Visualisation And Reporting: where the Analytics tyres hit the road

IBM Business Analytics :: IBM Confidential :: © 2019 IBM Corporation
IBM University Relations:
Visualization & Reporting
Mike Sadler
IBM Planning Analytics
www.linkedin.com/in/michael-k-sadler/
twitter.com/analytics_mike

• Introducing Performance Management
o Vision & Strategy
o The Reporting Challenge
Agenda

Performance Management – A Definition
Performance Management is a process by
which organizations align their resources,
systems and employees to strategic
objectives and priorities.
Source: http://en.wikipedia.org/wiki/Performance_management

Managing Resources Across The Enterprise
Manufacturing
Sales
Marketing
Finance
Logistics
Product
Development
Human Resources
Creating a
Future-ready
Enterprise

Where does Performance Management fit?
51 Quintillion = 51,000,000,000,000,000,000 cells

o Introducing Performance Management
• Vision & Strategy
o The Reporting Challenge
Agenda

Rory McIlroy
"It's not just, 'I want to win the Masters’
Of course I want to win the Masters but I want to do things
the right way that will give me the chance to do that."
"One of the golf ones this year was to be in the top 40 players at
strokes gained from putting. Scrambling was another thing I wanted to
be higher up the rankings in.
I didn't quite make that top 40 but I definitely improved from last year.
The point is those little goals will help you win all these
tournaments.

Rank Player Name AVG.
1 Scott Strohmeyer 332.6
2 Tony Finau 329.8
3 J.B. Holmes 322.8
4 Trey Mullinax 321.4
4 Kevin Tway 321.4
6 Luke List 318.2
6 Jimmy Stanger 318.2
8 Bubba Watson 317.5
9 Cameron Champ 317.3
10 Graham DeLaet 315.9
OFF THE TEE: DRIVING DISTANCE
Margins Matter
1%
319.
1

Vision:
"I see a world where...“
Strategy:
"We will achieve this vision by..."
Vision &

Vision
“A computer on every desk and in every home.”
Bill Gates, Microsoft. 1980
“Put a computer in the hands of everyday
people.”
Steve Jobs, Apple. 1980-ish
“To bring transport to everyone, everywhere.”
Uber. 2009

Notes from Steve Jobs on Apple’s 2011 Strategy
“Tie all of our products together, so we further
lock customers into our ecosystem”
“Ship iPad 2 with amazing hardware and
software before our competitors even catch up
with our current model.”
“Catch up to Android where we are behind
(notifications, tethering, speech, …) and leapfrog
them (Siri, …) “
Internal email: Steve Jobs, 2010

“Put a computer in the hands of everyday people.”
Has Apple Achieved It’s Vision?
How Do You Measure That?

Has Apple Achieved It’s Vision?
How Do You Measure That?
“Put a computer in the hands of everyday people.”

UBER’s mission Statement
We were founded in 2009 to solve an important problem:
How do you take a trip at the push of a button?
More than five billion trips later, we've started tackling even
greater challenges: making transport safer with self-driving
cars, delivering food quickly and affordably with Uber Eats,
and reducing congestion in cities by getting more people into
fewer cars.
To bring transport to everyone, everywhere
https://www.uber.com/en-GB/newsroom/company-info/

• How are you going to achieve your vision?
• What are the challenges?
• How do you measure it?

Strategy – turning vision into action
Enhance the
quality of the
student
experience
Attract and
enhance the
quality of
people
(students and
staff)
Promote the
educational and
social impacts
of teaching and
learning
Ensure the
quality of
resources,
environment
and facilities
Key performance indicators and targets

Better Business Outcomes

Manufacturing
Sales
Marketing
Finance
Logistics
Product
Development
Human Resources
Creating a
Future-ready
Enterprise
Key Questions Across The Enterprise
How Are We Doing? Why? What Should We Be Doing?

Break
IBM University Relations: Performance Management & Finance

o Introducing Performance Management
o Vision & Strategy
• The Reporting Challenge
Agenda

Visualization & Reporting
Answering The Important Questions
How Am I Doing?
What
Happened?
What’s
Next?

#1 Self-Service Reporting Tool *
* and database, project management tool, to do list, etc.

Self Service for business users to create personalized content to
understand and action their data
Ease of use to allow users to efficiently achieve their goals on
the web, in Excel or on mobile
Enterprise Readiness for performance, security and scalability
Factors shaping reporting

At-a-glance view of operational
and financial performance
BUSINESS
MANAGER
Fast access to relevant
information to make better
operational decisions Free to explore and analyze
data from multiple sources
Receive scheduled, personalized
content and subscribe to most
relevant to their role
Business Users
Different needs for different roles
EMPLOYEES
EXECUTIVE
PUBLIC
Secure access to
information over the web
with no training
FINANCIAL &
BUSINESS ANALYST

Reporting Agendas
Dashboards
o Translate complex information into high-
impact presentations
o Allow you to spot changes
o Are highly intuitive
Scorecards
o Show how the organization performs
against targets - immediately
o Communicate strategy and targets
o Increase accountability
Analysis
o Enables guided exploration of
information that pertains to all
dimensions of your business
o Gets to the “why” behind an event or
action to improve business performance.
o Moves from summary level to detail
levels of information effortlessly
Reporting
o Deliver information to employees leading
to better decisions
o Align the organization on a shared,
single version of the truth
o Is the first step in gaining insight into
your organization
o Can be personalized and targeted

Dashboards Mean Different Things to Different People
I want to be able to
interact with and
personalize my own
dashboard
We have a portal
based solution for our
partners. Can I get
my BI data up there?
People on the floor need to be able to
print and post reports of production runs
I need to have my PowerPoint
reflect the current view of our
performance
I don’t have the time or budget
to handle the volume of
individual requests. Our focus
should be on accuracy of data.

Dashboard
At-a-glance views relevant to a particular objective or business process

Scorecards
It’s Not Just About The Traffic Lights
35
o Users can assess the
dynamic
performance of an
organization
• Scorecards
• Strategy maps
• Impact diagrams
• Customer maps
• Status indicators
• Trend indicators

Different types of reporting
o Provide a point in time picture of
performance to budget, a KPI, or,
to monitor indicators
Transactional & Operational Reports
o One to many reporting
o Flexible prompting and bursting
o Scheduled
Managed Reports o Large volume
o Presentation quality formatting
o Output to a number of different
file formats
Production Reports
o Interactivity and flexible
o Self service
o Financial information
Ad-Hoc Reports
o Financial-like reports that display information in cross-tabs
o Detailed financial data – expenses, assets and liabilities
o Present aggregate details across multiple time periods
Statement Style Reports

Different People Require Different Analysis
Business/
Financial
Analysts
Why is the % growth
in UK greater than
Germany?
Trending
Slice and Dice
Business
Users and
Managers
Why is this customer
performing poorly?
Analytical Reporting
Drill
Business/
Financial
Analysts
Why is product
margin low and what
if I change my
approach?
Scenario Modeling
What-if
Statistical
Analysts
Predictive Modeling
What might be
How do I find more
good customers like
these?

Analysis - Drill Down
Getting to the details

Analysis – Slice and Dice
Re-orientate the view and compare side-by-side

Analysis – Scenario Modeling
Answer the question “What-If?” to explore alternative outcomes

Value
Analytic Data
Management
Maturity
Align
information
Optimize
outcomes
Best
Practices
Strategy – Aligned
Organization
Analyze
patterns
Span Finance
and Operations
Process
Automation
Enterprise-wide
Transformation
Continuous
Steering
o Managing multi-
dimensional
performance
information
o Financial
Consolidation and
Close
o Budgeting
o Incentive
Compensation
Management
o Span Financial &
Operations
o Leading & External
Indicators
o Driver-based
modeling
o Scenario Analytics
o Rolling Forecasts
o Metrics and
Scorecarding
o Strategy
Management
o Product and
Customer
Profitability
o Predictive
Analytics
o Big Data
Analytics
o Planning, Analysis,
and Forecasting
o Collaborative &
Narrative
Performance
Reporting
o Disclosure
Management
o Sales Performance
Management
o Agile enterprise
o Risk-adjusted
Value
Management
Accelerate
& Link
Engage
Frontlines
Value Integrators Performance Accelerators

Future Trends
• Increasing use of predictive analytics in
decision support processes
• Blending scenario planning with statistical
forecasting
• Emerging Cognitive capabilities
https://www.ibm.com/communities/analytics/watson-analytics-
blog/use-cognitive-analytics-in-your-finance-department-to-unlock-
revenue-reduce-costs-and-mitigate-risk-right-now/

Why not explore for yourself
Free 30-day trial of IBM Planning Analytics at ibm.com/planning

Thanks!
IBM Business Analytics :: IBM Confidential :: © 2019 IBM CorporationIBM Business Analytics :: IBM Confidential :: © 2019 IBM Corporation
IBM University Relations: Performance Management & Finance

Visualisation And Reporting: where the Analytics tyres hit the road

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