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BI by MBU

  1. 1. Business Intelligence and Corporate Culture Communications - Collaboration - Process Improvement - Financial Impact powered by www.mbuintelligence.com
  2. 2. Business Intelligence TODAY BEST PRACTICES AND PROCEDURES HISTORY AND ORGANIZATIONAL RATIONAL SYSTEMS INFORMATION TECHNOLOGIES COLLECT DATA from a wide range of internal and external sources to produce support Management decisions. ANALYTICAL REPORTS that
  3. 3. PROCESSES FINANCE L+D CUSTOMERS The concept is normally associated with BALANCED SCORECARDS A methodology that explores the MULTIPLE DIMENSIONS of an organization or digital dashboards that treat data to PRESENT IT THE BEST WAY POSSIBLE BALANCED SCORECARDS
  4. 4. BUSINESS INTELIGENCE TOOLS RIGHT TYPE OF DATA THE COMPANY MUST AND SHALL KNOW: I.T. SOLUTION KEY PERFORMANCE INDICATORS KPI FOR SPECIFIC AND TIMELY PROBLEMS BUSINESS INTELIGENCE SELLS NO INDICATOR OF PEOPLE PERFORMANCE ?
  5. 5. ALIGN PROJECT GOALS IMPLEMENT CHANGE DRIVE BEHAVIOR KPI Specific + Measurable + Attainable + Relevant + Timely SMART MUST BE PROJECT SUCESS
  6. 6. Common problems with BI implementation Customization Overkill Incorrect Choice of Technology RACT Test Inadequate Training for whom it is needed Non-involvement of Executive Leaders Poor Communications with Consultants When Perceived Needs differ Lacking in Upfront Planning/ / / / / / / / Poor Cost & Scheduling Estimation10% Insuficient Team Skills16% Lack Strategic Support16% End Users are not engaged18% Failure to plan19% Poor Communication19% Unclear Dependencies20% Unclear Objectives28% Unrealistic Deadlines33% Resource Competition36% Scope Changes40% Why projects fail
  7. 7. WITH TRADITIONAL BUSINESS INTELIGENCE: Too many times data has no quality Managers need to adapt to existing processes, and processes may have been created to be driven by specific managers Processes are changing too quickly to accurately follow-up Systems integration is not easy and cheap Turn-over average is 18% which means more investment in hiring or education is needed
  8. 8. What is THE COMMON VARIABLE behind business performance in every organization? PEOPLE PEOPLE IS COMMON DRIVER OF INTELLIGENCE AND PERFORMANCE - even with the most efficient automated system - THE ONLY
  9. 9. OF PERFORMANCE IS DETERMINED BY THE QUALITY OF PEOPLE RELATIONSHIPS 20% 40% a UNIVERSITY OF AMSTERDAM Authors:
  10. 10. CULTURE TEAMS INDIVIDUALS VALUES PROCESSES RESOURCES Social Groups Social Relationships Social Pofiles Human Capital & Strategy Balanced Scorecard Metrics & Human Capital Reporting Change Management Culture & Climate Business Partnering Empowering Line Managers Business & Sales Performance Business Processes Competency Frameworks Collaboration Cross Departmental Communication Ideal Teams Influencing Graduate Recruitment Mentoring, Induction & Peer Support Programs Internal Communication Team Development Interviewing Social Network Analysis Reporting Structures Team Modelling Succession Planning Assessment Career Management Conflict Emotional Intelligence Appraisals & 360º Feedback Coaching Culture Learning & Development First 100 Days Leadership Retention Motivation Negotiation Tests Stress & Work-Life Balance Time Management CULTURE & STRATEGY / VALUES TEAMS / PROCESSES INDIVIDUALS / RESOURCES Organisational Strategy Employee Engagement Mergers & Acquisition Integration Employee Engagement IT & Knowledge Management Talent Management
  11. 11. Knowing in a deep and professional approach the INTELLECTUAL CAPITAL from a scientific and valid test. Combining intelligence within the TEAMS and departments and visualize the QUALITY OF THE RELATIONSHIPS between people. OPTIMIZE TEAMS accordingly and depending on: re-organizing the company, hiring, merging the company or departments, decide upon people with a valid method. €€ €€ Measuring how much you are INVESTING in a specific team in order to address the maximum output possible, according to the KPI’s defined for the group, and decide with context and main strategical goals. There’s a way of addressing organizational intelligence in a rational, normalized, objective and visual way
  12. 12. How it works? Take this example: Same investment Less Friction No effort Minimal effort Some effort Significant effort Ajit Beverley Christien Dirk Emma Total Salaries Relationship Friction % 35.000 70.000 110.000 50.000 55.000 320.000 32.8 NAME BASE SALARY Ajit Beverly Christien Dirk Emma Ajit Brian Christien Dirk Emma Total Salaries Relationship Friction % 35.000 70.000 110.000 50.000 55.000 320.000 26.8 NAME BASE SALARY Ajit Brian Christien Dirk Emma Degree of Psychological Confort INTELLIGENCE ∩ SALARY 6% impact on ACCURATE DATA ABOUT EFFORT AND INTELLECT INVESTMENT PRODUCTIVITY + COMMUNICATIONS + COLLABORATION
  13. 13. BRIEFING FEEDBACK SESSION PERSONALITY TESTING (web based) SOCIAL PROFILE (Software) RESULT CONFIRMATION VISUAL TEAM BUILDER (software) SCIENTIFIC AND VALID METHODOLOGY Talent Management INDIVIDUAL REPORT 2º 3º1º REPORTING AND ANALYSIS INDIVIDUAL AND TEAM Easy assessment, fast and flexible:
  14. 14. Financial Impact / ROI analysis available under request Recruitment Process more efficient 2,7% 3% 4,6% 3,6% 1,1% Reducing the number of errors Speed to get to know people Gains in productivity Reducing the staff turnover ACTIVITY % GAINS IN PRODUCTIVITY on average salary €€ €€ ∑ 15%
  15. 15. Reporting and analytics
  16. 16. Comparison between 4G questionnaire and competition Birkman DISC / PPA SHL OPQ Strengths Finder TalentQ Wave Dennison OCI FIRO-B NEO Belbin Insights MBTI Barrett Values 16 PF DDI TOOLS Individual Behavior Relationship Forecast Team Building Software Human Capital Metrics HiringCoaching Culture
  17. 17. powered by RICARDO ANDORINHO Business Developer Av. João Crisóstomo, 30, 5º andar 1050-127 Lisboa T: +351 211 546 815 E: info@mbuintelligence.com www.mbuintelligence.com Harvard Business Review and MIT The ROI of being Social at Work Warwick Univeristy and Proudfoot Consulting Global Productivity Report LePine, J.A., Erez, A. & Johnson, D. E. Journal of Applied Psychology, 87(1), Feb 2002, pp.52-65 The Nature and Dimensionality of Organizational Citizenship Behavior: A Critical Review and Meta-Analysis De Dreu, C.K.W. & Weingart, L.R. Journal of Applied Psychology, 88(4), 2003, pp.741-749 Task Versus Relationship Conflict, Team Performance, and Team Member Satisfaction: A Meta-Analysis. Barrick, M. & Mount, M.K. Human Performance, 18(4), 2005, pp.359-372 Yes, Personality Matters: Moving on to More Important Matters

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