9 Novembre 2011, Paris, Pavillon Gabriel

Gad Benchimol (BI and PM practice director, Business & Decision)

and Jean-Michel Franco (innovation director, Business & Decision).

Business Intelligence &

Enterprise Performance Management: replaying the match

Business & Decision

Is a global

consulting and system integrator

Revenue 2010 : 237 M€

2

Multi-specialist 2 800 Employees 19 countries

BI

EPM

CRM EIM

E-bus

Business Intelligence and Enterprise Performance

Management @ Business & Decision

3

EIM

MDM

ECM

Dématérialisation

……

……

…… EPM

DWHE

APPLICATIONS

MEASURE

ACT ANALYZE

BI / EPM

DECIDE

Sales & Marketing

H.R.

Finance

Purchasing

Logistics

Risks

Manage Forecast

Legal and Management

Financial Consolidation

Legal & Mgt reporting

Stakeholder relationship

Management

Management by

objectives

Profitability Management,

Revenue Performance

Management

Big Data

Data Warehouses/Data

Marts

Data Model

Real Time BI

Data Governance

Master Data Management

STRAGEGIZE

SIMULER PLAN

GOVERN

CAPTURE

CONSUME ORGANIZE

DISTRIBUTE

……

mobile BI

Data Visualization

Ad Hoc analytics

Predictive analysis

Data Discovery

Dashboard

Agile BI

Collaborative BI

DISCOVER

PREDICT

ANALYZE

SHARE

PUBLISH

ALERT

Recognized expertise by independent industry

analysts

4

coming soon: Gartner Market scope for BI and Performance Management Service Providers

• “Magic Quadrant for Global Business Intelligence and Performance Management Service Providers,”. 2009 & 2011 Gartner

• “2010 BI Service Provider Short-Listing Tool“ 2010 and 2011 Forrester • “Business Intelligence Service Vendor Guide” 2011 Gartner

Do you know what is the Sabermetrics in your

business ?

5

(*) Moneyball: The Art of Winning an Unfair Game is a book about the Oakland Athletics baseball team and its general manager Billy Beane. Its focus is the team's modernized, analytical, sabermetric approach to assembling a competitive baseball team, despite Oakland's disadvantaged revenue situation.

*Sources : wikipedia

Business Intelligence, Where are we now?

Growth 2010

Share of EPM and Analytics within the BI Market

Share of market of the BI(g)5 (IBM, MS, Oracle, SAS, SAP)

69% of companies have BI standards

Of growth for Data Discovery -> 1 MM$ in 2013

+13 %

36%

72%

69%

+30%

A 10 MM$ market, steadily growing no matter the economic conditions

At the crossroad of platforms and ent. software, of business and IT

But still a strong appetite for « best of breed » solutions

But minority of BI initiatives are considered very successful (26%) with significant business impact (34%)

A market that is driven by innovation, open to reinvent itself anytime.

6

*Sources : Gartner, BI Scorecard

Reinvent BI at its roots with respect to current business needs,

best practices and available technologies

“Big Data”

Information Management

beyond BI

Foresee, plan, Monitor

Collaborative Decisions

Agile BI

Last Mile of BI

7

Collect/federate/publish large volumes of “multi-structured” just-in-

time data

Information and Business Rules as a service across systems and processes

Optimize and align business processes upstream, not only while executing

Manage decisions as a collaborative process, share best decisioning practices

Flexible approaches to design and roll out BI et allow user to autonomously leverage it

Empower all stakeholders (customers, field, suppliers…) with decision services at the palm of their hands

Information Management : manage and nurture

information assets beyond BI

8

• Conformed dimensions principles: common dimensions, attributes and hierarchies across data marts for cross domain analytics

• A mature modeling approach

Provide consistent

information repositories across activities : a

prerequisite for entreprise BI

• A serious barrier towards BI success…

• …that can’t be reached without alignment and shared engagement towards a well defined approach for data governance

Data quality: a critical

topic for both IT and lines of businesses

• A master data repository, if defined as a shared service, gives more value to information across use cases: transactional/analytics, mapped to categorize structured/unstructured data

Benefits benefits that go beyond the traditional scope of BI and EPM

Information Management beyond BI :

applying to the office of the CFO

Align on common goals and metrics despite silos Align local (empowerment) and (control) views

Business needs Business challenges

Consistency aross systems and organisations Optimized legal and Mgt consolidations Closing cycles minimized

Anticipate merger and acquisitions, and organisational changes Measure the impacts

Improve agility Adjust strategy to results

Master compliancy

Speed and time to take change into consideration Analyses with constant structures…

Alignment of BI systems with current organizations and objectives Simulate impacts of new structures

Traceability of events History of data and orgs versions Certification of results

9

10

Decision management in the enterprise: An

individual or team « sport » ?

Some use case that turned into best practices : Forecasting and planning, product portfolio management, resource planning and allocation, spend and supplier management.

Orchestrate the Collaborative

process

Facilitate sharing

Organize the discussions

• Creation of Decision rooms • Content sharing (analyzes, documents…) • Collaborative decisioning sessions

management • Process traceability

• Annotations • Discussion forums • Activity Streams

• Social functions • Social Network Integration • Publish/Subscribe

By 2013, 15% of BI initiatives will have a collaborative dimensions (Gartner)

11

Some examples of collaborative processes

Orchestrate the Collaborative

process

Facilitate sharing Organize the discussions

Strategize, plan, forecast, monitor Innovation in

Enterprise Performance Management

EPM innovation

levers

Managed speed

Sharing & transparency

Coordination and

collaboration

• Repositories across activities

• Glossaries, KPI and rules frameworks

• Control of publication and

disclosure processes

• Dynamic mastering

• Adjustable and short

cycles (budget, closing, forecasting)

• Alignment of terms (short, long), of

local and global

• Provisioning of financial tools across

the enterprise

• Empowerment of each stakeholder to

drive and mange his own performance

• Coordination of strategy management

processes and planning processes

12

Performance Management beyond finance

Define Value Plan Monitor Ana-lyze

Report

13

Purchasing Supply chain

Marketing, sales,

services

Products

Human resources

Projects, IT Perfor-

mance

Risks & compli-

ance Environ-

ment •Supplier score carding

•On-time Delivery

•Resource optimization

• On demand planning

• Quality

• Lead Mgt

• Customer Segmentation

• Territories, quotas, incentives

• Revenue Performance management

•Reporting SLA

•Detailed costs & profitability

•Pricing

•Promotions Management

•Cross selling, up-selling

•Wages and incentive Management

•Talent Management

• Resources allocation

• Succession plans

• Project portfolio management

• SLA monitoring

•Working capital

• IT Governance

•Manufacturing risk

•Frauds

•Environment Reporting

•Carbon footprint

•Eco-efficiency

-> Enterprise Performance Management processes

-> Uses cases across activities

14

Popula

rity

Available information

Big Data : the long tail of Information Management

« Today, we sold more books that we didn’t sell yesterday than books that we also sold yesterday» (amazon.com, via Josh Petersen & Wikipedia)

BI as we know it - information sourced from internal information system

- information from the past (not the latest)

- a priori information modeling

BI as we would like it to be - BI as we know it

- External information

- « just in time » information

- « unstructured » information

- New information source regularly added

Example: Big Data in Life Sciences (medical devices)

15

Enterprise Semantic Model

Performance Management and Decision support systems

Transactional systems (Adverse Effects

monitoring system)

External data(web,

social networks, partners)

Internet of (every)thing

« Unstructured » data

Ad hoc Data marts

Architected Data marts

Operational BI and real time decisioning

Automated decision (Rules and Complex event

Processing)

Master data and categorizations

Metrics and KPIs

Business Rules

Information hub

16

Last mile of BI

BI as we would like it

BI as we know it

17

Example of last mile of BI (mint.com): a trusted advisor

at the palm of your hands to manage personal finance

Agile BI, or how to reconcile local and global standpoints

Information hub

Business views

Information consumption

services

Control Autonomy

Sanctioned, self describing data, accessible as in Self Service Governance, traceability , continuous enrichment, reusable

Architected Data Marts Ad-hoc data marts Ad-hoc data access

Reporting factory, Planning & forecasting, sandbox : internal (sanctioned and unsanctioned) and external information sourcing

18

Market: Consolidators well established, specialists still growing if fueled

by innovation … and some disruptors aspiring for a shake-out

Consolidators

Disruptors Specialists 19

“Rebooting BI”, how to align your Business

Intelligence initiatives to current business challenges

20

Project Portfolio

Management

Information governance

Continuous improvement

Delegation of roles &

responsibilities closer

to the lines of

business

BI / EPM

Define and deliver

with a well defined

service catalog

Define and deliver

through SLAs

Chose the right

“shoring” model for

each function

Information management

BI Roadmaps

Performance

management

frameworks

Adapt

organizations

with Center of

Excellences

BI

Adapt methodo-

logies for better

flexibility and

speed to deliver

Reusable information

models

Core Models

Template based analytics

Agile methodologies

Productize with

the BI and EPM

factory

(re)define

architecture (BI

Platform, Information

Management et

Performance

Management)