BI Community Conversation 
How Do Business Process Issues Create Opportunities for Action 
Alex Anvari, Director of Busine...
A Doer, A Thinker and A Story Teller Met Here Today 
I believe you have to be willing to be misunderstood if you're going ...
Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | 
The Journey 
Where 
• Transaction 
• Books 
• Funct...
History’s Notable Attempts: “Bring To Life” 
Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | 
Franke...
In the Beginning 
Know Your Source: KYS Defined 
1. Speaking the language of an Oracle Applications owner 
2. Core Messagi...
Match the Concept with the Example 
Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | 
• Multi-Source ...
Recap from a Functional (Business) Point of View 
• Records, Reports, Processes and Action 
• Metrics are summary measures...
“Metrics That Matter” Secret Decoder Ring 
When you hear “Efficiency, effectiveness, process flow, quality, throughput, 
c...
Metrics That Matter: MTM Defined 
• Leadership’s targeted improvements are “metrics that matter” 
• Industry benchmarks ar...
HR and Finance 
Partnership 
Strategy to Serve 
the Institution 
Insight 
to 
Action 
Benefits 
Better Decisions 
Competit...
HR and Finance 
Partnership 
Strategy to Serve 
the Institution 
Copyright © 2014 Oracle and/or its affiliates. All rights...
HR and Finance Together 
• Total compensation and cost analysis, e.g. total base pay, incentive pay, employer-paid 
Copyri...
Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | 
Finance Objectives 
“CFOs today would like to provi...
Cost to “Recruit, Source & Select Employees” per New Hire 
Top Performers Median Bottom 
$456 $1,181 $2,294 
“2013 Recruit...
Bringing the Discipline of Finance to HR 
HR departments see finance’s disciplined approach to problem-solving 
as a way t...
The Scope of Alignment 
Supply Chain, Order Management, Procurement and Finance 
Party Supplier’s Supplier to Customer’s C...
Industry’s Best-in-Class Footprint 
SUPPLY 
MANAGEMENT 
Purchasing 
Settlement 
Supplier Mgt 
Contract Mgt 
PRODUCT LIFECY...
Bottom Line Impact: 
Align Supply Chain, Order Management, Procurement and Finance 
• Mitigate Supply Chain Risk: 
– Visib...
Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | 
FINANCE INTERNAL KPI’s 
• Workforce Utilization 
• ...
Global Telecom Licenses and Adapts Existing Technologies 
Rather than Investing in Technology Development 
KPIs for an Inn...
Your Oracle Analytics Team would appreciate the opportunity to discuss 
how you can become a better Analytics Competitor 
...
Fast Forward to 2014 
McKinsey: “When Big Data Goes Lean” 
• Larger data sets, faster computational power, and more advanc...
Alignment of Marketing, Sales and Service 
Anticipate 
needs and 
trends 
Copyright © 2014 Oracle and/or its affiliates. A...
Impactful Q&A: Cross Functional Analytics 
Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | 
How is o...
“The Truth About Customer Experience” 
Harvard Business Review September 2013 
Routine service event 
• Company receives m...
Oracle connects every engagement your customer has 
with your brand 
1: Oracle Business Intelligence, Decisioning Tools an...
Align AND Drive 
Blind Spot OR Sweet Spot 
Copyright © 2014 Oracle and/or its affiliates. All rights reserved. |
Where Does the Oracle BI Bridge Take You? 
Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | 
Deploy P...
Copyright © 2014 Oracle and/or its affiliates. All rights reserved. |
Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Oracle Confidential – Internal/Restricted/Highly Res...
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How Do Business Process Issues Create BI Applications Leads?

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BI community call

  1. 1. BI Community Conversation How Do Business Process Issues Create Opportunities for Action Alex Anvari, Director of Business Development Will Hutchinson, Master Principal Sales Consultant Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | July 17, 2014 Oracle Confidential – Internal/Restricted/Highly Restricted
  2. 2. A Doer, A Thinker and A Story Teller Met Here Today I believe you have to be willing to be misunderstood if you're going to innovate (Jeff Bezos) Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | – From Vision to Strategy to Execution It is impossible to speak in such a way that you cannot be misunderstood (Karl Popper) – Especially when every corporate department has a separate analytics platform Myth of Alignment teaches us there is always ripe low hanging fruit (Anvari) – Hit Sweet Spots for risk takers – Avoid Blind Spots for risk managers
  3. 3. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | The Journey Where • Transaction • Books • Functions (Dept) • Insights Destination • Records • Reports • Processes • Action Vehicle • Application • System • Metrics • Analytics
  4. 4. History’s Notable Attempts: “Bring To Life” Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Frankenstein System Integration: Monster emerges From custom datawarehouse
  5. 5. In the Beginning Know Your Source: KYS Defined 1. Speaking the language of an Oracle Applications owner 2. Core Messaging on Prebuilt ELT, Conformant Data Model, Metadata synch and library of 10,000 metrics 3. Reporting Co-existence: OBIA fits into OLTP Reporting Strategy 4. Source Application integration for Key Fields, Security etc 5. Time To Value (TTV): Answer “What Does It Take To Implement OBIA?” 6. Perpetual Apps Upgrade Cycle: It's always a good phase to add OBIA Copyright © 2014 Oracle and/or its affiliates. All rights reserved. |
  6. 6. Match the Concept with the Example Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | • Multi-Source Adapters • Reporting on 1 EBS App • Transaction • Metric • KPI • Process • Manage By Objective • Manage By Fact • Manage by Exception • Oracle Business Intelligence Applications • Endeca Extensions for EBS • Inspection, Delivery or Movement • Inventory Turns • Qtrly License Software % Change YOY • Plan To Build • Set institutional targets • Provide performance-based metrics • Continuously Evaluate Performance
  7. 7. Recap from a Functional (Business) Point of View • Records, Reports, Processes and Action • Metrics are summary measures of the math behind business processes • Processes under scrutiny will uncover KPI’s • Manage by Fact and Manage by Exception • Analytics is the foundation for action where KPIs will impacted using principles of performance improvement. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. |
  8. 8. “Metrics That Matter” Secret Decoder Ring When you hear “Efficiency, effectiveness, process flow, quality, throughput, cycle time, bottleneck, cost control, growth, transformation, profitability”: • Aligning HR and Finance • Aligning Supply Chain, Order Management, Procurement and Finance • Align Marketing, Sales and Service • 360 Degree View of Plan-To-Build Process Copyright © 2014 Oracle and/or its affiliates. All rights reserved. |
  9. 9. Metrics That Matter: MTM Defined • Leadership’s targeted improvements are “metrics that matter” • Industry benchmarks are “metrics that matter” • Competitor results are “metrics that matter” • Measurement of Cross Functional Processes are “metrics that matter” • KPIs that engage and align your organization are “metrics that matter!” Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | 10
  10. 10. HR and Finance Partnership Strategy to Serve the Institution Insight to Action Benefits Better Decisions Competitive Advantage Mitigate Risks Control and Monitoring Shareholder Value Analytics Objectives What happened? Why did it happen? What could happen? Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Challenges Complex Organization Multiple Data Sources Changing Regulations Changing Markets Competitive Pressures
  11. 11. HR and Finance Partnership Strategy to Serve the Institution Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Benefits Better Decisions Competitive Advantage Mitigate Risks Control and Monitoring Shareholder Value Analytics Objectives What happened? Why did it happen? What could happen? Challenges Complex Organization Multiple Data Sources Changing Regulations Changing Markets Competitive Pressures Insight to Action Organizations Become Adaptable New Domain / Reorg / Shared Svc / M&A Changing Requirements/Regulations Systems Are More Flexible HR/ERP/CRM Upgrades, SaaS and Hybrid Consistent User Experience Decision Process Is Agile Track, Trend, Predict, Act Reliable Collaboration on Process & Metrics
  12. 12. HR and Finance Together • Total compensation and cost analysis, e.g. total base pay, incentive pay, employer-paid Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | healthcare cost, taxes • Correlate learning effectiveness with employee performance to secure budget for training programs • Combine recruitment, retention and performance metrics to impact new hire quality • Optimize sourcing based on vendor AND candidate performance • Correlate job design with (non-)productive time to control overtime usage/impact
  13. 13. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Finance Objectives “CFOs today would like to provide forward looking, driver based analytics that make a direct contribution to decision making and the business’ ability to meet its performance goals.” “Fixing Finance: Advice from Experts” by APQC
  14. 14. Cost to “Recruit, Source & Select Employees” per New Hire Top Performers Median Bottom $456 $1,181 $2,294 “2013 Recruiting Metrics Survey Results” by APQC Copyright © 2014 Oracle and/or its affiliates. All rights reserved. |
  15. 15. Bringing the Discipline of Finance to HR HR departments see finance’s disciplined approach to problem-solving as a way to improve their organizational standing. For example, HR departments could apply techniques learned from financial modeling to better predict future workforce shortfalls. CFO Magazine May 23, 2008 Copyright © 2014 Oracle and/or its affiliates. All rights reserved. |
  16. 16. The Scope of Alignment Supply Chain, Order Management, Procurement and Finance Party Supplier’s Supplier to Customer’s Customer Transaction Customer Order to Paid Invoice Exchange Physical Material and Services Delivery Desired State Aggregate Market Demand to Order Fulfillment Copyright © 2014 Oracle and/or its affiliates. All rights reserved. |
  17. 17. Industry’s Best-in-Class Footprint SUPPLY MANAGEMENT Purchasing Settlement Supplier Mgt Contract Mgt PRODUCT LIFECYCLE MANAGEMENT New Product Introduction, Quality, Cost, Compliance, Design for Supply Financials / HR Transactional Integration Customers Distribution Manufacturing Suppliers Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | SUPPLY PLANNING Sales & Operations Planning Planning & Scheduling Order Promising Network & Inventory Opt. Service Parts Planning DEMAND MANAGEMENT Forecasting Promotions Mgt Demand Collaboration VMI SOURCING Strategic Sourcing Supplier Collaboration ORDER MGMT Configuration Pricing MANUFACTURING Mixed-mode LOGISTICS & DISTRIBUTION Warehouse, Transportation SERVICE Planning & Execution Business Intelligence: Visibility / Analytics Collaboration Collaboration
  18. 18. Bottom Line Impact: Align Supply Chain, Order Management, Procurement and Finance • Mitigate Supply Chain Risk: – Visibility and drill to transactional flows (sourcing, inventory, returns, orders, cash) – Analytical framework for scenario planning and loss estimations – Disaster Response to Business Continuity to Business Resiliency • Supply Optimization – Supplier Management Cost and Quality – Sourcing Integrated with Demand • Investment in Innovation – Accelerate Design to Delivery to Market – Continuous Improvement for inventory, bottlenecks, quality and compliance – Means of engaging workforce and partners. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | 19
  19. 19. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | FINANCE INTERNAL KPI’s • Workforce Utilization • Inventory Accuracy • Inventory Carrying Cost • Inventory Turns • On-Time Deliveries • Perfect Orders • Order Cycle Time • Order Entry Accuracy • Order Fill Rate • Shipping Accuracy • Customer Satisfaction PROCUREMENT SUPPLIER KPI’s • On-Time Deliveries • Inbound Cost/Order Value • Lead Time • Fill Rate • IT / Technology Resources • Service Flexibility • Attitude • Returns Policy • Value Added Services • VMI Capabilities • Ease of Doing Business • Ethics / Compliance SUPPLY CHAIN CUSTOMER KPI's • Order Frequency • Profitability • Sales Volume • Growth Potential • Credit / Payment History • Shared Strategic Vision • Return Rate • Customer Viability • Loyalty • Cost to Serve • Competitive Pressure • Hassle to Serve
  20. 20. Global Telecom Licenses and Adapts Existing Technologies Rather than Investing in Technology Development KPIs for an Innovation Strategy • Revenue generated from new services; • Revenue generated from contacts made at innovation showcases (presentations for customers that include current services, offerings in development, and third party innovation from around the world) • Cost savings generated from new services, systems, or technology as a result of innovation initiatives; • Cost avoidance resulting from ideas submitted by employees through its new ideas scheme; • Number of ideas fed into the pipeline from companies that went through an innovation showcase; and • Number of ideas progressing to each stage of idea development process, with a goal of 5% improvement in cycle time for each stage over prior year. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | 21
  21. 21. Your Oracle Analytics Team would appreciate the opportunity to discuss how you can become a better Analytics Competitor Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Champion Analytics from the Top Acknowledge and endorse the changes in culture, processes, and skills that analytics competition will mean for much of your workforce. And prepare yourself to lead an analytics-focused organization: You will have to understand the theory behind various quantitative methods so you can recognize their limitations. Create a Single Analytics Initiative Place all data-collection and analysis activities under a common leadership, with common technology and tools. You’ll facilitate data sharing and avoid the impediments of inconsistent reporting formats, data definitions, and standards. Focus Your Analytics Effort Channel your resources into analytics initiatives that most directly serve your overarching competitive strategy. Establish an Analytics Culture Instill a companywide respect for measuring, testing, and evaluating quantitative evidence. Urge employees to base decisions on hard facts. Gauge and reward performance the same way— applying metrics to compensation and rewards. Hire the Right People Pursue and hire analysts who possess topnotch quantitative-analysis skills, can express complex ideas in simple terms, and can interact productively with decision makers. This combination may be difficult to find, so start recruiting well before you need to fill analyst positions. Use the Right Technology Prepare to spend significant resources on technology such as customer relationship management (CRM) or enterprise resource planning (ERP) systems. Present data in standard formats, integrate it, store it in a data warehouse, and make it easily accessible to everyone. Excerpted from Harvard Business Review December 2006 “Competing on Analytics” by Thomas Davenport
  22. 22. Fast Forward to 2014 McKinsey: “When Big Data Goes Lean” • Larger data sets, faster computational power, and more advanced analytic techniques spur progress on lean-management priorities • Sophisticated modeling identifies waste • Workers opening frontiers of problem solving for continuous improvement • Analytics can solve previously unsolvable (and even unknown) problems that undermine efficiency in complex manufacturing environments Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | – hidden bottlenecks, – operational rigidities, and – areas of excessive variability. • Data powers improvement efforts in quality and production planning as companies get better at storing, sharing, integrating, and understanding their data more quickly and easily.
  23. 23. Alignment of Marketing, Sales and Service Anticipate needs and trends Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Product availability Measure effectiveness for ads and campaigns Analyze history and behavior to propose best offer in real time Customer and product history Sentiment and brand reputation Sustained customer satisfaction Prevent and repair product problems
  24. 24. Impactful Q&A: Cross Functional Analytics Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | How is our brand recognized? How efficiently do we take orders, How do we reduce our cost fulfill and invoice? of sales by driving more usage on our self service channels ? Do we differentiate product, place, promotion, price? Are we meeting market demand quickly? How do we improve on inventory & delivery performance? How do we keep customers engaged to nurture loyalty? Can we improve customer service? How do we encourage social advocacy among loyal customers? Do we have a strong enough connection with customers to drive innovation?
  25. 25. “The Truth About Customer Experience” Harvard Business Review September 2013 Routine service event • Company receives millions of calls about the product and must handle each one well • Customer, asked about the experience, never describes the call as a “product question.” Understanding context is key • Customer might need uninterrupted service after moving, understand renewal options or fix a problem • Company that manages complete journeys would do its best with the transaction AND understand the broader reasons for the call, address root causes, and create feedback loops to continuously improve interactions upstream and downstream from the call Organizations able to manage the entire experience reap enormous rewards Enhanced customer satisfaction, reduced churn, increased revenue, greater employee satisfaction and they discover more-effective ways to collaborate across functions and levels, delivering gains throughout. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. |
  26. 26. Oracle connects every engagement your customer has with your brand 1: Oracle Business Intelligence, Decisioning Tools and Mobile Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Mobile Social In Store Contact Center Field Service Direct Sales Web Oracle Channel Sales Marketing Oracle Commerce Oracle Sales Oracle Service Oracle CX Foundation 2: Oracle Cloud Infrastructure and Platform Services 3: Oracle MDM, Integration and BPM/SOA Tools Oracle Social 4: Oracle Portal and Content Tools  Leader in CRM Lead Management  Leader in E-Commerce  Leader in Sales Force Automation  Leader in CRM Web Customer Service  Leader in CRM for Large Organizations  Leader in CRM Customer Service Contact Centers  Leader in CRM Suite for Customer Service Solutions
  27. 27. Align AND Drive Blind Spot OR Sweet Spot Copyright © 2014 Oracle and/or its affiliates. All rights reserved. |
  28. 28. Where Does the Oracle BI Bridge Take You? Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Deploy Prebuilt Analytics for ERP, HCM & CRM systems that drill ‘beyond the warehouse’ into the source for taking action Get the data you need In- Memory, in Real-Time with Data Warehouse views Deploy Complete Systems vs. Building & Supporting it all yourself Get Enterprise-wide cross functional visibility deployed in weeks combining Front Office, Back Office and Operations See Big Data, Multi- Dimensional & Unstructured data Side-by- Side View Historical, Real-Time and Predictive Content on the same screen Blend Multiple Data Sources (including On- Premise and Cloud) in the same report Write Analysis Once & Consume Anywhere Immediately
  29. 29. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. |
  30. 30. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Oracle Confidential – Internal/Restricted/Highly Restricted 31

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