Cavin GriffithsExecutive: Business IntelligenceTelkom SA Limited16th May 2007

Business Intelligence Analysts: The key to BI success

VALUE FROM IT

• GARTNER, CIO INSIGHT & SA Journal of Information Management all place the exploration and exploitation of information in the company as top priorities for CIO’s.

• BI – should eliminate guessing and ignorance in organisations by leveraging the masses of data collected and captured in organisations every day.

• IT management should have the integration of data and information from a variety of sources to support business opportunities as priority.

• Focus must move from Information technology to information management, analysis and decision support. (More and more outsourcing of operations anyway)

Slide 2

Reportingapplications

RULES & CULTURE

KNOWLEDGE

INFORMATION

DATA

Trends &Patterns

Implement& use

Human mind Experience

Plans, processes, system changes

Analyticaltools

Datawarehouse

Lessons Learned in BI

• There is no solution out the box.• BI is a culture• BIA can drive the importance of BI in the

organisation through value adding – process, system and pinpointing problem areas and bottlenecks.

Slide 4

Success of the BIA depends on

• The right people – 5 I’s• Top level Management buy in• Structure and actions– must support strategy and

business plan. – In essence – Revenue, cost and customer service.

Slide 5

Points to remember

• You get what you measure• Every measure creates a behaviour – good or bad• “First look where people walk before you build a

road”

Slide 6

HOW ACHIEVED IN TELKOM

• Truth test• Data quality – trash• Example of BIA involvement in DSL environment• Reports data and results drive process changes

Slide 7

Measure

Purpose

Target

Who measures?

Source of data

the data?Who acts on

Notes

Frequency

Relates to

Formula

What do they do?

How to Design MeasuresHow to Design Measures

TRUTH TEST.TRUTH TEST.

Neely, A. D., Mills, J. F., Gregory, M. J., Richards, A. H., Platts, K. W., & Bourne, M.C.S., (2001), Getting the measure of your business, Cambridge University Press, Cambridge

The truth test

The focus test

The consistency test

The clarity test

The access test

The “so what” test

The cost test

The timeliness test

The gaming test

Is the measure definitely measuring what it’s meant to measure?

Is the measure only measuring what it’s meant to measure?

Is the measure consistent whenever or whoever measures?

Is any ambiguity possible in interpretation of the results?

Can the data be readily communicated and easily understood?

Can, and will, the data be acted upon?

Is it going to be worth the cost of collecting and analysing the data?

Can the data be analysed soon enough so that action can be taken?

Will the measure encourage any undesirable behaviours?

Test the Measures You Test the Measures You design...design...

Slide 10

Slide 11

Slide 12

Slide 13

Cavin GriffithsExecutive: Business IntelligenceTelkom SA

Thank -you