business insight and predictive analysis
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1 © 2011 IBM Corporation
Business Insight and
Predictive Analysis
Dorian Dorian HodorogeaHodorogea ((dorian.hodorogea@ro.ibm.comdorian.hodorogea@ro.ibm.com))
Business Analytics and Optimization PresalesBusiness Analytics and Optimization Presales
2 © 2011 IBM Corporation
0-30% 30-50% Over 50%
Amount of information managers receive that has no value
Amount of information managers receive that has no value
Source: Accenture survey released January 4, 2007
3 © 2011 IBM Corporation
0-30% 30-50% Over 50%
Amount of information managers receive that has no value
Amount of information managers receive that has no value
Source: Accenture survey released January 4, 2007
4 © 2011 IBM Corporation
1-3 Hours Over 3 Hours0-30 min
How much time do managers wasteeach day, searching for information?How much time do managers waste
each day, searching for information?
Source: Accenture survey released January 4, 2007
5 © 2011 IBM Corporation
0-30 min 1-3 Hours Over 3 Hours
Time managers waste each daysearching for information
Time managers waste each daysearching for information
Source: Accenture survey released January 4, 2007
6 © 2011 IBM Corporation
0
20
40
60
80
100
0-30%
30-50%
OPTION ONE
OPTION TWO
OPTION THREEOPTION THREEOver 50%Over 50%
Source: Accenture survey released January 4, 2007
What percentage of managers accidentallyuse the wrong information at
least once a week?
What percentage of managers accidentallyuse the wrong information at
least once a week?
7 © 2011 IBM Corporation
0
20
40
60
80
100
0-30%
30-50%
OPTION ONE
OPTION TWO
OPTION THREEOPTION THREEOver 50%Over 50%
What percentage of managers accidentallyuse the wrong information at
least once a week?
What percentage of managers accidentallyuse the wrong information at
least once a week?
Source: Accenture survey released January 4, 2007
8 © 2011 IBM Corporation
Financial Management
ExpenseManagement
RevenueManagement
Long Term Asset Management
PERFORMANCE
Performance ManagementPerformance Management
9 © 2011 IBM Corporation
How are we doing?Financial Management
ExpenseManagement
RevenueManagement
Long Term Asset Management
PERFORMANCE
Performance ManagementPerformance Management
10 © 2011 IBM Corporation
Why?
How are we doing?Financial Management
ExpenseManagement
RevenueManagement
Long Term Asset Management
PERFORMANCE
Performance ManagementPerformance Management
11 © 2011 IBM Corporation
Why?
How are we doing?Financial Management
ExpenseManagement
RevenueManagement
Long Term Asset Management
PERFORMANCE
What should we be doing?
Performance ManagementPerformance Management
12 © 2011 IBM Corporation
Performance Management Framework for Coordinated Decision Making
Finance
ProductDevelopment
Operations
HumanResources
IT/Systems
CustomerService
MarketingSales PERFORMANCE
13 © 2011 IBM Corporation
A System for Performance Management
• Shared Understanding
• What has happened
• Why it happened
• What needs to be done
• What is likely to happen
• Information Prioritized by Strategy
Finance
ProductDevelopment
Operations
HumanResources
IT/Systems
CustomerService
MarketingSales PERFORMANCE
14 © 2011 IBM Corporation
Performance Management Maturity ModelPerformance Management Maturity Model
AMR Research technology, people, process
Source: AMR Research BI/PM maturity model - technology, people, process
15 © 2011 IBM Corporation
Step 1:Reacting
Step 2:Anticipating
Step 3:Collaborating
Step 4:Orchestrating
Where have we been?
• Project based departmental approach
• Function-specific metrics
• Use of spreadsheets/manual processes
• Focus on data access, reducing report cycle time
• Last business cycle view
Where are we now?
Where are we going?
Are we all on thesame page?
Performance Management Maturity ModelPerformance Management Maturity Model
AMR Research technology, people, process
Source: AMR Research BI/PM maturity model - technology, people, process
16 © 2011 IBM Corporation
Where are we now?
• Projects more strategic, visible across depts.
• Functions are largely siloed
• VP-level accountability
• Tools & business process based -dashboards prominent
• Focus on bottom-lineperformance (cost savings);
• Current status view
Where are we going?
Are we all on thesame page?
Step 1:Reacting
Step 2:Anticipating
Step 3:Collaborating
Step 4:Orchestrating
Where have we been?
• Project based departmental approach
• Function-specific metrics
• Use of spreadsheets/manual processes
• Focus on data access, reducing report cycle time
• Last business cycle view
Performance Management Maturity ModelPerformance Management Maturity Model
AMR Research technology, people, process
Source: AMR Research BI/PM maturity model - technology, people, process
17 © 2011 IBM Corporation
Are we all on thesame page?
Where are we going?
• Multi-department, across silos
• Collaborative, accountable, coordinated
• Operational/financial metricsfrom the top
• Integrated planning - aligns resources across groups
• Focus on performance improvement
Step 1:Reacting
Step 2:Anticipating
Step 3:Collaborating
Step 4:Orchestrating
Where are we now?
• Projects more strategic, visible across depts.
• Functions are largely siloed
• VP-level accountability
• Tools & business process based -dashboards prominent
• Focus on bottom-lineperformance (cost savings);
• Current status view
Where have we been?
• Project based departmental approach
• Function-specific metrics
• Use of spreadsheets/manual processes
• Focus on data access, reducing report cycle time
• Last business cycle view
Performance Management Maturity ModelPerformance Management Maturity Model
AMR Research technology, people, process
Source: AMR Research BI/PM maturity model - technology, people, process
18 © 2011 IBM Corporation
Are we all on thesame page?
• Performance culture exists
• Top down executive buy-in
• Single consistent view of the enterprise
• Goal setting cascades through operational areas
• Integration with service-level agreements
Step 1:Reacting
Step 2:Anticipating
Step 3:Collaborating
Step 4:Orchestrating
Where are we going?
• Multi-department, across silos
• Collaborative, accountable, coordinated
• Operational/financial metricsfrom the top
• Integrated planning - aligns resources across groups
• Focus on performance improvement
Where are we now?
• Projects more strategic, visible across depts.
• Functions are largely siloed
• VP-level accountability
• Tools & business process based -dashboards prominent
• Focus on bottom-lineperformance (cost savings);
• Current status view
Where have we been?
• Project based departmental approach
• Function-specific metrics
• Use of spreadsheets/manual processes
• Focus on data access, reducing report cycle time
• Last business cycle view
Performance Management Maturity ModelPerformance Management Maturity Model
AMR Research technology, people, process
Source: AMR Research BI/PM maturity model - technology, people, process
19 © 2011 IBM Corporation
Where have we been?
Where are we now?
Where are we going?
Are we all on thesame page?
Step 1:Reacting
Step 2:Anticipating
Step 3:Collaborating
Step 4:Orchestrating
?%
?%
?%?%
Performance Management Maturity ModelPerformance Management Maturity Model
AMR Research technology, people, process
Source: AMR Research BI/PM maturity model - technology, people, process
20 © 2011 IBM Corporation
Where have we been?
Where are we now?
Where are we going?
Are we all on thesame page?
35%
55%
7%3%
AMR Research technology, people, process
Source: AMR Research BI/PM maturity model - technology, people, process
Step 1:Reacting
Step 2:Anticipating
Step 3:Collaborating
Step 4:Orchestrating
Performance Management Maturity ModelPerformance Management Maturity Model
21 © 2011 IBM Corporation
WHAT IS NEEDED?WHAT IS NEEDED?
� Enterprise-class platform
� Reliable and scalable software that is low cost to deploy, manage and maintain
� Complete, consistent view of information, anytime, anywhere
� Capabilities for all user communities to ensure access to the right information for better decision-making
� Solutions based on Best Practices
� Analytic Applications, Services, Support and more that accelerate deployment and success
22 © 2011 IBM Corporation
WHAT IS NEEDED?WHAT IS NEEDED?
� Enterprise-class platform
� Reliable and scalable software that is low cost to deploy, manage and maintain
� Complete, consistent view of information, anytime, anywhere
� Capabilities for all user communities to ensure access to the right information for better decision-making
� Solutions based on Best Practices
� Analytic Applications, Services, Support and more that accelerate deployment and success
23 © 2011 IBM Corporation
What Problems do Cognos and IBM Solve Together?Information On Demand Unlocks the Value of Information to Optimize Business for Competitive Advantage
An efficient and solid foundation for managing data and content
over its lifecycleOther Information
& Application Sources
Better BusinessOutcomes
Customer & Product Profitability
Workforce Optimization
Dynamic Supply Chain Multi-Channel
Marketing
Financial Risk Insight
Business Optimization
Flexible Architecture for Leveraging Existing Investments
Establish accurate, trusted information for a single version of
the truth, managed over time
Leverage information to better understand and optimize
business performance
24 © 2011 IBM Corporation
WHAT IS NEEDED?WHAT IS NEEDED?
� Enterprise-class platform
� Reliable and scalable software that is low cost to deploy, manage and maintain
� Complete, consistent view of information, anytime, anywhere
� Capabilities for all user communities to ensure access to the right information for better decision-making
� Solutions based on Best Practices
� Analytic Applications, Services, Support and more that accelerate deployment and success
25 © 2011 IBM Corporation
All Capabilities in One Product All Capabilities in One Product
• Query
• Reporting
• Analysis
• Dashboarding
• Scorecards
• Event Management
• Planning & Budgeting
• Consolidation• Statistics and Predictive Analysis
Eliminates need for multiple tools,
lowering costs and easing standardization
26 © 2011 IBM Corporation
WHAT IS NEEDED?WHAT IS NEEDED?
� Enterprise-class platform
� Reliable and scalable software that is low cost to deploy, manage and maintain
� Complete, consistent view of information, anytime, anywhere
� Capabilities for all user communities to ensure access to the right information for better decision-making
� Solutions based on Best Practices
� Analytic Applications, Services, Support and more that accelerate deployment and success
27 © 2011 IBM Corporation
BlueprintsBlueprints
28 © 2011 IBM Corporation
Our Commitment:Our Commitment:
• Innovation that drives performance
• Solutions for your success
• Partnership for the journey
29 © 2011 IBM Corporation
Thank You!
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