This document discusses how information technology and globalization are driving changes in business logic and strategies. It argues that an "information strategy" is needed to strategically utilize information as a critical resource. The key aspects of an effective information strategy are that it must be business-driven, prioritize projects based on business objectives and key information capabilities, and create value for the business. The document provides an example of what an information strategy journey may look like in developing business data layers, applications, and governance processes to strategically manage information.

1. “The Perfect Storm”
Anders Nyström, Principal
Expert at Information Strategy & BICC

2. Copyright © Capgemini 2012 –. All Rights Reserved
The globe shrinks
A Challenge Right Now
This is basically driven by:
1. Travelling and bringing new habits
2. Information Technology
Demanding new business logic
• Structures
• Business decisions
 Innovation
 Marketing
 New way of working
 Collaboration and sharing
 Improvement of business processes
 Information consolidation
 Tailored vs. overload
• Big Data
• Cloud BI
• Social BI
• Mobile Data
• Cost saving
• Scalability,
• Easy access
• Security
• Business drivers
This has happen the last 20 years and is still progressing!
• Technology drivers
What will
happen?
The Perfect Storm

3. Copyright © Capgemini 2012 –. All Rights Reserved
Utilizing Information Strategically is an Art
Information Strategy Scope
Key Information Capabilities
Vision Information Targets
Strategic Plan
Information Focus Areas
A critical resource has the following
qualities:
•Valuable
•Unique
•Difficult to imitate
•Difficult to substitute
The Information Strategy
From environment based perspective to resource based perspective
Strategy is not operational efficiency!

4. Copyright © Capgemini 2012 –. All Rights Reserved
Lack of Business Value
Business Value can never be visualized when the
Information Strategy is stand-alone or is
completely missing, and investments are derived
from operational issues
•Gap between business and information supply
•Special interests, silo structure and fragmented budget
•Focus on deliverables, not effects
As-is
Resource Waste
Inspired by “Crafting Strategy”, HBR article 1998, Henry Mintzberg

5. Copyright © Capgemini 2012 –. All Rights Reserved
Prioritize The Right Project
OK, how can a journey actually look like!
Information Target is derived from business
objectives!
• Information Target is set according to a business
objective´s of functions, customers, and partners
 e g increased revenue with 10 % or increased
market share with 10 %.
• Key Information Capability is based on the business
model.
 e g cross channel selling, one client engagement
view.
Inspired by “Crafting Strategy”, HBR article 1998, Henry Mintzberg
To-be

6. Copyright © Capgemini 2012 –. All Rights Reserved
A Journey
BI Strategic
Plan
Baltics system map
Swedish system map
Group Product Structure
- One group product structure and product definition -
App 3
+ Self Service Analysis
Business data layer
- Top down, business driven -
Clean data
- Bottom up, from 18 000 products to 370 -
App 1
• New Contracts
• Selling Units
• Distribution Channels
• Organisation/
Customer Ownership
• Daily updated
App 2
+ volumes
The Whole Flow E2E
- Includes horizontal and vertical flow -
Customer Performance Mgt
2007 2008 2009
Information Board
• Key stakeholders
• Joint prioritization
and funding
• Design guidelines

7. Thanks for your attention!
Anders Nyström, Principal
Expert at Information Strategy & BICC