1




Friedel Jonker, Manager Business
Development Analytics & PM V 1.1
Integrated Realtime Corporate Management (IRCM) wi...
Integrated Realtime Corporate Management (IRCM)

                           IBM Offering
     IBM IRCM Synergy Play delive...
IBM Software Group, Information Management
     Friedel Jonker,
     Manager Business Development Analytics & PM
      Car...
References
      References –Literature and Presentations
             Neue Informationsqualität für das VISA Kartenmanage...
The world is getting smaller and flat and
                      will become more and more Digital.
        The people need...
Agenda: Integrated Realtime Corporate Management (IRCM)
    Strategy & Solutions
                                         ...
7




                  IBM´s Global Smarter Work
                  Study 2010 -New Way of
                  Working in a ...
IBM, April 2010
Compared to other companies, outperformers are more than three times as
  likely to have adopted smarter working practices...
Significant outperformers demonstrate dynamic capabilities that enable
   them to quickly adjust to changes in the externa...
Fraunhofer Institut´s Information Work in the OFFICE 21




IBM, April 2010
MIT CISR –The Next Generation Workplace




IBM, April 2010
The future of Finance 2009


                       Multi-Sczenario-Planung




IBM, April 2010
Driving Smarter Decisions
    for better business outcomes

                                            Enterprise Plannin...
Next Generation of efficiencies come from optimizing every decision,
   transaction or process from the desktop of the kno...
IBM´s New Intelligence and BAO
                  -Strategy and Solutions




IBM, April 2010
To enter new dimensions: Leading not Managing Informations.
          Plan to achieve your Vison. Get new Insights by pred...
New Intelligence is helping smarter companies to sell more
        services, keep more customers, and operate in a low-cos...
IBM BAO (Business Analytics and Optimization) Solutions Enable
       the Vision

                                      BI...
What is Business Analytics and Optimization (BAO)?
     We help clients realize their strategies through information manag...
Why now for Business Analytics and Optimization (BAO)?

  Businesses today have an entirely new way to compete: BAO.
  But...
Where are the opportunities for breakaway improvement?

  Advanced analytics is the hardest to do well but provides the
  ...
Simplification approaches deliver the funding for four advanced
 analytics capabilities domains


 Customer Analytics     ...
IBM Research is pushing the capabilities envelope with emerging
 techniques
                                              ...
Why now for Business Analytics and Optimization (BAO)?

 Clients see the need to adopt new ways of working to improve
 spe...
How are industry top performers able to break away?
 Top performers have the right management systems, tools, and
 culture...
Where does New Intelligence Begin?
   Every client is at a different stage of maturity, and faces
   unique challenges. Co...
How to get started with BAO?
 Three entry points to get started with Business Analytics and
 Optimization




    Are you ...
Entry points with offer and solution off-ramps



        Establish a                        • COGNOS Healthcheck (DO)    ...
IBM´s Global CIO Study 2009
                  -The CIO of the Future and
                  his/her Agenda




IBM, April 2...
IBM Institute for Business Value, CIO Study 2009
IBM, April 2010
IBM Institute for Business Value


   In the largest known sample of face-to-face interviews, we spoke
   with over 2,500 ...
IBM Institute for Business Value


 Successful CIOs blend three pairs of roles that seem contradictory,
 but are actually ...
IBM Institute for Business Value


  As Savvy Value Creators, CIOs are skilled customer advocates that
  create value by t...
IBM Institute for Business Value

 As Insightful Visionaries, CIOs are active members of the strategic
 team

   Visionary...
BI & Performance Management is top of Mind
      Gartner: 2008 CIO Agenda




     Gartner EXP “Gartner: Making the Differ...
Analytics Critical for
    Driving Competitive Advantage
  “At a time when companies in many industries offer similar
  pr...
IBM´s Information Agenda
                  -From current state to
                  desired state



IBM, April 2010
Current State -A Multitude of Information Projects
 Each successful in its own right; but limited speed and flexibility…

...
The Information Agenda
           1. Information Agenda is designed to help customers
              achieve their business...
From Current State to Desired State
  -The Information Agenda




      Current State
                                    ...
Setting an Information Agenda




 Optimization




                        Call Center                Human Resource   Ap...
The IOD Information Agenda- IOD-Framework:
IOD Service Areas, Functional Enabler and covered IOD Software


              ...
44




 IBM´s Integrated Information On Demand Solution Stack

                        Better Results by Business Analytic...
IBM´s Trusted Realtime Information Management (TRIM) Framework
   Collapsing the time and reducing the costs from informat...
IBM Lotus –Social Intelligence Collaboration Accelerator

      Services von IBM Lotus Connections                        ...
IBM´s Portal Architecture as an integration plattform



     (legacy)
  Anwendungen
   Applications
                     ...
From your Current State to Level 5 of Data Governance



   Business Transformation




                  Courtesy of IBM ...
From current to desired Organizational State of Data Governance




IBM, April 2010
IBM´s Information Led
                  Tranformation
                  -Plan, Apply, Establish



IBM, April 2010
What is needed for an information-led transformation?
                  3 elements required but you can start
            ...
Driving Knowledge Workers Desktop Technologies
  into the Information Platform




              ILOG
           Optimizat...
IBM is investing to accelerate your information-led transformation


                  Over $12B in
                  soft...
Enterprise Architecture provides the “city plan” for business and IT
             “building blocks”

                     ...
IBM´s BI and PM Architecture Framework
          Data Sources/        Data Integration/              Data Repositories/   ...
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
IBM Integrated Realtime Corporate Management 2010
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IBM Integrated Realtime Corporate Management 2010
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IBM´s New Offering -Integrated Realtime Corporate Management (IRCM).

IBM Integrated Realtime Corporate Management 2010

  1. 1. 1 Friedel Jonker, Manager Business Development Analytics & PM V 1.1 Integrated Realtime Corporate Management (IRCM) with IBM´s Integrated Information Management Solutions IBM Infosphere_Cognos/TM1_SPSS_ILOG_Lotus
  2. 2. Integrated Realtime Corporate Management (IRCM) IBM Offering IBM IRCM Synergy Play deliver complete, consistens and accurate information that decision-makers trust to optimize business performance. A comprehensive integrated portfolio of business & social intelligence solution for analytical applications give decision-makers clear immediate and acitionable insights into current performance and the ability to predict potential future outcomes. Fore more information refer to: http://www- 01.ibm.com/software/data/ IBM IRCM Agenda: • IBM´s Global Smarter Work Study 2010 –New Way of Working in a IBM Contact New World Order • IBM´s New Intelligence and BAO –Strategy & Solutions Friedel Jonker • IBM´s Global CIO Study 2009 –The CIO of the Future and his/her Agenda Manager Business Development • IBM´s Information Agenda –From current state to desired state Analytics & Performance • IBM´s Information Led Transformation –Plan, Apply and Establish Mangement • IBM as the Partner for the Intelligent Enterprise SME for BI & SI Integration Jonker@de.ibm.com IBM, April 2010
  3. 3. IBM Software Group, Information Management Friedel Jonker, Manager Business Development Analytics & PM Career History and Education Selected projects 2008- today IBM, Germany, Manager Business Development Analytics & PM, Managing Consultant CRM & BI Global Pharma Information Company: German Business 1994- 2008 Deutsche Leasing AG, S-Finance Group, Value Concept to improve Sales Force Effectiveness based on Germany, CRM & BI Business and Program Director eBusiness Assessment, Pain Point Analysis, Definition of Requirements and Portfolio Prioritization. 1990- 1994 Citicorp-Citibank AG, Germany, European Manager Contribution: Lead the German Business Value Concept to Marketing Database VISA improve Sales Force Effectiveness. 1989- 1990 Ogilvy & Mather Dataconsult, Germany, Consultant Global German Automotive Company: Global Concept and Database Marketing implementation coordination together with the Boston Consulting Group to set up IT/Data Governance and Data 1988- 1989 Infas, Germany, LOCAL-Direct Project manager for Modelling/Re-Engineering of an As/is Landscape with the SRPM with Location Intelligence (LI) objective to reduce costs in development and maintenance and 1982- 1988 University of Münster, Master of Business increase and secure the Quality of Data as a base for high Management in Marketing & Statistics quality use of CRM, BI/LI for Sales & Risk Performance Management (SRPM). Contribution: Lead the IT/Data Governance and acted as the Languages and Profile SME for all IT/Data Governance related issues at the German, English (fluent). company. CRM, BI/LI Strategy Leader IBM GBS Germany. Global German Bank: Definition of a Business Driven Traffic Light Test Management Concept to successfully implement an Winner of the Sales Excellence Award 2005 from the University Oracle/Siebel CRM & BI solution. of St. Gallen and Handelsblatt. Contribution: Lead the Testmangement and acted as the SME Broad experience in Planning and Implementing value based for all CRM & BI related Testmanagement matters. The CRM & BI/LI Strategy, Processes, Architecture and Systems. Testmanagement Concept is now used as a global handbook Member of the MIT, Member of the Sales Executive Councile and for Testmanagement. member of Marketing Alumni, University of Münster, Germany IBM, April 2010
  4. 4. References References –Literature and Presentations Neue Informationsqualität für das VISA Kartenmanagement der Citicorp, in: Oracle Finanzwelt, 1994 Leadership durch Informations- und Lernsysteme, in: Know How, 7/1996, Schumann Unternehmensberatung Database Marketing bei der Deutschen Leasing AG, in: Jahrbuch 2000, Deutscher Direktmarketing Verband e.V. Von Database Marketing zum CRM, in: Computerwoche, 19/2001 Customer Relationship Management, Bericht über das Deutsche Leasing CRM-Projekt, in: GoAhead 9/2001, CSC- Ploenzke CRM – die nächste Generation, Interview mit Friedel Jonker, in: Computerwoche, 33/2002 Mit intelligentem Database Marketing und CRM zu überdurchschnittlichem Markterfolg, in: Cognos- Kundenmagazin Case Study Präsentation C3M-Eagle, marcusevans, FoCus Gipfel CRM, Montreux, 19.-21. Januar 2003 Erfolgreiches Customer Relationship Management bei der Deutschen Leasing AG, Nordakademie, Elmshorn, e-think-tank, Febraur 2003 Konflikte zwischen Vertrieb und Vertrag lösen, in: Praxismagazin für Marktkommunikation der Sparkassen-Finanzgruppe, 2004, 11. Jahrgang, Nr. 5, S 38 ff CRM und Sales -2 Seiten einer erfolgreichen Verbindung, im Beratungsbrief von http://www.vertriebs-experts.de , 23.03.2005 Deutsche Leasing Gruppe: Mit Siebel/Oracle CRM-System das Neugeschäft jährlich um durchschnittlich 12 Prozent gesteigert, in: Oracle Customer Snapshot Juli 2006 CRM als strategisches Element der wertorientierte Unternehmensführung der Deutschen Leasing AG -7P Programm für erfolgreiche CRM-Programme –Position_Path_Portfolio_Program_People_Progress_Performance, marcusevans, FoCus Gipfel CRM, Montreux, 14.-16. Februar 2007 Case Study CRM bei der DL, in Kundenmanagement –Grundlagen-Strategien-Beispiele von Manfred Krafft, März 2007 Vom Callcenter zum Intelligent Multichannel Customer Management Center, IBM Callcenter Circle, Hamburg HASPA, Mai 2008 Neue Technologien schaffen eine Demokratisierung der Information, Initiative Mittelstand http://www.imittelstand.de/themen/topthema_100288.html , 16.11.2009 Integrierte Echtzeit Unternehmenssteuerung (IEU), IBM Partner Channel Kick Off-Berlin-Januar 2010, Salesforce.com Cloudforce2-Frankfurt-März 2010, Teradata Enterprise Intelligence Summit-Berlin-April 2010, IBM Partner University-Frankfurt-April 2010 IBM, April 2010
  5. 5. The world is getting smaller and flat and will become more and more Digital. The people need New Intelligence Infrastructures & Applications to getting more complex THINK(G)S done in a shorter time. Die Welt ist kleiner, flacher und wird zunehmend digitaler. Die Menschen benötigen New Intelligence Infrastrukturen & Anwendungen um mehr komplexere Aufgaben in kürzeren Zeiträumen zu erledigen. IBM, April 2010
  6. 6. Agenda: Integrated Realtime Corporate Management (IRCM) Strategy & Solutions Slide • IBM´s Global Smarter Work Study 2010 –New Way of Working 7 in a New World Order • IBM´s New Intelligence and BAO –Strategy & Solutions 16 • IBM´s Global CIO Study 2009 –The CIO of the Future and 30 his/her Agenda • IBM´s Information Agenda –From current state to desired state 38 • IBM´s Information Led Transformation –Plan, Apply and 50 Establish • IBM as the Partner for the Intelligent Enterprise 93 IBM, April 2010
  7. 7. 7 IBM´s Global Smarter Work Study 2010 -New Way of Working in a New World Order IBM, April 2010
  8. 8. IBM, April 2010
  9. 9. Compared to other companies, outperformers are more than three times as likely to have adopted smarter working practices Companies scoring a “high & very high” across all of the elements of at least one Most Most Smarter Working dimension Dynamic Collaborative Companies 34% that have adopted smarter 3.1x working 11% practices Most Connected Significant Outperformers All Others IBM, April 2010
  10. 10. Significant outperformers demonstrate dynamic capabilities that enable them to quickly adjust to changes in the external market To what extent does your organization: Dynamic Easily identify individuals 26% 2.4x with needed skills 11% 19% Display and deliver information to meet the 8% 2.4x needs of various audiences 13% Quickly build skills to address changing conditions 5% 2.6x Significant Outperformers All Others IBM, April 2010
  11. 11. Fraunhofer Institut´s Information Work in the OFFICE 21 IBM, April 2010
  12. 12. MIT CISR –The Next Generation Workplace IBM, April 2010
  13. 13. The future of Finance 2009 Multi-Sczenario-Planung IBM, April 2010
  14. 14. Driving Smarter Decisions for better business outcomes Enterprise Planning and Analysis Consolidation and Corporate Reporting Financial Analytics Strategy Management and Scorecarding ONLY “Increased responsibility for “assess their company’s company’ “(all) top six items targeted for financial planning and forward-looking view of forward- BI investment all relate to CPM analysis because of global profitability as more than and PM” PM” economic turmoil” turmoil” adequate” adequate” – Gartner FEI Tech Survey, – McKinsey Global Survey, – CFO Research, April 2009 July 2009 March 2009 IBM, April 2010
  15. 15. Next Generation of efficiencies come from optimizing every decision, transaction or process from the desktop of the knowledge workers Foundational Breakaway Sense and respond Predict and act Back office Point of impact Skilled analytics experts Everyone Instinct and intuition Real-time, fact-driven Automated Optimized IBM, April 2010
  16. 16. IBM´s New Intelligence and BAO -Strategy and Solutions IBM, April 2010
  17. 17. To enter new dimensions: Leading not Managing Informations. Plan to achieve your Vison. Get new Insights by predictive Analytics. Forecast Chances and Risks. Achieve higher Corporate Performance by collapsing the time from Information to Business Value. That IBM´s defintion of New Intelligence. A smarter World drives New Intelligence New Intelligence Infrastructures & Applications drives a smarter World In neue Dimensionen vordringen: Effiziente Verwaltung von Informationen. Tiefe Einblicke durch Analysen. Prognostizieren und bewerten von Chancen und Risiken. Schnellere und bessere Entscheidungen. Das verstehen wir unter New Intelligence. IBM, April 2010
  18. 18. New Intelligence is helping smarter companies to sell more services, keep more customers, and operate in a low-cost, highly efficient, agile environment GAIN INSIGHT FROM THE MOVE FROM REACTION 1 INFORMATION EXPLOSION TO PREDICTION 2 WAREHOUSE CONSOLIDATION CHURN PREDICTION MASTER DATA MANAGEMENT KEY PERFORMANCE PREDICTORS REAL-TIME ANALYTICS BEHAVIORAL & SOCIAL NETWORK PROCESS PERFORMANCE METRICS ANALYTICS CASHFLOW ANALYTICS OPTIMIZED CUSTOMER EXPERIENCE PERFORMANCE MANAGEMENT ENGAGE THE ENTIRE CREATE VALUE FASTER 4 VALUE CHAIN REAL-TIME CAMPAIGNS 3 CONTENT PARTNERS CAMPAIGN ANALYTICS NETWORK PARTNERS MARKET BASKET ANALYSIS RETAIL PARTNERS DISTRIBUTORS NEW INTELLIGENCE DEVICE PARTNERS IBM, April 2010
  19. 19. IBM BAO (Business Analytics and Optimization) Solutions Enable the Vision BI& Advanced Enterprise Enterprise BAO Performance Analytics Information Content Strategy Management & Optimization Management Management IBM Services & Know How Leveraging IBM Software, IBM Hardware & IBM Research… …… IBM, April 2010
  20. 20. What is Business Analytics and Optimization (BAO)? We help clients realize their strategies through information management, advanced analytics and process management while leveraging the power of smarter technology. Who we are Process areas Leverage points Part of IBM Global Business Services with over Customer 4,000+ BAO practitioners Analytics and Analytics Partners with IBM Research, IBM’s software and Data Optimization IBM strategic technology and technology services Delivery capabilities worldwide Financial Analytics BAO Services Supply Chain Advanced Business Customer Intelligence & Analytics BAO Performance Insight Strategy Management Cognos Human Resource Analytics Advanced Enterprise Enterprise Analytics and Information Content Risk and Optimization Management Management Fraud ILOG, SPSS, Infosphere, MDM and Industry Specific Analytics CBO Assets Information Server FileNet Analytics IBM Consulting capabilities IBM SW products IBM, April 2010
  21. 21. Why now for Business Analytics and Optimization (BAO)? Businesses today have an entirely new way to compete: BAO. But most have yet to take analytics the full distance. Business process Breakaway integration (e.g., CRM) Prescriptive, real-time, and collaboration pattern-based strategies with situational context Business Process operations automation Differentiating and workflow maturity How the business Competitive Predictions, applies information to Task integration contextual business achieve its goals (e.g., ERP) rules and patterns • Policies • Business Foundational Master data Processes management, Command dashboards and • Organization and control Data warehouses, scorecards Ad hoc governance and Spreadsheets production reporting and extracts Source: Breaking Away with Business Analytics and Optimization: New Information and analytics maturity intelligence meets enterprise operations available in late 2009 at How the business manages information and learns from it www.ibm.com/gbs/intelligent-enterprise. IBM, April 2010
  22. 22. Where are the opportunities for breakaway improvement? Advanced analytics is the hardest to do well but provides the greatest insight and value to the organization high high Stochastic Optimization Prescriptive How can we achieve the best outcome including the effects of variability? Analytics Optimization Breakaway How can we achieve the best outcome? Predictive modeling What will happen next if? Forecasting Differentiating What if these trends continue? Predictive Analytics Simulation What could happen? Alerts Competitive What actions are needed? Query/drill down What exactly is the problem? Descriptive Ad hoc reporting How many, how often, where? Foundational Standard Reporting low What happened? low Complexity Adapted from Competing on Analytics, 2007 Business Advantage IBM, April 2010
  23. 23. Simplification approaches deliver the funding for four advanced analytics capabilities domains Customer Analytics Financial Analytics • Customer • Budget, Plan and Forecast Segmentation and Management Profiling • Risk Cockpit for Management • Customer Experience and Compliance Measurement • Performance Measurement • Channel and Cost to Serve Efficiency Analytics and Management • CFO Dashboard Optimization Simplification • Cross Channel Real Time Offer Modeling • Reduce complexity and redundancy and Next best Offer • Eliminate multiple data silos • Enhance trust level of data and broaden access • Enable enhanced execution model Supply Chain / Human Capital • Introduce new business capability Operations Analytics Analytics Proven Techniques • Workforce Scheduling • Product Lifecycle Management • Attrition Forecasting and • Demand Management and Succession Management Logistics • Performance and Incentive Emerging Techniques • Procurement and management Vendor/Supplier Management • Role Value Modeling • Cost of Operations Models/ Sourcing IBM, April 2010
  24. 24. IBM Research is pushing the capabilities envelope with emerging techniques Commercialized • Corporate Brand & Reputation Analysis (COBRA) • Marketing Event Optimization (MEO) • Loyalty Identification Focused Targeting (LIFT) • Sales force optimization • Enterprise forecasting • Dynamic Inventory Optimization Solution (DIOS) • Workforce analytics (SWOPS) Analytics Advanced • Next Best Action (NBA) Analytics Simplification • Social Network Analytics (SNA) Simplification • Text/Semantic Analytics (Sentinel) • Supply Chain Sustainability Management • ARTEMIS: Online Analytics for Healthcare Proven Proven Techniques • Situational Awareness for Enhancing Safer Transportation Techniques • Visibility enabled analytics Emerging Techniques • Condition based monitoring & maintenance • Advanced Pricing Analytics (iPAT) First of a kind • Information Risk and Compliance Management Emerging • Demand Driven Business Analytics Techniques • Platform for Spatio-Temporal Analysis and Reasoning • Analytics for Enhanced Agility to Support E2E Emerging Techniques span three areas Distribution Operations of Research evolution IBM, April 2010
  25. 25. Why now for Business Analytics and Optimization (BAO)? Clients see the need to adopt new ways of working to improve speed to insight and speed to impact Traditional Approach New Approach 4 in 5 Sense and respond Predict and act business leaders see information as a source of competitive advantage Instinct and intuition Real-time, fact-driven 1 in 2 Skilled analytics experts Everyone don’t have access to the information across their organization needed to do their jobs Back office Point of impact Decision Support Action Support 1 in 3 business leaders frequently make critical Efficient Optimized decisions without the information they need Source: Business Analytics and Optimization for the Intelligent Enterprise, April 2009. www.ibm.com/gbs/intelligent-enterprise IBM, April 2010
  26. 26. How are industry top performers able to break away? Top performers have the right management systems, tools, and culture – enabling them to seek, evaluate and act on opportunities Foundational capabilities Winning Characteristics 32.5% 3X High quality information 25% 22.7% 21.9X 5.6X 15X 3.2X Strong decision support toolset 4.4% 1.5% 1.5% Challenging Anticipating Empowered Disrupt the status quo to improve the business and Predict and prepare for the future by Enable and empower employees to analyse, 2.5X create new opportunities evaluating trade-offs decide and act Keen focus on driving business proactively change Chart shows differences at the highest achievement levels Source: Breaking Away with Business Analytics and Optimization: New intelligence meets enterprise Key: Top performers (i.e., 1st quintile relative to industry peers) operations at www.ibm.com/gbs/intelligent-enterprise. Lower performers (i.e., 4th and 5th quintile relative to industry peers) Relative difference of top performers to lower performers IBM, April 2010
  27. 27. Where does New Intelligence Begin? Every client is at a different stage of maturity, and faces unique challenges. Combining pure science, deep industry knowledge, and technology expertise can yield stunning results. Let’s put a workshop together, focusing on what is important to you! PLAN AN APPLY BUSINESS ESTABLISH A INFORMATION ANALYTICS TO FLEXIBLE AGENDA OPTIMISE INFORMATION DECISIONS PLATFORM INFORMATION AGENDA: AN BUSINESS INTELLIGENCE & INFORMATION ON DEMAND INDUSTRY-SPECIFIC, PROVEN PERFORMANCE MANAGEMENT: SOFTWARE: TRANSFORM SILOS APPROACH TO INFORMATION SOFTWARE AND SERVICES OF INFORMATION INTO TRUSTED, TRANSFORMATION AROUND PLANNING, BUDGETING, SHARED ASSETS MEASURING ETC. BUSINESS ANALYTICS & INFORMATION OPTIMISATION STRATEGY: ADVANCED ANALYTICS & INFRASTRUCTURE: VIRTUALISE, CONSULTING TO ACHIERVE OPTIMISATION SERVICES: SHARE, STORE, MANAGE ALL OF BUSINESS RESULTS FASTER, MATHEMATICAL MODELLING, THE INFORMATION IN THE WITH LESS RISK, AT LOWER DEEP COMPUTING, SIMULATION, ENTERPRISE IN A MORE COST ANALYTICS, PREDICTION & EFFICIENT, LOW COST, SECURE RECOMMENDATIONS ENVIRONMENT IBM, April 2010
  28. 28. How to get started with BAO? Three entry points to get started with Business Analytics and Optimization Are you suffering Establish a Apply analytics Do you have a BAO from an overly strategy but need a flexible to optimize proof of value to get complex information information business implementation funding? environment? platform operations BAO Are there recognized Create a BAO Is information consistent opportunities with no but devoid of business plan of action? Strategy relevance? IBM, April 2010
  29. 29. Entry points with offer and solution off-ramps Establish a • COGNOS Healthcheck (DO) • BAO Jumpstart (DO) flexible • Enterprise Content Create a BAO • BAO Strategy (or Management Jumpstart Information Agenda) information Strategy • Enterprise Information platform Management Assessment • Data Governance diagnostic (DO) (i.e., phase zero for Analytics Simplification big play) Is the enterprise Is there a glut of recognized Is information • Master Data Management consistent but suffering from an overly opportunities from Assessment (i.e., phase zero complex information enterprise information with devoid of business of larger project) environment? no plan of action? relevance? Apply analytics • Social network analytics (SNA)* • Loyalty Identification Focused • CFO Dashboard • Next best action (NBA)* Targeting (LIFT)* • Condition based monitoring and to optimize • Visibility enabled analytics* • IBM Pricing Analysis Tool maintenance* business (iPAT)* • Fraud & Abuse Management • Enterprise forecasting* • Corporate Brand & Reputation System (FAMS and FAMS DO)* operations • Sales force optimization* Analysis (COBRA)* • Workforce Analytics* • Real Time Analytics Matching • Marketing Event Optimization Program* (MEO) Does the organization • OnTarget purchase probability have a BAO strategy • Dynamic Inventory Optimization estimator* Solution (DIOS)* without sufficient • Demand forecasting (in DIOS)* funding to implement programs? See Wiki http://w3.tap.ibm.com/w3ki2/x/E5EL for Industry Specific Solutions Key: *Indicates IBM Research component. Italic indicates in development. DO = official “Door Opener” or small entry point project Primary improvement focus : Top-line Top-line and internal operations Internal operations IBM, April 2010
  30. 30. IBM´s Global CIO Study 2009 -The CIO of the Future and his/her Agenda IBM, April 2010
  31. 31. IBM Institute for Business Value, CIO Study 2009 IBM, April 2010
  32. 32. IBM Institute for Business Value In the largest known sample of face-to-face interviews, we spoke with over 2,500 CIOs to understand their goals and challenges The Study represents different-sized organizations in 78 countries and 19 industries Geography Sector Organization Size Others <1,000 Rapidly Communications 2% Employees Developing 11% Distribution 16% Markets Western 24% >10,000 32% Europe Employees 38% Public 34% 18% Japan Industrial 6% Financial 24% 1,000-10,000 North Services Employees America 21% 50% 24% Our analysis used 2004-2007 Profit before Tax (PBT) growth, relative to peers in their industries, to associate organizations with one of three growth levels: High, Medium or Low. For organizations where this information was not available, we used statistical correlation to assign levels, based on closest overall similarity of answers. In this presentation, we primarily refer to CIOs who work in organizations with high PBT growth as “High- growth CIOs” and to those working in organizations with low PBT growth as “Low-growth CIOs.” IBM, April 2010
  33. 33. IBM Institute for Business Value Successful CIOs blend three pairs of roles that seem contradictory, but are actually complementary Insightful Savvy Collaborative Visionary Value Creator Business Leader Making Raising the Expanding Innovation real ROI of IT business impact Able Relentless Inspiring Pragmatist Cost Cutter IT Manager By integrating these three pairs of roles, the CIO makes innovation real, raises the ROI of IT and expands business impact IBM, April 2010
  34. 34. IBM Institute for Business Value As Savvy Value Creators, CIOs are skilled customer advocates that create value by truly understanding what customers want High-growth CIOs proactively craft data into actionable information ”We do recognize the strategic advantage of 58% using data to support improved decision making. We are not as strong as we would like +61% to be, but this is a key plank of our strategy 36% moving forward." Consumer products CIO, Ireland In five years, CIOs expect end- ... and anticipate much greater levels of customers to continuously explore integration and transparency with new channels... customers +37% ”Having a strong data +55% governance model that allows for a single view of the truth 44% 54% through accurate data is a 74% strategic imperative.” 68% Financial markets CIO, US Source: IBM Global CIO Study 2009; n = 2598 Low High IBM, April 2010 growt growt h h
  35. 35. IBM Institute for Business Value As Insightful Visionaries, CIOs are active members of the strategic team Visionary CIOs recognize that successful innovation requires deep involvement with the business ”For us, innovation means generating diverse 64% ideas to address a particular need. Then we distill them into an actionable plan that results in +94% 33% business improvement.” Energy and Utilities CIO, United States High-growth CIOs reach out much ... and are more often members of more to the business to co-create the most senior management team and champion innovation… +40% 67% +35% 62% 48% ”The CEO’s message to the 46% board is that IT is necessary to be better as a company.” Insurance CIO, Mexico Source: IBM Global CIO Study 2009; n = 2598 Low High IBM, April 2010 growt growt h h
  36. 36. BI & Performance Management is top of Mind Gartner: 2008 CIO Agenda Gartner EXP “Gartner: Making the Difference - The 2008 CIO Agenda”, Mark P. McDonald Tina Nunno Dave Aron, January 2008 IBM, April 2010
  37. 37. Analytics Critical for Driving Competitive Advantage “At a time when companies in many industries offer similar products and use comparable technology, high-performance business processes are among the last remaining points of differentiation.” Tom Davenport, “Competing on Analytics” Ten Most Important Visionary Plan Elements Interviewed CIOs could select as many as they wanted BI/Analytics #1 Business Intelligence and Analytics 80% 86% investment to Virtualization 77% 76% improve Risk Management and Compliance 70% 73% competitiveness Mobility Solutions 66% 71% 73% Customer and Partner Collaboration 64% Low IBM Global CIO Study 2009 71% growth Self-Service Portals 63% Application Harmonization 62% 67% High 70% growth Business Process Management 61% 68% SOA/Web Services 55% 63% Unified Communication 57% Source: IBM Global CIO Study 2009; n = 2345 IBM, April 2010
  38. 38. IBM´s Information Agenda -From current state to desired state IBM, April 2010
  39. 39. Current State -A Multitude of Information Projects Each successful in its own right; but limited speed and flexibility… Executives Analysts Applications Performance Mgmt Spot Trends Real time Understand, Decide Recommend Situational Decisions Analytic Applications Unable to Respond to New Information Requests Rapidly KPIs… Call Center Scorecards Marts Marts Master Claims Schemas Dashboards Weak Information Governance Processes ERP Reports Warehouses Supply Chain… Weak Information Architecture Heterogeneous Systems & Information Sources IBM, April 2010
  40. 40. The Information Agenda 1. Information Agenda is designed to help customers achieve their business objectives – by building an information strategy and roadmap to establish information as a strategic competitive asset 2. IBM has a proven approach to help accelerate the sales process by focusing on customers’ critical success factors and business needs IBM, April 2010
  41. 41. From Current State to Desired State -The Information Agenda Current State Desired State Information Intensive Flexibility & Speed Projects Highly justified projects Ability to leverage information as a strategic asset IBM, April 2010
  42. 42. Setting an Information Agenda Optimization Call Center Human Resource Application Automation Operations Management Agenda ERP & Financials IBM, April 2010
  43. 43. The IOD Information Agenda- IOD-Framework: IOD Service Areas, Functional Enabler and covered IOD Software Information Strategy Maturity Assessments, Business Cases, Roadmap IOD BI Governance, Information as a Service Concept Software Information Solution Outline, Industry Data Models, Vendor Selection IBM Infosphere Functional Business Intelligence Customer Intelligence Business Performance Products, Services Management & Supply Chain MDM Sales, Service & Marketing Balanced Scorecards Procurement Analytics Analytics Planning, Forecasting, Budgeting Prod Controlling & Optimization IBM Cognos Service Areas Pricing Optimization Group Reporting and Consolidation Quality Analysis Channel Analytics Product Lifecycle Analytics IBM Information Analyser Green Analytics Risk and Compliance Workforce Productivity, Collaboration IBM WPC Carbon Intelligence Risk & Compliance Assessment Workforce Reports & Planning Credit Risk Analytics Payroll Analysis Business Resilience & Operational Training Calender IBM Infosphere Risk Analytics Retention and Hiring Reports Threat and Fraud SAP MDM Intelligence Operational Information Mgmt Loss / Fraud Prevention SAP BI + BO Functional Enabler Intelligence & Integration Anti-Money Laundering Unstruct. Data Analytics Data Modeling Oracle, Business Process Optimization Data Warehousing Siebel Analytics Event-Based Analytics Metadata Management Entreprise Search Information Integrity Microsoft SQL Data Migration Master Data Mgmt Content Mgmt Server+BI Transformation & Integration Sols Portal Design and Impl (TBC) Data Quality Master Data Solutions Content Mgmt ... (TBC) Informatica IBM, April 2010
  44. 44. 44 IBM´s Integrated Information On Demand Solution Stack Better Results by Business Analytics and PM Financial Workforce Dynamic Optimization Supply Chain Multi-Channel Customer & Product Risk Insight Profitability Marketing Business Intelligence und Performance Manangement 4. Analysis, Planning and Use of trusted Data and Content End-to-End Information Integration, Solutions Warehousing und Master Data Mgmt. 3. Trusted Relatime Delivery of Data and Content FileNet Informix ® ® Enterprise Enterprise software software DB2 ® Data Content Management Management software 1. Management of Enterprise Data and 2. … and use in Business Content Processes IBM, April 2010
  45. 45. IBM´s Trusted Realtime Information Management (TRIM) Framework Collapsing the time and reducing the costs from information to innovation Industry Frameworks Banking Retail Telco Public Sector Etc…. Etc…. Expertise & Accelerators Business Strategy and Industry Models and Integrated IBM Planning Services Pre-Built Solution Assets Partner Components IBM Cognos 8 Reporting & Analysis Scorecarding & Dashboarding Planning, Budgeting & Forecasting Unified Performance System Platform IBM InfoSphere MDM Server IBM InfoSphere Warehouse Define Manage Transact Reliable Real-Time Delivery Manage Analyze Party, Product, Account IBM Information Server Understand Cleanse Transform Deliver Unified Metadata Management Parallel Processing Rich Connectivity IBM, April 2010
  46. 46. IBM Lotus –Social Intelligence Collaboration Accelerator Services von IBM Lotus Connections Services von IBM Lotus Quickr Activities Communities Profiles Finding the right people Managing Adhoc Bringing people with for a certain subject Collaborations same goals together Bookmarks Blogs Tag content, events, Quickr contextual team blogs wiki pages, tasks, etc... with personal blogs Knowledge and Report Sharing Target group collection building Services von IBM Lotus Sametime Information recommendation and feeding Awareness and Adhoc Collaboration Webconferencing IBM, April 2010
  47. 47. IBM´s Portal Architecture as an integration plattform (legacy) Anwendungen Applications Rollenbasiert Personalisiert Im Context Sicher Inhalte Content Cloud Self Service Collaboration Dynamisch Prozess getrieben (Mail, Cal., Chat) Kal., Administrierbar Consumer externer of external Web Services IBM, April 2010
  48. 48. From your Current State to Level 5 of Data Governance Business Transformation Courtesy of IBM Data Governance Council IBM, April 2010
  49. 49. From current to desired Organizational State of Data Governance IBM, April 2010
  50. 50. IBM´s Information Led Tranformation -Plan, Apply, Establish IBM, April 2010
  51. 51. What is needed for an information-led transformation? 3 elements required but you can start anywhere Plan an information agenda Apply Establish a business flexible analytics to information optimize platform decisions IBM, April 2010
  52. 52. Driving Knowledge Workers Desktop Technologies into the Information Platform ILOG Optimization SPSS Predictive Capabilities Cognos TM1 Real-time Financial Control InfoSphere Streams, InfoSphere CDC, SolidDB Real-time Financial Trading Systems Research Real-time Fraud Analytics IBM, April 2010 52
  53. 53. IBM is investing to accelerate your information-led transformation Over $12B in software investments since 2005 Over 4,000 Dedicated Consultants Analytics in a Box to Accelerate Time to Value Largest Math Department in Private Industry “Since 2006, IBM has deliberately & doggedly constructed an unparalleled portfolio… it's difficult to see how any competitors will be able to compete anytime soon…” “IBM, not SAP or Oracle, is now the industry's premo analytics solution/platform vendor…” IBM, April 2010
  54. 54. Enterprise Architecture provides the “city plan” for business and IT “building blocks” Component Business Model Business Technology Opportunity Availability "slice, analyse and transform" Business Financial Product/ Production Information Administration Management Process Business Corporate/LOB Portfolio Financial Production Strategy & Strategy & Planning & Strategy Planning Planning Technology Direct Organization & Forecasting Research & Master Production Strategy Process Policies Development Capital Planning Appropriation Strategy Alliance Design Rules Production Strategies Planning & Policies Rules & Policies Human Capital Risk Program Production Management Management Management Scheduling & Internal Audit Configuration Legal & Management Production Enterprise wide focus Regulatory Control Treasury Strategy Enterprise Architecture Enterprise Architecture “the city plan” Business IT Architecture Architecture Processes Users Information Applications Planning People Data Locations Technology Transition Plan Project focus Business Operating Environment System Architecture and IT Infrastructure functional aspects Design and operational aspects Delivery IT Solutions “the infrastructure and single building design” IBM, April 2010
  55. 55. IBM´s BI and PM Architecture Framework Data Sources/ Data Integration/ Data Repositories/ Data Analytics/ Data Access/ Acq. Tier (Operation) DWH1 Tier (ETL) DWH2 Tier (Data Layers) DWH3 Tier (Results) BI Del.Tier (Delivery) Extraction Operational Data Collaboration Enterprise Web Stores Browser Transformation Query & Reporting Business Applications Load / Apply Data Warehouses Portals Unstructured Data Mining Synchronization Modeling Data Marts Devices Informational Transport / Scorecard Messaging Staging Areas Web Visualization Services Information Integrity External • Data Quality Metadata • Balance / Controls Embedded Analytics Data flow and Workflow Metadata Security and Data Privacy Systems Management & Administration Network Connectivity, Protocols & Access Middleware Hardware & Software Platforms IBM, April 2010

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