IBM´s New Offering -Integrated Realtime Corporate Management (IRCM).

IBM´s New Offering -Integrated Realtime Corporate Management (IRCM).


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  • 1. 1 Friedel Jonker, Manager Business Development Analytics & PM V 1.1 Integrated Realtime Corporate Management (IRCM) with IBM´s Integrated Information Management Solutions IBM Infosphere_Cognos/TM1_SPSS_ILOG_Lotus
  • 2. Integrated Realtime Corporate Management (IRCM) IBM Offering IBM IRCM Synergy Play deliver complete, consistens and accurate information that decision-makers trust to optimize business performance. A comprehensive integrated portfolio of business & social intelligence solution for analytical applications give decision-makers clear immediate and acitionable insights into current performance and the ability to predict potential future outcomes. Fore more information refer to: http://www- 01.ibm.com/software/data/ IBM IRCM Agenda: • IBM´s Global Smarter Work Study 2010 –New Way of Working in a IBM Contact New World Order • IBM´s New Intelligence and BAO –Strategy & Solutions Friedel Jonker • IBM´s Global CIO Study 2009 –The CIO of the Future and his/her Agenda Manager Business Development • IBM´s Information Agenda –From current state to desired state Analytics & Performance • IBM´s Information Led Transformation –Plan, Apply and Establish Mangement • IBM as the Partner for the Intelligent Enterprise SME for BI & SI Integration Jonker@de.ibm.com IBM, April 2010
  • 3. IBM Software Group, Information Management Friedel Jonker, Manager Business Development Analytics & PM Career History and Education Selected projects 2008- today IBM, Germany, Manager Business Development Analytics & PM, Managing Consultant CRM & BI Global Pharma Information Company: German Business 1994- 2008 Deutsche Leasing AG, S-Finance Group, Value Concept to improve Sales Force Effectiveness based on Germany, CRM & BI Business and Program Director eBusiness Assessment, Pain Point Analysis, Definition of Requirements and Portfolio Prioritization. 1990- 1994 Citicorp-Citibank AG, Germany, European Manager Contribution: Lead the German Business Value Concept to Marketing Database VISA improve Sales Force Effectiveness. 1989- 1990 Ogilvy & Mather Dataconsult, Germany, Consultant Global German Automotive Company: Global Concept and Database Marketing implementation coordination together with the Boston Consulting Group to set up IT/Data Governance and Data 1988- 1989 Infas, Germany, LOCAL-Direct Project manager for Modelling/Re-Engineering of an As/is Landscape with the SRPM with Location Intelligence (LI) objective to reduce costs in development and maintenance and 1982- 1988 University of Münster, Master of Business increase and secure the Quality of Data as a base for high Management in Marketing & Statistics quality use of CRM, BI/LI for Sales & Risk Performance Management (SRPM). Contribution: Lead the IT/Data Governance and acted as the Languages and Profile SME for all IT/Data Governance related issues at the German, English (fluent). company. CRM, BI/LI Strategy Leader IBM GBS Germany. Global German Bank: Definition of a Business Driven Traffic Light Test Management Concept to successfully implement an Winner of the Sales Excellence Award 2005 from the University Oracle/Siebel CRM & BI solution. of St. Gallen and Handelsblatt. Contribution: Lead the Testmangement and acted as the SME Broad experience in Planning and Implementing value based for all CRM & BI related Testmanagement matters. The CRM & BI/LI Strategy, Processes, Architecture and Systems. Testmanagement Concept is now used as a global handbook Member of the MIT, Member of the Sales Executive Councile and for Testmanagement. member of Marketing Alumni, University of Münster, Germany IBM, April 2010
  • 4. References References –Literature and Presentations Neue Informationsqualität für das VISA Kartenmanagement der Citicorp, in: Oracle Finanzwelt, 1994 Leadership durch Informations- und Lernsysteme, in: Know How, 7/1996, Schumann Unternehmensberatung Database Marketing bei der Deutschen Leasing AG, in: Jahrbuch 2000, Deutscher Direktmarketing Verband e.V. Von Database Marketing zum CRM, in: Computerwoche, 19/2001 Customer Relationship Management, Bericht über das Deutsche Leasing CRM-Projekt, in: GoAhead 9/2001, CSC- Ploenzke CRM – die nächste Generation, Interview mit Friedel Jonker, in: Computerwoche, 33/2002 Mit intelligentem Database Marketing und CRM zu überdurchschnittlichem Markterfolg, in: Cognos- Kundenmagazin Case Study Präsentation C3M-Eagle, marcusevans, FoCus Gipfel CRM, Montreux, 19.-21. Januar 2003 Erfolgreiches Customer Relationship Management bei der Deutschen Leasing AG, Nordakademie, Elmshorn, e-think-tank, Febraur 2003 Konflikte zwischen Vertrieb und Vertrag lösen, in: Praxismagazin für Marktkommunikation der Sparkassen-Finanzgruppe, 2004, 11. Jahrgang, Nr. 5, S 38 ff CRM und Sales -2 Seiten einer erfolgreichen Verbindung, im Beratungsbrief von http://www.vertriebs-experts.de , 23.03.2005 Deutsche Leasing Gruppe: Mit Siebel/Oracle CRM-System das Neugeschäft jährlich um durchschnittlich 12 Prozent gesteigert, in: Oracle Customer Snapshot Juli 2006 CRM als strategisches Element der wertorientierte Unternehmensführung der Deutschen Leasing AG -7P Programm für erfolgreiche CRM-Programme –Position_Path_Portfolio_Program_People_Progress_Performance, marcusevans, FoCus Gipfel CRM, Montreux, 14.-16. Februar 2007 Case Study CRM bei der DL, in Kundenmanagement –Grundlagen-Strategien-Beispiele von Manfred Krafft, März 2007 Vom Callcenter zum Intelligent Multichannel Customer Management Center, IBM Callcenter Circle, Hamburg HASPA, Mai 2008 Neue Technologien schaffen eine Demokratisierung der Information, Initiative Mittelstand http://www.imittelstand.de/themen/topthema_100288.html , 16.11.2009 Integrierte Echtzeit Unternehmenssteuerung (IEU), IBM Partner Channel Kick Off-Berlin-Januar 2010, Salesforce.com Cloudforce2-Frankfurt-März 2010, Teradata Enterprise Intelligence Summit-Berlin-April 2010, IBM Partner University-Frankfurt-April 2010 IBM, April 2010
  • 5. The world is getting smaller and flat and will become more and more Digital. The people need New Intelligence Infrastructures & Applications to getting more complex THINK(G)S done in a shorter time. Die Welt ist kleiner, flacher und wird zunehmend digitaler. Die Menschen benötigen New Intelligence Infrastrukturen & Anwendungen um mehr komplexere Aufgaben in kürzeren Zeiträumen zu erledigen. IBM, April 2010
  • 6. Agenda: Integrated Realtime Corporate Management (IRCM) Strategy & Solutions Slide • IBM´s Global Smarter Work Study 2010 –New Way of Working 7 in a New World Order • IBM´s New Intelligence and BAO –Strategy & Solutions 16 • IBM´s Global CIO Study 2009 –The CIO of the Future and 30 his/her Agenda • IBM´s Information Agenda –From current state to desired state 38 • IBM´s Information Led Transformation –Plan, Apply and 50 Establish • IBM as the Partner for the Intelligent Enterprise 93 IBM, April 2010
  • 7. 7 IBM´s Global Smarter Work Study 2010 -New Way of Working in a New World Order IBM, April 2010
  • 8. IBM, April 2010
  • 9. Compared to other companies, outperformers are more than three times as likely to have adopted smarter working practices Companies scoring a “high & very high” across all of the elements of at least one Most Most Smarter Working dimension Dynamic Collaborative Companies 34% that have adopted smarter 3.1x working 11% practices Most Connected Significant Outperformers All Others IBM, April 2010
  • 10. Significant outperformers demonstrate dynamic capabilities that enable them to quickly adjust to changes in the external market To what extent does your organization: Dynamic Easily identify individuals 26% 2.4x with needed skills 11% 19% Display and deliver information to meet the 8% 2.4x needs of various audiences 13% Quickly build skills to address changing conditions 5% 2.6x Significant Outperformers All Others IBM, April 2010
  • 11. Fraunhofer Institut´s Information Work in the OFFICE 21 IBM, April 2010
  • 12. MIT CISR –The Next Generation Workplace IBM, April 2010
  • 13. The future of Finance 2009 Multi-Sczenario-Planung IBM, April 2010
  • 14. Driving Smarter Decisions for better business outcomes Enterprise Planning and Analysis Consolidation and Corporate Reporting Financial Analytics Strategy Management and Scorecarding ONLY “Increased responsibility for “assess their company’s company’ “(all) top six items targeted for financial planning and forward-looking view of forward- BI investment all relate to CPM analysis because of global profitability as more than and PM” PM” economic turmoil” turmoil” adequate” adequate” – Gartner FEI Tech Survey, – McKinsey Global Survey, – CFO Research, April 2009 July 2009 March 2009 IBM, April 2010
  • 15. Next Generation of efficiencies come from optimizing every decision, transaction or process from the desktop of the knowledge workers Foundational Breakaway Sense and respond Predict and act Back office Point of impact Skilled analytics experts Everyone Instinct and intuition Real-time, fact-driven Automated Optimized IBM, April 2010
  • 16. IBM´s New Intelligence and BAO -Strategy and Solutions IBM, April 2010
  • 17. To enter new dimensions: Leading not Managing Informations. Plan to achieve your Vison. Get new Insights by predictive Analytics. Forecast Chances and Risks. Achieve higher Corporate Performance by collapsing the time from Information to Business Value. That IBM´s defintion of New Intelligence. A smarter World drives New Intelligence New Intelligence Infrastructures & Applications drives a smarter World In neue Dimensionen vordringen: Effiziente Verwaltung von Informationen. Tiefe Einblicke durch Analysen. Prognostizieren und bewerten von Chancen und Risiken. Schnellere und bessere Entscheidungen. Das verstehen wir unter New Intelligence. IBM, April 2010
  • 18. New Intelligence is helping smarter companies to sell more services, keep more customers, and operate in a low-cost, highly efficient, agile environment GAIN INSIGHT FROM THE MOVE FROM REACTION 1 INFORMATION EXPLOSION TO PREDICTION 2 WAREHOUSE CONSOLIDATION CHURN PREDICTION MASTER DATA MANAGEMENT KEY PERFORMANCE PREDICTORS REAL-TIME ANALYTICS BEHAVIORAL & SOCIAL NETWORK PROCESS PERFORMANCE METRICS ANALYTICS CASHFLOW ANALYTICS OPTIMIZED CUSTOMER EXPERIENCE PERFORMANCE MANAGEMENT ENGAGE THE ENTIRE CREATE VALUE FASTER 4 VALUE CHAIN REAL-TIME CAMPAIGNS 3 CONTENT PARTNERS CAMPAIGN ANALYTICS NETWORK PARTNERS MARKET BASKET ANALYSIS RETAIL PARTNERS DISTRIBUTORS NEW INTELLIGENCE DEVICE PARTNERS IBM, April 2010
  • 19. IBM BAO (Business Analytics and Optimization) Solutions Enable the Vision BI& Advanced Enterprise Enterprise BAO Performance Analytics Information Content Strategy Management & Optimization Management Management IBM Services & Know How Leveraging IBM Software, IBM Hardware & IBM Research… …… IBM, April 2010
  • 20. What is Business Analytics and Optimization (BAO)? We help clients realize their strategies through information management, advanced analytics and process management while leveraging the power of smarter technology. Who we are Process areas Leverage points Part of IBM Global Business Services with over Customer 4,000+ BAO practitioners Analytics and Analytics Partners with IBM Research, IBM’s software and Data Optimization IBM strategic technology and technology services Delivery capabilities worldwide Financial Analytics BAO Services Supply Chain Advanced Business Customer Intelligence & Analytics BAO Performance Insight Strategy Management Cognos Human Resource Analytics Advanced Enterprise Enterprise Analytics and Information Content Risk and Optimization Management Management Fraud ILOG, SPSS, Infosphere, MDM and Industry Specific Analytics CBO Assets Information Server FileNet Analytics IBM Consulting capabilities IBM SW products IBM, April 2010
  • 21. Why now for Business Analytics and Optimization (BAO)? Businesses today have an entirely new way to compete: BAO. But most have yet to take analytics the full distance. Business process Breakaway integration (e.g., CRM) Prescriptive, real-time, and collaboration pattern-based strategies with situational context Business Process operations automation Differentiating and workflow maturity How the business Competitive Predictions, applies information to Task integration contextual business achieve its goals (e.g., ERP) rules and patterns • Policies • Business Foundational Master data Processes management, Command dashboards and • Organization and control Data warehouses, scorecards Ad hoc governance and Spreadsheets production reporting and extracts Source: Breaking Away with Business Analytics and Optimization: New Information and analytics maturity intelligence meets enterprise operations available in late 2009 at How the business manages information and learns from it www.ibm.com/gbs/intelligent-enterprise. IBM, April 2010
  • 22. Where are the opportunities for breakaway improvement? Advanced analytics is the hardest to do well but provides the greatest insight and value to the organization high high Stochastic Optimization Prescriptive How can we achieve the best outcome including the effects of variability? Analytics Optimization Breakaway How can we achieve the best outcome? Predictive modeling What will happen next if? Forecasting Differentiating What if these trends continue? Predictive Analytics Simulation What could happen? Alerts Competitive What actions are needed? Query/drill down What exactly is the problem? Descriptive Ad hoc reporting How many, how often, where? Foundational Standard Reporting low What happened? low Complexity Adapted from Competing on Analytics, 2007 Business Advantage IBM, April 2010
  • 23. Simplification approaches deliver the funding for four advanced analytics capabilities domains Customer Analytics Financial Analytics • Customer • Budget, Plan and Forecast Segmentation and Management Profiling • Risk Cockpit for Management • Customer Experience and Compliance Measurement • Performance Measurement • Channel and Cost to Serve Efficiency Analytics and Management • CFO Dashboard Optimization Simplification • Cross Channel Real Time Offer Modeling • Reduce complexity and redundancy and Next best Offer • Eliminate multiple data silos • Enhance trust level of data and broaden access • Enable enhanced execution model Supply Chain / Human Capital • Introduce new business capability Operations Analytics Analytics Proven Techniques • Workforce Scheduling • Product Lifecycle Management • Attrition Forecasting and • Demand Management and Succession Management Logistics • Performance and Incentive Emerging Techniques • Procurement and management Vendor/Supplier Management • Role Value Modeling • Cost of Operations Models/ Sourcing IBM, April 2010
  • 24. IBM Research is pushing the capabilities envelope with emerging techniques Commercialized • Corporate Brand & Reputation Analysis (COBRA) • Marketing Event Optimization (MEO) • Loyalty Identification Focused Targeting (LIFT) • Sales force optimization • Enterprise forecasting • Dynamic Inventory Optimization Solution (DIOS) • Workforce analytics (SWOPS) Analytics Advanced • Next Best Action (NBA) Analytics Simplification • Social Network Analytics (SNA) Simplification • Text/Semantic Analytics (Sentinel) • Supply Chain Sustainability Management • ARTEMIS: Online Analytics for Healthcare Proven Proven Techniques • Situational Awareness for Enhancing Safer Transportation Techniques • Visibility enabled analytics Emerging Techniques • Condition based monitoring & maintenance • Advanced Pricing Analytics (iPAT) First of a kind • Information Risk and Compliance Management Emerging • Demand Driven Business Analytics Techniques • Platform for Spatio-Temporal Analysis and Reasoning • Analytics for Enhanced Agility to Support E2E Emerging Techniques span three areas Distribution Operations of Research evolution IBM, April 2010
  • 25. Why now for Business Analytics and Optimization (BAO)? Clients see the need to adopt new ways of working to improve speed to insight and speed to impact Traditional Approach New Approach 4 in 5 Sense and respond Predict and act business leaders see information as a source of competitive advantage Instinct and intuition Real-time, fact-driven 1 in 2 Skilled analytics experts Everyone don’t have access to the information across their organization needed to do their jobs Back office Point of impact Decision Support Action Support 1 in 3 business leaders frequently make critical Efficient Optimized decisions without the information they need Source: Business Analytics and Optimization for the Intelligent Enterprise, April 2009. www.ibm.com/gbs/intelligent-enterprise IBM, April 2010
  • 26. How are industry top performers able to break away? Top performers have the right management systems, tools, and culture – enabling them to seek, evaluate and act on opportunities Foundational capabilities Winning Characteristics 32.5% 3X High quality information 25% 22.7% 21.9X 5.6X 15X 3.2X Strong decision support toolset 4.4% 1.5% 1.5% Challenging Anticipating Empowered Disrupt the status quo to improve the business and Predict and prepare for the future by Enable and empower employees to analyse, 2.5X create new opportunities evaluating trade-offs decide and act Keen focus on driving business proactively change Chart shows differences at the highest achievement levels Source: Breaking Away with Business Analytics and Optimization: New intelligence meets enterprise Key: Top performers (i.e., 1st quintile relative to industry peers) operations at www.ibm.com/gbs/intelligent-enterprise. Lower performers (i.e., 4th and 5th quintile relative to industry peers) Relative difference of top performers to lower performers IBM, April 2010
  • 27. Where does New Intelligence Begin? Every client is at a different stage of maturity, and faces unique challenges. Combining pure science, deep industry knowledge, and technology expertise can yield stunning results. Let’s put a workshop together, focusing on what is important to you! PLAN AN APPLY BUSINESS ESTABLISH A INFORMATION ANALYTICS TO FLEXIBLE AGENDA OPTIMISE INFORMATION DECISIONS PLATFORM INFORMATION AGENDA: AN BUSINESS INTELLIGENCE & INFORMATION ON DEMAND INDUSTRY-SPECIFIC, PROVEN PERFORMANCE MANAGEMENT: SOFTWARE: TRANSFORM SILOS APPROACH TO INFORMATION SOFTWARE AND SERVICES OF INFORMATION INTO TRUSTED, TRANSFORMATION AROUND PLANNING, BUDGETING, SHARED ASSETS MEASURING ETC. BUSINESS ANALYTICS & INFORMATION OPTIMISATION STRATEGY: ADVANCED ANALYTICS & INFRASTRUCTURE: VIRTUALISE, CONSULTING TO ACHIERVE OPTIMISATION SERVICES: SHARE, STORE, MANAGE ALL OF BUSINESS RESULTS FASTER, MATHEMATICAL MODELLING, THE INFORMATION IN THE WITH LESS RISK, AT LOWER DEEP COMPUTING, SIMULATION, ENTERPRISE IN A MORE COST ANALYTICS, PREDICTION & EFFICIENT, LOW COST, SECURE RECOMMENDATIONS ENVIRONMENT IBM, April 2010
  • 28. How to get started with BAO? Three entry points to get started with Business Analytics and Optimization Are you suffering Establish a Apply analytics Do you have a BAO from an overly strategy but need a flexible to optimize proof of value to get complex information information business implementation funding? environment? platform operations BAO Are there recognized Create a BAO Is information consistent opportunities with no but devoid of business plan of action? Strategy relevance? IBM, April 2010
  • 29. Entry points with offer and solution off-ramps Establish a • COGNOS Healthcheck (DO) • BAO Jumpstart (DO) flexible • Enterprise Content Create a BAO • BAO Strategy (or Management Jumpstart Information Agenda) information Strategy • Enterprise Information platform Management Assessment • Data Governance diagnostic (DO) (i.e., phase zero for Analytics Simplification big play) Is the enterprise Is there a glut of recognized Is information • Master Data Management consistent but suffering from an overly opportunities from Assessment (i.e., phase zero complex information enterprise information with devoid of business of larger project) environment? no plan of action? relevance? Apply analytics • Social network analytics (SNA)* • Loyalty Identification Focused • CFO Dashboard • Next best action (NBA)* Targeting (LIFT)* • Condition based monitoring and to optimize • Visibility enabled analytics* • IBM Pricing Analysis Tool maintenance* business (iPAT)* • Fraud & Abuse Management • Enterprise forecasting* • Corporate Brand & Reputation System (FAMS and FAMS DO)* operations • Sales force optimization* Analysis (COBRA)* • Workforce Analytics* • Real Time Analytics Matching • Marketing Event Optimization Program* (MEO) Does the organization • OnTarget purchase probability have a BAO strategy • Dynamic Inventory Optimization estimator* Solution (DIOS)* without sufficient • Demand forecasting (in DIOS)* funding to implement programs? See Wiki http://w3.tap.ibm.com/w3ki2/x/E5EL for Industry Specific Solutions Key: *Indicates IBM Research component. Italic indicates in development. DO = official “Door Opener” or small entry point project Primary improvement focus : Top-line Top-line and internal operations Internal operations IBM, April 2010
  • 30. IBM´s Global CIO Study 2009 -The CIO of the Future and his/her Agenda IBM, April 2010
  • 31. IBM Institute for Business Value, CIO Study 2009 IBM, April 2010
  • 32. IBM Institute for Business Value In the largest known sample of face-to-face interviews, we spoke with over 2,500 CIOs to understand their goals and challenges The Study represents different-sized organizations in 78 countries and 19 industries Geography Sector Organization Size Others <1,000 Rapidly Communications 2% Employees Developing 11% Distribution 16% Markets Western 24% >10,000 32% Europe Employees 38% Public 34% 18% Japan Industrial 6% Financial 24% 1,000-10,000 North Services Employees America 21% 50% 24% Our analysis used 2004-2007 Profit before Tax (PBT) growth, relative to peers in their industries, to associate organizations with one of three growth levels: High, Medium or Low. For organizations where this information was not available, we used statistical correlation to assign levels, based on closest overall similarity of answers. In this presentation, we primarily refer to CIOs who work in organizations with high PBT growth as “High- growth CIOs” and to those working in organizations with low PBT growth as “Low-growth CIOs.” IBM, April 2010
  • 33. IBM Institute for Business Value Successful CIOs blend three pairs of roles that seem contradictory, but are actually complementary Insightful Savvy Collaborative Visionary Value Creator Business Leader Making Raising the Expanding Innovation real ROI of IT business impact Able Relentless Inspiring Pragmatist Cost Cutter IT Manager By integrating these three pairs of roles, the CIO makes innovation real, raises the ROI of IT and expands business impact IBM, April 2010
  • 34. IBM Institute for Business Value As Savvy Value Creators, CIOs are skilled customer advocates that create value by truly understanding what customers want High-growth CIOs proactively craft data into actionable information ”We do recognize the strategic advantage of 58% using data to support improved decision making. We are not as strong as we would like +61% to be, but this is a key plank of our strategy 36% moving forward." Consumer products CIO, Ireland In five years, CIOs expect end- ... and anticipate much greater levels of customers to continuously explore integration and transparency with new channels... customers +37% ”Having a strong data +55% governance model that allows for a single view of the truth 44% 54% through accurate data is a 74% strategic imperative.” 68% Financial markets CIO, US Source: IBM Global CIO Study 2009; n = 2598 Low High IBM, April 2010 growt growt h h
  • 35. IBM Institute for Business Value As Insightful Visionaries, CIOs are active members of the strategic team Visionary CIOs recognize that successful innovation requires deep involvement with the business ”For us, innovation means generating diverse 64% ideas to address a particular need. Then we distill them into an actionable plan that results in +94% 33% business improvement.” Energy and Utilities CIO, United States High-growth CIOs reach out much ... and are more often members of more to the business to co-create the most senior management team and champion innovation… +40% 67% +35% 62% 48% ”The CEO’s message to the 46% board is that IT is necessary to be better as a company.” Insurance CIO, Mexico Source: IBM Global CIO Study 2009; n = 2598 Low High IBM, April 2010 growt growt h h
  • 36. BI & Performance Management is top of Mind Gartner: 2008 CIO Agenda Gartner EXP “Gartner: Making the Difference - The 2008 CIO Agenda”, Mark P. McDonald Tina Nunno Dave Aron, January 2008 IBM, April 2010
  • 37. Analytics Critical for Driving Competitive Advantage “At a time when companies in many industries offer similar products and use comparable technology, high-performance business processes are among the last remaining points of differentiation.” Tom Davenport, “Competing on Analytics” Ten Most Important Visionary Plan Elements Interviewed CIOs could select as many as they wanted BI/Analytics #1 Business Intelligence and Analytics 80% 86% investment to Virtualization 77% 76% improve Risk Management and Compliance 70% 73% competitiveness Mobility Solutions 66% 71% 73% Customer and Partner Collaboration 64% Low IBM Global CIO Study 2009 71% growth Self-Service Portals 63% Application Harmonization 62% 67% High 70% growth Business Process Management 61% 68% SOA/Web Services 55% 63% Unified Communication 57% Source: IBM Global CIO Study 2009; n = 2345 IBM, April 2010
  • 38. IBM´s Information Agenda -From current state to desired state IBM, April 2010
  • 39. Current State -A Multitude of Information Projects Each successful in its own right; but limited speed and flexibility… Executives Analysts Applications Performance Mgmt Spot Trends Real time Understand, Decide Recommend Situational Decisions Analytic Applications Unable to Respond to New Information Requests Rapidly KPIs… Call Center Scorecards Marts Marts Master Claims Schemas Dashboards Weak Information Governance Processes ERP Reports Warehouses Supply Chain… Weak Information Architecture Heterogeneous Systems & Information Sources IBM, April 2010
  • 40. The Information Agenda 1. Information Agenda is designed to help customers achieve their business objectives – by building an information strategy and roadmap to establish information as a strategic competitive asset 2. IBM has a proven approach to help accelerate the sales process by focusing on customers’ critical success factors and business needs IBM, April 2010
  • 41. From Current State to Desired State -The Information Agenda Current State Desired State Information Intensive Flexibility & Speed Projects Highly justified projects Ability to leverage information as a strategic asset IBM, April 2010
  • 42. Setting an Information Agenda Optimization Call Center Human Resource Application Automation Operations Management Agenda ERP & Financials IBM, April 2010
  • 43. The IOD Information Agenda- IOD-Framework: IOD Service Areas, Functional Enabler and covered IOD Software Information Strategy Maturity Assessments, Business Cases, Roadmap IOD BI Governance, Information as a Service Concept Software Information Solution Outline, Industry Data Models, Vendor Selection IBM Infosphere Functional Business Intelligence Customer Intelligence Business Performance Products, Services Management & Supply Chain MDM Sales, Service & Marketing Balanced Scorecards Procurement Analytics Analytics Planning, Forecasting, Budgeting Prod Controlling & Optimization IBM Cognos Service Areas Pricing Optimization Group Reporting and Consolidation Quality Analysis Channel Analytics Product Lifecycle Analytics IBM Information Analyser Green Analytics Risk and Compliance Workforce Productivity, Collaboration IBM WPC Carbon Intelligence Risk & Compliance Assessment Workforce Reports & Planning Credit Risk Analytics Payroll Analysis Business Resilience & Operational Training Calender IBM Infosphere Risk Analytics Retention and Hiring Reports Threat and Fraud SAP MDM Intelligence Operational Information Mgmt Loss / Fraud Prevention SAP BI + BO Functional Enabler Intelligence & Integration Anti-Money Laundering Unstruct. Data Analytics Data Modeling Oracle, Business Process Optimization Data Warehousing Siebel Analytics Event-Based Analytics Metadata Management Entreprise Search Information Integrity Microsoft SQL Data Migration Master Data Mgmt Content Mgmt Server+BI Transformation & Integration Sols Portal Design and Impl (TBC) Data Quality Master Data Solutions Content Mgmt ... (TBC) Informatica IBM, April 2010
  • 44. 44 IBM´s Integrated Information On Demand Solution Stack Better Results by Business Analytics and PM Financial Workforce Dynamic Optimization Supply Chain Multi-Channel Customer & Product Risk Insight Profitability Marketing Business Intelligence und Performance Manangement 4. Analysis, Planning and Use of trusted Data and Content End-to-End Information Integration, Solutions Warehousing und Master Data Mgmt. 3. Trusted Relatime Delivery of Data and Content FileNet Informix ® ® Enterprise Enterprise software software DB2 ® Data Content Management Management software 1. Management of Enterprise Data and 2. … and use in Business Content Processes IBM, April 2010
  • 45. IBM´s Trusted Realtime Information Management (TRIM) Framework Collapsing the time and reducing the costs from information to innovation Industry Frameworks Banking Retail Telco Public Sector Etc…. Etc…. Expertise & Accelerators Business Strategy and Industry Models and Integrated IBM Planning Services Pre-Built Solution Assets Partner Components IBM Cognos 8 Reporting & Analysis Scorecarding & Dashboarding Planning, Budgeting & Forecasting Unified Performance System Platform IBM InfoSphere MDM Server IBM InfoSphere Warehouse Define Manage Transact Reliable Real-Time Delivery Manage Analyze Party, Product, Account IBM Information Server Understand Cleanse Transform Deliver Unified Metadata Management Parallel Processing Rich Connectivity IBM, April 2010
  • 46. IBM Lotus –Social Intelligence Collaboration Accelerator Services von IBM Lotus Connections Services von IBM Lotus Quickr Activities Communities Profiles Finding the right people Managing Adhoc Bringing people with for a certain subject Collaborations same goals together Bookmarks Blogs Tag content, events, Quickr contextual team blogs wiki pages, tasks, etc... with personal blogs Knowledge and Report Sharing Target group collection building Services von IBM Lotus Sametime Information recommendation and feeding Awareness and Adhoc Collaboration Webconferencing IBM, April 2010
  • 47. IBM´s Portal Architecture as an integration plattform (legacy) Anwendungen Applications Rollenbasiert Personalisiert Im Context Sicher Inhalte Content Cloud Self Service Collaboration Dynamisch Prozess getrieben (Mail, Cal., Chat) Kal., Administrierbar Consumer externer of external Web Services IBM, April 2010
  • 48. From your Current State to Level 5 of Data Governance Business Transformation Courtesy of IBM Data Governance Council IBM, April 2010
  • 49. From current to desired Organizational State of Data Governance IBM, April 2010
  • 50. IBM´s Information Led Tranformation -Plan, Apply, Establish IBM, April 2010
  • 51. What is needed for an information-led transformation? 3 elements required but you can start anywhere Plan an information agenda Apply Establish a business flexible analytics to information optimize platform decisions IBM, April 2010
  • 52. Driving Knowledge Workers Desktop Technologies into the Information Platform ILOG Optimization SPSS Predictive Capabilities Cognos TM1 Real-time Financial Control InfoSphere Streams, InfoSphere CDC, SolidDB Real-time Financial Trading Systems Research Real-time Fraud Analytics IBM, April 2010 52
  • 53. IBM is investing to accelerate your information-led transformation Over $12B in software investments since 2005 Over 4,000 Dedicated Consultants Analytics in a Box to Accelerate Time to Value Largest Math Department in Private Industry “Since 2006, IBM has deliberately & doggedly constructed an unparalleled portfolio… it's difficult to see how any competitors will be able to compete anytime soon…” “IBM, not SAP or Oracle, is now the industry's premo analytics solution/platform vendor…” IBM, April 2010
  • 54. Enterprise Architecture provides the “city plan” for business and IT “building blocks” Component Business Model Business Technology Opportunity Availability "slice, analyse and transform" Business Financial Product/ Production Information Administration Management Process Business Corporate/LOB Portfolio Financial Production Strategy & Strategy & Planning & Strategy Planning Planning Technology Direct Organization & Forecasting Research & Master Production Strategy Process Policies Development Capital Planning Appropriation Strategy Alliance Design Rules Production Strategies Planning & Policies Rules & Policies Human Capital Risk Program Production Management Management Management Scheduling & Internal Audit Configuration Legal & Management Production Enterprise wide focus Regulatory Control Treasury Strategy Enterprise Architecture Enterprise Architecture “the city plan” Business IT Architecture Architecture Processes Users Information Applications Planning People Data Locations Technology Transition Plan Project focus Business Operating Environment System Architecture and IT Infrastructure functional aspects Design and operational aspects Delivery IT Solutions “the infrastructure and single building design” IBM, April 2010
  • 55. IBM´s BI and PM Architecture Framework Data Sources/ Data Integration/ Data Repositories/ Data Analytics/ Data Access/ Acq. Tier (Operation) DWH1 Tier (ETL) DWH2 Tier (Data Layers) DWH3 Tier (Results) BI Del.Tier (Delivery) Extraction Operational Data Collaboration Enterprise Web Stores Browser Transformation Query & Reporting Business Applications Load / Apply Data Warehouses Portals Unstructured Data Mining Synchronization Modeling Data Marts Devices Informational Transport / Scorecard Messaging Staging Areas Web Visualization Services Information Integrity External • Data Quality Metadata • Balance / Controls Embedded Analytics Data flow and Workflow Metadata Security and Data Privacy Systems Management & Administration Network Connectivity, Protocols & Access Middleware Hardware & Software Platforms IBM, April 2010
  • 56. Providing a Business Justification for Transformation For Clients with a Non-Burning Platform, we have developed a Business Case with the methods and tools to create an air-tight business justification. Future State Definition Implementation Roadmap Business Solution Analytics & IBM’s Financial Services Industry-based Financial Services Templates Key Business Standard Reports Data Models Data Integration Models Commercial Systems Measures (e.g. BDWM, IIW) (pre-built accelerators) WCC-To-BDWM Data Integration Model Dimensional Layer Lo gic al D a Model at P o ject : r C st mer nt eract ion An alysi s u o I Mode l Type: D at a M t ar A ut o : I BM C nsult ant V ersio n1. 0 D e: 01/ 01/ 06 h r o at M easur m ent Per od e i M easur m ent Per odI d e i Measur em Per od Type ent i M em net Per od Tpe I easur i y d M em ent Per od Tpe easur i y Cust m er o Cust m er I o d Ef ect v Cust m er Dat e f ie o AFS-To-BDWM Data Integration Model WCC CDI P pul at onDat e o i EndC s t om Dat u er e P pul at onTi m o i e Pr vis i onFl ag o U inqueI dI nSour ceS y t em s Air Tr av l Fl ag e M easur m ent Per odType I e i d Air il neCl ubPass Flag E f ct v eD at e i e I t r net Banki ngFl g n e a E d Dat e n Special Ter s Flag m M easur m ent Per odNam e e i TelephoneBanki ngFl ag P r ent Cal enda Per odI d a r i C laendar Year C s t om I nt r act onAnal ysis u er e i C laendar Quar t r e M eas r em P er odI ( FK) u ent i d C laendar M h ont Cust om I d( FK) er Geogr phi c Ar ea a W eek O f Calendar Y ea r Geogr aphic Ar a I FK ) e d ( W eek O f Calendar Q uar er t Cust om P r f r m er eo ance St at s I FK) u d ( G eogr phic Ar eaI d a W eek O f Calendar M ont h Pr m ar Pr odct Ar angem I d( FK) i y u r ent Ti m ZoneI d e D y Of C laendar Year a Ar angem ent Pr m y P aym Type I ( FK) r i ar ent d G eogr phic Ar eaType I a d D y Of C laendar Quar t r a e Channel I ( FK) d G eogr phic Ar eaDensi t Designat on I a y i d D y Of C laendar M h a ont U ne ploym ent Rat eSegm ent I m d P r ent Fi s al P er d I a c io d Num ber of Act veCom m cat n Thr ads i uni o i e B anr upt y Rat eSegm ent I k c d Fi scal Year Num ber Of Thr ead Cl ose s d I nf t on Rat eSegm ent I l ai d Tot alF I Pr cessi g Tim e o n Fi scal Quar er t Tot No of New Ar angem s Fr om Com m caons r ent uni t i G eogr phic Ar eaNat ur I a e d Fi scal M hont Aver ge Num ber of Com unic at ons a m i Tel ephonc C odeI i d W eek O f Fis cal Year Aver ge Num ber of Channels Used a G eogr phic Ar eaCode a W eek O f Fis cal Q ar t r u e Aver ge Thr ad Dur at n a e o i W eek O f Fis cal M ont h D y Of Fi scal Year a M eas r em P er odTypeI d( FK) u net i D y Of Fi scal Quar er a t Season I FK) d ( D y Of Fi scal M h a ont Channel TypeI d( FK) C s t om P er or anceSt at s u er f m u D y Of W eek a Cust om P r f r m er eo ance St at s I u d S ason I FK ) e d ( N m ber Of D ay u s Cust om P r f r m er eo ance St at s Dscr u N m ber Of B us ness Days u i N m ber Of C edit I t r est Days u r ne N m ber Of D ebt I t er st D ays u i n e P bl c Holi day Fl ag u i C m pany H olday Flag o i Channel B s i ness Day Flag u Channel I d Pr m y P oduct Ar angem ent i ar r r TSYS-To-BDWM Data Integration Model Last Busi ness Day I M hFl ag n ont D s cr pt on e i i Channel Code Pr m y Pr oduct Ar angem ent I i ar r d M easur m net Per odType I FK) e i d ( Channel Name Pr m y Pr oduct Ar angem ent Dscr i ar r Season SeasonI d Ar angem P m ar Paym ent Type r ent ir y A r angem Pr m ar Paym Type I ent i y ent d Season A r angem Pr m ar Paym D scr ent i y ent C annel Type h Channel TypeI d Channel Type Data Warehouse Layer Logic al Data Model Pr oject: Custom er Inter ac on Analy s s ti i Goegra h i c Are a To Cus ome p t r Model TypeD ataW arehouse : Geo r p hic Ar a d ( F ) g a e I K Cus ome I d (F K) t r Author :I BM Consultant Ver s on1. 0Dat e:01/ 01/06 i End Da e t Sta rt Date Current State Assessment Sea on s Mea ure mentPer o d s i Geogra h c Are a pi Meas ru emen Peri d I d t o Cus o mer T u s o mer Pero r ma c e Sta t s t o C t f n u Geo r p hic Ar a d g a e I Seas n d o I Popu ato n Date l i Cus ome I d (F K) t r Seas n o Cus ome Perf ro manc St atu s d ( FK) t r e I Time Zon d e I Popu ato n Time l i End Da e t Geo r p hic Ar a T pe d g a e y I Uniq ue d I n Sou c e Sy t m I r s e Geo r p hic Ar a De s ti y De g nato n I d g a e n si i Meas ru emen Peri d Ty pe d t o I Cus o mer t Sta rt Date Une pl y ment a t e Seg ent d m o R m I Ef e c v e Date fti Cu t m re n t re ac o n His o r y s o I ti t Ban ru ptc y Rate Se ment d k g I M a s ure men Peri d d ( F ) e t o I K Cu t m re d s o I End Date n lf ta o n Rate Segmen I d I i t Meas ru emen Peri d Name t o Cus o mer d ( FK) t I Arr n geme t Pri mary Pay men Ty e d a n t p I Geo r p hic Ar a Na ru e d g a e t I Pare nt Ca en ar Pe o d d l d ri I Chann l d ( FK) e I Cu t m re Perf ro man e St ta us d s o c I Te p hon c Cod I d le i e Cale nda Year r I tn era c o n Ty e d ( F ) it p I K Prm ra y Pro duc Ar ra g ementI d i t n Geo r p hic Ar a Co e g a e d Cale nda Quart re r Efe c it v Cus o mer Da e f e t t Cale nda Month r En Cu o mer Date d st Insurance W e k Of Cale nd r Yea a r Pro v s on Fla g ii W e k Of Cale nd r Quare r a t Air Tra v l Fla g e W e k Of Cale nd r Month a Airl n e Clu b Pas s Fla g i IIW Subject Area Load Data Integration Model Day Of Cale d ar Yea n r n e rn et Ba k n g Fla g It n i Cu t m re Perf ro man e St ta us s o c Day Of Cale d ar Qua e r n rt Sp c a l T r ms Fla g e i e Cus o mer Pe o rm n c e Sta t s I d t rf a u Day Of Cale d ar Mon h n t T l p hon Bank n g Fla g e e e i Pare nt Fis c l Pero d I d a i Cus o mer Pe o rm n c e Sta t s Ds c r t rf a u Fis c alYear Fis c alQuart er Fis c alM n t h o Pri mary Pr d uc Ar ra nge ent o t m W e k Of Fis c alYear Pri ma y Pro duc Ar ra ng ment T Cus o mer r t e o t Prm ra y Pro duc Ar ra g ementI d i t n W e k Of Fis c alQuart re Cus o mer d ( FK) t I W e k Of Fis c alMonth Pr mar y Pro du t Arr n gemen I d (F K) i c a t Prm ra y Pro duc Ar ra g ementDs c r i t n End Date Packages Day Of Fis c la Year Day Of Fis c la Quart re St art da e t Day Of Fis c la Month Day Of Week Seas n I d (F K) o NumberO Day sf NumberO Bus n es Day s f i s NumberO Cr d ti I tn ere s Day s f e t Arr an een Pri mary Pay men Ty pe T Cu o mer g t t o st NumberO Debit n e r s t Day f It e s Publc o l d y F g i H ia la Arra nge n t Pri mary Pay men Ty e d (F K) me t p I Compan Ho d y F g y lia la Cu t mer d (F K) s o I En a e d dt Bus n es Day Fla g i s Las Bus n es a y I n Month Fla g t i s D Sta rt Date Des c p it n ri o Meas ru emne Peri d Ty pe d ( FK) t o I Cha nel n Arr an emen Pr mary Pay mentTy pe g t i Ch nne d a lI Arra nge n t Pri mary Pay me t Ty e I d me n p Me s ure mentPeri od T pe a y Ch nne Ty e I d (F K) a l p Arra nge n t Pri mary Pay me t Ds c r me n Ch nne Cod a l e Meas ru emn t Pero d Ty pe d e i I Ch nne Name a l Meas ru eme t Pero d Ty pe n i n e r c it n T pe It a o y I nte ra c o n Ty pe d it I I nte ra c o n Ty pe De c ri tp o n it s i Cha nelTy pe n Ch nne Ty e I d a l p Ch nne Ty e a l p Best Practices / GBS SWG HWG Cognos Financial Services and Business Intelligence Consulting Capabilities BCU / P-Series DB2 IIS Data Stage Hypothesis Consumer/OPEN Corp Card Merchant Risk Banking Travel SDN Campaign Mgmt Acquisition Transaction Processing Customer Mgmt Data Sources Enterprise Data Integration Extraction Extraction Initial Staging Data Repositories Data Marts Analytics Collaboration Access Web As Is Que ry & Browser IDN GDR PPMIS BIDW MIDW MYSTIC GMIS Data Quality Data Reporting usines ations Quality ations Clean Staging Clean Unstructured Data Mining Portals GCMIS CMHDB GNSDW BIS AR Rep Nexus TPR s usiness Applic Staging Calcul ation & Splits Calculation & Data pplic Splits Warehouses Modeling TCPS LET SDN SS EBPP CAFE MRM iARC B Proce ssing & Dev ices A Informational Enrichment Scorecard B Target Filtering Base Competitive Visualization Differentiated Web External Operational Data sources and platforms with redundancies and significant Ready Loa - Load Se rvices management complexity; lack of a coordinated plan drives higher costs and complexities downstream. Data Stores Publis Publis h d Data Sources Embedded h Analytics Load Data Divergent data integration rules, tools, processes, and environments drive cost and complexity challenges. Integration AR, AP, CAS, FinCap, GRMS, Vendor, External…. Redundant and divergent data, data structures, transformation, Data Governance / Data Quality Data and accessibility based on LOB needs and requirements Repositories Metadata in real time or An industry leader Data management issues noted threaten the ability to sustain Access & near real time decisioning for Credit Decision & Fraud the desired rate of growth in spend and income. Security and Data Privacy Gap Analysis Analytics Syste ms Management & Administration Data Business Case Initiated in several verticals, but no consistency or maturity noted Governance Hardware & Software Platforms Initiated, not shared broadly within enterprise Data Environment Metadata BI OLAP Environment Security and Data Privacy Network Early adopter of messaging infrastructure Connectivity Opportunity exists for consolidation. HW / SW Manage Managed Costs Analytical/ Acquire New Customers Deepen Customer Relationships Through Improved Reporting Insight Operational Costs Overall Analytic Solutions Value Case its ility to Retain “Best” Sales argeted Cross-Sell Offers Lim New Business Opportunities pportunities TE Number of Successful Sales FTEs echnical Suppo Costs Increases Data Processin Costs its ility to Reduce Adverse ces Sales FTE Productivity rmance Number of Products per Sales F its stomer Value Creation Benefits its uality Leads/Referrals Total prove Loss erational and/or ecisioning (credit) its ility to Increase the its ility to Increase the enerate gs rt s g ffering fferin Creates Ineffective Perfo /SW Costs 1H 2H 3H 4H 5H 6H 7H Lim Account Save O vation) vation) bility to G Inflexible Product O Inflexible Service O its ility to Im Improve Performance Management $ 11,850,000 $ 30,000,000 $ 30,000,000 $ 30,000,000 $ 30,000,000 $ 30,000,000 $ 30,000,000 $ 191,850,000 (Decreases Inno (Decreases Inno Business Risk HYPOTHESES Increases HW Effectiveness Increases Op Management Reduce HW/SW Costs $ 5,000,000 $ 13,000,000 $ 18,000,000 $ 20,500,000 $ 25,000,000 $ 28,000,000 $ 32,000,000 $ 141,500,000 ces D ces A Prevention Effective T Increase T Lim Ab Lim Ab Lim Cu Lim Ab Lim Ab Lim Ab Selection Lim Q its its Reduce Data Processing Costs $ 100,000 $ 700,000 $ 2,000,000 $ 3,500,000 $ 3,500,000 $ 3,500,000 $ 3,500,000 $ 16,800,000 Redu Redu Redu FTEs In some areas of GCSBB, the existing ETL process, control and tools usage is Reduce Technical Support Costs $ 200,000 $ 4,000,000 $ 4,500,000 $ 5,000,000 $ 5,000,000 $ 5,000,000 $ 5,000,000 $ 28,700,000 inefficient compared to leading practices. Multiple data sources that are challenging to navigate and find, are required for common data needs when executing queries and reporting (e.g. customer data, credit time is spent gathering data than conducting the analysis, and in most More card analytics across legacy BAC/ MBNA accounts). Total Benefit $ 17,150,000 $ 47,700,000 $ 54,500,000 $ 59,000,000 $ 63,500,000 $ 66,500,000 $ 70,500,000 $ 378,850,000 cases, much of the analysis time is used to defend/explain the results. Tendency for non-technology supported data stores to be created by individual analytical users, which are then leveraged to support production-based Total Investment $ (18,000,000) $ (15,000,000) $ (12,000,000) $ (8,000,000) $ - $ - $ - $ (53,000,000) decisioning. Examples: Access databases; Excel the business areas’ There are known data quality issues which impact files; SAS datasets trust in the analysis and corresponding results. * Capitalized over 5 years The merger of legacy BAC and MBNA credit card data models was sub-optimal resulting in inefficient data extractions and disparate levels of analytical capabilities. Lack of a disciplined data back-up and recovery plan and process generates the Net Cash Flows w/out Business Benefits $ (850,000) $ 32,700,000 $ 42,500,000 $ 51,000,000 $ 63,500,000 $ 66,500,000 $ 70,500,000 $ 325,850,000 use for excess storage capacity. In some analytical data repositories, the data is too normalized causing performance issues (confusion and mis-interpretation of data definitions) on queries by lackbusiness. Example: the ‘W’ There is a the of analytical tool standardization across and within business Business Benefits $ 25,000,000 $ 50,000,000 $ 50,000,000 $ 75,000,000 $ 75,000,000 $ 75,000,000 $ 75,000,000 $ 425,000,000 areas. There is a lack of shared methodologies which support analytics across business areas, and in some cases the optimal methodology and/or tool is not used. Commonly used metrics/terms are not defined consistently across business Net Cash Flows w/ Business Benefits $ 24,150,000 $ 82,700,000 $ 92,500,000 $ 126,000,000 $ 138,500,000 $ 141,500,000 $ 145,500,000 $ 750,850,000 areas. Examples: Different calculations are used to arrive at a common measure; inconsistent use of has been incorporated to business applications “Non-value add” functionality data that would be better performed in the analytical data repository environments. There is an opportunity to accelerate the sun setting of analytical data repositories already identified to be retired. Cross-product, cross-channel and cross-consumer data mining is very inefficiently derived, not derived at all due to access challenges, inconsistently developed, etc. Lack of adequate roles-based access to analytical data repositories. The analytical environment support model under-utilizes offshore capabilities (e.g. ETL). Definitively Validated Hypothesis Primary Business Lever Secondary Business Lever Operational Costs Business Value Initialization Current Initiatives, Project Future State Gap State Roadmap & Definition Analysis Business Case Assessment (to drive out Simplification, Consolidation & Integration) IBM, April 2010
  • 57. Our Business & Technology Integration Approach: Development of a strategical PM & Analytics framework... A. Key B1. Brand B2. Reality B3. Customer Business Goals Strategy Check Segmentation Corporate Vision 1 Brand Value 2 Brand Brand Personality Nucleus 3 Core Capabilities Emotional 4 & Rational Benefits LOB Strategies, Value Prop. Increase: customer base; revenue Mission / Values Market/Client Perception Customer Intimacy -> per customer / retention .. Core Personality Employee View Segmentation; Personas Decrease: costs to serve; high Self and desired external brand Benchmarks Customer Treatment Plans value customer churn rate … perception Best practice Retention / Loyalty / Growth C1. Customer Journey & C2. Value drivers Creative Design and related KPIs Identify relevant Moments of Truth Design the desired Customer Journey Select desired value drivers Develop design guideline for all Define appropriate KPI products, services, touch points, Set your targets for KPI‘s media etc. (watch out to carefully Set accountability match the defined Customer Experience Strategy!) IBM, April 2010
  • 58. IBM Cognos Performance Management System Applications & Blueprints Access & Interactivity Universal Capabilities Business Modeling Performance Management Platform Information Infrastructure IBM, April 2010
  • 59. Adaptable for Heterogeneous Environments: One Product, One Architecture Search Office Dashboards USER Connection Event Zero Footprint Reporting Management Task-Based Interfaces Analysis Query Scorecarding SERVICES Schedule Purpose-Built Web Security Presentation Query & Burst Metadata … Services Architecture DATA Open Data Access … Transaction Warehouses Flat, Legacy Systems (Relational & OLAP) or Modern (SAP R/3, non-SAP) non- (SAP BW, etc.) IBM, April 2010
  • 60. IBM Cognos Performance Management System – Performance Management Platform Applications & Blueprints Access & Interactivity Universal Capabilities Business Modeling Performance Management Platform IBM, April 2010
  • 61. IBM Cognos Performance Management System – Universal Capabilities Applications & Blueprints Access & Interactivity Business Modeling Performance Management Platform Information Infrastructure IBM, April 2010
  • 62. Data Access Strategy Applications & Blueprints Access & Interactivity Universal Capabilities Business Modeling Performance Management Platform Open data access OLAP Message Relational Application Sources Modern and Sources Sources Sources (SAP BW, Legacy Sources (SAP, Lawson, Essbase) Oracle, etc) IBM, April 2010
  • 63. IBM Cognos Performance Management Platform User Access and Interactivity Universal Capabilities Business Modeling Experience Common Business Model IT Tools Shared Set of Purpose-Built Services Content Admin Presentation Scheduling Event Security Shared Service Service Service Service Dimensions Upgrade Personal Model Datasets Cognos 8 Cognos 8 Bus – Dispatcher SOAP, XML Architecture Services API Attachments, Annotations Query Movement Streaming Calculation Content Service Service Service Service Initiatives, Metrics Security System Content Optimized OLAP Metadata, Events 64-bit in-Memory Plan & Report Metadata Search Index, Audit High Performance Saved Objects Logs, System Metrics Streaming Cache Open Data Access Access to Message Relational Application OLAP Modern and All Data Sources Sources Sources Sources Legacy Sources Exploit existing infrastructure choices Integrated & optimized with IBM infrastructure Infrastructure Fit Application & Security Providers Data Integration & Platforms & Web Servers & Firewalls Data Quality Tools Databases IBM, April 2010
  • 64. 64 IBM Cognos Business Intelligence for fact based Performance Management Sales Increase Expense Management Asset and Resource Governance, Management Risk, Compliance IBM, April 2010
  • 65. Access to all Data and Content REPORTING & DASHBOARDING ANALYSIS EVENT MANAGEMENT SCORECARDING IBM, April 2010
  • 66. Corporate Management with A patented 64-bit read-write IBM Cognos TM1 in-memory planning and analytic engine Multidimensional and Multi- cube Excel-based Modeling experience Familiar Excel & Web contribution interfaces Sophisticated spreading Input Methods Real-time Analytics High Data and User Scalability Model-Based Approach Supports Best Practices IBM Cognos TM1 Extend with: Fusion of Analysis & Planning IBM Cognos 8 BI Owned by Finance Performance Blueprints IBM, April 2010
  • 67. Performance Blueprints What they are: – Pre-defined data, process and policy model • Developed by Cognos Innovation Center BUSINESS VALUE GUIDES BUSINESS VALUE GUIDES • …In conjunction with leading customers – Enables best practices • Driver-based • High Participation • High Frequency – Enables rapid time-to-value BLUEPRINT MODELS BLUEPRINT MODELS • Reduced project implementation time and risk APPLICATION BRIEFS APPLICATION BRIEFS IBM, April 2010
  • 68. Corporate Management Performance Blueprints: Functional Solutions FUNCTIONAL SOLUTIONS Market Demand Pre-configured solution building blocks that: FINANCE SALES Integrated Financial • Pool collective Reports Planning & Forecasting best-practice knowledge Accelerate time-to-value Income Statements Workforce Planning • Balance Sheet SALES • Increase project success rate Cash flow PLANNING & Expense Planning & Revenue Plan FORECASTING Control Financial Ratios Capital Project OPERATIONS, Planning MARKETING, INTEGRATED ETC. FINANCIAL HUMAN Cap Ex PLANNING & RESOURCES FORECASTING CAPITAL EXPENDITURE WORKFORCE Operating PLANNING Expenses PLANNING Depreciation Headcount Expenses & Compensation EXPENSE Expenses PLANNING & CONTROL IBM, April 2010
  • 69. Expense Planning & Control Expense Summary Seasonality Curves Percentage Breakdown IBM, April 2010
  • 70. Geographic Information Integration with MapInfo and ESRI Visualization Analysis Geocoding Direct Marketing Routing Sales Management Data Risk Management Routing IBM, April 2010
  • 71. 71 Controlling: Personal Self-Service-Alerts Define Alert Rules Get Alerts in Portals or Select Alert Value on Mobile Devices IBM, April 2010
  • 72. IBM Cognos 8 on SAP - IBM Cognos 8 Architecture for SAP Cognos Cognos 8 BI SAP Enterprise Portal Office Connection Portal Cognos Analysis for Ad Hoc Query Excel Comparative Analysis Cognos Event Management ROUTER/FIREWALL GO Mobile GO! Search Blackberry, Windows Reporting Mobile, Symbian Dashboarding WEB SERVERS: Scorecarding Web Gateways, Web Services API Enterprise Planning Industry Standard Portals Cognos Application Firewall All Administration FIREWALL/ENCRYPTION SAP App Server SAP Security Operating Systems Windows UNIX JOB PRESENT- CONTENT QUERY AUDIT METRICS EVENT MONITORING SCHEDULING ATION MANAGER SERVICE SERVICE SERVICE SERVICE SERVICE SERVICE LINUX SERVICE SERVICE FIREWALL/ENCRYPTION ETL SQL MDX COMMON METADATA R/3 OLAP Driver BAPI CONTENT & METRICS SECURITY PROVIDERS AUDIT STORE LDAP, Active Directory, RDBMS, UNIX, Sys, RDBMS OLAP DB2, SQLServer, NTLM, Netegrity, Logs, Oracle, Sybase, SAPBW, Cognos NT Event Log IBM DB2 UDB, Oracle, Cognos PowerCubes, DB2 CubeViews, Derby Namespace, Custom Microsoft Providers SQL Server, other… Industry Standard OLAP Dimensionally Aware Providers: Hyperion, Microsoft, SAP, Applix IBM, AprilRelational 2010
  • 73. IBM Cognos-SAP Lineage History of Integration and Interoperability with SAP® Applications Certified solutions since 1997 One of the first BI vendors to achieve “Powered by NetWeaver” certification Historical & ongoing commitment to certification of Cognos software components Leverage expertise as part of over 35 IBM products that are SAP certified solutions Cognos software as part of IBM Competency Centers focused on SAP® applications SAP, SAP NetWeaver and SAP R/3 are registered trademarks of SAP AG in Germany and in several other countries. IBM, April 2010
  • 74. IBM Cognos 8v4 Interoperability with SAP NetWeaver® SAP NetWeaver Components Cognos Software Certifications SAP Enterprise Portal iViews NetWeaver® Portal (EP-BP) SAP® SAP Web Application Server Web Application Server (J2EE-DEP) SAP® Business Suite (ECC) SAP ERP Central Component 6.0 SAP NetWeaver® OLAP BAPI interface Business Warehouse SAP BW (BW-OBI) SAP, SAP NetWeaver and SAP R/3 are registered trademarks of SAP AG in Germany and in several other countries. IBM, April 2010
  • 75. Integration with SAP NetWeaverTM Portal View Alerts View Metrics Browse Content View Specific Content Search Content IBM, April 2010
  • 76. Current Ways to Improve BW Query Performance es at BW OLAP r eg Accelerator Cache Agg Summarized (or subset) Accelerates response materialized views of for similar queries by InfoCube data caching query result sets, and reading from cache instead of DB Reporting Event Management Content IBM DB2 Scheduling Run popular queries in background Exploit DB2 Performance (off hours) and push summary views of Features for SAP BW updated data to users – via IBM Cognos 8 IBM, April 2010
  • 77. IBM Cognos-SAP Infrastructure MS Excel / TM1 Web IBM Cognos 8 Studios IBM Cognos 8 BI 64bit cube in memory technology IBM Cognos TM1 TM1 Turbo Integrator (ETL) TM1 SAP Connector InfoCubes & MultiProviders DataStore-Object SAP BW/BI Non-SAP Non-SAP SAP ERP Other Data Sources Data Sources Data Sources IBM, April 2010
  • 78. Design Principles for BI & Performance Management Internal Information Model driven Future IT ownership Biz ownership Past Data driven External Information IBM, April 2010
  • 79. Design Principles: SAP BW and TM1 Internal Information Model driven Future IBM Cognos TM1 (OLAP) IT ownership Biz ownership SAP BW (ROLAP) Past Data driven External Information IBM, April 2010
  • 80. TM1 for IBM Cognos 8 Features • Plug & Play Portlets • Writeback • Financial Intelligence Benefits • Real-Time Reporting • What If Scenarios • Offline Reporting IBM, April 2010
  • 81. Median Load/Calculation Time Comparison 2,9 IBM Cognos TM1 BPC (OutlookSoft) 18 Orace Essbase 87,7 Cognos Analysis 105,7 SAP BW 173,3 0 20 40 60 80 100 120 140 160 180 (Note: This chart, based on Median Load/Calculation Time in the OLAP Survey 6 data, was created by IBM Cognos.) IBM, April 2010
  • 82. Additional Information IBM Cognos Software Website: – http://www-01.ibm.com/software/data/cognos/solutions/sap View customer webinars with Tellabs®, FirstEnergy® & Nike® – http://www-01.ibm.com/software/data/cognos/solutions/sap/library.html Whitepapers – IBM Cognos 8 Business Intelligence Software and Business Warehouse Accelerator – IBM Cognos 8 Unlocking Hidden Value from the Business Warehouse IBM, April 2010
  • 83. Introducing IBM Cognos Express The essential business intelligence and planning capabilities purpose-built for midsize companies IBM, April 2010
  • 84. Value Proposition Easy to Install Pre-configured solution includes everything required for simple deployment and management Easy to Use Self-service access empowers business users and removes the burden from IT Easy to Buy Packaged and priced right… Start small, start anywhere, deliver immediate value, and grow IBM, April 2010
  • 85. Solving the Business Need Information Insight Action IBM, April 2010
  • 86. IBM Cognos Express Can be purchased in its entirety or individually to meet specific buying agendas. IBM, April 2010
  • 87. Excel-based planning and business analysis – Extends the familiar Excel front-end with a powerful in-memory analytics engine for multi-dimensional analysis, reporting and planning Self-service reporting and ad hoc query – Breadth of report coverage – operational, transactional, dashboards, ad hoc Freeform analysis and visualization – Real-time analysis with in-memory multidimensional capability Automated planning, budgeting and forecasting – Finance-managed solution (Available in 1H 2010) IBM, April 2010
  • 88. Cognos Express Cognos 8 Multi Host Limitations Single host No Differences Host PVU Limitations 32 Cores No between Cognos Express User Limitations 100 per product No und Cognos 8 Role based pricing No Yes ERP Adapters No Yes Go!Dashboard No Yes Go!Mobile No Yes Go!Search No Yes Go!Office No Yes Event Management No Yes Analysis for Excel No Yes Virtual View Manager No Yes Distributed Deployments Single host only Yes Analytic Applications No Yes Blueprints Limited (4) Yes Security, Authorization and Integrated capabilities Support for enterprise Access Control only standards Platforms Windows Windows, Linux, All Major Unix IBM, April 2010
  • 89. 89 IBM SPSS Data Analytics, Forecasting, Event Management Realtime Recommenda- Tions for Call Center Personalized Offerings Target Group Analytical Campaign Management Decision Improvement Action Scoring Real-time Identification of fraud transactions Direct Mail Response Optimization Risk Scoring and Fraud Prevention IBM, April 2010
  • 90. The Four Styles of Analysis w/ IBM Cognos & SPSS Broad Usage Focused Usage (Consumers) (Specialist) Analytical Reporting Trending Scenario Modeling Predictive Modeling Drill Slice and Dice What-if What might be • Top down view • Personal exploration • Model scenarios • Uncover patterns • Drillable reports • Compare & contrast • Reorganize, reshape • Apply algorithms • Sort top & bottom • Rotate and nest • Compare scenarios • Mine data and text • Review then query • Work disconnected • Save versions • Predict outcomes • Market shifts • Sales trend analysis • Financial analysis • Fraud prevention • Product ranking • Market analysis • Profitability analysis • Churn analysis IBM Cognos 8 BI Reporting IBM Cognos 8 BI Analysis IBM Cognos 8 BI Café IBM Cognos TM1 IBM SPSS IBM, April 2010
  • 91. IBM ILOG –Optimization for Better Decisions What-If Analysis Collaboration IBM, April 2010
  • 92. IBM ILOG Optimization applications Manufacturing Transportation Financial Utilities, Telecom Multiple/Other & Logistics Services Energy & Natural Resources • Plant Location • Depot/warehouse • Portfolio • Network capacity • Workforce location optimization and • Supply portfolio planning scheduling • Plant layout rebalancing planning • Fleet assignment • Routing • Appointment • Supply Chain • Trade crossing • Power generator scheduling Management • Network design scheduling • Adaptive network • Loan pooling configuration • Advertising • Production planning • Vehicle routing & • Distribution scheduling scheduling • Product/price planning • Antenna and • Detailed scheduling recommendations concentrator location • Marketing campaign • Vehicle & container • Water reservoir mgt optimization • Combinatorial loading • Equipment and Auctions for • Mine operations service configuration • Revenue/Yield Procurement • Crew & driver Management scheduling • Timber Harvesting • Field technician dispatching • Merchandizing • Maintenance scheduling From long term planning & budgeting to real-time scheduling IBM, April 2010
  • 93. IBM as the Partner for the Intelligent Enterprise IBM, April 2010
  • 94. IBM, April 2010
  • 95. Leading Capabilities… “...Blend the Cognos portfolio with IBM's data integration, data quality, data warehouse, content management, text mining & other offerings, & there's no more extensive information management portfolio available, period…” 2008 Editor’s Choice Awards Intelligent Enterprise Magazine IBM, April 2010
  • 96. 96 IBM´s Software Portfolio Collaboration WCM Forms Office Mashups Productivity Business Enterprise Optimization Rules Performance Business Management Spaces Business Dynamic Intelligence Processes Trusted SOA Information Information ESB Integration Structured Transactions Data TSM/HSM Information Infrastructure Protected Tiered Storage Storage IBM, April 2010
  • 97. Analysts View of IBMs Information Management Portfolio IBM, April 2010
  • 98. Gartner Quadrant for Business Intelligence Services IBM GBS as Premium BI Consultants IBM GBS the leading BI Consultant IBM GBS the leading BI Consultant IBM, April 2010
  • 99. Why IBM Cognos? Source: Gartner “Magic Quadrant for BI Implementation Services North America, 2007”, A. Soejarto, B. Hostmann, March 13, 2007 Source: Gartner “Magic Quadrant for CPM Suites, 2007”, Nigel Rayner, Neil Chandler, John E. Van Decker, December 19, 2007 Source: Gartner “Magic Quadrants for Business Intelligence Platforms, 2008”, J. Richardson, K. Schlegel, B. Hostmann, N. Source: Gartner “Magic Quadrant2008 McMurchy, Feb 1, for Data Warehouse Database Management Systems, 2007”, D. Feinberg, M. Beyer, October 10, 2007 Source: Gartner “Magic Quadrant for Data Quality Tools, 2007”, T. Friedman, A. Bitterer, June 29, 2007 Source: Gartner “Magic Quadrant for Data Integration Tools, 2007”, T. Friedman, M. Beyer, A. Bitterer, October 5, 2007 IBM, April 2010
  • 100. IBM-Cognos Positioned in Leaders Quadrants BI Platforms, 2009 IBM, April 2010
  • 101. IBM Cognos Client Success Case Studies http://www01.ibm.com/software/success/cssdb.nsf/topstoriesFM?O penForm&Site=cognos&cty=en_us IBM, April 2010
  • 102. IBM Solution Offerings – Integrated Best of Breed Information Models MDM Data Warehouse BI Services Integration SAS + SAP + + + + Trusted Information requires a wide range of capabilities! The choice is simple… You can either integrate them yourself or have them pre-integrated + + + + + Information Models MDM Data Warehouse BI Services Integration IBM, April 2010
  • 103. Questions? 問 題 Ερωτή Ερωτή Fragen ? Vragen σεις σεις 问 题 ? Preguntas Cwestiwn ? Domande 質 Questions Perguntas 問 IBM, April 2010
  • 104. © Copyright IBM Corporation 2010 All rights reserved. The information contained in these materials is provided for informational purposes only, and is provided AS IS without warranty of any kind, express or implied. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, these materials. Nothing contained in these materials is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. References in these materials to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in these materials may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. IBM, the IBM logo, Cognos, the Cognos logo, and other IBM products and services are trademarks of the International Business Machines Corporation, in the United States, other countries or both. Other company, product, or service names may be trademarks or service marks of others. IBM, April 2010
  • 105. Contact Details Friedel Jonker Wilhelm-Fay-Strasse 30-34 Dipl.-Kaufmann D-65936 Frankfurt Manager Business Dev. Analytics & PM Phone (+49)-69-6645-1227 IBM Software Group Fax (+49)-69-6645-5640 Information Management Mobile (+49)-160-9638657 Jonker@de.ibm.com More information from IBM and me. Look at Xing, Linkedin, Youtube, Twitter, Scribd, Slideshare und Lotus Greenhouse. The links you will find on the following page Join my Networks as Thomas H. Davenport, J. Ross (MIT), Daniel Pink, Charles Savage, David Croslin and other leading Thinkers and Practitioners have already done it ! IBM, April 2010
  • 106. http://www.youtube.com/user/FriedelJonker https://greenhouse.lotus.com/home/login.jsp http://twitter.com/FJonker https://www.xing.com/profile/Friedel_Jonker http://de.linkedin.com/pub/friedel-jonker/3/258/B78 http://www.scribd.com/FJonker http://www.slideshare.net/jonker1 IBM, April 2010
  • 107. IBM, April 2010
  • 108. DEMO –IBM Cognos Express IBM, April 2010
  • 109. DEMO –IBM SPSS IBM, April 2010
  • 110. 110 IBM, April 2010