KPISOFT CASE STUDY 1 - BI

2. The Challenges

3. Performance management challenges
Scattered and silo centered business
information:
The client had multiple old systems of
business information reporting used by
different business groups including large
data warehouse system but all its business
information were residing in various
applications resulting in confusion of same
metric reported with multiple version of
numbers.

4. Performance management challenges
Challenge in monitoring performance:
Diverse scattered reports resulted in difficulties
for the management team to monitor
performance without being able to consolidate
one sanitized set of performance numbers and
view all information in one single platform

5. Performance management challenges
Absence of Strategic Alignment:
None of the business reports presented at
management meetings were linked to the
cascaded KPIs of the organization’s value
chain and its people. The KPIs were
manually managed for by each supervisors
in a separate HR system. It was nearly
impossible for them to have one view of
corporate KPI and drilldown on who in the
value chain was not performing. Getting into
details to decipher where performance
bottleneck lies is always a challenge.

7. The solution
KPISOFT consulting team had a series of
meeting session with the management
team in identifying key performance
issues, and facilitated discussion on how to
improve the performance management
process.
At the conclusion of the series of
meetings, KPISOFT implemented its
platform and redefined the method of
reporting.

8. The solution platform
– A single platform to provide daily
updated operational and business
performance across sales,
fulfillment, and assurance value
streams
– Captured performance insights
across multiple value chains
within the organization
– Collated disparate data ranging
from HQ C-suite to network nodes
/ exchanges
– Provided rapid customization and
adaptive analytics via premium
support / response model
- A single platform to provide daily
updated operational and business
performance across sales, fulfillment,
and assurance value streams
- Captured performance insights across
multiple value chains within the
organization
- Collated disparate data ranging from HQ
C-suite to network nodes / exchanges
- Provided rapid customization and
adaptive analytics via premium support
/ response model

9. Redefined the method of performance reports
• All numbers were reported against
performance targets (KPIs) as opposed to
previous practice of goalless analytics.
• The intent was to provide quick view of
which metrics are not performing as per
the strategic goals of the company at a
glance, de-clutter the information overload
and clarify strategic insight.
• Seamless drilldown of metrics were
provided for quick diagnosis of each
metrics towards cause of non-performance
and the value chain of geographical
branches & hierarchical people involved in
each metrics

10. Outcomes

11. Outcome
Single source of truth: The organization was able to view consolidated information of
all its key business metrics and information in one single platform. The managers saved
precious time is accessing performance update for all metrics at one place.
Most importantly number crunching exercise were eliminated with now all aspect of the
same numbers were available and referred by everyone in the organization.

12. Outcome
Monitor Performance on the go:
With daily midnight update and consolidation of all business numbers made available
first thing in the morning every day, the organization was able to diagnose
performance bottlenecks and drive improvements on the go.

13. Outcome
Easy traceability to organizational and
people KPIs:
Performance bottlenecks could be
linked to affected branches and people
in the branches leading to early
identification of causes of non-
performance and enabling dynamic
performance dialogue.

14. Outcome
Accountability of performance shifted to
individuals with on the go performance
visibility:
The branch managers and personnel access
performance visibility and key information
was pushed to them on daily basis which led
to increased awareness of their performance
against their KPIs on cumulative basis
throughout the year.
Awareness led to change actions driving the
entire organization to create performance
dialogues and focus on improvement efforts

15. Outcome
International Award:
The company after 2 years of launching
its new service won an international
award as being the best in region for 2
years running.
Breakthrough performance:
The organization achieved breakthrough performance. It achieved a clear undisputed
leadership in the market it was serving against its peers with performance far
surpassing competitors in subscribers and revenue