KSA Business Intelligence Qualifications


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  • KSA Business Intelligence Qualifications

    1. 1. Business Intelligence Planning Maximizing the Performance of Your Data
    2. 2. Topics <ul><ul><li>Provide an overview of Kurt Salmon Associates and the Health Care Group </li></ul></ul><ul><ul><li>Discuss information challenges in current environment </li></ul></ul><ul><ul><li>Review our Business Intelligence planning services and methodology </li></ul></ul><ul><ul><li>Define how we can continue our dialogue </li></ul></ul>
    3. 3. KSA Overview <ul><ul><li>Kurt Salmon Associates (KSA) is the leading global management consulting firm offering integrated strategy, process and technology deployment solutions to the retail , consumer products and health care industries. </li></ul></ul><ul><ul><li>Our professionals are based in and work throughout the Americas, Europe and Asia-Pacific. </li></ul></ul><ul><ul><li>Our global presence helps us understand the keys to success and the transferability of competencies and strategies in different market environments. Through this network, we assemble project teams with specific, relevant experience that addresses each client’s unique challenges. </li></ul></ul>MINNEAPOLIS DUSSELDORF PARIS BARCELONA GURGAON NEW YORK PHILADELPHIA PRINCETON ATLANTA TOKYO HONG KONG SHANGHAI LONDON ALTRINCHAM BANGALORE NETHERLANDS MONTERREY MEXICO CITY DENVER SAN FRANCISCO LOS ANGELES
    4. 4. KSA Overview <ul><li>In 2007, KSA joined the Management Consulting Group, PLC. The family of MCG consulting groups affords KSA access to a broad pool of industry, process and technical specific resources and expertise. </li></ul>MANAGEMENT CONSULTING GROUP, PLC KURT SALMON ASSOCIATES Ineum ProudFoot Health Care Group Consumer Products Group Capital Advisors Strategy Services Facility Services IT Services Operations Planning
    5. 5. Retail and Consumer Products Group <ul><li>Doubled sales </li></ul>Reduced markdowns by 30%, while decreasing stock-outs by 40% Improved margin performance by 12% Decreased store handling cost per unit by 30% Improved EBIT by 10% <ul><li>Margin Management </li></ul><ul><li>KSA worked with a Top 10 U.S. retailer to improve margin performance by 12% on SKUs managed through a KSA program. </li></ul><ul><li>KSA’s integrated margin management program helped a leading European retailer increase gross margin by two points within 12 months by focusing on sourcing and buying. </li></ul><ul><li>Business Growth </li></ul><ul><li>KSA developed and implemented a strategic plan for a general merchandise retailer that doubled the client’s sales in five years. </li></ul><ul><li>KSA created a turnaround and growth strategy program for an international retailer , resulting in sales increases of more than 15% per year for four years. </li></ul><ul><li>Productivity </li></ul><ul><li>Improvement </li></ul><ul><li>KSA’s coordinated purchasing, logistics, and IT approach helped a European retail chain achieve a cost reduction of more than 20%. </li></ul><ul><li>KSA helped a specialty store retailer increase labor productivity by more than 50% and decrease store handling cost per unit by 30%. </li></ul><ul><li>Technology </li></ul><ul><li>Effectiveness </li></ul><ul><li>KSA’s systems strategy enabled a leading retailer to improve its annual EBIT by 10%. </li></ul><ul><li>KSA helped a Fortune 100 retailer achieve first-year cost savings of 10% of its current IT budget. </li></ul><ul><li>Inventory Efficiency </li></ul><ul><li>KSA reduced stock-outs by 40% and markdowns by 30% for a general merchandise retailer by improving inventory flow through its supply chain. </li></ul><ul><li>KSA helped a leading multi-channel retailer reduce SKUs by 21%, improve customer service levels by 5%, and improve store conversion by 2%. </li></ul>The KSA Consumer Products Group provides management advisory services to global retailers to grow business, create efficient supply chains, deploy technology and improve margins.
    6. 6. Health Care Group <ul><ul><li>EXPERTISE: We possess functional depth in strategy, facility, operations and information technology planning and execution. </li></ul></ul><ul><ul><li>CLIENTS: Our client base includes more than 2,500 hospitals worldwide since 1947. Our current staff has served all of the U.S.News & World Report Honor Roll hospitals. We also advise health plans, health care GPOs, and member-based associations. </li></ul></ul><ul><ul><li>RESULTS: We provide our best, with the best, for the best. We put clients’ interests first, always. At any given time, more than 70% of our work is conducted with return clients. </li></ul></ul><ul><ul><li>PROFESSIONALS: More than half of our 60+ dedicated professionals are senior-level individuals with more than 15 years of experience and several with upwards of 30 years. </li></ul></ul>The KSA Health Care Group provides management advisory services in facility performance, strategy, operations and information technology. The practice is one of the country’s most experienced resource to the health care industry.
    7. 7. KSA Health Care Group Master Planning Functional and Space Programming New Building Activation Strategic Operational Visioning Process Assessment and Design Operating Cost Management Strategic Planning Vendor Selections Business Intelligence Implementation Oversight Strategic Planning Financial Advisory Services Clinical Program Planning and Forecasting Organization and Governance Deep functional skills and expertise
    8. 8. KSA Health Care Group Integrating skills to create tailored and complete solutions for our client’s challenges Recommended solutions are based on our extensive expertise and experience. We evaluate your specific challenge from a range of perspectives.
    9. 9. Jason D. Oliveira, MBA Partner Information Technology Services <ul><li>Jason has devoted his entire 25 year career to health care information technology. As a management consultant, he has assisted clients in IT strategic planning, technology evaluation, business relationship negotiations, and implementation program management. Prior to joining Kurt Salmon Associates, Jason held management positions supporting analytical services, data warehousing, and health care business intelligence environments. </li></ul><ul><ul><li>As the KSA practice leader for business intelligence, Jason has facilitated over 20 engagements spanning educational retreats, planning, design, technology evaluation and deployment. </li></ul></ul><ul><ul><li>As a leader in the healthcare business intelligence community Jason has served as chair of special interest groups, authored numerous articles, and spoken at many industry conferences and podiums. </li></ul></ul>Education Master of Business Administration (Healthcare) Baruch College / Mt. Sinai School of Medicine, NY Bachelor of Science (Computer Systems Design) Baruch College, NY Speaker, Writing, Media Advance for Health Information Executives, KSA Catalyst, Insights & Outlook, College of Health Care Information Executives, Health Information Management Systems Society, Hospital Financial Management Association, GE, The Electronic Patient Record conference, Journal of Healthcare Information Management, The Center for Business Innovation Selected Clientele Children’s National Medical Center, D.C. Dartmouth-Hitchcock Medical Center, NH Hospital for Special Surgery, NY MCIC Vermont, Atlanta, GA Novation, TX PeaceHealth, OR/WA/AK Santa Clara Valley Health and Hospital, CA Texas Children’s Hospital, TX University of North Carolina Health Care, NC Trinity Health, MI VHA Inc., TX Yale New Haven Health, CT Business Intelligence Practice Leader 212.508.8311 (P) 917.742.2784 (M) [email_address] 650 Fifth Avenue 30thFloor New York, NY 10019
    10. 10. Information Challenges
    11. 11. Today’s challenges in delivering actionable insight <ul><li>Unlocking the performance of your data: </li></ul><ul><ul><li>Limited insight into processes and performance </li></ul></ul><ul><ul><li>Information ‘latency’ creates delayed responses to business issues </li></ul></ul><ul><ul><li>Lack of maturity in information disciplines: skills, organization, governance, data integration and analytics </li></ul></ul><ul><ul><li>Tight competition for scarce resources creates bottlenecks </li></ul></ul><ul><ul><li>Duplicative, non-standard, manual/Excel intensive data processes raises the cost and onus of information management </li></ul></ul><ul><ul><li>In current environment, little ability to pursue major new investments – do more with what we have </li></ul></ul><ul><ul><li>Getting past a reporting mentality and making information more relevant and timely to operations </li></ul></ul>
    12. 12. Information void limits business initiatives Performance Improvement Customer Relationship Management Product Portfolio Management Revenue Enhancement Cost reduction INFORMATION VOID As organizations devise and pursue their business initiatives, they are finding that their information architectures are rigid, strained, and inadequate.
    13. 13. Need to shift the curve The cost and effort of the data value chain – from acquiring to actionable insights – is an onus for many organizations… Data Collection Data Reporting Data Analysis Performance Improvement Current Effort Ideal Effort … Conventional wisdom is that 70% of the effort is processing information, and 30% is actually applying the information to planning, operations and decisions.
    14. 14. Decision maker’s perspective <ul><li>Management and operations is being held accountable for performance, but generally lack the data, tools and support for actionable insights into their business and processes. </li></ul><ul><li>Root Causes: </li></ul><ul><ul><li>“ I can’t find the data” – Data fragmentation, little external data, departmental/LOB defended data fiefdoms </li></ul></ul><ul><ul><li>“ I can’t get to the data” – User unfriendly information access tools, requires IT intervention, bottle neck/ad-hoc delays </li></ul></ul><ul><ul><li>“ I do not understand the data” – Data presented in a non-business context, lack of business definitions, computer coded jargon, reams of paper reports </li></ul></ul><ul><ul><li>“ I can not use the data” – Too old; data volume is indigestible; Report -> Excel re-key challenge; poor quality – not trusted; no governance over definition, access and use of critical corporate data; data not managed as a valued asset </li></ul></ul>Lack of Actionable Insight People Process Technology Policy
    15. 15. Information technology’s perspective <ul><li>IT is charged and concerned with managing information assets, but years of unmanaged user demand and processes has resulted in ‘spaghetti’ data environments. </li></ul>CRM ISIS G/L A/P Operational informational Data Extract Programs Data Extract Programs DB2 SAS Access Excel FINANCE USERS MARKETING USERS
    16. 16. Converging needs Information Users <ul><li>I can’t find the data </li></ul><ul><li>I can’t get to the data </li></ul><ul><li>I don’t understand the data </li></ul><ul><li>I can’t use the data </li></ul>Information Managers <ul><li>Spaghetti code </li></ul><ul><li>Ad hoc request backlog </li></ul><ul><li>Quality of data assets </li></ul><ul><li>Rising TCO of analytics </li></ul>It is at the convergence of information user’s and information manager’s perspectives that next-generation information architectures must be planned for.
    17. 17. Methodology and Approach
    18. 18. Process for information architecture planning <ul><li>There are three steps for unlocking the potential of your information: </li></ul><ul><ul><li>Assess, strategize and create the business case: </li></ul></ul><ul><ul><ul><li>Organizational vision and goals </li></ul></ul></ul><ul><ul><ul><li>Assess internal strengths and weaknesses </li></ul></ul></ul><ul><ul><ul><li>Define a performance management infrastructure </li></ul></ul></ul><ul><ul><ul><li>Gap analysis </li></ul></ul></ul><ul><ul><ul><li>Roadmap </li></ul></ul></ul><ul><ul><li>Develop logical and functional design in a iterative manner </li></ul></ul><ul><ul><ul><li>Design the information architecture </li></ul></ul></ul><ul><ul><ul><li>Technology evaluation and selection </li></ul></ul></ul><ul><ul><ul><li>Proof of concept </li></ul></ul></ul><ul><ul><ul><li>Functional design of first iteration / pilot </li></ul></ul></ul><ul><ul><ul><li>Metrics and information delivery design </li></ul></ul></ul><ul><ul><li>Deploy and establish ongoing maintenance processes </li></ul></ul>PLAN DESIGN DEPLOY
    19. 19. The project lifecycle Plan Architecture Design Logical Design Technology Tools Enterprise Wide Functional Design Deployment Maintenance Iterative Program Management DEPLOY PLAN DESIGN DEPLOY
    20. 20. Step 1: Plan
    21. 21. Becoming an Intelligent Organization PLAN DESIGN DEPLOY BUSINESS INITIATIVES DATA WAREHOUSING DECISION SUPPORT BUSINESS INTELLIGENCE Sharing Learning Innovation Performance Improvement Customer Relationship Management Product Portfolio Management Revenue Enhancement Cost Reduction Intelligent Organization Organizing and exploiting data is the foundation for enabling business initiatives and becoming an ‘intelligent organization’.
    22. 22. Creating the Roadmap <ul><li>In the planning stage, three key questions should be answered resulting in a roadmap and business case: </li></ul>PLAN DESIGN DEPLOY Where do we want to be? Where are we today? How do we get there? <ul><ul><li>Assess </li></ul></ul><ul><ul><li>Inventory </li></ul></ul><ul><ul><li>Strengths and weaknesses </li></ul></ul><ul><ul><li>Gap analysis </li></ul></ul><ul><ul><li>Environment scan </li></ul></ul><ul><ul><li>Align with strategies </li></ul></ul><ul><ul><li>Establish vision and objectives </li></ul></ul><ul><ul><li>Roadmap </li></ul></ul><ul><ul><li>Pilot definition </li></ul></ul><ul><ul><li>Implementation plan </li></ul></ul>KSA works closely with you to raise the critical questions, explore the full range of vision and possible innovation, and develop recommendations that can be implemented.
    23. 23. Where do we want to be? <ul><li>Aramark’s business and information management leaders need to stretch their imagination on what is possible to be engaged planning partners. </li></ul>PLAN DESIGN DEPLOY Where do we want to be? KSA gains input from project sponsorship and leadership for a ‘lay of the land’ and then provides targeted white papers and executive education sessions to start an informed visioning process. <ul><ul><li>Internal White Paper </li></ul></ul><ul><ul><li>Awareness building </li></ul></ul><ul><ul><li>Education </li></ul></ul><ul><ul><li>Share best practices </li></ul></ul><ul><ul><li>State of the industry </li></ul></ul><ul><ul><li>Trends </li></ul></ul>
    24. 24. Where do we want to be? <ul><li>How do we make information and analytics relevant? Establish vision and objectives as achieved through policy, process, technology and resources. </li></ul>PLAN DESIGN DEPLOY To achieve established objectives, information disciplines will need to be matured Applied Informatics Data Governance Information Quality Efficiently Organized Data Decision Support Tools Rich Operational Sources Skilled & Organized Resources INFORMATION DISCIPLINES CORPORATE OBJECTIVES Innovation Managed Knowledge Efficient Operations Where do we want to be? KSA facilitates visioning and alignment with corporate objectives – what does Aramark most want to accomplish through information and analytics? Real-time Decisions Ideal Client Relationships
    25. 25. Assessing the Current State <ul><li>What are your organization’s gaps? </li></ul><ul><ul><li>Better governance </li></ul></ul><ul><ul><li>Moving beyond a reporting mentality </li></ul></ul><ul><ul><li>Develop skill sets and support </li></ul></ul><ul><ul><li>Self-service access </li></ul></ul><ul><ul><li>Integrated data resources </li></ul></ul><ul><ul><li>More advanced analytics </li></ul></ul>PLAN DESIGN DEPLOY IT Process Benchmark Comparison Discipline Governance Data Quality Data Org/DW Architecture Development Delivery Support Org 0 1 2 3 4 5 L H M H H H H Current State Assessment Comparative Benchmark – Managed Services Better Than or Equal to Benchmark Somewhat Behind Benchmark Seriously Behind Benchmark Recommended Priority (High, Medium, Low) H/M/L KEY Where are we today? Our comprehensive evaluation determines which disciplines need to be matured to achieve best practices in data management, business intelligence and analytics. We also compare your performance against key industry benchmarks. .
    26. 26. Assessing the current state <ul><li>Budgeting, planning and forecasting </li></ul><ul><li>Financial close, consolidation and reporting </li></ul><ul><li>Rationalizing reporting blueprint </li></ul><ul><li>Order to Cash </li></ul><ul><li>Procure to Pay </li></ul><ul><li>Cost Accounting </li></ul><ul><li>Supply Chain </li></ul>PLAN DESIGN DEPLOY Data and analytics are but tools, process and performance improvement are the ultimate objective. KSA has delivered quick-win improvements in back office processes. KSA applies our depth and breadth of process transformation to diagnose and benchmark leading practices of back office functions. Identified savings ‘pay for themselves’.
    27. 27. How do we get there? <ul><li>The gap analysis between current and future state is translated into recommendations for ‘leaps’ in maturing information disciplines. </li></ul>PLAN DESIGN DEPLOY Applied Informatics Data Governance Data Quality Efficiently Organized Data Decision Support Tools Rich Operational Sources Skilled & Organized Resources Information Disciplines Corporate Objectives First Leap Initiatives <ul><li>Establish Data Governance within IT Council </li></ul><ul><li>Establish a Data Services Center </li></ul><ul><li>Realign resources into a Data Architecture Group </li></ul><ul><li>Recruit skill sets as required </li></ul><ul><li>Data Quality Program </li></ul><ul><li>Federated Enterprise Data Warehouse design </li></ul><ul><li>Expand use of Business Objects </li></ul><ul><li>Integrate ERP design with downstream data needs </li></ul><ul><li>Self-service program starting with training program </li></ul>0 1 2 3 4 5 x` x` x` x` x` x` Maturity Level Low High - Current State - First Leap Innovation Real-time Decisions Managed Knowledge Efficient Operations Ideal Client Relationships
    28. 28. How do we get there? <ul><li>Another way of looking at the information architecture future state is as part of your performance management infrastructure. </li></ul>PLAN DESIGN DEPLOY MEASURE & MONITOR KPI, Dashboards, Benchmarks, Reporting EVALUATE Six Sigma, Root Cause Analysis, Fishbone IMPROVE PROCESSES Simplify, Align, Interconnect, Standardize, Stabilize, Train Data Management Methodology Decision Support Skilled People Monitor, evaluate and improve performance with methodology, data, decision support, and skilled resources
    29. 29. Determining where to begin <ul><li>Identified business priorities coupled with feasibility creates, but is not limited to, a foundation for developing strategic priorities on where to begin executing the roadmap. </li></ul>Business Alignment – Critical Initiatives Feasibility High Highest & Quickest ROI Low Bubble Size = Expected ROI Low High Medium Food Supply Chain BAM Apparel HR Facility CRM PLAN DESIGN DEPLOY Finance
    30. 30. Convert potential into performance <ul><li>The identified pilot and each individual recommendation of the roadmap is translated into a business case for testing and adoption. </li></ul>PLAN DESIGN DEPLOY Detailed concepts are presented and evaluated based on opportunities, current investments, timeline, expected ROI, and alignment with business initiatives. <ul><li>Getting Started: </li></ul><ul><ul><li>Obtain LOB sponsorship </li></ul></ul><ul><ul><li>Identify benefits </li></ul></ul><ul><ul><li>Formulate a budget </li></ul></ul><ul><ul><li>Form design team </li></ul></ul><ul><ul><li>Project planning </li></ul></ul><ul><ul><li>Establish governance </li></ul></ul>
    31. 31. Step 2: Design
    32. 32. Design the future state <ul><li>The design steps of the lifecycle have an enterprise-wide component as well as iterative functional design for specific subject areas, the first being the identified pilot. </li></ul>PLAN DESIGN DEPLOY Plan Architecture Design Logical Design Technology Tools Functional Design Deployment Maintenance Program Management Enterprise Wide Iterative
    33. 33. Designing governance and support services <ul><li>To prepare for deployment and ongoing maintenance, governance and support services need to be designed. There is a wide range of data governance and service models ranging from completely centralized to managed decentralization. KSA helps determine which model best fits. </li></ul>PLAN DESIGN DEPLOY Corporate and Strategic Initiatives Data Management Governance Organization, Leadership, Management and Decision Making FUNCTIONAL PILLARS SERVICES Business and Technology Teams Data Architecture Data Services Data Sources Data Integration Project Management Access Control Application Support Applied Analytics Services Data Quality Training Data Models / Lexicon Architecture Data Models Data Quality Reporting and Analytics Project Management Policies
    34. 34. Designing the information architecture <ul><li>The information architecture is comprised of numerous services to capture, organize and deliver information to decision makers when, where and how they need it. </li></ul>PLAN DESIGN DEPLOY ERP Oracle SCM HR Operations ISIS SQL – Server Notes Budgets Custom Mainframe SAS Cost Reports Contract monitoring MS - Windows MS - Excel Acquisition Services Data Staging Services - Extraction - Transformation - Load - Cleansing Data Staging Administration - Job/Process Control - Job/Process Monitoring - Metadata exchange - Data Modeling Load Files Metadata Exchange Data Warehouse Organization Services Metadata Services - Source/Target Models - Business Definitions - Audit Statistics - Performance Statistics - ETL Statistics Metadata Repository Data Services - Bulk Data Loader - Aggregation Management - Index Management - Audit Statistics - DBA Administrator - Security Administration Data Warehouse Administration - Data Modeling - Data Access Tool Mgmt. - Data Base Administrator - Data Staging Administration Consumption Services Data Mart OLAP MDB Data Mart RDBMS Data Access Services - Report Library Management - Report Distribution - Report Scheduling - OLAP Cube Refreshing - Query Management - Aggregation Management - Security Verification - Metadata Navigation Program Evaluation OLAP MDB Performance Based Budgeting RDBMS Planned Services -Web Reporting - Web OLAP - Data Mining
    35. 35. A functional perspective <ul><li>The functional architecture is comprised of the user-facing planning, monitoring and improvement of performance capabilities that enable accountability. </li></ul>PLAN DESIGN DEPLOY Corporate Data Warehouse ERP CIS ISIS Excel HR Performance Measures, Scorecards, Reports, Analyses, Alerts Goals & Objectives Peer Benchmarks Strategy Map Planning Cycle Management Financial Consolidation Compliance Reporting Revenue Cycle Financial Management LOB Service Management Revenue Modeling Contract Lifecycle Management SLA Cost Accounting Budgeting Forecasting Product Line Management Data Management Foundation Planning Monitoring Taking Action Etc. G/L
    36. 36. Evaluating technology tools <ul><li>Re-architecting the infrastructures will require both existing and likely new technology investments to deliver the information and functional services. </li></ul>PLAN DESIGN DEPLOY KSA has extensive marketplace intelligence and a proven objective approach to evaluation and acquisition of technology solutions
    37. 37. Logical design – proof of concept <ul><li>Much has been promised by the business case, technology vendors and internal expectations up to this point in the effort – promises should be tested by a proof of concept. </li></ul>PLAN DESIGN DEPLOY <ul><li>Proof of concept </li></ul><ul><ul><li>Before signing the check… </li></ul></ul><ul><ul><li>Assess the technical issues </li></ul></ul><ul><ul><li>Test interoperability of the technology </li></ul></ul><ul><ul><li>Developing a working prototype </li></ul></ul><ul><ul><li>Provide real data within a real technology environment </li></ul></ul>
    38. 38. Functional design <ul><li>KSA brings your design team through the discovery and definition of measures, reports, active alerts, work flow, and information flow as well as the technical underpinnings of source to target mappings, transformations, security profiles, and data models to build the first iteration. </li></ul>PLAN DESIGN DEPLOY How do people really work, what steps do they take, what processes do they manage, what data is required and how best should it be delivered?
    39. 39. Step 3: Deploy
    40. 40. Maintaining and improving the future state <ul><li>Your organization will need to continuously apply governance, manage multiple iterations, establish training and support processes. </li></ul>Plan Architecture Design Logical Design Technology Tools Functional Design Deployment Maintenance Program Management PLAN DESIGN DEPLOY Enterprise Wide Iterative
    41. 41. Maintenance <ul><li>KSA can support the establishment of centers of excellence, recruit needed skill sets, plan the training program, align success back to the business case, and apply lessons learned to the next iteration. </li></ul>PLAN DESIGN DEPLOY <ul><li>… Monitor success </li></ul><ul><ul><li>Track business Key Performance Indicators </li></ul></ul><ul><ul><li>Track technical measurements (e.g., Number of queries) </li></ul></ul><ul><ul><li>Conduct user surveys </li></ul></ul><ul><ul><li>Market successes </li></ul></ul><ul><ul><li>Executive briefings </li></ul></ul><ul><ul><li>Departmental newsletters </li></ul></ul><ul><ul><li>Trade journals </li></ul></ul><ul><li>Establish operations… </li></ul><ul><ul><li>Desktop convergence of data, technology, and training </li></ul></ul><ul><ul><li>End user support strategy </li></ul></ul><ul><ul><li>Activate maintenance management and operations </li></ul></ul><ul><ul><li>Plan for next design iteration using feedback from the current iteration </li></ul></ul><ul><ul><li>Establish user groups </li></ul></ul>
    42. 42. Avoiding anything less then success <ul><li>Business intelligence – tools, platforms, and applications alike – holds great potential for helping organizations to achieve their performance goals. But, as with any technology, the implementation, roll out, and usage practices play a critical role in success. </li></ul>PLAN DESIGN DEPLOY The right tool for the right user <ul><li>Mistakes to avoid </li></ul><ul><ul><li>Build it and they will come </li></ul></ul><ul><ul><li>Assuming the average business user has the know-how or the time to use BI tools </li></ul></ul><ul><ul><li>Assuming a data warehouse will solve all information access and delivery requirements </li></ul></ul><ul><ul><li>Selecting a BI tool without a specific business need </li></ul></ul>Operations Management DM, Ad-hoc, Query Self-Service, data visualization, drill-down, EIS, DSS, Packaged Guided Analytics ‘ Push’, No Effort, Embedded Analytics, Business Activity Monitoring, Alerts Analysts
    43. 43. Client Base
    44. 44. Just ask our clients
    45. 45. Why KSA? <ul><li>Aramark’s partner in this effort must be able to supplement the overall project team with key credentials in the areas of approach and methodology, resource skill set, project experience, and industry insight. </li></ul>FULL TEAM COVERAGE … requires a partner with experience in… APPROACH / METHODOLOGY RESOURCE SKILLSET PROJECT EXPERIENCE INDUSTRY INSIGHT The process must not be academic. The approach taken must incorporate a rapid and pragmatic approach that provides fast answers, access to depth of experience, open processes, and pragmatic solutions. The depth of experience and industry knowledge of KSA’s consultants is unrivaled amongst its competition in the healthcare and retail space – analytics, IS operations, infrastructure, supply chain, BI, governance. As a direct consequence of KSA’s focus on the IT planning and BI service offering, it has built a set of extremely current trends, best practices, methodologies, and toolkits that Aramark can leverage. A vertical industry focus on healthcare as well the organizations that provide services to it. With our MCG partner Ineum, we provide deep functional expertise in information architectures garnered from other leading edge industries. “ Real World” Pragmatism Deep Consultant Experience Track Record of Success Specific Industry Focus