According our 2012 survey with the the Economist Intelligence Unit, one of the biggest impediments to effective decision making using big data is a shortage of skilled analysts. Capgemini’s BPO Analytics solution can help fill this gap with a centrally-operated managed service that provides the expertise and tools to analyze and interpret trends within and across business processes. We have a team of professionals with both analytical skills and domain expertise along with a flexible, multi-purpose technology platform to convert multiple sources of unstructured data into one structured view. This combination provides clients with a centralized function for transforming vast amounts of data into meaningful insights.
1) Business analytics can unlock the power of data and analytics by transforming insight into income, but many organizations struggle to realize this value due to challenges in managing and analyzing vast amounts of data.
2) Organizational silos often prevent companies from making the best use of big data and analytics across end-to-end processes. To address this, companies need a single, enterprise-wide view of data.
3) The best way to achieve a consistent view of data is through a centralized analytics function that provides analytics as a managed service across the business. This function could be an internal shared service center or outsourced through business process outsourcing.
This document discusses business analytics and performance management solutions. It describes tools for predictive analysis, driver-based planning, financial planning, budgeting, forecasting, sales forecasting, financial consolidation, scenario building, strategic planning, decision making, dashboards, reporting, analysis, data integration, data modeling, querying, OLAP analysis, and KPIs. Case studies are provided for companies that have implemented these solutions.
This document outlines Oracle's product direction for driving management excellence through its EPM&BI solutions. It discusses Oracle's framework for achieving management excellence, which includes rationalizing management systems, integrating systems with operational systems, and sharing insights across the extended enterprise. The document also summarizes Oracle's complete, open, and integrated capabilities for performance management and business intelligence.
AGC helps customers gain business intelligence insights from their data by transforming volumes of data into intuitive dashboards and reports. They have a team of SAP BI/BO experts who implement business intelligence platforms to enhance enterprise performance. These platforms provide personalized views of key metrics, detailed reports for decision makers, analytics capabilities, and access to real-time data to enable informed decisions.
Turning Customer Interactions Into Money White PaperJeffrey Katz
This white paper discusses how companies can use predictive analytics to achieve stellar returns on investment by turning customer interactions into increased profits. It finds that companies successfully using predictive analytics have well-defined goals, measure both direct and indirect ROI benefits, and make analytic results easy for all employees to access and act on. The paper profiles several companies that have improved customer retention and profits through predictive analytics approaches.
Logica is a leading IT and business services company operating globally with 39,000 employees across 36 countries. It provides business consulting, systems integration, and outsourcing services. Logica works closely with customers to help them increase efficiency, accelerate growth, and manage risk through applying industry knowledge, technical excellence, and global delivery expertise. Logica is listed on the London Stock Exchange and Euronext. More information is available at www.logica.com.
DB2 for z/OS Update Data Warehousing On System ZSurekha Parekh
Abstract:
Data Warehouses delivers the floor in most Business analytics solution. Recent analysis reveals that the demand for near-real-time data, as well as integration between day-to-day business applications increases.
IBM will share insight on today’s business environment and its impact on an IT organization’s ability to deliver a competitive Business Analytics and Data Warehousing strategy. You will learn how DB2 for z/OS combined with other InfoSphere data movement offerings from IBM can help enable information on demand – user demands.
1) Business analytics can unlock the power of data and analytics by transforming insight into income, but many organizations struggle to realize this value due to challenges in managing and analyzing vast amounts of data.
2) Organizational silos often prevent companies from making the best use of big data and analytics across end-to-end processes. To address this, companies need a single, enterprise-wide view of data.
3) The best way to achieve a consistent view of data is through a centralized analytics function that provides analytics as a managed service across the business. This function could be an internal shared service center or outsourced through business process outsourcing.
This document discusses business analytics and performance management solutions. It describes tools for predictive analysis, driver-based planning, financial planning, budgeting, forecasting, sales forecasting, financial consolidation, scenario building, strategic planning, decision making, dashboards, reporting, analysis, data integration, data modeling, querying, OLAP analysis, and KPIs. Case studies are provided for companies that have implemented these solutions.
This document outlines Oracle's product direction for driving management excellence through its EPM&BI solutions. It discusses Oracle's framework for achieving management excellence, which includes rationalizing management systems, integrating systems with operational systems, and sharing insights across the extended enterprise. The document also summarizes Oracle's complete, open, and integrated capabilities for performance management and business intelligence.
AGC helps customers gain business intelligence insights from their data by transforming volumes of data into intuitive dashboards and reports. They have a team of SAP BI/BO experts who implement business intelligence platforms to enhance enterprise performance. These platforms provide personalized views of key metrics, detailed reports for decision makers, analytics capabilities, and access to real-time data to enable informed decisions.
Turning Customer Interactions Into Money White PaperJeffrey Katz
This white paper discusses how companies can use predictive analytics to achieve stellar returns on investment by turning customer interactions into increased profits. It finds that companies successfully using predictive analytics have well-defined goals, measure both direct and indirect ROI benefits, and make analytic results easy for all employees to access and act on. The paper profiles several companies that have improved customer retention and profits through predictive analytics approaches.
Logica is a leading IT and business services company operating globally with 39,000 employees across 36 countries. It provides business consulting, systems integration, and outsourcing services. Logica works closely with customers to help them increase efficiency, accelerate growth, and manage risk through applying industry knowledge, technical excellence, and global delivery expertise. Logica is listed on the London Stock Exchange and Euronext. More information is available at www.logica.com.
DB2 for z/OS Update Data Warehousing On System ZSurekha Parekh
Abstract:
Data Warehouses delivers the floor in most Business analytics solution. Recent analysis reveals that the demand for near-real-time data, as well as integration between day-to-day business applications increases.
IBM will share insight on today’s business environment and its impact on an IT organization’s ability to deliver a competitive Business Analytics and Data Warehousing strategy. You will learn how DB2 for z/OS combined with other InfoSphere data movement offerings from IBM can help enable information on demand – user demands.
This document outlines a consulting firm's business intelligence and analytics services. It discusses the firm's people, processes, platforms, portfolio of services, and delivery model. The firm's consultants are experienced technocrats with business domain expertise. The portfolio covers the full analytics chain from data extraction to advanced analytics. The goal is to help clients maximize revenue, optimize costs, and improve key business metrics through data-driven decision making. The delivery model allows clients to balance quality and cost by leveraging a mix of onsite and offshore resources.
Christophe Lemaire, CIO at Eurostar - Welcome to Enterprise Business Intellig...Global Business Events
Eurostar is embarking on a business intelligence and information exploitation strategy to address current issues. They lack a single customer view, have poor visibility of bookings and revenue from multiple systems, and limited ability to produce insights from siloed data. Eurostar consulted experts and conducted studies across business areas to identify requirements. The proposed solution includes data transformation, an enterprise data repository, dashboards and reports. Key challenges are deciding project scope, gaining a common understanding of BI, and identifying sponsors. Success requires linking the project to an overall information systems strategy and not expecting BI to solve input data quality issues.
Our mission is: transforming data to reveal business and clinical insights. We accomplish this through our data management, business intelligence and analytics consulting services. We ensure that organizations have the proper tools, technology and processes to improve performance – relative to predefined critical success factors and key performance indicators – based on greater insight and analysis through analytics. We offer a framework for establishing an Analytics Center of Excellence within organizations to define roles and responsibilities and coordinate activities and tasks among key stakeholders. With emphasis on statistical analysis, forecasting, optimization, and simulation, analytics provides results that are predictive and prescriptive, injecting clarity and confidence in decision making and improving performance through situational awareness at all levels of the organization.
Through our past consulting engagements, we observed significant challenges and short-comings in how these organizations navigate such a data-rich environment in the pursuit of analytical excellence. Based on our assessment and evaluation, we develop a roadmap for establishing an information environment that enables stakeholders to improve clinical decision-making and performance (as related to quality, outcomes, cost and utilization) through data visualizations and advanced analytics. This roadmap accounts for both structured and unstructured data, and it includes provisions for controlled data access based on security and privacy policies. We manage the transition from on-premise to cloud-based data sources and leverage the cloud as an aggregation point for creating a Big Data analytics platform. We then perform an alternatives analysis of feasible solutions based on several factors, including: delivered capabilities, ease of implementation, performance, scalability, interoperability and integration with legacy systems, and functionality -- at a cost that maximizes ROI.
This document announces an executive data management workshop featuring case studies and best practices. The workshop will demonstrate solutions for improving sales force efficiencies, business segment profitability, regulatory reporting, IT application sustainability, and commodities trading through approaches like master data management, data standardization, data quality initiatives, and data integration. Attendees will learn how to advance their organization's data management capabilities and maturity through real-world examples and experiences shared. The event will be held on June 5, 2009 at the Woodbridge Hilton in Woodbridge, New Jersey.
1) The document discusses how BusinessIntelligenze provides business intelligence solutions like dashboards to help organizations make data-driven decisions and gain insights into key business metrics.
2) Key benefits of BusinessIntelligenze's platform include increasing revenue, driving profitability, and reducing operating costs by integrating business processes and tying together internal and external data.
3) The case study highlights how predictive analysis of customer lifecycles helped a company increase customer loyalty and decrease churn, while also lowering customer service costs.
InfosysPublicServices - Member Switchover Solution | AnalysisInfosys
This white Paper outlines approach of Member Switchover Solution, Analysis, Features and Key Benefits. Some of the Features include Score Card Generation, Member Risk Modeling & Member Profitability Analysis.
We will examine how to create a cost benefit analysis document that clarifies your customer’s problem, explains your intended solution, and details the work required. We will break down costs of the current state and future state compared to forecasted benefits to show payback of the solution over time. This session will guide you through a simple process to help you understand how to calculate and communicate the business value of your SharePoint solutions.
Supply Chain Council Presentation For Indianapolis 2 March 2012Arnold Mark Wells
This document discusses how advanced analytics can be leveraged to improve supply chain performance when used in conjunction with the SCOR model. It provides examples of how analytics can be applied to optimize metrics like perfect order fulfillment, upside flexibility, and return on working capital by factoring in various business decisions. The SCOR model provides best practices and metrics, while analytics can help determine the best ways to achieve goals and measure performance.
The document is an issue of the SAP Executive Insight Paper that discusses how real-time analytics are enabling high-resolution management by removing bottlenecks, rethinking businesses, and driving innovative products and services through granular insights. It provides an overview of SAP's database and analytics strategies and products, including predictive analysis and SAP HANA, and how customers are using these technologies to transform industries and business models. The paper also includes a tool to assess readers' business intelligence strategies and highlights upcoming SAP events.
Banks and credit unions are constantly at risk of losing customers or members, and in order to stem the flow, they may offer their best customers better rates, waive annual fees and prioritize treatments. However, such retention strategies have associated costs, and you cannot afford to make such offers to every single customer. The success and feasibility of such strategies is dependent on identifying the right customer for the right action.
SAS® Customer Analytics for Banking turns raw data into insight that banks and credit unions can use to manage marketing strategy intelligently and increase customer retention. The integrated software infrastructure enables business users to analyze complex customer behavior hidden in large volumes of historical data.
You can then use that information to answer critical business questions, such as which customers are likely to try a new product and which are likely to leave the bank entirely. Learn more at http://www.nafcu.org/sas
1) Most C-level executives agree that using information effectively to run businesses has never been more important. However, many organizations are not deriving enough value from the data they collect.
2) The top issues for companies in 2009 are improving customer loyalty, expanding existing customer relationships, profitability, customer service, and acquiring new customers.
3) Business analytics can significantly impact profitability, performance management, customer retention, customer service, and expanding existing customer relationships. However, few organizations fully integrate business analytics across the entire company.
Selecting BI Tool - Proof of Concept - Андрій МузичукIgor Bronovskyy
This document discusses selecting business intelligence (BI) tools and outlines the proof of concept (POC) process. It defines BI and its objectives to provide interactive data access, manipulation, and analysis. The document reviews BI history and components. It also discusses how a POC involves planning, implementing a prototype of shortlisted tools, testing performance, and finalizing with a report comparing tools. An example shows dashboards from different BI tools. The POC process helps evaluate tools' fit before full implementation.
1) Contact centers collect large amounts of data but it is often siloed and difficult to access, organize, and interpret. As a result, many centers focus on easily measured metrics that do not strongly correlate with profitability or customer loyalty.
2) Performance management applications help centers monitor, measure, and improve processes by providing dashboards and scorecards to keep employees focused on key performance indicators. This drives operational improvements across areas like sales, collections, and customer service.
3) Proper performance management addresses identifying top performers and those needing guidance, proactively solving problems, documenting actions and results, and preparing for changing business conditions. The flexible Performance Management Dashboard Solution provides visibility into data and business intelligence.
Leverage IBM Business Analytics with PMSquarePM square
This document discusses how business intelligence (BI) solutions can meet the analysis needs of different types of business users. It provides an overview of common business questions around performance, factors influencing it, and necessary actions. The document then maps these questions to BI capabilities for reporting, analytics, trend analysis, modeling and planning that can provide insights. It argues that empowering all users with analysis can help address issues more quickly and make better decisions. An example shows how understanding production shortfalls and their drivers allows modeling scenarios to avoid future shortages.
This document discusses how organizations can improve customer experience through analytics. It notes that to thrive, organizations need to maximize value from limited resources by understanding customer needs and making smart data-driven decisions. The future of competition lies in analytics, which enables predictive models and fact-based management. Companies that champion analytics from the top and establish an analytics culture will gain a lasting competitive advantage. Organizations must embed analytics across the customer lifecycle, identify key pain areas, and use analytics to drive retention and share of wallet. Common reasons analytical efforts fail include lack of change management, training, data quality, and embedding outputs into processes. The key to success is capturing data, building expertise, embracing an analytical culture, embedding outputs, and monitoring
Accenture: Commercial analytics insights CPG Companies 27-7-12 Brian Crotty
A fully integrated analytics operating model can help consumer packaged goods (CPG) companies focus commercial analytics resources on high-value processes to grow market share and sustain profit margins.
Market and economic uncertainty is making it difficult for CPG companies to achieve sustainable growth. Value-driven consumers are more demanding than ever before, and retailers are increasingly pushing private labels and looking for ways to control the consumer relationship. Additionally, “big data” has left many marketing and sales organizations with an information overload, yielding little insight into how to win consumer loyalty. This uncertain environment requires CPG companies to make faster, better-informed commercial decisions and take concrete action to improve market performance.
In this point of view, Accenture outlines an approach that can help CPG companies improve their commercial analytics capability to generate significant value.
June 27, 2012
Business intelligence and analytics solutions can help organizations turn abundant data into actionable insights to make better business decisions. As data increases 650% over the next five years, these solutions can leverage big data to build customer insights, enhance customer experience, and understand customer behaviors. Enfathom helps clients unlock the power of their data to identify new revenue opportunities and performance improvements through delivering solutions that derive insight from data and achieve transformative business results. They have delivered hundreds of solutions to large companies to improve customer relationships, profitability, and reduce time-to-value through transforming data into actionable insights.
Business intelligence and analytics solutions can help organizations turn abundant data into actionable insights to make better business decisions. As data increases 650% over the next five years, these solutions can leverage big data to build customer insights, enhance customer experience, and understand customer behaviors. Enfathom helps organizations identify areas for new revenue and performance improvement by delivering data solutions to derive insight from data and achieve transformative business results such as improved customer relationships, profitability, and margins. Enfathom has delivered hundreds of solutions to large companies to improve processes like customer acquisition, reduce reporting redundancy by 70%, and conduct predictive modeling and statistical analysis.
Business intelligence and analytics solutions can help organizations turn abundant data into actionable insights to make better business decisions. As data increases 650% over the next five years, these solutions can leverage big data to build customer insights, enhance customer experience, and understand customer behaviors. Enfathom helps organizations unlock the power of their data through solutions that allow deriving insights, gaining clarity, and achieving transformative business results such as improving customer relationships, profitability, and reducing time-to-value.
This document outlines a consulting firm's business intelligence and analytics services. It discusses the firm's people, processes, platforms, portfolio of services, and delivery model. The firm's consultants are experienced technocrats with business domain expertise. The portfolio covers the full analytics chain from data extraction to advanced analytics. The goal is to help clients maximize revenue, optimize costs, and improve key business metrics through data-driven decision making. The delivery model allows clients to balance quality and cost by leveraging a mix of onsite and offshore resources.
Christophe Lemaire, CIO at Eurostar - Welcome to Enterprise Business Intellig...Global Business Events
Eurostar is embarking on a business intelligence and information exploitation strategy to address current issues. They lack a single customer view, have poor visibility of bookings and revenue from multiple systems, and limited ability to produce insights from siloed data. Eurostar consulted experts and conducted studies across business areas to identify requirements. The proposed solution includes data transformation, an enterprise data repository, dashboards and reports. Key challenges are deciding project scope, gaining a common understanding of BI, and identifying sponsors. Success requires linking the project to an overall information systems strategy and not expecting BI to solve input data quality issues.
Our mission is: transforming data to reveal business and clinical insights. We accomplish this through our data management, business intelligence and analytics consulting services. We ensure that organizations have the proper tools, technology and processes to improve performance – relative to predefined critical success factors and key performance indicators – based on greater insight and analysis through analytics. We offer a framework for establishing an Analytics Center of Excellence within organizations to define roles and responsibilities and coordinate activities and tasks among key stakeholders. With emphasis on statistical analysis, forecasting, optimization, and simulation, analytics provides results that are predictive and prescriptive, injecting clarity and confidence in decision making and improving performance through situational awareness at all levels of the organization.
Through our past consulting engagements, we observed significant challenges and short-comings in how these organizations navigate such a data-rich environment in the pursuit of analytical excellence. Based on our assessment and evaluation, we develop a roadmap for establishing an information environment that enables stakeholders to improve clinical decision-making and performance (as related to quality, outcomes, cost and utilization) through data visualizations and advanced analytics. This roadmap accounts for both structured and unstructured data, and it includes provisions for controlled data access based on security and privacy policies. We manage the transition from on-premise to cloud-based data sources and leverage the cloud as an aggregation point for creating a Big Data analytics platform. We then perform an alternatives analysis of feasible solutions based on several factors, including: delivered capabilities, ease of implementation, performance, scalability, interoperability and integration with legacy systems, and functionality -- at a cost that maximizes ROI.
This document announces an executive data management workshop featuring case studies and best practices. The workshop will demonstrate solutions for improving sales force efficiencies, business segment profitability, regulatory reporting, IT application sustainability, and commodities trading through approaches like master data management, data standardization, data quality initiatives, and data integration. Attendees will learn how to advance their organization's data management capabilities and maturity through real-world examples and experiences shared. The event will be held on June 5, 2009 at the Woodbridge Hilton in Woodbridge, New Jersey.
1) The document discusses how BusinessIntelligenze provides business intelligence solutions like dashboards to help organizations make data-driven decisions and gain insights into key business metrics.
2) Key benefits of BusinessIntelligenze's platform include increasing revenue, driving profitability, and reducing operating costs by integrating business processes and tying together internal and external data.
3) The case study highlights how predictive analysis of customer lifecycles helped a company increase customer loyalty and decrease churn, while also lowering customer service costs.
InfosysPublicServices - Member Switchover Solution | AnalysisInfosys
This white Paper outlines approach of Member Switchover Solution, Analysis, Features and Key Benefits. Some of the Features include Score Card Generation, Member Risk Modeling & Member Profitability Analysis.
We will examine how to create a cost benefit analysis document that clarifies your customer’s problem, explains your intended solution, and details the work required. We will break down costs of the current state and future state compared to forecasted benefits to show payback of the solution over time. This session will guide you through a simple process to help you understand how to calculate and communicate the business value of your SharePoint solutions.
Supply Chain Council Presentation For Indianapolis 2 March 2012Arnold Mark Wells
This document discusses how advanced analytics can be leveraged to improve supply chain performance when used in conjunction with the SCOR model. It provides examples of how analytics can be applied to optimize metrics like perfect order fulfillment, upside flexibility, and return on working capital by factoring in various business decisions. The SCOR model provides best practices and metrics, while analytics can help determine the best ways to achieve goals and measure performance.
The document is an issue of the SAP Executive Insight Paper that discusses how real-time analytics are enabling high-resolution management by removing bottlenecks, rethinking businesses, and driving innovative products and services through granular insights. It provides an overview of SAP's database and analytics strategies and products, including predictive analysis and SAP HANA, and how customers are using these technologies to transform industries and business models. The paper also includes a tool to assess readers' business intelligence strategies and highlights upcoming SAP events.
Banks and credit unions are constantly at risk of losing customers or members, and in order to stem the flow, they may offer their best customers better rates, waive annual fees and prioritize treatments. However, such retention strategies have associated costs, and you cannot afford to make such offers to every single customer. The success and feasibility of such strategies is dependent on identifying the right customer for the right action.
SAS® Customer Analytics for Banking turns raw data into insight that banks and credit unions can use to manage marketing strategy intelligently and increase customer retention. The integrated software infrastructure enables business users to analyze complex customer behavior hidden in large volumes of historical data.
You can then use that information to answer critical business questions, such as which customers are likely to try a new product and which are likely to leave the bank entirely. Learn more at http://www.nafcu.org/sas
1) Most C-level executives agree that using information effectively to run businesses has never been more important. However, many organizations are not deriving enough value from the data they collect.
2) The top issues for companies in 2009 are improving customer loyalty, expanding existing customer relationships, profitability, customer service, and acquiring new customers.
3) Business analytics can significantly impact profitability, performance management, customer retention, customer service, and expanding existing customer relationships. However, few organizations fully integrate business analytics across the entire company.
Selecting BI Tool - Proof of Concept - Андрій МузичукIgor Bronovskyy
This document discusses selecting business intelligence (BI) tools and outlines the proof of concept (POC) process. It defines BI and its objectives to provide interactive data access, manipulation, and analysis. The document reviews BI history and components. It also discusses how a POC involves planning, implementing a prototype of shortlisted tools, testing performance, and finalizing with a report comparing tools. An example shows dashboards from different BI tools. The POC process helps evaluate tools' fit before full implementation.
1) Contact centers collect large amounts of data but it is often siloed and difficult to access, organize, and interpret. As a result, many centers focus on easily measured metrics that do not strongly correlate with profitability or customer loyalty.
2) Performance management applications help centers monitor, measure, and improve processes by providing dashboards and scorecards to keep employees focused on key performance indicators. This drives operational improvements across areas like sales, collections, and customer service.
3) Proper performance management addresses identifying top performers and those needing guidance, proactively solving problems, documenting actions and results, and preparing for changing business conditions. The flexible Performance Management Dashboard Solution provides visibility into data and business intelligence.
Leverage IBM Business Analytics with PMSquarePM square
This document discusses how business intelligence (BI) solutions can meet the analysis needs of different types of business users. It provides an overview of common business questions around performance, factors influencing it, and necessary actions. The document then maps these questions to BI capabilities for reporting, analytics, trend analysis, modeling and planning that can provide insights. It argues that empowering all users with analysis can help address issues more quickly and make better decisions. An example shows how understanding production shortfalls and their drivers allows modeling scenarios to avoid future shortages.
This document discusses how organizations can improve customer experience through analytics. It notes that to thrive, organizations need to maximize value from limited resources by understanding customer needs and making smart data-driven decisions. The future of competition lies in analytics, which enables predictive models and fact-based management. Companies that champion analytics from the top and establish an analytics culture will gain a lasting competitive advantage. Organizations must embed analytics across the customer lifecycle, identify key pain areas, and use analytics to drive retention and share of wallet. Common reasons analytical efforts fail include lack of change management, training, data quality, and embedding outputs into processes. The key to success is capturing data, building expertise, embracing an analytical culture, embedding outputs, and monitoring
Accenture: Commercial analytics insights CPG Companies 27-7-12 Brian Crotty
A fully integrated analytics operating model can help consumer packaged goods (CPG) companies focus commercial analytics resources on high-value processes to grow market share and sustain profit margins.
Market and economic uncertainty is making it difficult for CPG companies to achieve sustainable growth. Value-driven consumers are more demanding than ever before, and retailers are increasingly pushing private labels and looking for ways to control the consumer relationship. Additionally, “big data” has left many marketing and sales organizations with an information overload, yielding little insight into how to win consumer loyalty. This uncertain environment requires CPG companies to make faster, better-informed commercial decisions and take concrete action to improve market performance.
In this point of view, Accenture outlines an approach that can help CPG companies improve their commercial analytics capability to generate significant value.
June 27, 2012
Business intelligence and analytics solutions can help organizations turn abundant data into actionable insights to make better business decisions. As data increases 650% over the next five years, these solutions can leverage big data to build customer insights, enhance customer experience, and understand customer behaviors. Enfathom helps clients unlock the power of their data to identify new revenue opportunities and performance improvements through delivering solutions that derive insight from data and achieve transformative business results. They have delivered hundreds of solutions to large companies to improve customer relationships, profitability, and reduce time-to-value through transforming data into actionable insights.
Business intelligence and analytics solutions can help organizations turn abundant data into actionable insights to make better business decisions. As data increases 650% over the next five years, these solutions can leverage big data to build customer insights, enhance customer experience, and understand customer behaviors. Enfathom helps organizations identify areas for new revenue and performance improvement by delivering data solutions to derive insight from data and achieve transformative business results such as improved customer relationships, profitability, and margins. Enfathom has delivered hundreds of solutions to large companies to improve processes like customer acquisition, reduce reporting redundancy by 70%, and conduct predictive modeling and statistical analysis.
Business intelligence and analytics solutions can help organizations turn abundant data into actionable insights to make better business decisions. As data increases 650% over the next five years, these solutions can leverage big data to build customer insights, enhance customer experience, and understand customer behaviors. Enfathom helps organizations unlock the power of their data through solutions that allow deriving insights, gaining clarity, and achieving transformative business results such as improving customer relationships, profitability, and reducing time-to-value.
The Business Data Catalogue provides a method of integrating business data from back-end server applications, such as SAP or Siebel or other line of business applications, into Microsoft Office SharePoint Server 2007, without writing any code. Business Intelligence with Office SharePoint Server 2007 provides a framework for accessing that data, and for providing a toolset for business decision makers to turn the raw data into critical business information.
This presentation is designed to provide the audience with an overview of how BI can be used to create visual dashboards that assemble and display business information from multiple sources (e.g. Excel Services, SQL Reporting) using built-in web parts.
This is a business session and does not cover the technical implementation of BDC.
This document discusses using workforce analytics to help human resource departments make better business decisions. It covers several topics:
1. The importance of taking an analytics-driven approach to human resources decisions, as exemplified by the story of Billy Beane and the Oakland A's baseball team.
2. Two common approaches organizations take - building an internal HR analytics capability, or deploying targeted analytics solutions to solve specific problems.
3. Keys to a successful analytics strategy include tying analytics to business goals, using a mix of technologies, and implementing in phases.
Business intelligence systems are also unable to deal with market volatiles. Infosys' business analytics offerings provide the processes, tools and expertise to extract the most from information investments description.
This document summarizes the key benefits of integrating business intelligence capabilities with Microsoft SharePoint. It discusses how SharePoint can help address three legacy issues with BI: noise in data, lack of fit for purpose, and lack of access and visibility. The document outlines Microsoft's BI roadmap using SharePoint and how this provides interactive dashboards and scorecards to give insights at all organizational levels. It positions SharePoint as providing a solution to common excuses around data security, time pressures, costs and complexity that have hindered BI adoption in the past.
AGC helps customers gain business intelligence insights from their data by transforming volumes of data into intuitive dashboards and reports. They have a team of SAP BI/BO experts who implement business intelligence platforms to enhance enterprise performance. These platforms provide personalized views of key metrics, detailed reports for decision makers, analytics capabilities, and access to real-time data to enable informed decisions.
This document outlines Oracle's product direction for driving management excellence through its EPM&BI solutions. It discusses Oracle's framework for achieving management excellence, which includes rationalizing management systems, integrating systems with operational systems, and sharing insights across the extended enterprise. The document also summarizes Oracle's capabilities for complete, open, and integrated performance management and business intelligence.
Companies that are successfully competing on predictive analytics have well-defined goals, measure both direct and indirect ROI benefits, and make analytic results easy to access and act on for all employees. Predictive analytics helps companies predict customer behavior to drive changes that increase profitability and mitigate risk. Cablecom used predictive analytics to better understand customers and reduced churn from 19% to 2% by focusing on customer needs.
Zd sap - predictive analytics - 3-26-13 r1Richard Lee
Richard Lee is an executive consultant who advises companies on predictive analytics and becoming predictive enterprises. Predictive analytics uses modeling, machine learning and data mining to analyze past and present data to predict future events. It has evolved from descriptive analytics in the past to now aiming to embed predictive analysis into real-time applications. Becoming a predictive enterprise requires using all data sources and predictive models across the organization to gain insights.
The white paper discusses SAS's platform for business analytics which provides a unified infrastructure for data integration, analytics, and reporting. This platform allows organizations to integrate different data sources and systems, gain insights through predictive analytics, and provide reporting tools. It helps organizations address challenges like supporting growth, managing increasing demand for data and intelligence, and extracting more value from existing IT assets.
The document discusses how The Conroy Group helps clients harness information and customer data to gain competitive advantages. It summarizes that The Conroy Group [1] provides strategic consultancy, data mining capabilities, and hands-on help to implement data intelligence into operations, [2] works across information management from strategy to implementation, and [3] combines company data with external sources to help clients understand trends.
The document discusses how The Conroy Group helps clients make the most of their information assets. It summarizes that [1] customers are sharing more information than ever but companies often don't track important metrics or customer journeys, [2] The Conroy Group provides strategic consultancy, data mining capabilities, and help implementing data intelligence into operations to realize financial benefits for clients, and [3] their approach provides rapid insights, short investment cycles, and hands-on governance to design data solutions that improve sales, marketing, operations and management information.
Beckett Advisors is a business strategy consulting firm that specializes in helping companies identify growth opportunities through analyzing internal and external information. They use quantitative research methods to uncover stakeholder perceptions that clients may miss. This reveals opportunities and strengthens strategies. Clients in various industries have experienced increased market share, profits, and bottom lines through Beckett's strategic planning, branding, pricing, and sales system improvements. Their goal is to provide market intelligence to enable sustainable growth.
Similar to Business Process Analytics Unlocking the Power of Data and Analytics: Transforming Insight into Income (20)
This document outlines 10 top trends in the healthcare industry for 2022 according to research by Capgemini. The trends include: 1) COVID-19 fast-tracking digital health and remote care delivery; 2) A focus on patient-centric, personalized care and shoppable healthcare experiences; 3) Adopting a whole-patient approach and understanding social determinants of health; 4) Using real-time healthcare data and IoMT to improve medical management; 5) Increased involvement of non-traditional players like BigTech firms; 6) Modernization efforts and cloud adoption in the industry; 7) Prioritizing pricing transparency and shoppable healthcare; 8) Increased focus on data privacy and security; 9) Margin pressures triggering
A combination of factors − the pandemic, catastrophic weather events, evolving policyholder expectations, and insurers’ drive for operational efficiency and future relevance − are sparking P&C industry changes.
In a post-COVID, new-normal environment, the most strategic insurers are building resilient, crisis-proof enterprises poised to take advantage of emerging and future business opportunities. They are leveraging advanced data analytics and novel technologies to assure agility and achieve positive revenue and customer satisfaction outcomes. Competitive advantage will hinge on accelerated digitalization and faster go-to-market. Therefore, win-win partnerships and embedded services with InsurTechs and other ecosystem players are critical.
Read Capgemini’s Top P&C Insurance Trends 2022 for a glimpse at the tactical and strategic initiatives carriers are undertaking to boost customer-centricity, product agility, intelligent processes, and an open ecosystem to ensure profitable growth and future-readiness.
This analysis provides an overview of the top trends in the commercial banking sector as they shift to technology high gear to boost client efficiency and battle a volatile, uncertain, competitive, and evolving landscape.
First, it was retail banking. Now, advanced technology is shifting to – and disrupting − the commercial banking space. Many commercial banks, known for paperwork, red tape, and branch dependency, were unprepared to support clients during their post-COVID-19 ramp-up. But now, the digital pivot to new mindsets, partnerships, and processes is in overdrive.
As commercial banks grapple with competition from FinTechs, BigTechs, and alternative lenders, their inability
to fulfill SME demands and pandemic after-shocks necessitates transformative process changes and a move
to experiential, sustainable, and inclusive banking models. We expect banks to strive to meet the demands
of corporate clients and SMEs by digitally transforming critical workflows and improving client experience.
Additionally, incremental process improvements in the middle and back-office that leverage intelligent
automation will keep the competition at bay because engaged clients are loyal.
Adopting newer methods to mine data and moving to as-a-Service models will prepare commercial banks
to flexibly respond to newcomers and find ways to co-exist through effective collaboration. The time has come for commercial banks to put transformation on the fast track as lending losses in wallet and market share could spill over to other functions!
How incumbents react and respond to 2022 trends could determine their relevancy and resiliency in the years ahead.
The Covid-19 pandemic necessitated the payments industry undergo a facelift, sparked by novel approaches from new-age players, fostered by industry consolidation, and customers’ demand for end-to-end experience. Crossing the threshold, the industry is entering a new era – Payments 4.X, where payments are embedded and invisible, and an enabling function to provide frictionless customer experience. As customers make a permanent shift to next-gen payment methods, Digital IDs are critical for a seamless payment experience. The B2B payments segment is witnessing rapid digitization. BigTechs, PayTechs, and industry newcomers are ready to jump in with newfangled solutions to help underserved small to medium-sized businesses (SMBs).
As incumbents struggle with profits, new-age firms are forging ahead to take the lead in the Payments 4.X era by riding the success of non-card products and services. The new era demands collaboration, platformification, and firms can unleash full market potential only by embracing API-based business models and open ecosystems. Data prowess and enhanced payment processing capabilities are inevitable to thrive ahead. The clock is ticking for banks and traditional payments firms because the competitive advantage is not guaranteed forever. As industry players seek economies of scale, consolidations loom, and non-banks explore new territories to threaten incumbents’ market share. While all these 2022 trends are at play, central bank digital currency (CBDC) is emerging globally and might open a new chapter in the current payments landscape.
As we slowly move out of the pandemic, financial services firms have learned the criticality of virtual engagement to business resilience. Wealth management firms will need capabilities to cater to new-age clients and deliver new-age services. This report aims to understand and analyze the top trends in the Wealth Management industry this year and beyond.
A year ago, our Top Trends in Wealth Management report emphasized how the pandemic sparked disruption and digital transformation and changing investor attitudes around Environmental, Social, and Corporate Governance (ESG) products. As we begin 2022, many of those trends continue to hold as COVID-19’s wide-reaching effects continue to influence the wealth management industry.
As wealth management (WM) firms supercharge their digital transformation journeys, investments in cybersecurity and human-centered design are becoming critical to building superior digital client experience (CX). Another holdover trend − sustainable investing – is gaining mainstream attention and generating increasingly sophisticated client demands. Data and analytics capabilities will become ever more essential for ESG scoring and personalized customer engagement. As large financial services firms refocus on their wealth management business while new digital players make industry strides, competition is becoming historically intense. Not surprisingly, client experience is the new battleground.
This analysis provides an overview of the top trends in the retail banking sector driven by the competition, digital transformation, and innovation led by retail banks exploring novel ways to create and retain value in evolving landscape.
COVID-19 caught banks off guard and shook legacy mindsets to the core. With 20/20 (2020) hindsight, firms are more aware, digitally resilient, and financially stable as they head into 2022. The trials of the past 18 months forced firms to shore up existing business and consider new models and revenue streams.
Customer-centricity remains at the top of most FS agendas and is a 2022 focal point. Banks will focus on achieving operational excellence as diligently as delivering superior CX. In 2022 and beyond, it will be paramount for FIs to explore and invest in new technologies to remain relevant and resilient.
Banking 4.X will arrive in full force in 2022 with platform-supported firms monetizing diverse ecosystem capabilities and aggressively harvesting data to create experiential customer journeys through intelligent and personalized engagements. The new era will compel future-focused banks to finally abandon legacy infrastructure and collaborate with third-party specialists to solidify their best-fit, long-term roles. Increasingly, open platforms will make banks invisible as banking becomes embedded into customer lifestyles. At the same time, banks will shed asset-heavy models and shift to the cloud for greater agility, speed to market, and faster innovation. The shift will act as a precursor to adopting new technologies on the horizon – 5G and Decentralized Finance.
The recent past was filled will extraordinary lessons for financial institutions. Now is the time to act on those learnings and move forward profitably.
While COVID-19 has sparked the demand for life insurance, it has also exposed the operating model vulnerabilities in distribution, servicing, and customer retention. In a post-COVID, new-normal environment, insurers need to enhance their capabilities around advanced data management and focus on seamless and secure data sharing to provide superior CX and hyper-personalized offerings. Accelerated digitalization and faster go-to-market are vital to remaining competitive, and win-win partnerships with ecosystems are critical in the journey.
Read our Top Life Insurance Trends 2022 to explore the tactical and strategic initiatives carriers undertake to acquire competencies around customer centricity, product agility, intelligent processes, and an open ecosystem to ensure profitable growth and future readiness.
Property & Casualty Insurance Top Trends 2021Capgemini
The Property & Casualty insurance landscape is evolving quickly with the changing risk landscape, entry of new players, and changing customer expectations. The ripple effects of COVID-19 on the P&C insurance industry and natural disasters such as forest fires have adversely impacted insurance firm books.
In this scenario, to ensure growth and future-readiness, the most strategic insurers strive to be ‘Inventive Insurers’ – assuming a customer-centric approach, deploying intelligent processes, practicing business resilience and go-to-market agility, and embracing an open ecosystem.
Read our Property & Casualty Insurance Top Trends 2021 report to explore the strategies insurers are adapting to remain competitive amidst the evolving business landscape and how they can explore new ways to enhance their profitability.
A combination of factors such as demographic changes, evolving consumer preferences, and desire to become operationally efficient were already spurring changes in the life insurance industry. Enter 2020 – the COVID-19 pandemic is having a significant impact on the industry.
At the peak of disruption, the focus was on ensuring business continuity, but new initiatives are cropping up to tackle the challenges as the industry is adapting to the new normal.
Furthermore, COVID-19 has acted as a catalyst, pushing life insurers to prioritize their efforts on improving customer centricity, developing go-to-market agility, making processes intelligent, building business resilience, and embracing the open ecosystem.
Read our Life Insurance Top Trends 2021 report to explore the strategies insurers are adopting to manage the changing market dynamics.
The uncertainty of 2020 is setting the global tone for the immediate future in the financial services industry. So it is no surprise banks are laser-focused on business resilience, emphasizing both financial and operational risks. The need to adapt quickly to new normal conditions through virtual customer engagement is clear.
Customer centricity continues to drive commercial banks’ solution designs. And, the pandemic compelled products that deliver immediate client value ‒ quick digital onboarding, seamless lending, and support for small and medium-sized enterprises (SMEs). The onus is now on banks to go to market more quickly, which requires the implementation of intelligent processes and integrating corporates’ enterprise resource planning (ERP) systems with banking workflows.
To achieve go-to-market agility, banks across the globe are investing in and collaborating with FinTechs. Many of these partnerships are focused on boosting digital lending and providing seamless support to anxious small-business clients in need of assurance.
With newfound impetus for FinTech collaboration, commercial banks have picked up their step on the path toward OpenX. COVID-19 made it evident that survival during turbulence is manageable through collaboration with ecosystem players.
Read our Top Trends in Commercial Banking 2021 report to explore the strategies banks are adapting to transform their businesses from a product-led, siloed model to an experiential and agile plan.
When we published the Top Trends in Wealth Management 2020, little did we foresee the pandemic that would sweep through the world and disrupt life as we knew it. Yet, when we reviewed last year’s trends, we found that many still hold and some have taken on even greater relevance. One such trend is sustainable investing, which had begun to gain prominence as investors became more aware of ESG considerations, and firms rolled out more sustainable investing offerings. Another trend that has accelerated in the post-COVID world is the importance of investing in omnichannel capabilities and technologies such as artificial intelligence (AI) to enhance personalization and advisor effectiveness. The pandemic has driven wealth management firms to accelerate their digital transformation journey, with some immediate focus areas being interactive client communications and digital advisor tools.
There is no denying that time is of the essence. Yes, budgets are tight, but the Open X ecosystem offers wealth management firms opportunities to reimagine their operating models and deliver excellent customer experience cost-effectively.
Top trends in Payments: 2020 highlighted the payments industry’s flux driven by new trends in technology adoption, innovative solutions, and changing consumer behavior. The pandemic has tested the digital mastery of players, who are already grappling with transition. Non-cash transactions are on a robust growth path, accelerated by increased adoption during COVID-19. Regulators are working to instill trust and address non-cash payments risk amid unparalleled growth as players collaborate to quell uncertainty. Regional initiatives, such as the P27 (Nordics real-time payments system) and the EPI (European Payments Initiative), are gaining traction in response to country-level fragmentation and competition.
Investment in emerging technologies is looked upon as an elixir to mitigate fraud, data-driven offerings are being considered for providing value-added propositions, and distributed ledger technology is in focus for digital currency solutions, efficiency enhancement, and cost gains. New players, such as retailers/merchants, are integrating payments into their value chains while technology giants are upscaling their financial services game by weaving offerings around payments as a center stage. Constrained by budgets, firms consider business models such as Platform-as-a-Service (PaaS) to provide cost-effective and superior customer experience.
A combination of factors, including demographic changes, evolving consumer preferences, and regulatory and compliance mandates, were already spurring change in the health insurance industry. Enter 2020 and the COVID-19 pandemic, which is having sweeping implications for the industry.
At the peak of disruption, the focus was on ensuring business continuity, but new initiatives are cropping up to tackle the challenges as the industry adapts to the new normal.
Furthermore, some changes are here to stay, and it will be prudent for the industry players to be resilient to the market shifts by being agile, improving member centricity, making processes intelligent, and embracing the open ecosystem.
Read our Health Insurance Top Trends 2021 report to explore the strategies insurers are adopting to manage the external pressures.
The banking industry’s resilience is being tested as banks navigate through a remarkable 2020 filled with uncertainties. The impact of COVID-19 has been about setting the tone for future operational models. Retail banks have shifted focus towards integrated risk management with a more holistic view of operational risks. Adapting to the new normal, banks have prioritized cost transformation while engaging customers virtually. Incumbents sought to be more responsible within fast-changing environmental conditions and ESG remained a critical focus.
To provide more experiential services, banks are leveraging techniques such as segment-of-one to hyper-personalize offerings while aiming to humanize digital channels for increased engagement. Banks are also revamping middle and back offices, going beyond the front end leveraging intelligent processes. Open X is enabling banks to play on their strengths and use the expertise of ecosystem players. Going forward, banks are poised to become an enhanced one-stop shop by providing consumers value-adding FS and non-FS experiences.
To acquire customers in cost-effective manner, retail banks are tapping value-based propositions ‒ such as POS financing and mortgage refinancing. Further, Banking-as-Service provides incumbents a way to provide their high-value offerings to other players. In preparation for the future, banks will be looking to improve their go-to-market agility by leveraging the benefits of cloud. This analysis outlines the top 10 trends in retail banking for 2021.
Explore how Capgemini’s Connected autonomous planning fine-tunes Consumer Products Company’s operations for manufacturing, transport, procurement, and virtually every other aspect of the supply-value network in a touchless, autonomous way.
Financial services is undergoing a paradigm shift that is forcing incumbent retail banks to rethink growth strategies as they struggle to remain relevant. Growing competition from BigTechs, FinTech firms, and challenger banks has added to the complexity created by increasingly stringent regulatory and compliance requirements. Customers now expect a seamless customer journey and personalized offerings because they have become accustomed to top-notch individualized service from GAFA giants Google, Apple, Facebook, and Amazon. The changing ecosystem offers established banks new, unexplored opportunities and encourages a transition beyond traditional products to meet the exacting requirements of today’s customers. Bank collaboration with FinTech and RegTech partners is becoming commonplace. Incumbents are exploring point-of-sale financing and unsecured consumer lending, while they also boost their digital channel competencies to reach a broader customer base. Banks are beginning to accept open APIs and are working with third-party specialists to create an open shared marketplace. Technological advancements such as AI are fueling efforts to evolve customer onboarding and touchpoint processes. Increasingly, banks are turning to design thinking methodology to understand the customer journey, extract deep insights, and develop a more refined user experience across the customer lifecycle.
Our analysis of the top retail banking trends for 2020 offers a glimpse into the fast-changing banking ecosystem and explores the tools and solutions being used to face new-age challenges.
Aspects of the life insurance industry have remained constant for years – and so have premiums. Traditional savings products have taken a huge hit in terms of attractiveness because low interest-rates prevail. Meanwhile, the risk landscape is shifting, and insurers need to align better with the emerging business environment, manage changing customer preferences, and improve operational efficiencies. Within today’s scenario, industry players are undertaking tactical and strategic shifts in attempts to manage unpredictable market dynamics. Insurers must develop alternative products to breathe new life into policies and leverage emerging technologies (artificial intelligence (AI), analytics, and blockchain) to improve efficiency, agility, flexibility, and customer-centricity.
Read Top Trends in Life Insurance: 2020 for a look at the innovative steps future-focused insurers are considering to meet industry challenges and opportunities.
The health insurance industry is evolving and undergoing significant changes. As the risk landscape shifts, insurers are working to improve operational efficiencies, meet evolving customer preferences, and align better with the changing business environment. Accordingly, payers must adapt and align business models and offerings. An incisive tactical approach is required to accommodate members’ needs and related emerging risks — medical, health, and environmental. Advanced technologies such as artificial intelligence, analytics, automation, and connected devices are enabling insurers to manage these changes proactively, partner with members, and help to prevent risks, all the while continuing to fulfill payer responsibilities.
Read Top Trends in Health Insurance: 2020 to learn which strategies insurers are adopting to navigate and align with today’s challenges.
Similar to other financial services domains, payments is evolving into an open ecosystem. The EU’s Payment Services Directive (PSD2) pioneered open banking by encouraging banks and established payments players to securely open the systems to foster competition, innovation, and more customer choices. In tandem with non-cash transaction growth, regulations are driving banks and payments firms to expand their array of payment methods and channels. Governments are encouraging financial inclusion by also promoting the adoption of non-cash payments. Increasingly, merchants and corporates seek to offer alternative payment systems because of widespread popularity among consumers. Alternative payments also enable merchants to provide real-time and cross-border payments to boost business efficiency.
Banks, payment firms, card firms, BigTechs, FinTechs, and other players are continuously developing new technology to cash in on market changes. However, data breaches and fraud continue to hinder innovation as firms devote countless resources each year to address security issues. Many governments are also designing new regulations to reduce ecosystem threats. All these measures are expected to make the current ecosystem much more secure and simple for players as well as customers.
Top Trends in Payments: 2020 explores and analyzes payments ecosystem initiatives and solutions for this year and beyond
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
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The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
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Business Process Analytics Unlocking the Power of Data and Analytics: Transforming Insight into Income
1. Business Analytics the way we do it
Business Process Analytics
Unlocking the Power of Data and Analytics: Transforming Insight into Income
2. Contents
Foreword 3
The power of analytics 4
Is your organization structured to exploit data and analytics? 5
How to manage data as an asset for the entire business 6
The case for a centralized analytics function 7
Sourcing the centralized analytics function 8
How the analytics function can maintain control over decision-making 10
Conclusion: three steps you should take now 11
3. Business Analytics the way we do it
Capgemini research shows that Foreword
for processes where analytics has Staggering volumes of data from an ever-increasing range of sources are
been applied, companies have available to businesses today. That data (and the insight that comes from it)
seen a 26% average performance is coming to be recognized as a critical organizational asset. High-quality,
improvement over the past real-time or near real-time, business analytics, making appropriate use of
three years “big data”, can deliver significant value by enabling better decision-making
and hence better business outcomes.
In practice, however, the value of business analytics is not always easy to
realize. Obstacles include the technical challenge of collating, managing,
and analyzing vast quantities of internal and external data – both
structured and unstructured – to provide forward-looking insight, cost-
effectively and in the required timescale.
However, even when companies have well-advanced data strategies and
substantial investment in technology platforms and analytical tools, they
have struggled to optimize ROI and achieve analytics maturity.
Customer Analytics Maturity
How can I optimize
Business Value – customer interactions?
Competitive Advantage What is the likelihood of
my customers behaving
in a particular way?
Optimization
The Economist Intelligence Predictive
Customer Analytics
How can I group Modeling
Unit Survey: The Deciding my customers?
Factor: Big Data and How is my business Forecasting
Decision Making performing (in relation
to customer metrics)? Segmentation
The Results:
Descriptive
75% believe their organizations to Modeling
Business Intelligence
Can I predict
future customer
be data-driven but “Drill-Down”
behavior?
“Slice and Dice”
Traditional
9 out of 10 say the decisions Standard and
Alerts What are my
customers like?
they’ve made in the past 3 years Ad-Hoc Reports Why do they behave in
Data particular ways?
would have been better if they’d
had all the relevant information
Capability
1
Capgemini and Economist Intelligence Unit, The Deciding Factor: Big data and decision-making
3
4. Organizational structure is often the problem. It is no surprise that 56%
The Economist Intelligence of companies say organizational silos are their biggest problem in making
Unit Survey: better use of big data1. Analytics tends to be carried out within, and applied
42% survey respondents say that to, individual functions, whereas to reap the full benefits it is necessary to
unstructured content is too difficult examine end-to-end processes and impacts across functional boundaries.
to interpret
To make this possible, companies need a single, operational view of
their data, available right across the enterprise. As we argue in this white
paper, the best way to achieve this consistent view of data is through the
creation of a centralized, specialist function that provides core analytics
as a managed service to the rest of the business. This function could be
an internal shared service center, or could be created through Business
Process Outsourcing (BPO).
Either way, it is time to start thinking differently about how analytics is
applied, in order to be able to deliver optimal, insight-based decisions
across every aspect of the business. Best-in-class organizations are already
seeing results from doing so.
The power of analytics
In every large business, thousands of decisions are made each day:
strategic, tactical, and operational decisions. It is increasingly recognized
that information, intelligence, and insight are the key to making the right
decisions at the right level and at the right time, yet in practice, many
decision makers report they do not have enough data2. Even routine
decisions such as whether to pay a given invoice are often made without
reference to the relevant scores and risk indicators.
Reports of inadequate data seem paradoxical given the rapid growth of
data volumes – in the medical sector, for example, it has been estimated
that knowledge doubles every five years. The explanation is that decision
makers are “rich” in data that they cannot interpret, but poor in terms of
insights they can use to drive decisions and actions.
Business analytics exists to bridge this gap between the glut of unusable
data and the unsatisfied appetite for insights that can inform decisions.
But clients tell us that analytics, as currently carried out, does not always
achieve its potential. To do so, analytics must generate the type of insights
that can truly inform decisions, so that the business can make the right
interventions at the right time.
This need points to a different way of delivering analytics from the current
norm. Instead of being backward-looking, and focusing on a single point
in time, analytics needs to be forward-looking and continuous. It needs to
embody the right set of business objectives and KPIs to drive the actions
that will meet the organization’s goals (while avoiding “drowning in data”).
2
Capgemini/EIU
4 Business Analytics as a Service
5. Business Analytics the way we do it
It is clear that, approached in the right way, analytics can help a company
to tackle its strategic challenges, to respond rapidly to change, and to
improve the speed and accuracy of its decisions at every level.
Is your organization structured to exploit data and analytics?
Why a functional approach
Few organizations have so far seen the return that they expected from their
to analytics is sub-optimal:
investments in business analytics. To a large extent, the problem arises
three examples
from the way they are approaching it, and from the type of questions they
Food manufacturers typically are asking.
waste stock worth hundreds of
millions of Euros through shelf-life Specifically, in applying analytics they investigate questions that reflect the
expiry. Identifying the reason for needs of a particular department or subsidiary instead of the needs of the
slow-moving stocks can eliminate
business as a whole. No wonder that in our recent “big data” survey, well
probably 60% of the waste. But
you need to analyze not just the over half of respondents cited organizational silos as their biggest obstacle3.
immediate supply chain but the
end-to-end process, including Companies can gain immensely by focusing on what counts for the
manufacturing, differences between organization as a whole, not just one silo. That means taking an end-to-end
geographies, and changes to the view of each process: order-to-cash, source-to-contract, procure-to-pay,
business environment. quote-to-deliver, marketing campaign effectiveness, and so on. Analytics
must therefore cross functional boundaries: its true power emerges when
Retailers often lose out through information from different functions is connected.
slow price-setting. Analytics
techniques allow pricing scenarios This approach allows analytics to answer more ambitious questions, like:
to be rapidly compared so the time
taken can be reduced from days ƒƒ
What factors determine whether and how much our customers buy?
to hours. But again, modeling has
ƒƒ
How effective are advertising campaigns and other promotions?
to take a comprehensive view of
the business and its environment,
ƒƒ
Where and how should we invest to achieve a particular level
rather than looking at one function. of demand?
ƒƒ
How important is speed and efficiency of fulfillment to getting
repeat sales?
Organizations in all industries
ƒƒ
How are customers responding to our overall offer, and can we change
suffer from revenue leakage, for
example as a result of incorrect
that using social media management?
pricing or customer deductions. It ƒƒ
What should our strategy for collections, disputes, and deductions be?
is only by applying analytics to the ƒƒ
How much does it cost us to process an inbound order or invoice?
end-to-end order-to-cash process, ƒƒ
How can we harness the power of digital marketing and channel mix?
including pricing, discounts, and
terms of trade, that leakages can A client found that it was spending an average of €200 to process each order,
be stopped and recovered. when industry best practice cost was just €8. Applying business analytics to
the end-to-end process allowed it to pinpoint the process steps that were
causing inefficiency.
The data needed to answer these and other complex queries is often already
available within, or to, the organization. The challenge comes in being able
to access and interpret it quickly.
3
Capgemini/EIU
5
6. How to manage data as an asset for the entire business
The Economist Intelligence
Managing data is becoming an increasingly complex task, involving
Unit Survey:
external and unstructured data along with internal and structured data.
85% say the issue is not about Social media data, credit ratings, marketing data from third parties – all
volume but the ability to analyze these potentially need to be rapidly integrated with internal records, and
and act on the data in real time refined into a useable form, to allow decisions to be fully informed.
Even within internal systems, data is not always harmonized across
various ERP installations and subsystems such as procurement, CRM, and
accounting. Equally problematic, data tends to be static whereas decisions
often need to be based on up-to-date and dynamic information. In addition,
people in different parts of the business often conduct analytics working
from different data sets that do not match one another closely.
To get the best out of data and enable the end-to-end approach discussed
above, data needs to be managed as an asset for the organization as a
whole, not just its individual functions.
A central data repository or insight center can ensure that everyone is
working from the same data. Analytics and access tools can then be applied
to create a variety of windows on this one view. A window (typically in the
form of a context-sensitive dashboard) might relate to customer acquisition,
business strategy, resource allocation, governance, or procurement, for
example. What is essential is that the different windows all look onto the
same data – that is, the same absolute truth.
An enterprise-wide approach to data management is a significant
undertaking, and needs board sponsorship. It also needs a model for
converting data into insights that can inform decisions.
Data Value Pyramid
Reports
Dashboards
Decisions Transactional delivery
Application of business analytics
Interpretation
Propensity models
Knowledge Scoring
Integration
Aggregation
Third party data
Information Social media data
Integrity
Validation
Completeness
Data Management
6 Business Analytics as a Service
7. Business Analytics the way we do it
Getting data right is a prerequisite for creating the insight to drive decision-
making. Another equally vital requirement is to have the right expertise
available to interpret the data – and we shall argue that the solution lies
once again in centralization.
The case for a centralized analytics function
The permanent analytics function The essential skills needed to apply best-in-class analytics are in scarce
needs the following characteristics:
supply. By establishing a permanent, centralized analytics function, an
organization can bring together the best analytical skills available to it
� available to the whole business,
Is and harness them for the benefit of the business as a whole. This is the
not just to specific functions same thinking that has resulted in successful transitions of other support
� responsible for maintaining
Is functions to a shared service basis.
data quality and integrity on
behalf of the entire business The analytics function should be a center of excellence, delivering
� suitable software tools and
Has analytics and insight as a managed service across the enterprise. As well
partnerships (big data capabilities as enhancing speed of development, it should also reduce costs, enhance
are imperative) control, and enable faster and more consistent benefits realization.
Treats analytics tasks as a
�
long-term process, not a The key to deriving value from the centralized function is the application
one-off problem of business process tools that allow transformation of data into insights,
� a global perspective on
Has and efficient delivery of these insights to the points in the operational
the organization environment where key decisions and customer interactions are made.
� a culture of recognizing
Has
data as an asset and valuing The function should be equipped with a model like Capgemini’s Global
the insights it can generate Process Model. This can organize KPIs, benchmarks, and controls for
� business-oriented, and
Is the entire business, helping to achieve harmonization and consistency of
knows that the purpose of approach, and to ensure that analytics outcomes can be used effectively
analytics is to drive decisions across the enterprise.
� strong management, clear
Has
priorities, and accountability for People working in the analytics function need advanced skills and
providing value for money talents, including:
ƒƒ
Data science and architecture
ƒƒ
Statistical modeling, scoring, and propensity profiling
ƒƒ
Consulting skills and business knowledge (for discussing requirements
with users)
ƒƒ
Data management skills
ƒƒ
Training skills (to teach end users to apply analytics outputs)
The Economist Intelligence
Unit Survey:
26% is the level of performance
improvement already seen from the
application of big data analytics
7
8. The cost and scarcity of these skills are not just a strong argument for
The Economist Intelligence
centralizing analytics: as we shall discuss next, they also strengthen the
Unit Survey:
case for implementing it as a bought-in function or managed service.
41% is the level of performance
improvement expected in the next
Analytics as a Service Delivery Value Chain
3 years
Consultancy, Data Management, Analytics Processing Automated Reporting,
Scoping and Classification and and Dashboards and
Data Strategy Standardization Service Delivery Decisions as a Service
Sourcing the centralized analytics function
The discussion above points to a new way of organizing business analytics.
Instead of tackling analytics tasks on an ad hoc basis, and within particular
functions, getting the best out of analytics requires a permanent, centralized
organization: one that provides analytics as a managed service to
business users.
How exactly you decide to source business analytics is a separate decision
from the decision to centralize. You might decide to set up a shared service
center internally. Or you might opt for an analytics hub provided via
Business Process Outsourcing (BPO) – an attractive option if you cannot
afford, or cannot easily recruit, the specialized skills needed.
In deciding how and where to set up a business analytics capability, it is
important to make sure that the following are available:
ƒƒ
Ability to understand business processes
ƒƒ
Familiarity with, and expertise in, advanced analytics
ƒƒ
Ability to ensure that analytics drives business decisions
ƒƒ
Appropriate technology solutions and knowledge
Cost implications should also be carefully evaluated. “Pay as you go”
options may be more attractive than those requiring a large up-front
investment and inflexible ongoing expenditure.
8 Business Analytics as a Service
9. Business Analytics the way we do it
BPO appeals to many organizations, not only because of the skills and
The Economist Intelligence funding aspects but also because it can provide virtually instant solutions.
Unit Survey: Many of the disciplines of business analytics are already available in a form
56% cited “organization silos” that can be immediately applied to specific challenges within your business.
in the top three impediment to
effective decision making - 50% Capgemini, for example, provides a comprehensive set of business analytics
cited “shortage of data analyst” solutions, the most important of which are listed in the table below.
Analytics solutions available from Capgemini
Capgemini’s business analytics portfolio is a suite of solutions supported
by our global business analytics practice network and insight center. The
solutions help clients tackle key challenges in a range of contexts.
CFO Analytics: Exploit the data that you already have to improve financial
and operational performance. CFOs get real-time or near real-time insights
that allow them to take swift action.
Working Capital Analytics: Reduce capital tied up in inventory and
semi-finished goods while maximising availability and service levels.
Customer Analytics: Make your customer interactions more effective and
mutually beneficial by combining unstructured social data, transactional web
data, and structured organizational data to gain a deep understanding of
what customers want.
Marketing Analytics: Our combination of advanced analytics and continuous
feedback mechanisms ensures your customers receive the most relevant and
timely offers, and that your campaigns become more intelligent over time.
Predictive Asset Maintenance: Information governance and leading
predictive analytical modeling can systematically identify the right
maintenance and inspection regime. Achieve compliance and minimize
unplanned downtime while avoiding unnecessary work.
Enterprise Performance Analytics: Use enterprise-wide insight and an
understanding of the impact of key decisions to achieve performance
improvements, even when readily-available efficiencies have already been
realized, and when competitors can quickly replicate innovation.
Social Media Analytics: Despite the vast volumes of unstructured data
involved, advanced text (and other) analytic techniques mean you can hear
and understand what your customers are saying and then respond in a fast,
efficient, and scalable manner.
Advanced Planning & Scheduling: Improve service levels and reduce
operational costs through better use of people, process, technology, and
information. Planners can base decisions on the right information via powerful
visualization and optimization techniques.
Fraud Management: Gain competitive advantage by using analytics to
prevent and detect fraud in a timely manner. Reduce costs and offer a better
service to customers and partners, while managing financial, reputational,
and punitive risks.
Risk Analysis: Apply advanced analytics to manage risk holistically at
enterprise level. Link different types of risk, such as credit risk and market
risk, together to get a complete picture. Possible areas of focus include
revenue, margin, controls, and cashflow.
Spend Analytics: Develop a better understanding of spend across the
organization and identify opportunities for efficiencies and cost reduction.
9
10. How the analytics function can maintain control over
The Economist Intelligence decision making
Unit Survey: Companies need to make decisions fast, but they cannot afford to lose
62% Dispute the proposition control. Approached correctly, automation of decision-making processes is
that most operational / tactical an opportunity to strike the right balance between speed and control, as
decisions that can be automated well as to save considerable sums.
have been automated
The need to maintain control is an additional argument for creating a
centralized and permanent analytics function, since this is the easiest way
to achieve continuity and universality of control.
The process of feeding insights into decisions can be fully automated in the
case of operational decisions, and partially so in the case of tactical ones.
Strategic decisions may still need to be based on “gut feel”, but analytics
can ensure that the right “nutrients” in terms of insights are available to the
decision-maker.
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10 Business Analytics as a Service
11. Business Analytics the way we do it
Control over decision making can be maintained by building analytics-
based checks for each quadrant into the automated decision-making
process. The checks will ask questions such as:
ƒƒ
What have we achieved strategically?
ƒƒ
What resources have we deployed operationally?
ƒƒ
How effective have we been at innovation and learning?
ƒƒ
What is the financial impact and are we getting the returns we require?
The questions in each quadrant need to be looked at together rather than in
isolation. By using an automation tool such as Capgemini’s Global Process
Model to bring the elements together, the centralized analytics function can
help enforce consistent controls, enterprise wide.
Conclusion: three steps you should take now
A fuel-saving analytics application,
“Trip Optimizer”, looks set to There is little doubt that business analytics is best provided as a service by
reduce General Electric’s fuel use a central function, but organizations need to weigh up the best options for
by up to 14%.5 them in terms of sourcing. In the meantime, here are three steps you can
take immediately to start organizing your analytics better:
�
Identify the important key decisions that your organization needs to
monitor continuously this year. Which could be improved if you had
better insights into the business and its environment? Arrange these in
order of value.
�
Review the analytics initiatives already under way in your company.
Which ones address the areas identified in step 1? Are there important
gaps that are not being addressed?
�
Consider what analytics resources exist in your organization already.
Which do you regard as most effective? Could they be redeployed to
address the gaps identified in step 1? Could a centralized function
providing analytics as a service help?
Recent Capgemini research4 into “big data” and analytics found that for
processes where analytics has been applied, companies have seen a 26%
average performance improvement over the past three years; they expect it
will improve by 41% over the next three.
For best-in-class companies, analytics already informs every aspect of the
business. Can you afford not to follow their example?
4, 5
Capgemini/EIU
11
12. About Capgemini
With around 120,000 people in 40 countries, Capgemini is one of the world’s foremost providers
of consulting, technology and outsourcing services. The Group reported 2011 global revenues of
EUR 9.7 billion.
Together with its clients, Capgemini creates and delivers business and technology solutions that
fit their needs and drive the results they want. A deeply multicultural organization, Capgemini
has developed its own way of working, the Collaborative Business Experience™, and draws on
Rightshore®, its worldwide delivery model.
Rightshore® is a trademark belonging to Capgemini
More information about our services, offices and research is available at
www.capgemini.com
For further information contact terence.sandiford@capgemini.com
or visit http://www.capgemini.com/business-process-analytics