Business intelligence & collaboration

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Business intelligence & collaboration

  1. 1. Dale Roberts<br />Services Director<br />RoovenPakkiri<br />Head of Social Business<br />Collaborative Decision Making<br />Why Good People in Great Businesses Make Poor Decisions<br />March 2011<br />
  2. 2. Why did they do that?<br />
  3. 3. Boots<br />A Great Organisation<br />
  4. 4. Steve RussellA Respected Leader<br />
  5. 5. The Decision“Slowdown has been detected in our core business”<br />
  6. 6. DecisionsHow do organisations make them?<br />
  7. 7. Decision Making<br />Detect problem or opportunity <br />Identify solutions<br />Evaluate outcome of each<br />Establish preference<br />
  8. 8. Decision Making ModelsRational, Logical, Reasoned <br />
  9. 9. IndividualsDon’t make decisions quite like this<br />
  10. 10. Organisationsrarely make decisions like this<br />
  11. 11. Common Problemswith organisational decision making<br />
  12. 12. Organisational Randomnessor Trashcan Theory<br />People who know the problem<br />People who can provide a solution<br />People who make decisions<br />
  13. 13. Organised AnarchiesMost organisations some of the time, some organisations most of the time<br />Solutions<br />Lets regionalise<br />Lets centralise<br />Lets change the CEO<br />Choices<br />Should we open a new branch?<br />Should we hire a new marketer?<br />Problems<br />How do we compensate staff?<br />How do we improve marketing?<br />Participants<br />
  14. 14. Organised AnarchiesMost organisations some of the time, some organisations most of the time<br />Participants<br />Problems<br />Solutions<br />Choices<br />
  15. 15. Information Disconnection<br />Business Analytics reach <br />8%<br />of the organisation<br />Source, TDWI<br />40%<br />of major business decisions are not based on information generated from analytic applications <br />Accenture, Competing Through Analytics<br />
  16. 16. BootsAn example of information disconnection<br />
  17. 17. Decision Making Black HolesWhere information goes to die<br />
  18. 18. Email FragmentationAnd critical CRM information<br />Where only you can see it 18%<br />Where everyone can see and share it <br />2%<br />Where you have to search for it 80%<br />Source, ContactNet<br />
  19. 19. Decision Making Silos<br />
  20. 20. Decision Avoidance Psychosis<br />
  21. 21. The ProblemsWith Organisational Decision Making<br />
  22. 22. The Abilene Paradox<br />
  23. 23. Collaborative Decision Making<br />RoovenPakkiri<br />
  24. 24. Something significant is happening in the corporate world<br />A major change of direction is taking place <br />
  25. 25. On 7th February 2011Thierry Breton, CEO of ATOS Origin<br />49,000ee<br />Euro 5bn<br />Global IT<br />Said …<br />
  26. 26. Email Free Company<br />
  27. 27. Trashcan Theoryor Organisational Randomness<br />People who know the problem<br />People who can provide a solution<br />People who make decisions<br />
  28. 28. AnswerSocial Business<br />
  29. 29. What is Social Business ? <br />“just facebook inside the organisation”<br />WRONG ANSWER<br />“more like Linkedin inside an organisation”<br />WRONG ANSWER (but closer)<br /> “uses Social Networking tools and collaboration culture to solve business problems”<br />CORRECT ANSWER<br />
  30. 30. CollaborationGardening Tools<br /><ul><li>Blogs
  31. 31. Wikis
  32. 32. Community
  33. 33. Forums
  34. 34. Groups
  35. 35. File sharing
  36. 36. User-Generated Content
  37. 37. Tagging & Bookmarking
  38. 38. Instant Messaging</li></li></ul><li>There is nothing ground breakingabout this tool set …<br />But when they are used in combination and in a collaborative <br />culture; they can produce this ….<br />
  39. 39. The Collaborative Garden<br />
  40. 40. Company Reality<br />
  41. 41.
  42. 42.
  43. 43.
  44. 44. … (informal) networks<br />
  45. 45. The Challenge<br />People are the most valued asset of any organisation <br />BUT <br />80% of a company's knowledge are in the heads of its employees<br />
  46. 46. The Big Payoff<br />Creation of an institutional memory and a playbook<br />The Prize <br />
  47. 47. Institutional Memory<br />
  48. 48. Companies that Collaborate areIn an Aberdeen study of 200+ companies that have successfully merged Business Intelligence & Collaboration<br />More responsive 44%Response times to customer requests<br />More Productive 42%<br />Time spent searching for information<br />More efficient 30%<br />Reduction in cycle times of key business processes<br />
  49. 49. Management is Three Things<br />
  50. 50. Finally<br />“My suspicion is that by 2012 we will stop talking about all this social stuff and will just call it work“<br />Luis Suarez, IBM<br />
  51. 51. References<br />Collaborative BI Are We There Yet, Fred Powers<br />Smashing Silo’s, Evan Rosen<br />Collaborative Business Intelligence: Three Steps Toward Superior Customer Responsiveness, Aberdeen Research<br />A Garbage Can Model of Organizational Choice, Michael D. Cohen; James G. March; Johan P. Olsen<br />Think again, Why Good Leaders Make Bad Decisons, Sydney Finkelstein, Jo Whitehead, Andrew Cambell<br />The Abilene Paradox: The Management of Agreement, Jerry B. Harvey<br />A Consumer Revolution in the Enteprise, IDC<br />
  52. 52. Thank You<br />Come and see us on Stand 618<br />Twitter @DaleyInsight<br />http://businessintelligencetoday.blogspot.com/<br />www.artesiansolutions.com <br />

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