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The BI(g) Discrepancy: Too Much Technology and Not Enough Intelligence

The BI(g) Discrepancy: Too Much Technology and Not Enough Intelligence. James Richardson. BI Defined: Information Driving Organizational Performance. Business intelligence is an umbrella term for Applications Infrastructure, platforms, tools Best practices

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The BI(g) Discrepancy: Too Much Technology and Not Enough Intelligence

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  1. The BI(g) Discrepancy: Too Much Technology and Not Enough Intelligence James Richardson

  2. BI Defined: Information Driving Organizational Performance Business intelligence is an umbrella term for Applications Infrastructure, platforms, tools Best practices which enable the analysis of information in order to optimize decisions and manage performance. Performance Decisions Analysis Information

  3. Key Issues 1. What is the BI(g) discrepancy? 2. How are organizations getting value from BI? 3. What are the fatal flaws to avoid?

  4. Credit Crunch Squeezed the Real Economy Loan restrictions & rate hikes Operating capital squeeze Must slash costs & pressure suppliers U.S. home loan crisis Global interbank trust loss Tax Revenue softening Consumer credit restrictions “Executive spending cuts of £370m are needed in the coming year the NI finance minister Sammy Wilson has said.” Source: BBC NI, 29 Sept 2009

  5. BI Should Be Playing a Key Role • Improving transparency • Enabling fact-based decision making • Understanding what and why we should cut • Identifying opportunities for growth, or at least which parts of the organization to protect But…

  6. Does this Look Familiar?

  7. Architecture is not a Strategy slide

  8. Architecture is not a Strategy slide

  9. Key Issues 1. What is the BI(g) discrepancy? 2. How are organizations getting value from BI? 3. What are the fatal flaws to avoid?

  10. Survey: Top Drivers of BI Investments Operational Efficiency Strategic Business Transformation 45%: To respond to needs for data on a timely basis 48%: To better align with and track against corporate strategy and objectives Information 28%: To move users toward a self-service model of information delivery 21%: To increase the organization's revenue Value to CIO/IT 71%: To speed up and improve decision-making ability Technology 45%: To decrease costs of supporting decisions Lower TCO Higher Business Agility and Scale Enabling Contributing Source: "Survey of BI Purchase Drivers Shows Need for New Approach to BI," G00159308 Value to Business

  11. Case Studies: Realizing BI Business Value Operational Efficiency Strategic Business Transformation Cummins¹ WellPoint² Continental Airlines¹ Best Buy² Information Absa Bank¹ City of Richmond¹ AstraZeneca¹ Value to CIO/IT Chicago Mercantile Exchange¹ Pfizer¹ UniCredit¹ Euro Disney¹ Technology Lower TCO Higher Business Agility and Scale Enabling Contributing Value to Business ¹Gartner BI Excellence Award Finalists ²BusinessWeek Top 50 Performers andcompany SEC filings

  12. Optimizing Business Value: Integration and Alignment of Value Chain 'Cornerstones' Business Strategy Value to Business Performance Management Value to CIO/IT People Processes Analytic Applications Operational Efficiency Strategic Business Transformation Information Value to CIO/IT BI Platforms Higher Business Agility and Scale Lower TCO Information Management Infrastructure Technology Enabling Contributing Value to Business "Gartner's Business Intelligence and Performance Management Framework," G00142827

  13. Cornerstones of Optimizing Business Value Enterprise Strategic Metrics BusinessUnits Management Performance Metrics BusinessFunctions Process Performance Metrics BusinessProcess Business Strategy Enterprise strategy: Defined aspirations, plans, objectives Alignment with strategic business objectives and sponsors Performance Management The right metrics within an overall performance management framework

  14. Cornerstones of Optimizing Business Value (Continued) People Process Skills of process managers and developers Business • Shift focus to business and analytic competency • Establish cross-process, cross-enterprise BI • Break down politics and silos • Define reusable standards, methods and policies • Provide BI program management Business Intelligence Competency Center Analysts IT Analytic Applications Strategy-Driven Faster deployment and process fit Management- Driven • Linked: Integrated plans and analysis • Active: Informed decisions made quickly at point of work • Networked and collaborative: Cross-process, cross-enterprise AnalyticContinuum Process- Driven

  15. Cornerstones of Optimizing Business Value (Continued) BI Platforms Integration Analysis Delivery Information analysis and delivery • Metadata Management • Development and Administration • Workflow and Collaboration • OLAP • Scorecarding • Visualization • Predictive Modelingand Data Mining • Reporting • Ad Hoc Query • Microsoft Office Integration • Dashboards • Build on the basics • Reporting, dashboards and flexible querying • Focus on integration • Set standards • Eliminate redundancy Information Management Infrastructure Availability, transparency and data quality Data Services • Using data effectively: • Knowing it exists • Knowing where it is located • Having access to it • Knowing how to use it • Integrate Data and Content • Move, Transform and Enrich • Governance, Stewardship and Quality • Access, Monitor and Secure Metadata Management and Semantics • Models • Repositories • Standards • Rules • Ontology • Taxonomy Data Management • Master Data Management • Data Warehousing • XML Documents

  16. Key Issues 1. What is the BI(g) discrepancy? 2. How are organizations getting value from BI? 3. What are the fatal flaws to avoid?

  17. Flaw #1 Believing that "If you build it, they will come"

  18. Flaw #2 Managers Needing to "Dance with the Numbers"

  19. Flaw #3 "Data quality problem? What data quality problem?"

  20. Flaw #4 "Evaluate other BI platforms? Why bother?"

  21. Flaw #5 "It's perfect as it is!Don't ever change ..."

  22. Flaw #6 "Let's just outsource the whole darn BI thing"

  23. Flaw #7 "Just give me a dashboard. NOW!"

  24. Flaw #8 "Err … X + Y = Z,doesn't it?"

  25. Flaw #9 "BI strategy? No thanks, we'll just follow our nose."

  26. Recommendations Bottom line, and ... ... What you can do tomorrow • Assess your BI value, risks and failure points • The information infra-structure is the foundation • BI tools and applications are not "one size fits all" • Without the right skills, organization and processes, BI cannot succeed • BI exists to fuel business strategy • Judge your situation against case studies, BI framework, cornerstones and fatal flaws • Strive for consolidation, standardization and flexibility • Evaluate your user segments, and define a portfolio that addresses the range • Establish a BI competency center to ensure BI is embedded in business processes • Align BI efforts with critical business initiatives

  27. Business and IT Need to Come Together

  28. The BI(g) Discrepancy: Too Much Technology and Not Enough Intelligence James Richardson

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