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The top 10 imperatives for Insurers and the role of Decision Management in addressing them<br />James Taylor, Decision Man...
©2010 Decision Management Solutions<br />2<br />Your presenters<br />James Taylor<br />CEO, Decision Management Solutions<...
The top 10 imperatives<br />The role of analytics and a modern IT architecture<br />Introducing Decision Management<br />A...
SMA Top 10 Imperatives<br />the “must haves” for charting your course<br />imperative actions for linking strategy      to...
SMA Top 10 Imperatives<br />The list of the top 10 imperatives stems from SMA’s latest research including over 100 hours o...
Key Business Drivers<br />Profitable Growth (sustainable)<br />It would be nice if one could identify the one or two or ev...
SMA Top 10 Imperatives for Insurers<br />Make GOVERNANCE Work<br />Chart a Course to <br />PROFITABLE MARKETS<br />Fast Pa...
SMA Top 10 Imperatives for Insurers<br />CHART A COURSE TO PROFITABLE MARKETS… plot a position for growth with market inte...
CHART A COURSE TO PROFITABLE MARKETS … plot a position for growth with market intelligence<br />TARGET<br />PRICE<br />MAN...
Market intelligence
Business modeling
Profit engineering
Precision pricing
Personalized product configuration
Real-time quotation for all lines
Customized & personalized sales approach
Real time negotiation via agent portals
Straight through processing
Predictive risk intelligence
Severity and frequency  management
Fraud detection, case mgmt
Personal service</li></ul>       Source: 2010 SMA Research                                    © 2010 Smallwood Maike & Ass...
PUT THE DATA TO WORK …make vision a reality with shared, common, quality data <br />It is no secret that data makes the wo...
RETHINK LEGACY… use a modern application architecture – choose a best-of-breed, best-of-enterprise, or hybrid set of solut...
FAST PATH NEW PRODUCT DEVELOPMENT … remove the technology obstacles<br />Staying competitive means delivering insurance pr...
DRIVE DYNAMIC DISTRIBUTION  CHANNELS… navigate <br />and manage expanding channels<br />       Source: 2010 SMA Research  ...
APPLY SMARTS TO UNDERWRITING … balance science and art<br />As precision insight becomes not only an advantage but also a ...
CAPITALIZE ON INTELLIGENCE TO MANAGE LOSSES … sound the alarm early and give great customer service at the same time<br />...
HOLISTICALLY LINK CUSTOMER COMMUNICATION … integrate voice, data, and paper interactions with channels and processes acros...
BENEFIT FROM BUSINESS OPTIMIZATION … stay ahead – improve speed-to-market, reduce costs, enhance service, and position for...
MAKE GOVERNANCE WORK … link business and IT to ensure the right investments - right projects, right time, right technology...
Introducing Decision Management<br />
Decision Management<br />An approach or business discipline for automating and improving decision-making<br />It improves ...
©2010 Decision Management Solutions<br />21<br />What is a decision?<br />Data is gathered, considered<br />A choice or se...
22<br />©2009 Decision Management Solutions<br />“Most discussions of decision making assume that only senior executives m...
Different kinds of decisions matter<br />Type<br />Strategy<br />Tactics<br />Operations<br />Economic impact<br />Low<br ...
©2009 Decision Management Solutions<br />24<br />Delivering Decision Management<br />3 stages to better operational decisi...
©2009 Decision Management Solutions<br />25<br />5 core principles of decisioning<br />Identify, separate and manage decis...
©2009 Decision Management Solutions<br />26<br />Business rules drive decisions <br />Decision<br />Policy<br />Regulation...
©2010 Decision Management Solutions<br />27<br />Different kinds of analytics<br />X<br />X<br />X<br />X<br />X<br />X<br...
The role of Decision Management in addressing the 10 imperatives<br />28<br />©2009 Decision Management Solutions<br />
The top 10 imperatives<br />Chart a course to profitable markets<br />Put the data to work<br />Rethink legacy<br />Fast p...
©2010 Decision Management Solutions<br />30<br />Why manage decisions independently?<br />Faster, easier, independent chan...
©2009 Decision Management Solutions<br />31<br />Avoid the insight-t0-action gap<br />2. Put the data to work<br />
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The Top 10 Imperatives for Insurers and the role of Decision Management in addressing them

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James Taylor of Decision Management Solutions and Deb Smallwood of Strategy Meets Action present he Top 10 Imperatives for Insurers and the role of Decision Management in addressing them. Webinar recording available at http://decisionmanagement.omnovia.com/archives/64033

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The Top 10 Imperatives for Insurers and the role of Decision Management in addressing them

  1. 1. The top 10 imperatives for Insurers and the role of Decision Management in addressing them<br />James Taylor, Decision Management Solutions<br />Deb SmallwoodSMA Strategy Meets Action<br />
  2. 2. ©2010 Decision Management Solutions<br />2<br />Your presenters<br />James Taylor<br />CEO, Decision Management Solutions<br />Decision Management Solutions works with clients to improve their business by applying analytics and analytictechnology to automate and improve decisions<br />James spent the last 8 years developing the concept of Decision Management<br />20 years experience in all aspects of software including time in FICO, PeopleSoft R&D, Ernst & Young<br />Deb Smallwood<br />Founder, Strategy Meets Action<br />SMA is a strategic advisory firm offering a unique blend of advisory, research and consulting services to both insurance companies and solution providers. <br />Deb is well known as a strategic influencer and advisor<br />Leadership roles at TowerGroup, ICW, KPMG and Liberty Mutual Commercial Lines<br />
  3. 3. The top 10 imperatives<br />The role of analytics and a modern IT architecture<br />Introducing Decision Management<br />Addressing the 10 imperatives with Decision Management<br />Next Steps for Insurers<br />Q&A<br />
  4. 4. SMA Top 10 Imperatives<br />the “must haves” for charting your course<br />imperative actions for linking strategy to capabilities to technology<br /> Source: 2010 SMA Research © 2010 Smallwood Maike & Associates, Inc. USA. May not be reproduced by any means without express permission. All rights reserved.<br />
  5. 5. SMA Top 10 Imperatives<br />The list of the top 10 imperatives stems from SMA’s latest research including over 100 hours of interviews with leading executives across the entire insurance ecosystem. Consistently, executives cited these top 10 initiatives as they position for market recovery and prepare to handle the external forces changing insurance and a world in which technology is woven into the fabric of everyday life.<br />Authors<br />Deb Smallwood, Founder<br />dsmallwood@strategymeetsaction.com<br />Mark Breading, Partner<br />mbreading@strategymeetsaction.com<br />Karen Furtado, Partner<br />kfurtado@strategymeetsaction.com<br />Mary Ann Garwood, Partner<br />mgarwood@strategymeetsaction.com<br />www.strategymeetsaction.com/our-research<br />Use of Our Reports<br />The entire content of this Top 10 Imperatives research report is subject to copyright protection, with all rights reserved. Reproduction <br />or distribution of the report, whole or in part, without permission is not allowed. <br />The material and observations contained in this publication have been developed from sources believed to be reliable. SMA shall <br />have no liability for omissions or errors and no obligation to revise or update any data or conclusions should new information become available or future events occur. The opinions expressed in this report are subject to change without notice.<br /> Source: 2010 SMA Research © 2010 Smallwood Maike & Associates, Inc. USA. May not be reproduced by any means without express permission. All rights reserved.<br />
  6. 6. Key Business Drivers<br />Profitable Growth (sustainable)<br />It would be nice if one could identify the one or two or even three simple things that are sure to drive success for insurers. Unfortunately, our world is complex with challenging economic conditions, unpredictable regulatory environments, and increasingly dynamic customer demands and interfaces. Insurers have more than a few things to consider in laying out their business and IT road maps. There are not just 3 key processes to address or 2 new technologies to install. There is no one-size-fits-all magic top priority. Instead, there are a series of imperatives that every insurer must be addressing right now if they want to stay competitive – actions for linking technology to the business capabilities that will be required for creating value in the coming years. <br />Customer Service (agile)<br />BUSINESS<br />DRIVERS<br />Business Optimization (scalable)<br /> Source: 2010 SMA Research © 2010 Smallwood Maike & Associates, Inc. USA. May not be reproduced by any means without express permission. All rights reserved.<br />
  7. 7. SMA Top 10 Imperatives for Insurers<br />Make GOVERNANCE Work<br />Chart a Course to <br />PROFITABLE MARKETS<br />Fast Path <br />NEW PRODUCT <br />DEVELOPMENT<br />Benefit from<br />BUSINESS <br />OPTIMIZATION<br />Put the <br />DATA<br /> to Work<br />Rethink<br />LEGACY<br />Drive Dynamic<br />DISTRIBUTION <br />Channels<br />Capitalize on <br />Intelligence to <br />manage LOSSES<br />Apply Smarts to<br />UNDERWRITING<br />Claims<br />Analysis<br />Risk <br />Analysis<br />Link CUSTOMER<br />COMMUNICATION<br />Holistically<br />Profitability<br />Analysis<br />Make GOVERNANCE Work<br /> Source: 2010 SMA Research © 2010 Smallwood Maike & Associates, Inc. USA. May not be reproduced by any means without express permission. All rights reserved.<br />
  8. 8. SMA Top 10 Imperatives for Insurers<br />CHART A COURSE TO PROFITABLE MARKETS… plot a position for growth with market intelligence<br />PUT THE DATA TO WORK … make vision a reality with shared, common, quality data <br />RETHINK LEGACY… use a modern application architecture – choose a best-of-breed, best-of-enterprise, or hybrid set of solutions<br />FAST PATH NEW PRODUCT DEVELOPMENT … remove the technology obstacles<br />DRIVE DYNAMIC DISTRIBUTION CHANNELS … navigate and manage expanding channels <br />APPLY SMARTS TO UNDERWRITING… balance science and art <br />CAPITALIZE ON INTELLIGENCE TO MANAGE LOSSES … sound the alarm early and give great customer service at the same time<br />HOLISTICALLY LINK CUSTOMER COMMUNICATION... integrate voice, data, and paper interactions with channels and processes across the enterprise<br />BENEFIT FROM BUSINESS OPTIMIZATION … stay ahead – improve speed-to-market, reduce costs, enhance service, and position for growth<br />MAKE GOVERNANCE WORK … link business and IT to ensure the right investments – right projects, right time, right technology<br /> Source: 2010 SMA Research © 2010 Smallwood Maike & Associates, Inc. USA. May not be reproduced by any means without express permission. All rights reserved.<br />
  9. 9. CHART A COURSE TO PROFITABLE MARKETS … plot a position for growth with market intelligence<br />TARGET<br />PRICE<br />MANAGE<br />SELL<br />A winning path to profitable growth involves more than just marketing. Increasing profit potential requires employing data, tools, engines, and process automation across multiple capability areas – ensuring that the right market opportunities are chosen, the right risks are selected, the right pricing is determined, and the right management and service is delivered. Growth and profit start with the alignment of product, customer, and channel.<br />EXTERNAL AND INTERNAL DATA<br />ANALYTICAL TOOLS<br />PRECISION ENGINES AND AUTOMATION<br /><ul><li>Portfolio analysis and management
  10. 10. Market intelligence
  11. 11. Business modeling
  12. 12. Profit engineering
  13. 13. Precision pricing
  14. 14. Personalized product configuration
  15. 15. Real-time quotation for all lines
  16. 16. Customized & personalized sales approach
  17. 17. Real time negotiation via agent portals
  18. 18. Straight through processing
  19. 19. Predictive risk intelligence
  20. 20. Severity and frequency management
  21. 21. Fraud detection, case mgmt
  22. 22. Personal service</li></ul> Source: 2010 SMA Research © 2010 Smallwood Maike & Associates, Inc. USA. May not be reproduced by any means without express permission. All rights reserved.<br />
  23. 23. PUT THE DATA TO WORK …make vision a reality with shared, common, quality data <br />It is no secret that data makes the world go ‘round. It is viewed by some as an insurance company’s most valuable corporate asset. The key is to put the data to work for competitive advantage. First the data must be clean. Second it must be available. And third it must be usable and meaningful. This means that the data must be integrated and shared giving users the intelligence needed to take the right actions and make the right decisions – acumen applied anytime and anywhere. Data is the foundation for out-performing the competition, enhancing client satisfaction, and increasing value. <br />Campaign<br />Management<br />Customer<br />Retention<br />Segmentation<br />Management<br />Customer<br />Management<br />Product <br />Management<br />Product Pricing<br />& Underwriting<br />Advanced BI and Analytic Tools <br />Common <br />Quality<br />Data<br />Risk <br />Management<br />Risk<br />Analysis<br />Profitability<br />Analysis<br />Claims<br />Analysis<br /> Source: 2010 SMA Research © 2010 Smallwood Maike & Associates, Inc. USA. May not be reproduced by any means without express permission. All rights reserved.<br />
  24. 24. RETHINK LEGACY… use a modern application architecture – choose a best-of-breed, best-of-enterprise, or hybrid set of solutions <br />In spite of years of replacement intentions and efforts, legacy systems live on! Now is the time to capitalize on advanced technologies and new solution offerings that make it easier to apply intelligence and smart data. A new breed of enterprise solution based on modern architecture and a data game plan is worth consideration as a total solution or a foundation for best-of-breed plug-and-play components or a hybrid approach. <br /> Source: 2010 SMA Research © 2010 Smallwood Maike & Associates, Inc. USA. May not be reproduced by any means without express permission. All rights reserved.<br />
  25. 25. FAST PATH NEW PRODUCT DEVELOPMENT … remove the technology obstacles<br />Staying competitive means delivering insurance products that are designed to meet specific customer needs. The ability to rapidly develop and revise products and manage the product lifecycle is a distinct market advantage. For many insurers, achieving a faster path means that technology obstacles must be removed in a variety of areas including research, prototyping, and deployment. The fact is that all parts of the business need to support the product set using common data. Leverage comes from a central, shared repository of rates, rules, and forms to drive real agility and speed-to-market. <br />Product<br />Customer<br /> Source: 2010 SMA Research © 2010 Smallwood Maike & Associates, Inc. USA. May not be reproduced by any means without express permission. All rights reserved.<br />
  26. 26. DRIVE DYNAMIC DISTRIBUTION CHANNELS… navigate <br />and manage expanding channels<br /> Source: 2010 SMA Research © 2010 Smallwood Maike & Associates, Inc. USA. May not be reproduced by any means without express permission. All rights reserved.<br />
  27. 27. APPLY SMARTS TO UNDERWRITING … balance science and art<br />As precision insight becomes not only an advantage but also a weapon, the strategic application of technology becomes increasingly important. The fundamental is the integration of data, tools, and engines to give people and automated processes the business intelligence needed to take the right actions, at the right time, and make the right decisions - acumen applied anytime, anyplace, and anywhere.<br />Underwriting/Enrollment/New Business Flow<br />Quote, Proposal<br /> & Bind<br />Risk/Loss<br />Assessment<br />Submission/<br />Order Entry<br />Application<br /> Data, Tools, and Engines<br />Data Validation<br />Base <br />Rating<br />Pricing<br />balancing<br />Art<br />Science<br /> Source: 2010 SMA Research © 2010 Smallwood Maike & Associates, Inc. USA. May not be reproduced by any means without express permission. All rights reserved.<br />14<br />
  28. 28. CAPITALIZE ON INTELLIGENCE TO MANAGE LOSSES … sound the alarm early and give great customer service at the same time<br />Insurers, using knowledge as the foundation for appropriate action, are making giant strides in delivering top quality service while containing costs across all dimensions of the typically fragmented and siloed claims processing area. Integrating and managing the complete claims cycle reduces expenses. With personalized views, adjustable processes, and sharable services, new levels of customer satisfaction are realized. The use of external data, analytics and intelligence enables severity management, improved cycle time, and better claims recovery. <br />Recovery<br />Claims Management Processing <br />1<br />Investigate/Evaluate/<br />Case Work<br />2<br />Verification/ Assignment<br />Notification<br />3<br />Customer Experience<br />Sharable-Repeatable <br />Services<br />Adjustable-Automated<br /> Processes<br />Data, Analytics, Intelligence<br />5<br />4<br />Negotiation/ Settlement<br /> Source: 2010 SMA Research © 2010 Smallwood Maike & Associates, Inc. USA. May not be reproduced by any means without express permission. All rights reserved.<br />
  29. 29. HOLISTICALLY LINK CUSTOMER COMMUNICATION … integrate voice, data, and paper interactions with channels and processes across the enterprise<br />Customer Communications Management (CCM) plays a critical role in increasing sales and improving retention in the insurance industry. A comprehensive, holistic CCM vision is essential in today’s highly dynamic environment. Customers are making new demands, demographics are shifting, and the devices and channels used by policyholders, agents, and 3rd party partners are expanding. Information flows need to be seamless - capable of incorporating all forms of interaction, integrating both voice and data, and accommodating traditional and ever-changing new channels.<br />Interaction occurs through<br />a variety of <br />Communication Options<br />Interaction results in the creation of a variety of <br />Information<br /> Types<br />The blurring of channels, devices and information calls for a different approach to understanding customer communication management<br />Communication and information flows through and enables a defined set of <br />Insurance Processes<br /> Source: 2010 SMA Research © 2010 Smallwood Maike & Associates, Inc. USA. May not be reproduced by any means without express permission. All rights reserved.<br />
  30. 30. BENEFIT FROM BUSINESS OPTIMIZATION … stay ahead – improve speed-to-market, reduce costs, enhance service, and position for growth<br />The mindset in the insurance industry has long been geared to sequential processes which are often driven by technology rather than a current business strategy. Shift to a business view. Rethink how capabilities align to expected outcomes. Drive operations from the viewpoint of the customer to create a more dynamic and responsive business model. Look at each individual activity to determine if it can be eliminated, automated, or delegated. Then apply the right level of technology to drive both top and bottom-line growth. The result – improved speed, reduced cost, and much better service. <br />The Customer<br />Vision <br /> Strategy,<br />Goals & Outcomes <br />Required Business <br />Capabilities<br />SMA’s Business Capability Model<br /> Underwriting/<br />New Business<br />Policy Servicing<br />Distribution<br /> Management/<br />Sales<br />Billing <br />and<br />Collections<br />Claims/ <br />Payout <br /> Reinsurance<br />Asset /<br /> Investment <br />Management<br />Enterprise<br />Services<br />Marketing<br /> and Product<br />Development<br />Market<br />& Product<br />Develop<br /> Source: 2010 SMA Research © 2010 Smallwood Maike & Associates, Inc. USA. May not be reproduced by any means without express permission. All rights reserved.<br />
  31. 31. MAKE GOVERNANCE WORK … link business and IT to ensure the right investments - right projects, right time, right technology<br /> Source: 2010 SMA Research © 2010 Smallwood Maike & Associates, Inc. USA. May not be reproduced by any means without express permission. All rights reserved.<br />
  32. 32. Introducing Decision Management<br />
  33. 33. Decision Management<br />An approach or business discipline for automating and improving decision-making<br />It improves day to day business results by<br />Supporting<br />Automating and<br />Improving operational decisions<br />It builds on existing enterprise applications to<br />put data to work<br />manage uncertainty<br />increase transparency<br />give the business control<br />
  34. 34. ©2010 Decision Management Solutions<br />21<br />What is a decision?<br />Data is gathered, considered<br />A choice or selection is made<br />That results in a commitment to action<br />
  35. 35. 22<br />©2009 Decision Management Solutions<br />“Most discussions of decision making assume that only senior executives make decisions or that only senior executives’ decisions matter. <br />This is a dangerous mistake.”<br />Peter Drucker<br />
  36. 36. Different kinds of decisions matter<br />Type<br />Strategy<br />Tactics<br />Operations<br />Economic impact<br />Low<br />High<br />23<br />©2010 Decision Management Solutions<br />
  37. 37. ©2009 Decision Management Solutions<br />24<br />Delivering Decision Management<br />3 stages to better operational decisions<br />Create a “closed loop” between operations and analytics to measure results and drive improvement<br />Design and build independent decision processes to replace decision points embedded in operational systems <br />Identify the decisions (usually about customers) that are most important to your operational success<br />
  38. 38. ©2009 Decision Management Solutions<br />25<br />5 core principles of decisioning<br />Identify, separate and manage decisions<br />Use business rules to define decisions<br />Analytics to make decisions smarter<br />No answer is static<br />Decision-making is a process<br />
  39. 39. ©2009 Decision Management Solutions<br />26<br />Business rules drive decisions <br />Decision<br />Policy<br />Regulations<br />History<br />Experience<br />Legacy Applications<br />
  40. 40. ©2010 Decision Management Solutions<br />27<br />Different kinds of analytics<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />X<br />DataMining<br />PredictiveAnalytics<br />BusinessIntelligence<br />Knowledge - Description<br />Action - Prescription<br />
  41. 41. The role of Decision Management in addressing the 10 imperatives<br />28<br />©2009 Decision Management Solutions<br />
  42. 42. The top 10 imperatives<br />Chart a course to profitable markets<br />Put the data to work<br />Rethink legacy<br />Fast path new product development<br />Drive dynamic distribution channels<br />Apply smarts to underwriting<br />Capitalize on intelligence to manage losses<br />Holistically link customer communication<br />Benefit from business optimization<br />Make governance work<br />
  43. 43. ©2010 Decision Management Solutions<br />30<br />Why manage decisions independently?<br />Faster, easier, independent changes<br />Coordination of decisions across channels<br />Simpler more customer-centric processes <br />Higher employee productivity<br />Apply analytic insights everywhere<br />Fast path new product development<br />Drive dynamic distribution channels<br />Holistically link customer communication<br />Benefit from business optimization<br />Put data to work<br />Capitalize on intelligence to manage losses<br />Apply smarts to underwriting<br />
  44. 44. ©2009 Decision Management Solutions<br />31<br />Avoid the insight-t0-action gap<br />2. Put the data to work<br />
  45. 45. ©2009 Decision Management Solutions<br />32<br />Modernizing with decision services<br />Database<br />User Interface<br />Browser<br />Process<br />Decision<br />BPM<br />Data<br />3. Rethink legacy<br />
  46. 46. Multi-channel decision making<br />ExternalData<br />Business Analytics<br />HistoricalData<br />Ask a question about a customer<br />Decision Service<br />BusinessRules<br />Give an answer about a customer<br />33<br />©2010 Decision Management Solutions<br />5. Drive dynamic distribution channels<br />8. Holistically link customer communication<br />
  47. 47. Decision management and underwriting<br />6. Apply smarts to underwriting<br />
  48. 48. Decision Management and claims<br />Claims Innovation<br />12,000-13,000 claims/month<br />Recession – lower expenses, 25% fewer staff<br />Claims adjudication with rules, analytics<br />Results<br />1100% increase in fast track rate<br />Loss adjustment expense from 14% to 11%<br />33% higher subrogation returns<br />Subrogation recovery up by $10m/year<br />7. Capitalize on intelligence to manage losses<br />
  49. 49. Operational decisions at the center<br />10. Make governance work<br />
  50. 50. Next steps for Insurers<br />©2009 Decision Management Solutions<br />37<br />
  51. 51. SMA Top 10 Imperatives – Next Steps<br />There will never be a better time to take a breath, evaluate, and chart the course. Step one is to lay out an IT roadmap. At a minimum it must outline the priorities for the business and then align IT investments to fuel the capabilities for your strategy. Two enablers form the core of the top 10 imperatives: a data game plan and a modern architecture – the foundation for flexibility and responsiveness . Plan, prioritize, and press onward. <br /><ul><li>GROWTH
  52. 52. OPTIMIZATION
  53. 53. CUSTOMER SERVICE</li></ul>Start NOW<br />IT <br />Roadmap<br /><ul><li>Priorities
  54. 54. Execution
  55. 55. Investments
  56. 56. Accountability</li></ul>Map 3-5 years<br />Start simple<br /><ul><li>Profitable Growth
  57. 57. Optimization
  58. 58. Customer Service</li></ul>Start NOW<br />Start NOW<br />Create game plan<br />Define approach<br />Add BI & Analytic tools<br />Select best-of-breed, <br /> Best-of-enterprise, or<br /> Hybrid approach<br />Modern<br />Architecture<br /><ul><li>Enterprise-wide
  59. 59. Application, Data, and Infrastructure</li></ul>Data<br /><ul><li>Clean data
  60. 60. Governance
  61. 61. Data Standards</li></ul> Source: 2010 SMA Research © 2010 Smallwood Maike & Associates, Inc. USA. May not be reproduced by any means without express permission. All rights reserved.<br />
  62. 62. ©2009 Decision Management Solutions<br />39<br />Action Plan<br />
  63. 63. 3/9/2010<br />©2010 Decision Management Solutions<br />40<br />Don’t start by focusing on the data<br />Better decision<br />Analytic insight<br />Derived information<br />Available data<br />
  64. 64. 3/9/2010<br />©2010 Decision Management Solutions<br />41<br />Start by focusing on the value<br />Better decision<br />Analytic insight<br />Analytic insight<br />Derived information<br />Derived information<br />Available data<br />Available data<br />
  65. 65. Questions?<br />
  66. 66. We can help<br />Decision Management Solutions can help you<br />Focus on the right decisions<br />Implement a technology blueprint<br />Build decisioning systems<br />james@decisionmanagementsolutios.com<br />SMA Strategy Meets Action can help you<br />©2009 Decision Management Solutions<br />43<br />

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