BI Strategy @ Frucor Beverages
•Download as PPSX, PDF•
1 like•1,274 views
Presentation from Mark Palmer from Frucor Beverages @ SAP NZ BI SIG event in Auckland 11th April 2014
Recommended
More Related Content
What's hot
What's hot (20)
Viewers also liked
Viewers also liked (20)
Similar to BI Strategy @ Frucor Beverages
Similar to BI Strategy @ Frucor Beverages (20)
Recently uploaded
Recently uploaded (20)
BI Strategy @ Frucor Beverages
- 2. Agenda 1. To Create is to Own 2. Synthesize and Collaborate 3. Build a Plan, Sell it, Deliver it
- 3. History 1. Strategy project in 2007 2. Architecture issues 3. Questions around toolset strategy 4. Departmental coverage issues 5. Reporting model issues
- 4. Limited Progress to mid-2011 1. Strategy had not been refreshed…limited focus 2. No agreed program of work…resourcing issues 3. Technical landscape unclear
- 5. To Create is to Own 1. We didn’t create it 2. It wasn’t in our own words 3. We didn’t own it
- 6. • Implement Business Objects BI4 • Migrate to SAP Hana (Dev/Test/Prod) • Implement BPC • Build Simplified Architecture • Migrate Cube Content Technical Migration Re-Architect For Hana • Promote New Tools • Retire Cubes / Excel • Target Worst Performing Reports…… User Migration Technical Progress in 2012
- 7. 2013…Back to Basics 1. What exactly is an IT or BI strategy? 2. Why bother…it’s a lot of work 3. What does it look like…it must be simple
- 8. Synthesize and Collaborate “Combine (a number of things) into a coherent whole” “The action of working with someone to produce something” (The Oxford Dictionary) 1. Key stakeholder workshops - collaboration 2. Business Function Engagement BFA4’s 3. IT Collaboration and Synthesis
- 9. 2. FlitePlan Approach IT Strategic Planning Methodology Set-up & Prep Themes & Messages Business Function Strategies IT Function Domain Strategies Enterprise context & strategy IT context & trends Road MapsIT Value Proposition & Vision EFM ITVP BFa4 FM&DPs links 1 Page collab
- 10. Business Service & Process Map – BI Coverage
- 11. BI Function RAG Status 1 Initial 2 Basic 3 Intermediate 4 Advanced 5 Optimal Toolsets -Data Analysis -ETL -Rpt writing Support adhoc data analysis SUPPORT ANALYSIS CAPABILITY Provide analysis tool training & support Administer access to Analysis tools Select & maintain Tools Create & maintain Data architecture Administer and run ETL processes CREATE & MAINTAIN DATA REPOSITORIES Data Repositories Design & develop reports CREATE & SUPPORT DISTRIBUTABLE ANALYTICS Develop & communicate training documentationGather & analyse requirements Support & Maintain Reports Adv Analytics Dashboards GOVERN BI PORTFOLIO & PIPELINE BI&R Architecture Build & maintain BI KDM relationships Oversee and Prioritise BI&R pipeline & portfolio BI&R Roadmap Manage vendors & suppliers Tools BI CC Standard Reports Design & develop Analytics / Dashboards Build & Maintain Semantic Layer Semantic Layers Develop & communicate Data Dictionary
- 12. CURRENT STATE • Cutting edge database platform for BW • SAP Native ETL (extractors from ECC to BW) • Multiple strategies and platforms • Multiple semantic approaches • Multiple ETL technologies • Redundancy across multiple technologies • User skill level for tools • Definitions, KPIs and lineage unclear • Highly complex data processing 2 Example: Repositories FUTURE STATE • Condensed ETL processes • Single re-usable repository • Hana centric repositories • End to End integrated SAP • Data Definitions and Dictionary DEFINITION – Create and Maintain Data Repositories – ETL Processes, Data Repositories, Data Quality, Semantic Layers, Definitions and Documentation INITIATIVES 1. Replicate existing Microsoft Analysis cube data requirements in BW/Hana 2. Produce definitions and Data Dictionary 5
- 13. SEMANTIC (DE-GEEK) LAYERS xx Business Intelligence Overview At Frucor, BI is an IT function that supports corporate data, reporting, analysis and advanced analytics for decision-making through information analysis. Business Intelligence (BI) is an umbrella term that includes the applications, infrastructure and tools, and best practices that enable access to and analysis of information to improve and optimize decisions and performance - Gartner SERVERS xx USERS xx REPORTS xx QUERIES xx DATABASES xx xx APPLICATIONS Maintain Repositories & Semantic layers Data Repositories & Semantic Layers Provide tools and Support Analysis Capability Analytic Tools Create & support Standard Reports & Analytics Standard Reports & Analytics Govern BI portfolio & work pipeline BI Toolsets For Information Consumers Behind the scenes for everyone For Information Analysts
- 14. BI Current State: Business View Create & support standard reports & analytics Provide tools & support Analysis capability Manage Data Repositories and Semantic layers Data Repositories & Semantic Layers Advanced Analysis Tools Standard Reports & Analytics Govern BI portfolio and work pipeline BI Toolsets Good enough OK but we want to improve High priority focus • There is a lack of access to quality reports and Information • Self-service hasn’t worked for core reporting, why can’t IT provide this? • There is a significant lack of Reporting resource • There is confusion regarding tool selection • There is a lack of skill in the use of our tools • Frucor’s BI system has insufficient coverage of our Business For Information Consumers Behind the scenes for everyone For Information Analysts Source … - Australia and New Zealand BI Strategy Workshops (Mar / Apr ’13) - 1 on 1 interviews with Directors through IT Strategy Initiative (Apr / May ‘13)
- 15. BI Vision and Strategy VISION: Timely insights for better decisions Rationalise our tools IT capacity to engage, educate and evangelise Leverage BI for competitive advantage IT delivers standard reporting capability (own the last mile) Co-invest in growing Frucor BI capability Better insights through visual, mobile and predictive analytics Co-invest to grow coverage and capability Run Grow & Transform
- 16. Building the Plan • Director Support Essential • Co-investment – #1 priority was to get commitment for their key people’s time – Invest in “information analyst” capability with a training budget – IAs commit to training, using new tools and phasing out old tools What we asked for:
- 17. Building the Plan • Co-investment through BI Sprints – One sprint per country per quarter – Department has the full focus of the BI team for the quarter – A BI budget for developing data extracts – Senior BI analyst embedded in the department for six weeks What we offered:
- 18. Sell the Plan Q3 2013 Q4 2013 Q1 2014 Q2 2014 Q3 2014 Q4 2014 xxxxxxxxxxx xxxxxxxxxxx xxxxxxxxxxx BI Sprint Pilot Project NZ Sales (CI) NZ Logistics NZ Supply Chain NZ Finance Project 1 Project 2 Project 3 Project 4 Project 5 ProjectsBISprints
- 19. Lessons Learned 1. External support helps with process…own it internally 2. Start early…it can take a while 3. Synthesis and collaboration…that’s the key Strategy:
- 20. Lessons Learned 1. Director ownership is essential 2. Run each sprint as a separate project - time boxed 3. Create a dust storm…communicate success Planning & Delivery:
- 21. Wrap Up 1. To Create is to Own 2. Synthesize and Collaborate 3. Build a Plan, Sell it, Deliver it
Editor's Notes
- Classic model: seek input through focus groups or online surveys. Staff are invited to volunteer ideas, all the ideas generated are given to someone else to work on.
- Limited stakeholder buy in
- Take control of the way things work in your sphere of influence We didn’t go through the birthing pains…we didn’t give birth to it
- User Migration: The biggest issue was and still is ownership, the business sees it as IT’s job, current position is this is a business function Forcing Migration of all cube content created work, work we didn’t own and the business didn’t see value in and did not want to do The worst performing reports were no longer performing too bad – could have continued and tick the boxes, but that would not have added value, was not good for the business or IT
- What is it: ”A clear statement of intent. It states what you consider to be the best way to achieve your objectives using the capabilities and opportunities you have available” A strategy is not a plan but it informs, or gives direction to, a plan Why bother: It helps your team to work smarter, not harder. It gives you the reasons to say “no” to requests that don’t contribute to the organisation’s objectives. It helps define BI’s role and contribution to the organisation. It helps to improve efficiency and effectiveness by reducing wasted effort. It improves staff morale and engagement by providing focus and direction. What does it look like: “What has not been made simple cannot be made clear and what is not clear will not be done.” Be pragmatic: using the capabilities and opportunities available
- 1 – Future State Workshop Frucor’s ideal BI environment, if we were excelling in the use of BI, what would that look like? 2 – Current State Reality Check! What does our environment look like now? What works, what doesn’t, what are the frustrations? 3 – Bridging the GAP 1 – 2 Knowing where we want to be and where we are, identify the gaps, what needs to be done to address them and set priorities. How did we go about developing the strategy? Worked with a partner to keep us on track…followed a methodology. Linked to business strategy
- Adv Analytics Dashbds
- Lots of detail behind the scenes…that’s why synthesis and collaboration are so important to distil it down
- … Our vision for … Business Intelligence and Reporting … is to provide “Timely insights for better decisions” … … This one of our priority areas for strategy … our strategies are .. … Co-invest to grow Frucor BI capability … Continue to simplify our BI technology … … looking at the Roadmap initiatives … click
- For each sprint a business case is built and presented to the directors in both NZ and AU
- Director buy-in: - took a portfolio approach. - reminded them of feedback through BI workshops and BFA4’s - discussed priorities Project: - remember it’s their project - expect and demand full engagement - good governance – spinnaker not anchor - not bureaucratic - be straight up – very important