Insight in an organization is like a brain surgery, critical, inspiring and mysterious. (Dimitri De Meester, 2013)

2. Insight in an organization is like a brain surgery, critical,
inspiring and mysterious.
(Dimitri De Meester, 2013)
email:dimitri_de_meester@yahoo.com
Mobile: +32(0)479 29 67 54

3. Presentation in 8 blocks
1.Introduction
2.Value creation in 5 dimensions
3.Planning & control VS. Organizational culture
4.Strategic analysis, guru about planning and control
5.Ratio analysis
6.Working capital
7.Automation in DWH, guru about BI
8.Define your own BI/PM/EIM2 success road

4. BLOCK 1: INTRODUCTION

5. What is BI/Performance Management?
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Ask ten people to explain you what BI exactly is, and there is a big chance they will
tell you ten different stories depending on there background
Gartner says: Leverage technology and best practices to deliver management
insight from enterprise applications and data. Combine business intelligence tools
and applications with effective structure, quality improvement and information
governance and learn to maximize payback while minimizing risk.
Gartner describes Business Intelligence (BI) also as the usage of information to
enable organizations to best decide, measure, manage and optimize performance to
achieve efficiency and financial benefit. In short, BI aims to support better business
decision-making by providing operational insight.
Gartner defines Performance Management as the combination of management
methodologies, metrics and information technology that enables users to define,
monitor and optimize results and outcomes to achieve personal or departmental
objectives while enabling alignment with strategic objectives across multiple
organizational levels. Successful performance management is achieved when used,
accepted and applied at all levels in an organization. Alignment with strategic
objectives is of ultimate importance

6. INSIGHT generic model
Management
Life Cycle
Organization Vision & Strategy
Insight Vision, Strategy & Roadmap
Insight Architecture, Methodology & Metrics
Insight Process, Governace & Organization
EIM
Statistical applications
Scorecarding (KPI's)
Master
Data &
Data
Quality
BI
PM
Ad
hoc
...
analytics
...
Insight Package Applications, content & Data Mart
Data Warehouse
Data Integration
Operational Services
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7. The BI domain changes fast and the technology has
become very mature
BUT
The Business Intelligence domain is strong in finding
the right answers, but are hampered by persistent
good questions...

8. Enterprise Intelligence Management (EIM) in collaboration
with BI
ERP
Customer
Satisfaction
Order
fulfillment
Supplier
Inputs
Shareholders
ROI
Money
needs
Targeting
CRM
Your
Organization
Strategy,
Mission,
Vision
Risk
Mgmt.,
Strategy
map, KPIs
scorecards
KPI
Scores
Feedback

9. EIM2 in collaboration with HR

10. EIM3 in collaboration with Data Quality

11. The six perspectives of BI/Performance Management
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Strategy: What is the strategy of the company (strategy, mission, vision)
Processes: What processes and how are the processes performed
Organization: Who performs the processes
Technology: What technology or application supports the process
Data: What information do the processes require
Location: Where are the processes performed
=> leads to Business results

12. Key attention points for BI/Performance Management
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Focus on the intention of BI: create insights to take the best decisions and perform
the best actions to accomplish the ambition of your organization
BI is not a one time implementation but a structural additive to your organization
Foresee organization wide unambiguous expectations and goals about BI
Proactive management of inevitable changes in goals and resources (my
philosophy is to train the people, not to dismiss)
BI interfaces every aspect of an organization, the weakest chain determines the
success
The effective success of BI will be determined by the organization itself, on basis of
the contribution to the organizational performance

13. BLOCK 2: VALUE CREATION
IN 5 DIMENSIONS

14. Controller function

15. Value creation in 5 dimensions
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1e dimension: cash flow (objective, result)
2e dimension: profit & loss (subjective, result)
3e dimension: value proposition (subjective, cause)
4e dimension: innovation power
5e dimension: source (why of the organization)

16. Cause and Effect on Value

17. BLOCK 3: Planning & control VS. Organizational culture

18. Finace in coherence

19. BLOCK 4: Strategic analysis
gurus about planning and control

20. Gurus about strategy, planning and control
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Tom Peters
Larry E. Greiner
Stephen Covey
Deepak Chopra
Joghn Kotter
Henry Mintzberg
William Schiemann
Robert Kaplan
Vineer Nayar

21. Tom Peters about successful entrepreneurship
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Preference for action
Customer intimacy
Autonomy and entrepreneurship
Productivity trough people
Passion for practical value
Simple organization, small staff
First strong control and then release
We should stick to what we are good at

22. Larry E. Greiner about grow

23. Stephen Covey: 8 characteristics of effective leaders
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Be pro-active
Start with a well defined goal in mind
Start with the end, create first a to-be overview
Think in terms of win-win situations
First understand then be understood
Work synergistically
Be alert
Find your own voice and help other to find their voice too

24. Chopra: 7 components of leadership
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Listen
Empathic ability
Awareness
Action oriented
Give responsibility
Take responsibility
Do the right thing on the right moment

25. Kotter: 8 steps to a successful change
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Create urgency
Form a leading coalition
Develop a vision and strategy
Communicate
remove obstacles to change successful
Celebrate short term successes
Keep the tempo high
Make changes permanent

26. Henry Mintzberg
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Leadership gives sense to employees
Strategy comes from below because people solve day by
day operational problems and discover the effective
direction
Involved employees oppose against thoughtless big plans
Effective leaders are not in the top but simply move in the
network
Learn to manage is learn to think

27. William Schiemann: 7 biggest myths about measure
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Measure hard results and soft goals will be reached
automatically
Measuring is like counting beens
Measuring is all about the past, history
Measuring creates 'the real'
Measuring blocks creativity
Measuring is anti-people
The more you measure the better

28. Robert Kaplan: What you don't measure, you can't manage
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First strategy
Then critical success factors
After this KPI's, divided over four perspectives
The balanced scorecard is never finished
Evaluate constantly if KPI's are reliable indicators of the road to
success
The CEO is owner of the problems
The simpler, the better the strategic card

29. Vineer Nayar: Employees First, Customers Second
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Internal transparency
Employee engagement
Technology needs intelligence more than money to invest
Front-line employees have to become the key drivers of
change

30. Effective planning and control
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Stimulate thinking based on value creation
P&L is less important, more important are the KPI's that
accomplish the strategy
Make control available at every level in the organization
More interest in a business model compared to an agenda
Use financial and non financial KPI's that create value for the
company

31. BLOCK 5: Ratio analysis

32. Ratio analyse, different perspectives
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Shareholders perspective: shareholders value
Bank perspective, the first way out and the second way out
and other bank aspects
Social responsibility and entrepreneurship

33. Shareholders value
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EVA and MVA
Dividend
Gross/net profit margin
CAPM
Dupon-chart and ROI

34. First Way out
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Relationship with the company
Return and risks
Operational cash flow
Interest coverage
Payment capacity
Debt service ratio
Cash-flow & Liquidity
Turn Over
OverheadCosts
EBITDA
Depreciations
EBIT
Interest
EBT
Taxes
Earnings
100
65
35
15
20
5
15
4
11

35. Second Way out
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Capacity to cover unforeseen costs
Solvability
Warranty capability
Resilience ability
Warrant and warrant credits
Security

36. Social responsibility and entrepreneurship

37. Social responsibility
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Stakeholders
Action
groups
Stock
holders
Client
Com
petitors
Gover
nment
Partners
Others
Press
Emplo
yees

38. BLOCK 6: work capital analysis

39. Attention points for stock analysis
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Understand the production process
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Stock value
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Categorized per product and cost allocation
Current stock VS budgeted
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Production flows, raw materials, import restrictions,
inspections
Identify differences
Theory of constraints
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Evaluate if the organization optimizes or suboptimizes

40. Stock analysis

41. Debtors
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Debtors calculated from the moment the bill is created or sent
Should have a natural term
Other elements of debtors cycle not on the balance, but
possibly add costs in the process
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Conditions
Bill process
Efficiency of the process

42. Debtors

43. Think out of the box
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Credit control VS automatic incasso
Don't forget overhead cost administration
Time to market VS circulation rate stock
Benchmark to get a better insight
Physical money flows are expensive
Natural hedging is cost and time saving
Good cash management to save time
Don't lose time to focus only on making profits

44. Think out of the box
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Fits the administration to the physical company
Fixed overhead costs and optimum Material
Management
Theory of constraints in logistics part of the company
Reduce work capital days to reduce costs
Difference between buy to order and buy to stock
Debtors management by commercial people
Blame culture, leads to nontransparent organization

45. BLOCK 7: Automation in DWH
gurus about BI

46. Gurus about BI

47. The comparison

48. OLTP VS OLAP

49. Upcoming Guru! Dan Linstedt

50. Data Vault

51. Next generation EDW? 6NF?

52. Compare best known architectures
Kimball is strong in good performance searches, but hampers
in adoption to change and updates in the dimensions are
needed.
DataVault is strong in audit between similar data coming from
different sources. Easy adoption to changes.
Ionman father of data warehouse.
6NF is strong in security, only inserts no updates and in finding
new links between the data. Easy adoption to changes.
Realistic presentation of the data.

53. Software partners
The BIG five
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www.sas.com
www.ibm.com
www.sap.com
www.microsoft/bi.com
www.oracle.com

54. BLOCK 8: DEFINE YOUR OWN BI/PM/EIM3 SUCCESS
ROAD

55. Define your own 'BI/PM/EIM3 success road'
Based on the key attention points and the six perspectives
we can create the three STEPS to success
STEP 1: BI Vision
STEP 2: BI Assessment
STEP 3: BI Roadmap
These steps give you a direction and helps you
to successfully implement or use BI in your organization

56. BI/PM success road

57. BI/PM Brainstorm sessions
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A Brain storm takes at least 60 minutes and maximum a day
You decide the content of the agenda depending on the BI ambitions of your
organization
You decide the participants of your organization to the brainstorm session
A BI brainstorm session is guided by one or two very experienced BI experts
After the brainstorm session you receive a brief overview of the session
Every thing discussed during this session is strictly confidential

58. Do you build a house without an architect?

59. Support for complete life cycle and Management

60. Some example BI/PM project types
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Implementation of a BI/PM strategy
Process optimization in the context of BI project
New and reverse engineering of BI project
Migration of BI platform or tools
Set up of BI competence center (Bicc)
BI assessment
BI training and documentation
BI tool selection
Change management and training
...

61. Thank you for your attention...

62. Questions?
Email: dimitri_de_meester@yahoo.com
Mobile: +32 (0)479 29 67 54
Linkedin: be.linkedin.compubdimitri-de-meester1811321
Twitter: @ddemeester1