Business Intelligence and Corporate CultureCommunications - Collaboration - Process Improvement - Financial Impactpowered ...
BusinessIntelligenceTODAYBEST PRACTICES AND PROCEDURESHISTORY ANDORGANIZATIONALRATIONALSYSTEMSINFORMATIONTECHNOLOGIESCOLLE...
PROCESSESFINANCEL+DCUSTOMERSThe concept is normallyassociated withBALANCED SCORECARDSA methodology that exploresthe MULTIP...
BUSINESS INTELIGENCE TOOLSRIGHT TYPE OF DATATHE COMPANY MUST AND SHALL KNOW:I.T. SOLUTIONKEY PERFORMANCE INDICATORSKPIFOR ...
ALIGN PROJECT GOALS IMPLEMENT CHANGE DRIVE BEHAVIORKPISpecific + Measurable + Attainable + Relevant + TimelySMARTMUST BEPR...
Common problems withBI implementationCustomization OverkillIncorrect Choice of TechnologyRACT TestInadequate Training for ...
WITH TRADITIONAL BUSINESS INTELIGENCE:Too many times datahas no qualityManagers needto adapt toexisting processes,and proc...
What is THE COMMON VARIABLEbehind business performance in every organization?PEOPLEPEOPLE ISCOMMON DRIVEROF INTELLIGENCE A...
OF PERFORMANCE IS DETERMINED BY THE QUALITY OF PEOPLERELATIONSHIPS20%40%aUNIVERSITY OF AMSTERDAMAuthors:
CULTURETEAMSINDIVIDUALSVALUESPROCESSESRESOURCESSocial GroupsSocial RelationshipsSocial PofilesHuman Capital& StrategyBalan...
Knowing in a deep andprofessional approachthe INTELLECTUALCAPITAL from ascientific and valid test.Combining intelligencewi...
How it works? Take this example:Same investmentLess FrictionNo effort Minimal effort Some effort Significant effortAjitBev...
BRIEFING FEEDBACKSESSIONPERSONALITYTESTING(web based)SOCIAL PROFILE(Software)RESULTCONFIRMATIONVISUAL TEAM BUILDER(softwar...
Financial Impact/ ROI analysis available under requestRecruitment Process more efficient 2,7%3%4,6%3,6%1,1%Reducing the nu...
Reporting and analytics
Comparison between 4G questionnaire and competitionBirkmanDISC / PPASHL OPQStrengths FinderTalentQWaveDennisonOCIFIRO-BNEO...
powered byRICARDO ANDORINHOBusiness DeveloperAv. João Crisóstomo, 30, 5º andar1050-127 LisboaT: +351 211 546 815E: info@mb...
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BI by MBU

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BI from a Human Perspective. Business intelligence. Organizational Performance depends on human interactions and not on IT arquitecture, Focus on People

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BI by MBU

  1. 1. Business Intelligence and Corporate CultureCommunications - Collaboration - Process Improvement - Financial Impactpowered bywww.mbuintelligence.com
  2. 2. BusinessIntelligenceTODAYBEST PRACTICES AND PROCEDURESHISTORY ANDORGANIZATIONALRATIONALSYSTEMSINFORMATIONTECHNOLOGIESCOLLECT DATAfrom a wide range of internaland external sources to producesupport Management decisions.ANALYTICALREPORTS that
  3. 3. PROCESSESFINANCEL+DCUSTOMERSThe concept is normallyassociated withBALANCED SCORECARDSA methodology that exploresthe MULTIPLE DIMENSIONS of anorganization or digitaldashboards that treat data toPRESENT IT THE BEST WAY POSSIBLEBALANCEDSCORECARDS
  4. 4. BUSINESS INTELIGENCE TOOLSRIGHT TYPE OF DATATHE COMPANY MUST AND SHALL KNOW:I.T. SOLUTIONKEY PERFORMANCE INDICATORSKPIFOR SPECIFIC AND TIMELY PROBLEMSBUSINESS INTELIGENCE SELLSNO INDICATOROF PEOPLE PERFORMANCE?
  5. 5. ALIGN PROJECT GOALS IMPLEMENT CHANGE DRIVE BEHAVIORKPISpecific + Measurable + Attainable + Relevant + TimelySMARTMUST BEPROJECT SUCESS
  6. 6. Common problems withBI implementationCustomization OverkillIncorrect Choice of TechnologyRACT TestInadequate Training for whom it is neededNon-involvement of Executive LeadersPoor Communications with ConsultantsWhen Perceived Needs differLacking in Upfront Planning////////Poor Cost & Scheduling Estimation10%Insuficient Team Skills16%Lack Strategic Support16%End Users are not engaged18%Failure to plan19%Poor Communication19%Unclear Dependencies20%Unclear Objectives28%Unrealistic Deadlines33%Resource Competition36%Scope Changes40%Why projects fail
  7. 7. WITH TRADITIONAL BUSINESS INTELIGENCE:Too many times datahas no qualityManagers needto adapt toexisting processes,and processes mayhave been createdto be driven byspecific managersProcesses arechanging too quicklyto accuratelyfollow-upSystems integrationis not easy and cheapTurn-over averageis 18% which meansmore investmentin hiring or educationis needed
  8. 8. What is THE COMMON VARIABLEbehind business performance in every organization?PEOPLEPEOPLE ISCOMMON DRIVEROF INTELLIGENCE AND PERFORMANCE- even with the most efficient automated system -THE ONLY
  9. 9. OF PERFORMANCE IS DETERMINED BY THE QUALITY OF PEOPLERELATIONSHIPS20%40%aUNIVERSITY OF AMSTERDAMAuthors:
  10. 10. CULTURETEAMSINDIVIDUALSVALUESPROCESSESRESOURCESSocial GroupsSocial RelationshipsSocial PofilesHuman Capital& StrategyBalanced ScorecardMetrics & HumanCapital ReportingChange ManagementCulture & ClimateBusiness PartneringEmpoweringLine ManagersBusiness & SalesPerformanceBusinessProcessesCompetencyFrameworksCollaborationCross DepartmentalCommunicationIdeal TeamsInfluencingGraduateRecruitmentMentoring, Induction& Peer Support ProgramsInternal CommunicationTeam Development InterviewingSocial NetworkAnalysisReporting StructuresTeam ModellingSuccessionPlanningAssessment CareerManagementConflictEmotionalIntelligenceAppraisals &360º FeedbackCoaching CultureLearning& DevelopmentFirst 100 DaysLeadershipRetention MotivationNegotiationTestsStress &Work-Life BalanceTime ManagementCULTURE & STRATEGY / VALUES TEAMS / PROCESSES INDIVIDUALS / RESOURCESOrganisational Strategy EmployeeEngagementMergers &Acquisition Integration Employee EngagementIT & KnowledgeManagement Talent Management
  11. 11. Knowing in a deep andprofessional approachthe INTELLECTUALCAPITAL from ascientific and valid test.Combining intelligencewithin the TEAMS anddepartments and visualizethe QUALITY OF THERELATIONSHIPS betweenpeople.OPTIMIZE TEAMSaccordingly and dependingon: re-organizing thecompany, hiring, mergingthe company ordepartments, decide uponpeople with a valid method.€€€€Measuring how much youare INVESTING in aspecific team in order toaddress the maximumoutput possible,according to the KPI’sdefined for the group, anddecide with context andmain strategical goals.There’s a way of addressing organizational intelligencein a rational, normalized, objective and visual way
  12. 12. How it works? Take this example:Same investmentLess FrictionNo effort Minimal effort Some effort Significant effortAjitBeverleyChristienDirkEmmaTotal SalariesRelationship Friction %35.00070.000110.00050.00055.000320.00032.8NAME BASE SALARYAjit Beverly Christien Dirk EmmaAjitBrianChristienDirkEmmaTotal SalariesRelationship Friction %35.00070.000110.00050.00055.000320.00026.8NAME BASE SALARYAjit Brian Christien Dirk EmmaDegree of Psychological ConfortINTELLIGENCE ∩ SALARY6% impact onACCURATE DATA ABOUT EFFORT AND INTELLECT INVESTMENTPRODUCTIVITY + COMMUNICATIONS + COLLABORATION
  13. 13. BRIEFING FEEDBACKSESSIONPERSONALITYTESTING(web based)SOCIAL PROFILE(Software)RESULTCONFIRMATIONVISUAL TEAM BUILDER(software)SCIENTIFIC ANDVALID METHODOLOGYTalentManagementINDIVIDUALREPORT2º 3º1º REPORTING AND ANALYSISINDIVIDUAL AND TEAMEasy assessment, fast and flexible:
  14. 14. Financial Impact/ ROI analysis available under requestRecruitment Process more efficient 2,7%3%4,6%3,6%1,1%Reducing the number of errorsSpeed to get to know peopleGains in productivityReducing the staff turnoverACTIVITY % GAINS IN PRODUCTIVITYon average salary€€€€∑ 15%
  15. 15. Reporting and analytics
  16. 16. Comparison between 4G questionnaire and competitionBirkmanDISC / PPASHL OPQStrengths FinderTalentQWaveDennisonOCIFIRO-BNEOBelbinInsightsMBTIBarrett Values16 PFDDITOOLS IndividualBehaviorRelationshipForecastTeam BuildingSoftwareHuman CapitalMetricsHiringCoaching Culture
  17. 17. powered byRICARDO ANDORINHOBusiness DeveloperAv. João Crisóstomo, 30, 5º andar1050-127 LisboaT: +351 211 546 815E: info@mbuintelligence.comwww.mbuintelligence.comHarvard Business Review and MITThe ROI of being Social at WorkWarwick Univeristy and Proudfoot ConsultingGlobal Productivity ReportLePine, J.A., Erez, A. & Johnson, D. E.Journal of Applied Psychology, 87(1), Feb 2002, pp.52-65The Nature and Dimensionality of Organizational CitizenshipBehavior: A Critical Review and Meta-AnalysisDe Dreu, C.K.W. & Weingart, L.R.Journal of Applied Psychology, 88(4), 2003, pp.741-749Task Versus Relationship Conflict, Team Performance,and Team Member Satisfaction: A Meta-Analysis.Barrick, M. & Mount, M.K.Human Performance, 18(4), 2005, pp.359-372Yes, Personality Matters: Moving on to More Important Matters

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