BI from a Human Perspective. Business intelligence. Organizational Performance depends on human interactions and not on IT arquitecture, Focus on People

1. Business Intelligence and Corporate Culture
Communications - Collaboration - Process Improvement - Financial Impact
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www.mbuintelligence.com

2. Business
Intelligence
TODAY
BEST PRACTICES AND PROCEDURES
HISTORY AND
ORGANIZATIONAL
RATIONAL
SYSTEMS
INFORMATION
TECHNOLOGIES
COLLECT DATA
from a wide range of internal
and external sources to produce
support Management decisions.
ANALYTICAL
REPORTS that

3. PROCESSES
FINANCE
L+D
CUSTOMERS
The concept is normally
associated with
BALANCED SCORECARDS
A methodology that explores
the MULTIPLE DIMENSIONS of an
organization or digital
dashboards that treat data to
PRESENT IT THE BEST WAY POSSIBLE
BALANCED
SCORECARDS

4. BUSINESS INTELIGENCE TOOLS
RIGHT TYPE OF DATA
THE COMPANY MUST AND SHALL KNOW:
I.T. SOLUTION
KEY PERFORMANCE INDICATORS
KPI
FOR SPECIFIC AND TIMELY PROBLEMS
BUSINESS INTELIGENCE SELLS
NO INDICATOR
OF PEOPLE PERFORMANCE
?

5. ALIGN PROJECT GOALS IMPLEMENT CHANGE DRIVE BEHAVIOR
KPI
Specific + Measurable + Attainable + Relevant + Timely
SMART
MUST BE
PROJECT SUCESS

6. Common problems with
BI implementation
Customization Overkill
Incorrect Choice of Technology
RACT Test
Inadequate Training for whom it is needed
Non-involvement of Executive Leaders
Poor Communications with Consultants
When Perceived Needs differ
Lacking in Upfront Planning/
/
/
/
/
/
/
/
Poor Cost & Scheduling Estimation10%
Insuficient Team Skills16%
Lack Strategic Support16%
End Users are not engaged18%
Failure to plan19%
Poor Communication19%
Unclear Dependencies20%
Unclear Objectives28%
Unrealistic Deadlines33%
Resource Competition36%
Scope Changes40%
Why projects fail

7. WITH TRADITIONAL BUSINESS INTELIGENCE:
Too many times data
has no quality
Managers need
to adapt to
existing processes,
and processes may
have been created
to be driven by
specific managers
Processes are
changing too quickly
to accurately
follow-up
Systems integration
is not easy and cheap
Turn-over average
is 18% which means
more investment
in hiring or education
is needed

8. What is THE COMMON VARIABLE
behind business performance in every organization?
PEOPLE
PEOPLE IS
COMMON DRIVER
OF INTELLIGENCE AND PERFORMANCE
- even with the most efficient automated system -
THE ONLY

9. OF PERFORMANCE IS DETERMINED BY THE QUALITY OF PEOPLE
RELATIONSHIPS
20%
40%
a
UNIVERSITY OF AMSTERDAM
Authors:

10. CULTURE
TEAMS
INDIVIDUALS
VALUES
PROCESSES
RESOURCES
Social Groups
Social Relationships
Social Pofiles
Human Capital
& Strategy
Balanced Scorecard
Metrics & Human
Capital Reporting
Change Management
Culture & Climate
Business Partnering
Empowering
Line Managers
Business & Sales
Performance
Business
Processes
Competency
Frameworks
Collaboration
Cross Departmental
Communication
Ideal Teams
Influencing
Graduate
Recruitment
Mentoring, Induction
& Peer Support Programs
Internal Communication
Team Development Interviewing
Social Network
Analysis
Reporting Structures
Team Modelling
Succession
Planning
Assessment Career
Management
Conflict
Emotional
Intelligence
Appraisals &
360º Feedback
Coaching Culture
Learning
& Development
First 100 Days
Leadership
Retention Motivation
Negotiation
Tests
Stress &
Work-Life Balance
Time Management
CULTURE & STRATEGY / VALUES TEAMS / PROCESSES INDIVIDUALS / RESOURCES
Organisational Strategy Employee
Engagement
Mergers &
Acquisition Integration Employee Engagement
IT & Knowledge
Management Talent Management

11. Knowing in a deep and
professional approach
the INTELLECTUAL
CAPITAL from a
scientific and valid test.
Combining intelligence
within the TEAMS and
departments and visualize
the QUALITY OF THE
RELATIONSHIPS between
people.
OPTIMIZE TEAMS
accordingly and depending
on: re-organizing the
company, hiring, merging
the company or
departments, decide upon
people with a valid method.
€€
€€
Measuring how much you
are INVESTING in a
specific team in order to
address the maximum
output possible,
according to the KPI’s
defined for the group, and
decide with context and
main strategical goals.
There’s a way of addressing organizational intelligence
in a rational, normalized, objective and visual way

12. How it works? Take this example:
Same investment
Less Friction
No effort Minimal effort Some effort Significant effort
Ajit
Beverley
Christien
Dirk
Emma
Total Salaries
Relationship Friction %
35.000
70.000
110.000
50.000
55.000
320.000
32.8
NAME BASE SALARY
Ajit Beverly Christien Dirk Emma
Ajit
Brian
Christien
Dirk
Emma
Total Salaries
Relationship Friction %
35.000
70.000
110.000
50.000
55.000
320.000
26.8
NAME BASE SALARY
Ajit Brian Christien Dirk Emma
Degree of Psychological Confort
INTELLIGENCE ∩ SALARY
6% impact on
ACCURATE DATA ABOUT EFFORT AND INTELLECT INVESTMENT
PRODUCTIVITY + COMMUNICATIONS + COLLABORATION

13. BRIEFING FEEDBACK
SESSION
PERSONALITY
TESTING
(web based)
SOCIAL PROFILE
(Software)
RESULT
CONFIRMATION
VISUAL TEAM BUILDER
(software)
SCIENTIFIC AND
VALID METHODOLOGY
Talent
Management
INDIVIDUAL
REPORT
2º 3º1º REPORTING AND ANALYSIS
INDIVIDUAL AND TEAM
Easy assessment, fast and flexible:

14. Financial Impact
/ ROI analysis available under request
Recruitment Process more efficient 2,7%
3%
4,6%
3,6%
1,1%
Reducing the number of errors
Speed to get to know people
Gains in productivity
Reducing the staff turnover
ACTIVITY % GAINS IN PRODUCTIVITY
on average salary
€€
€€
∑ 15%

15. Reporting and analytics

16. Comparison between 4G questionnaire and competition
Birkman
DISC / PPA
SHL OPQ
Strengths Finder
TalentQ
Wave
Dennison
OCI
FIRO-B
NEO
Belbin
Insights
MBTI
Barrett Values
16 PF
DDI
TOOLS Individual
Behavior
Relationship
Forecast
Team Building
Software
Human Capital
Metrics
HiringCoaching Culture

17. powered by
RICARDO ANDORINHO
Business Developer
Av. João Crisóstomo, 30, 5º andar
1050-127 Lisboa
T: +351 211 546 815
E: info@mbuintelligence.com
www.mbuintelligence.com
Harvard Business Review and MIT
The ROI of being Social at Work
Warwick Univeristy and Proudfoot Consulting
Global Productivity Report
LePine, J.A., Erez, A. & Johnson, D. E.
Journal of Applied Psychology, 87(1), Feb 2002, pp.52-65
The Nature and Dimensionality of Organizational Citizenship
Behavior: A Critical Review and Meta-Analysis
De Dreu, C.K.W. & Weingart, L.R.
Journal of Applied Psychology, 88(4), 2003, pp.741-749
Task Versus Relationship Conflict, Team Performance,
and Team Member Satisfaction: A Meta-Analysis.
Barrick, M. & Mount, M.K.
Human Performance, 18(4), 2005, pp.359-372
Yes, Personality Matters: Moving on to More Important Matters