Moving IT/BI From Reactive to Proactive in Process Performance Improvement

1. From Reactive to Proactive: Moving IT/BI From Reactive to Proactive in Process PerformanceImprovement

2. From Reactive to Proactive: FACTS: • 92% of Senior Managers report critical or important need to improve performance management (The Economist, Price Waterhouse Coopers) • Less than 35% of Senior Managers base decisions on internal corporate data (EDI research paper)

3. From Reactive to Proactive: What is BI’s role? • Show potential optimal intersections of sales, marketing, finance, and supply chain functions -or- • Decision makers’ resource for managing performance improvement • Getting the right information • To the right people • For the right decisions

4. Moving IT/BI From Reactive to Proactive in Performance Objectives: How to move IT from a system/data management organization to a leadership role in enterprise performance improvement. How to move BI from a marketing role to a strategic initiative driver

5. From Reactive to Proactive: Enterprise Performance Improvement: optimizing the capabilities and efficiencies of the organization’s strategic processes toward maximizing customer loyalty, market demand, efficiencies, and profit.

6. From Reactive to Proactive: BI / IT is the logical leader for enterprise performance improvement. BI/IT is unique in its • Capabilities • Context of knowledge • Perspective

7. From Reactive to Proactive: Strategic processes are the key to performance improvement • Produce and/or deliver key products and services • critical to competitive position • Cross functional / enterprise wide • link to the strategic objectives • How customers see the organization Strategic processes are abstract. They are best understood with metrics.

8. From Reactive to Proactive: Enterprise performance improvement: • Links improvement efforts to and facilitates accomplishing strategic objectives • Is enterprise wide, internal and external, in scope and breadth • Links all functional groups and all levels to profitability and execution of strategy • Is systemic in nature

9. ID the strategic processes Link the processes to strategic goals and objectives Define enterprise metrics for the processes ID existing and missing metrics Tie existing intelligence information to the processes Build a data model for each process Create missing metrics Identify critical performance improvement processes Form a Performance Improvement Campaign Team Map and analyze the process Locate key improvement areas Form tactical teams around improvement areas Design and test changes Implement changes and verify gains Enhance the BI data base From Reactive to Proactive: The steps:

10. From Reactive to Proactive: Step 1. ID the strategic processes • Produce and/or deliver key products and services • critical to competitive position • Cross functional / enterprise wide • link to the strategic objectives • How customers see the organization

11. From Reactive to Proactive: Step 2. Define enterprise metrics for the processes • Full scope • Quality, cost, productivity • Reflect the strategic goals and objectives

12. From Reactive to Proactive: Step 5: Tie existing intelligence information to the process and design reporting metrics • What is useful and what is not, the right information for the strategic objectives • Structuring and organizing the data, the right detail for the right people • The Goal: performance improvement, getting the right information to the right people for the right decisions

13. From Reactive to Proactive: Step 8: Identify critical performance improvement processes • What is useful and what is not • Structuring and organizing the data • Getting the right information to the right people for the right decisions

14. From Reactive to Proactive: 15. Enhance the BI data base • Refining what is useful and what is not • Building from the experience • Creating an efficient performance improvement tool.