CURRENT BUSINESS ENVIRONMENT
No Buildup; No
Event, Fad, or
“The Doom Loop”
Jim Collins, Good to Great (New York: Harper Collins, 2001), 179.
STRATEGY MEETS TECHNOLOGY
Misalignment of Decision Making
CURRENT BUSINESS ENVIRONMENT
Frequency and Impact of Decisions
Tactical Operational Strategic
Number of Decisions
Bruno Aziza and Joey Fitts, Drive Business Performance (John Wiley & Sons, 2008), 28.
BI to Drive Culture
Culture of Performance
Power to Compete
Execute on Strategy
Plan for Success
Bruno Aziza and Joey Fitts, Drive Visibility
Business Performance (John Wiley &
Sons, 2008), 10.
Use Strategy to Define ‘Why’
To succeed financially, how should
we appear to our stakeholders?
To achieve our vision, how To satisfy our shareholders
should we appear to our and customers, what
customers? business processes must
we excel at?
LEARNING & GROWTH
To achieve our vision, how will we
sustain our ability to change and
Robert S. Kaplan and David P. Norton, The Balanced Scorecard (Boston: Harvard Business School Press, 1996).
Mission, Vision, Values
To inspire and nurture the human spirit— one
person, one cup, and one neighborhood at a
To refresh the world…
To inspire moments of optimism and happiness…
To create value and make a difference.
To help people and businesses
Our mission is to bring the Teddy Bear to
throughout the world realize their
life. An American icon, the Teddy Bear
full potential. brings to mind warm thoughts about our
childhood, about friendship, about trust
and comfort, and also about love. We
embody those thoughts in how we run our
OPERATIONAL PERFORMANCE DASHBOARD
REVENUE - PRODUCTIVITY FIXED COSTS
GROSS LABOR COSTS
REVENUE - AS A % OF SUPPLY COSTS
INPATIENT NET REVENUE
PAYER MIX CONSULTING
OVER 30 DAY
HELD IN ED
DAYS SINCE RED LIGHT /
LAST SSE GREEN LIGHT
DAILY MRI REVENUE MRI VOLUME
MRI VOLUME STARTS, ROOM
CENSUS PER HOUR TURNAROUND
CT REVENUE CT VOLUME AVERAGE OR
CT VOLUME HOUR TURNAROUND
CRITICAL CATH CATH LAB CATH
PATIENT CARE PHYSICIAN CUT
PROCEDURE REVENUE PER PROCEDURE
SYSTEM TO CLOSE TIME
VOL PER HOUR
ROI for BI? Operational
What decisions are made to impact operational,
sales, or people performance?
…Build a roadmap to address these challenges
for your organization…
First, Understand it’s a Process
BI as a Process (Service) BI as a Project
• Long Term ‘Living’ • Start & Finish
Roadmap • Defined
• Phases = Milestones – Scope
• Support spreads across an
organization over time
• Easily Silo’ed
• Business Themes Direct
• Tend to be ‘Technology
Demand Success – on Phase 1
• Rule #1: The data MUST be correct
• Rule #2: Apply Rule #1 on Day #1
• Know what ‘success’ is …
• Provide relevance to the data, and proper
• Information must be ACTIONABLE
• Make the interface intriguing (design does
Use KPIs to Drive Action
• Use statistics to define
– What makes a good
– What defines ‘normal’
• 13 Common Dashboard Design Mistakes
– Exceeding the boundaries of the screen Consider 3 clicks
– Supplying inadequate context for the data Beware of the gauge!
– Displaying excessive detail or precision Considering a suffix
– Choosing a deficient measure Don’t hide things
– Choosing inappropriate display media Beware of the pie & map!
– Introducing meaningless variety No need to show off!
– Using poorly designed display media Legends, labels
– Encoding quantitative data inaccurately Bar graph y axis?
– Arranging the data poorly Consider a sequence
– Highlighting important data ineffectively or not at all Not everything needs a space
– Cluttering the display with useless decoration Logos, borders, etc.
– Misusing or overusing color Subtlety works
– Designing an unattractive visual display Focus on the data
Stephen Few, Information Dashboard Design (Sebastopol, California: O’Reilly Media, 2006), 50-76.
• What drives adoption?
– Ease of use, self-service
– Correct data, actionable data
– Data refresh and latency schedule
– Business user champion/owner
– Integration into daily/weekly work life
– Feedback mechanisms
– Continual improvement and new content
– Incorporate training into the solution
• “Mastering the Management System,” Harvard Business Review, January
• Jim Collins, Good to Great (New York: Harper Collins, 2001).
• Robert S. Kaplan and David P. Norton, The Balanced Scorecard (Boston:
Harvard Business School Press, 1996).
• Robert S. Kaplan and David P. Norton, The Strategy Focus Organization
(Boston: Harvard Business School Publishing Company, 2001).
• Wayne W. Eckerson, Performance Dashboards (Hoboken, New Jersey: John
Wiley & Sons, 2006)
• Stephen Few, Information Dashboard Design (Sebastopol, California:
O’Reilly Media, 2006)
• Bruno Aziza and Joey Fitts, Drive Business Performance (Hoboken, New
Jersey: John Wiley & Sons, 2008)