Rebooting BI and EPM [english]


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BI, EPM : replaying the match:
state of the art of BI and Enterprise Performance Management réalisé à l'occasion des Matinales de la Performance 2011

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Rebooting BI and EPM [english]

  1. 1. Business Intelligence &Enterprise Performance Management: replaying the match Gad Benchimol (BI and PM practice director, Business & Decision) and Jean-Michel Franco (innovation director, Business & Decision). 9 Novembre 2011, Paris, Pavillon Gabriel
  2. 2. Business & DecisionIs a globalconsulting and system integratorRevenue 2010 : 237 M€ BI E-bus EPM EIM CRM2 800 Employees 19 countries Multi-specialist 2
  3. 3. Business Intelligence and Enterprise Performance Management @ Business & Decision Manage Forecast Legal and Management STRAGEGIZE Financial Consolidation MEASURE Legal & Mgt reportingSales & Marketing Stakeholder relationshipH.R. …… ManagementFinance APPLICATIONS SIMULER EPM Management by PLANPurchasing ACT objectives ANALYZELogisticsRisks …… Profitability Management, Revenue Performance GOVERN Management DECIDE BI / EPM ALERTmobile BI CAPTURE DISCOVER EIM Big DataData Visualization MDMAd Hoc analytics Data Warehouses/Data ECM DWHE MartsPredictive analysis …… PUBLISH Dématérialisation ORGANIZE Data ModelData Discovery ANALYZE CONSUME Real Time BIDashboardAgile BI PREDICT …… Data GovernanceCollaborative BI DISTRIBUTE Master Data Management SHARE 3
  4. 4. Recognized expertise by independent industry analysts • “Magic Quadrant for Global Business Intelligence and Performance Management Service Providers,”. 2009 & 2011 Gartner • “2010 BI Service Provider Short-Listing Tool“ 2010 and 2011 Forrester • “Business Intelligence Service Vendor Guide” 2011 Gartnercoming soon: Gartner Market scope for BI and Performance Management Service Providers 4
  5. 5. Do you know what is the Sabermetrics in your business ? *Sources : wikipedia(*) Moneyball: The Art of Winning an Unfair Game is a book about the Oakland Athleticsbaseball team and its general manager Billy Beane. Its focus is the teams modernized,analytical, sabermetric approach to assembling a competitive baseball team, despiteOaklands disadvantaged revenue situation. 5
  6. 6. Business Intelligence, Where are we now? A 10 MM$ market, steadily growing+13 % Growth 2010 no matter the economic conditions Share of EPM and Analytics At the crossroad of platforms and ent.36% within the BI Market software, of business and IT Share of market of the But still a strong appetite for « best of72% BI(g)5 (IBM, MS, Oracle, SAS, SAP) breed » solutions 69% of companies have BI But minority of BI initiatives are69% standards considered very successful (26%) with significant business impact (34%) Of growth for Data A market that is driven by innovation,+30% Discovery -> 1 MM$ in 2013 open to reinvent itself anytime. *Sources : Gartner, BI Scorecard 6
  7. 7. Reinvent BI at its roots with respect to current business needs, best practices and available technologies Empower all stakeholders “Big Data” Collect/federate/publish large (customers, field, suppliers…) with volumes of “multi-structured” just-in- decision services at the palm of their time data hands Information Last Mile of BI Management beyond BIFlexible approaches to design and Information and Business Rules as aroll out BI et allow user to service across systems and processesautonomously leverage it Foresee, plan, Agile BI Monitor Optimize and align business processes upstream, not only while Manage decisions as a collaborative Collaborative executing process, share best decisioning practices Decisions 7
  8. 8. Information Management : manage and nurture information assets beyond BI Provide consistentinformation repositories • Conformed dimensions principles: common dimensions, attributes and hierarchies across data across activities : a marts for cross domain analytics prerequisite for • A mature modeling approach entreprise BI • A serious barrier towards BI success… Data quality: a critical • …that can’t be reached without alignment and shared engagement towards a well definedtopic for both IT and lines approach for data governance of businesses • A master data repository, if defined as a shared service, gives more value to information acrossBenefits benefits that go use cases: transactional/analytics, mapped to beyond the traditional categorize structured/unstructured data scope of BI and EPM 8
  9. 9. Information Management beyond BI : applying to the office of the CFO Business challenges Business needsAlign on common goals and metrics  Consistency aross systems anddespite silos organisationsAlign local (empowerment) and  Optimized legal and Mgt consolidations(control) views  Closing cycles minimizedAnticipate merger and acquisitions,  Speed and time to take change intoand organisational changes considerationMeasure the impacts  Analyses with constant structures…Improve agility  Alignment of BI systems with currentAdjust strategy to results organizations and objectives  Simulate impacts of new structures  Traceability of eventsMaster compliancy  History of data and orgs versions  Certification of results 9
  10. 10. Decision management in the enterprise: An individual or team « sport » ? By 2013, 15% of BI initiatives will have a collaborative dimensions (Gartner) • Creation of Decision rooms • Content sharing (analyzes, documents…) Orchestrate the • Collaborative decisioning sessions Collaborative management process • Process traceability • Social functions• Annotations • Social Network Integration Organize the Facilitate • Publish/Subscribe• Discussion forums• Activity Streams discussions sharing Some use case that turned into best practices : Forecasting and planning, product portfolio management, resource planning and allocation, spend and supplier management. 10
  11. 11. Some examples of collaborative processes Orchestrate the Collaborative process Organize the Facilitate sharing discussions 11
  12. 12. Strategize, plan, forecast, monitor Innovation in Enterprise Performance Management • Repositories across activities • Glossaries, KPI and rules frameworks • Control of publication and disclosure processes Sharing & transparency Coordination Managed and speed collaboration EPM• Dynamic mastering innovation • Provisioning of financial tools across• Adjustable and short levers the enterprise cycles (budget, closing, forecasting) • Empowerment of each stakeholder to drive and mange his own performance• Alignment of terms (short, long), of • Coordination of strategy management local and global processes and planning processes 12
  13. 13. Performance Management beyond finance -> Enterprise Performance Management processes Ana- Define Value Plan Monitor Report lyze -> Uses cases across activities Risks &Purchasing Projects, Marketing, compli- Supply Products Human IT Perfor- sales, ance chain resources mance services Environ- ment•Supplier score • Lead Mgt •Detailed costs •Wages and • Project •Manufacturing carding • Customer & profitability incentive portfolio risk•On-time Segmentation •Pricing Management management •Frauds Delivery • Territories, •Promotions •Talent • SLA •Environment•Resource quotas, Management Management monitoring Reporting optimization incentives •Cross selling, • Resources •Working capital •Carbon• On demand • Revenue up-selling allocation • IT Governance footprint planning Performance • Succession •Eco-efficiency• Quality management plans •Reporting SLA 13
  14. 14. Big Data : the long tail of Information Management « Today, we sold more books that we didn’t sell yesterday thanbooks that we also sold yesterday» (, via Josh Petersen & Wikipedia) BI as we know it - information sourced from internal information system - information from the past (not the latest) - a priori information modeling Popularity BI as we would like it to be - BI as we know it - External information - « just in time » information - « unstructured » information - New information source regularly added Available information 14
  15. 15. Example: Big Data in Life Sciences (medical devices)Transactional systems Internet of « Unstructured » External data(web, (Adverse Effects social networks, partners) (every)thing data monitoring system) Information hub Enterprise Semantic Model Master data and Metrics Business Rules categorizations and KPIs Automated decision Operational BI and Performance Management and (Rules and Complex event Processing) real time decisioning Decision support systems Architected Ad hoc Data Data marts marts 15
  16. 16. Last mile of BIBI as we would like it BI as we know it 16
  17. 17. Example of last mile of BI ( a trusted advisorat the palm of your hands to manage personal finance 17
  18. 18. Agile BI, or how to reconcile local and global standpoints Information Information Business consumption hub views services Control AutonomySanctioned, self describing data, Architected Data Marts Reporting factory, Planning &accessible as in Self Service  Ad-hoc data marts forecasting, sandbox : internalGovernance, traceability , Ad-hoc data access (sanctioned and unsanctioned)continuous enrichment, reusable and external information sourcing 18
  19. 19. Market: Consolidators well established, specialists still growing if fueledby innovation … and some disruptors aspiring for a shake-out Consolidators Disruptors Specialists 19
  20. 20. “Rebooting BI”, how to align your Business Intelligence initiatives to current business challenges Project Portfolio Reusable informationManagement modelsInformation governance Adapt methodo- Core ModelsContinuous improvement Adapt Template based analyticsDelegation of roles & organizations logies for better Agile methodologiesresponsibilities closer with Center of flexibility andto the lines ofbusiness Excellences speed to deliver BI BI / EPM Information management Define and deliver Productize with (re)define BI Roadmapswith a well defined Performance the BI and EPM architecture (BI managementservice catalogDefine and deliver Platform, Information frameworksthrough SLAs factory Management etChose the right Performance“shoring” model for Management)each function 20