This document discusses the author's previous PhD research and proposal for the next generation of business intelligence. The previous research addressed optimizing a company's product change process to balance lean, agile and innovative strategies. It involved multiple action research cycles. The author then gained experience in business intelligence and sees an opportunity to develop solutions that synchronize dynamic strategies using a closed-loop feedback process. The proposal is to implement next generation business intelligence to optimize business life cycles under various pressures through individual and overall analysis and feedback.

1. Strategy-Driven Optimisation of Demand-Supply
Supported by Business Intelligence
Dayou YANG
- A further development to PhD research as a proposal
for next generation of Business Intelligence
Company Confidential

2. Previous PhD Research Review
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3. Previous Research Problem
- A real challenge from one of the largest telecommunications infrastructure suppliers
Product
Amount Monthly Forecast & True Demand
Month
3
Company Confidential

4. Previous Research Problem
- A real challenge from one of the largest telecommunications infrastructure suppliers
Research Problem Statement:
How should companies optimise the
product change process strategy in a
situation where there are simultaneous
and variable pressures to be lean,
agile and innovative.
4

5. Previous Research Sub-questions
1. What are the effects for the product change
process when costs are minimised?
2. What are the effects for the product change
process when order delivery period is
minimised?
3. What are the effects for the product change
process when product change time is
minimised?
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6. Previous Research Conditions
- The supply complexity is greatly affected by multiple product life-cycles
(Bengtsson et al., 2002) 6

7. Previous Research Conditions
- The research should provide new scientific contributions at the end
CONTEXT ANALYSIS:
Strategy changes
Internal variants External variants
Business process Customer demand
changes changes
The Research via
R&D product “Product change Supply situation
changes Management” changes
… …
EXECUTION PROCESSES: People affect
operation
Product Creation Product Change Demand Fulfillment
Process Process Process
RESEARCH OUTCOME:
7
The Thesis

8. Previous Action Research Cycles
- Scientific contributions are from multiple research cycles as a journey
RESEARCH JOURNEY OVERVIEW:
Evaluate Diagnose Evaluate Diagnose Evaluate Diagnose
Cycle 1 Cycle 2 Cycle 3 Final
Min. inventory Quick delivery Rapid product
Conclusions
change
Act Plan Act Plan Act Plan
2003 2004 2005 2006 2010
8

9. Previous Discussion
Optimisation with multi-strategies:
Not only the extremes but also the choices in the between !
Minimise costs
(lean)
Optimisation
Rapid change Quick delivery
(innovativeness) (agile)
9

10. Previous Further Research
“Total Synchronisation” concept with IT solutions:
(A time based optimisation not only in product change period but also as anytime
and anywhere in the operation)
Product change implementation result
How to solve
research Case 1 Case 2 Case 3 How to apply
problem and the principles
questions? to normal
operation?
(Anytime, Anyw here, ……= Total Synchronisation) 10

11. Business Intelligence (even not mentioned)
- A career change into Business Intelligence field (2005 - 2012) to learn and develop
the concepts along with IT solutions for individual cases & overall measurement
“BI can have a direct positive impact on a
company’s business performance, dramatically
improving its ability to accomplish its mission by
making smarter decisions at every level of the
business from corporate strategy to
operational processes.”
- Source: Gartner Top 10 Strategic Technologies
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Company Confidential

12. Business Intelligence Example
- IBM Cognos based BI solutions in following environment to support business for
smarter operational decisions.
Source: 12
http://www.focus.co/products/cognos-bi/ibm-cognos-business-intelligence/cognos-bi-images-1_20101025145032_Resized.jpg
Company Confidential

13. Is it SMART?
- The data becomes useful information and then even better as the insights
13
Source: http://www.adelaide.edu.au/sp/data_warehouse/
Company Confidential

14. If Execution as Driving a Car …
- How to get right insights and actionable foresight from BI, as well as adjustments
immediately when the changes are still happening?
“Right insights” from what + “Actionable foresight” to go head!
behind or beside you!
Company Confidential

15. Business Intelligence Own Challenges
- However, Business Intelligence has been also complained with a lot of problems for
many years as an arguable way or even cost saving target in companies.
Source: http://www.decisionpath.com/wp-content/uploads/2010/11/bi_impediments-e1293740530610.jpg
Company Confidential

16. New Opportunities
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17. New Opportunity with BI
- A change in the trend of “Top Technology Priorities of CIOs, Gartner”
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18. Business Intelligence Industry
- Gartner Magic Quadrant for Business Intelligence Platforms
http://www.gartner.com/technology/reprints.do?id=1-196WFCB&ct=120207&st=sb EXAMPLES (TABLEAU as challenge or IBM as leader):
The 2012 BARC (Business Analytics Research Council)
survey (The world’s largest survey of business
intelligence software users) placed Tableau first.
Top 10 Trends for Business Intelligence on 2013:
1. Proliferation of data stores.
2. Hadoop is real.
3. Self-reliance is the new self-service.
4. The value of text and other unstructured data is (finally!)
recognized.
5. Cloud BI grows up.
6. Visual analytics wins Best Picture.
7. Forecasting and predictive analytics become common.
8. Mobile BI moves up a weight class.
9. Collaborations is not a feature, it’s a reality.
10. Pervasive analytics are finally … pervasive.
IBM has redefined BI with an enterprise solution that
brings reporting, analysis, modeling, planning and
collaboration together for better decision-making
cycles and to help remove the barriers to being
analytics driven. This is the new promise of BI realized.
• The search for analytic freedom and control
• Making better, smarter decisions
• Arming every user with what they need
• Supporting where and how users work
Source: Gartner (February 2012) • Meeting the needs of both the business and IT
18
Company Confidential

19. Can a Turning Point be Notified?
- A real change about the No.1 leading company change in smartphone market
PhD Thesis DONE!
Based on Image - copyright Asymco.com 19
http://dominiescommunicate.files.wordpress.com/2012/07/smartphonesq1_2011.png
Company Confidential

20. Insight from Business Intelligence
- Developing the solution to synchronize dynamic strategies and analysis by a
closed-loop process for individual cases & overall measurement
Findings before others informing about the problematic situation:
”For leading companies (as Nokia or Ericsson), the winner at the
end of battle in red ocean will be not determined by lean or agile
improvement efforts, but the No. 1 position in the industry by the
capability to create radical innovation and bring blue ocean
opportunities.”
- From page 68 of PhD thesis done in Q4 of 2010
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Company Confidential

21. Aiming to Solve Those Challenges …
- A journey with the determination to show and solve the challenges
Challenge 1: What actually happen in business … BI view – still happy?
+ =
Challenge 2: How to know each step OK?
Company Confidential

22. Development for New Practical Purposes
- Implement a vision how to translate competitive strategies into execution by a
closed-loop process with individual & overall feedback
Research Problem Statement:
How should companies develop next
generation of Business Intelligence to
optimise business life-cycles in a situation
where there are simultaneous and variable
pressures to be lean, agile and innovative.
22
Company Confidential

23. Next Generation of BI?
- Need to build a ”bridge” from BI to the business for right insight-aimed development:
• Not lost by the averaging or filtering
• Every Moment with the alert:
• Right insight
• Actionable foresight
• Individual & overall feedback – all
visualized!
23
Company Confidential

24. Was it or Will it become A KEY?
Company Confidential

25. (基于博士论文研究而提议如何开发下一代商务智能)
中文简洁版本
杨大猷 博士
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Company Confidential

26. 原先的研究问题
- 最大的电信基础设施供应商之一在需求供应实践中，也是高科技行业里所普遍
面临的一个真实挑战！
产品
Product 产品需求预测——2 个月前
数量
Amount 按月所做的预测和真实需求的对比
Monthly Forecast & True Demand 产品需求预测——1 个月前
实际生产量
2月 3月 4月 5月 6月 7月 8月 9月 10 月 11 月 12 月 1月 2月 月份
Month
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Company Confidential

27. 原先的研究问题
- 最大的电信基础设施供应商之一在需求供应实践中，也是高科技行业里所普遍
面临的一个真实挑战！
研究问题的声明:
企业应如何优化而使产品变化流程可
以贯彻公司的战略意图，在整个需求
供应的运营中同时或者分别地达到精
益、 敏捷和差异化创新的期望。
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Company Confidential

28. 原先的研究条件
- 众多产品生命周期之间交替互动，而大大地增加了供应链运营的复杂性
新产品或者版本变化的”起飞”阶段 大批量生产阶段 减产退出阶段
(Bengtsson et al., 2002) 28
Company Confidential

29. 原先的研究条件
- 研究的最终目的是提供新的科学贡献
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Company Confidential

30. 原先行动研究法的应用
- 多个研究周期以形成一个勇于攀登科学高峰的旅程
研究历程的回顾
RESEARCH JOURNEY OVERVIEW:
评估 诊断 评估 诊断 评估 诊断
第1期 第2期 第3期 研究总结
精益实践 敏捷实践 创新实践
行动 计划 行动 计划 行动 计划
2003 2004 2005 2006 2010
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Company Confidential

31. 原先的深入讨论
多元化战略的优化运营:
不仅得考虑独立或极端化的情形，而且更要概括所有选项及互动，而成为
一个整体的动态涉及范围！
更专注于控制开支
(精益实践)
优化
突破产品更新的常规 侧重点 尽量快地供货
(创新实践) (敏捷实践)
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Company Confidential

32. 原先的未来研究
“全面地同步均衡运营” 的概念以及相关信息技术，作为一个整体解决方案的开发:
(由此去发展一种即时优化的理念，不局限于产品变化的时期，而是进一步拓展到公
司运营的任何时间和各个环节)
Product change implementation result
How to solve
research Case 1 Case 2 Case 3 How to apply
problem and the principles
questions? to normal
operation?
(任何时间和环节 ……= Total Synchronisation)
(Anytime, Anyw here,... = 全面地同步均衡运营) 32
Company Confidential

33. 商务智能 (原先的论文里虽然未提到)
- 与此同时，职业生涯改入商务智能开发的领域 (2005 - 2012)。以学习如何应用信息
技术的解决方案，不断地发展新概念在微观和宏观，取得进一步的完善。
“商务智能对于公司运营表现的提升，有着一种直接的
正能量推动。通过公司战略和运营流程等各个层面更
聪慧的决定，来彻底改善公司实现宏图大业的执行力，
- 来源: Gartner 公司评定的10种最有战略意义的技术
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Company Confidential

34. 商务智能的例子
- 类似于以下基于IBM Cognos商务智能解决方案，支持公司业务得到更聪慧的运营
决定。
报告 分析 事件管理 计分卡 计划
计划系统 传输系统 数据仓库 旧数据来源
Source: 34
http://www.focus.co/products/cognos-bi/ibm-cognos-business-intelligence/cognos-bi-images-1_20101025145032_Resized.jpg
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35. 多么地聪明?
- 数据可变成有用的信息，并然后深化成更为过人的真知卓见！
公司运营状况的管理
我们是怎样做的？ 事情为什么会发生？ 我们应该怎么做？ 什么将会发生？
数据挖掘和预见性分析
计划，预算和预测
成熟度
显示和计分板-我们是如何做
使用联机分析处理-发生什么？
报告和查询
成熟度
35
Source: http://www.adelaide.edu.au/sp/data_warehouse/
Company Confidential

36. 如果把执行力比作为驾车 …
- 如何通过商务智能得到正确的真知和可行的预见，以及在事件仍然进行时，能迅速地
应对调整着前进？
通过后视和侧视，获得“正确的真知”! + 凭着“可行的预见” ，应对调整着前进!
Company Confidential

37. 商务智能领域里自身的挑战
- 然而，商务智能也被抱怨有着很多的问题，多年来会是一个在公司里饱受着争议，
还甚至于常成为节约开支的对象呢。
阻碍成功的常见问题
无战略 无准备 无方向 无行动 无冲劲
Source: http://www.decisionpath.com/wp-content/uploads/2010/11/bi_impediments-e1293740530610.jpg
Company Confidential

38. 令人”耳目一新”的机遇
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Company Confidential

39. 商务智能的新机遇
- Gartner 公司评定的首席信息官们最优先关注的技术演变之趋势在2012年的变化
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Company Confidential

40. 商务智能行业概况
- Gartner公司评定的商务智能平台之魔力象限分析
http://www.gartner.com/technology/reprints.do?id=1-196WFCB&ct=120207&st=sb EXAMPLES (TABLEAU as challenge or IBM as leader):
The 2012 BARC (Business Analytics Research Council)
survey (The world’s largest survey of business
intelligence software users) placed Tableau first.
Top 10 Trends for Business Intelligence on 2013:
1. Proliferation of data stores.
2. Hadoop is real.
3. Self-reliance is the new self-service.
4. The value of text and other unstructured data is (finally!)
recognized.
5. Cloud BI grows up.
6. Visual analytics wins Best Picture.
7. Forecasting and predictive analytics become common.
8. Mobile BI moves up a weight class.
9. Collaborations is not a feature, it’s a reality.
10. Pervasive analytics are finally … pervasive.
IBM has redefined BI with an enterprise solution that
brings reporting, analysis, modeling, planning and
collaboration together for better decision-making
cycles and to help remove the barriers to being
analytics driven. This is the new promise of BI realized.
• The search for analytic freedom and control
• Making better, smarter decisions
• Arming every user with what they need
• Supporting where and how users work
Source: Gartner (February 2012) • Meeting the needs of both the business and IT
40
Company Confidential

41. 能察觉到商务转折点吗？
- 举一个智能手机市场上昔日冠军的遭遇为例
博士论文的完成
恰好在转折前
Based on Image - copyright Asymco.com 41
http://dominiescommunicate.files.wordpress.com/2012/07/smartphonesq1_2011.png
Company Confidential

42. 商务智能会带来真知吗？
- 正在开发可以动态地在战略选择之间同步均衡，并以一个需供运营闭环分析的流
程，进行微观和宏观测控的解决方案。
在公司有问题的情况被告知 (2011年2月)前，就已在研究中发现:
”对于领先的公司 (譬如 Nokia和Ericsson为例)来说, 商业红海竞争
的最终赢者，将不是由精益或敏捷改进的努力所决定。行业的冠军
是需要有创造激进的创新，和带来蓝海机遇的能力。
- 博士论文的第68页，在2010年第四季度完稿。
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43. 那时正在试图解决这些挑战 …
- 一个有着雄心去显示和解决如下严重问题的坎坷之旅:
却从商务智能视角看到的是
挑战之一: 水深火热的商务现实 …
太平无事?
+ =
挑战之二: 如何可以知道运营的每一个环节不会有麻烦?
Company Confidential

44. 想要开发出实用的新功能
- 以实现这样的一个远大的愿景: 如何把竞争战略的选择用一个闭环的流程，以及具
备着个案和整体的反馈，真真切切地贯彻实行下去。
研究问题的声明:
企业应如何开发下一代的商务智能，
以优化商业生命周期在整个需求供应
的运营中，同时或者分别地达到精益、
敏捷和差异化创新的战略性期望。
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45. 什么是下一代的商务智能?
- 需要在商务智能和商业实践之间架起一座桥梁，那就是正确的真知才是要瞄准开发的。
• 防止被数据的平均和过滤所迷惑。
• 任何时刻都这样地警觉着:
• 正确的真知
• 可行的预见
• 微观和宏观的反馈 – 尽收眼底，一览无余!
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46. 那是不是一把很关键的钥匙，去
打开通向成功之路的大门?
Company Confidential

47. Company Confidential