KPIs are almost universally used in organizations of all types. But are they being used effectively? Are they making an impact on the system? Or are they expensive, consultant-driven projects that simply report performance? A well-designed KPI system provides the right agility to fit your business, and it keeps business in control. In this webinar ( presentation), "Building a KPI Solution" you will • Learn to discover and unleash the real value in your data • Understand how you should plan for and design an effect KPI system • Learn how to specify a solution, and how to avoid vendors that cannot deliver This webinar (presentation) will also cover best practices in solution design, where to define your business logic, how to include analytics, and how to best work with the solution. Discover how organizations of all types are using actionable KPI systems to achieve business outcomes.

1. 1
Corporater
Building a KPI System
This document contains confidential information. Not to be copied to third parties without written authorization. © Copyright Corporater AS - All rights reserved
Eric Peterson, Innovation Manager, Corporater

2. Introduction
Eric Peterson
• Innovation Manager at Corporater
• 12 years’ experience
• Focus on KPIs and management
• Worked as an implementation consultant
• Focus on bridging business with technology

3. Agenda
• What is a KPI system?
• Two fundamental ways of building a KPI system
• Business agility
• A holistic system
• Capability
• Overall design concepts
• The Corporater demo

4. 4
Defining a KPI System
What is it? Why is it used?

5. What is a KPI solution?
It depends on who you ask

6. Working with different business frameworks and models
We need to speak the business language

7. Why are we not
experiencing more success
in this digital age?

8. 8
From a tender
Strategy and Corporate Performance Management Rigid
No agility,
flexibility
Consultant
intensive
Point
solutions
Company X
Company X
Company X

9. 9
Software is built fundamentally wrong
Most business software does not work and does not help business leaders
1. Technology vs
solution
There is a big gap
People think that they buy
solutions – not technology
stacks
2. Change and agility
Can’t handle exceptions
• Business changes fast
• Configured by business
• Agile
• Exception based
• Platform needs to fit
reality (not opposite)
3. From point solution
to holistic view
Business mgmt. platform
• Breaking the functional silos
• Every domain is connected
and related
• Strategy is the corporate
glue
4. Capability
Focus on business needs
• From data modeling to
business modeling
• Business needs satisfied

10. 10

11. 11
There is a big gap between a technology stack and a business solution

12. 12
Critical functionality is lacking
Which can explain why so many business solutions are not delivering business value

13. 13
• Business
• Business solution
• Structure, content, objects, model
• Descriptive and qualitative information
• Assessment and verbal input
• Business model frameworks
• Decision making
• Audit, governance
• Decision library
• Accountability
• Collaboration
• Augmented knowledge management
• Process
• Actions and initiatives
• Notifications
• Decision rule execution engine
• Workflow
• Analytics
• Industry benchmarks/ benchmarking clearing houses
• Comparative benchmarks
• Data
• Manual data input/ write back
• Access control and user rights to the solution
• Approvals of content/data/model
• Business metadata
Our research has identified that critical functionality is lacking
Which can explain why so many business solutions are not delivering business value
AGILE GOVERNANCE LAYER
AILE PROCESS LAYER

14. 14

15. 15
Software is built for an ideal world
Handling exceptions is expensive and gives little flexibility
The belief:
• No exceptions
• No deviations
• Everything can be fit into tables, columns and rows
Reality:
• Exception is the rule
• The real world is not able to fit into the structures we
create (tables, columns and rows)
• We should find a new way of modeling that has the
flexibility (data modeling vs business modeling)

16. 16
• Business
• Business solution
• Structure, content, objects, model
• Descriptive and qualitative information
• Assessment and verbal input
• Business model frameworks
• Decision making
• Audit, governance
• Decision library
• Accountability
• Collaboration
• Augmented knowledge management
• Process
• Actions and initiatives
• Notifications
• Decision rule execution engine
• Workflow
• Analytics
• Industry benchmarks/ benchmarking clearing houses
• Comparative benchmarks
• Data
• Manual data input/ write back
• Access control and user rights to the solution
• Approvals of content/data/model
• Business metadata
Our research has identified that critical functionality is lacking
Which can explain why so many business solutions are not delivering business value
AGILE BUSINESS SEMANTIC MODELING
LAYER
AGILE REUSABLE CALCULATION
LAYER
AGILE GOVERNANCE LAYER
AGILE SOLUTION BUILDER/ FRONT END
LAYER
AGILE PROCESS LAYER

17. 17

18. 18We need a holistic platform – a complete management system
Business domains are inter-connected and strategy is binding it all together
Money is connected to
achieving objectives
and strategy
Projects are
connected to
strategy (strategic
initiatives/ projects)
Risk/ Coso/ Risk
appetite is defined
in and managed the
company’s strategy
Quality/Processes
are connected to
strategy through
models like EFQM,
Lean/ Six sigma
Strategic competence,
mgmt. contracts,
annual assignment are
linked to objectives
IT and digital
transformation is a
competitive advantage
that needs to be linked
to strategic objectives
Continuous
improvement is
linked to over all
objectives

19. 19

20. 20
World’s first Business Management Platform
Agile configuration platform for your business management applications
250 business objects
representing
functionality

21. 21
After 20 years of attempting report automation….
The result is:

22. 22
95% of financial
reports are still
made by using
85 hours spend on creating a
typical management report

23. 23
We need to ask ourselves the critical question – what is this?

24. 24
And what do IT professionals see?

25. How should a KPI system be
built?

26. 26
Traditional BI & BIA tools:
• Report based
• document based (HTML based)
• Separate web pages are linked together
• no model depth
• depth is in the data model only
(data hierarchies) and enables you to
navigate in data structures
• Time period is defined in the report,
dashboard or analysis object
• Consume data
• No model context to show where in the
business model you (flat dashboard)
• Report based
Dashboards are "flat" presentations of HTML pages
• No time selector showing various versions of
the story (only numbers)
• Time is handled through applying filters or
report versions representing time

27. 27
Corporater:
• Business based modeling
• Models are defined
• Model depth
• Time dimension is uniquely handled
• Work in the application (two way)
Time selector to show various
periods (model and data)
Model support,
personal pages
Navigation path in
the model
Business Model Deployment Model
Business Object Model
Business Property
Model
Model blocks
Corporater is a business driven modeling tool representing business models

28. 28
Data Analytics
BusinessProcess
We believe there are four major component in every business solution
Focusing on the four elements of business
Data model –
structured data
Analytic model – give
insight
Process model –
make it happen Business model –
make the impact

29. 29
Information model for business impact
Focusing on the four elements of business
Structured Data
Unstructured Data
High Volume & High
Frequency Data
Extract/Transform
Data Warehouse
Data Lakes
Information Governance
MasterDataManagement
Data HUB
Data Analytics
BusinessProcess

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Information model for business impact
Focusing on the four elements of business
Exploration
Decision Support
Analytic HUB
Decision Automation
Focus Experimentation Embedding
Output Insight New pattern Digitalisation
Subject Self-Service Data Scientist
Intelligent Business
Process Management
Tool
Analytics
Workbench
Data Science
Laboratory
Operational Intelligence
Data Analytics
BusinessProcess

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Information model for business impact
Focusing on the four elements of business
Process Documentation
Process Support
Process HUB
Process Automation
Process Execution
Process Monitoring
Process Design Process Optimisation
Data Analytics
BusinessProcess
Process Intelligence

32. 32
Information model for business impact
Focusing on the four elements of business
Business HUB
Data Analytics
BusinessProcess
Business Metadata
Business Structure Business Actions
Collaborate
Act
Approve
Business Model
Framework
Assess
Business Domain
Objects
Access and
Transparency
Business
Orchestration
Information Portal
Business Rules Business Calculation
CollectBusiness Templates
Decide
Business Levers
Business Benchmark Business Automation

33. Brief demo

34. DELIVERING BETTER BUSINESS OUTCOMES
CORPORATER BUSINESS MANAGEMENT PLATFORM