Performance Management & Analytics Workshop
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This session provides the opportunity for partners to understand the IBM & Aline Performance Management & Analytics Workshop for clients. This third-party offering has provided excellent results around performance management & analytics. CFOs love this event, and Business Partners across all industries should be driving these opportunities for their clients.
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Performance Management & Analytics Workshop
- 1. Performance Management & Analytics Workshop Roland Mosimann, Aline
- 2. Round Table Outline Performance Management and Analytics Workshop • Introduction and Overview • Performance Management Framework • Demo and Role Play • Using it with your Clients
- 3. Performance Management & Analytics Workshop Overview • What is it? – A business simulation game where participants role play as executive team, newly hired to “turn around” company performance within four quarters – A showcase of all different IBM Business Analytics and Information solution capabilities in a comprehensive business scenario – An example of fully integrated transaction data across LOBs and business functions in all areas of the business (Finance/Sales/Marketing/SCM/HR) • What is it’s purpose? – First and foremost, as great tool to sell software by • Providing one streamlined business value message to clients • Creating a highly interactive, informal and ‘fun’ client event • Giving clients a chance to ‘test drive’ the vision of a CFO Value Integrator • How is it used? – With New Prospects = To accelerate sales cycles by focusing on business value vs features and functions – With Existing Clients = To identify and create up-sell/cross-sell opportunities by demonstrating value of cross-functional information and analytics
- 4. Aline (BII) History with Cognos and IBM since 1995 • The Multidimensional Manager (1995) explained OLAP and BI in terms of business value by function, over 500,000 copies published. • 24 Ways Framework and Programs underpinned book and defined 24 ‘information sweet spots’ or Ways to Impact the Bottom Line with dimensionality and analytics in contrast to traditional ‘query &reporting’ terms. • The Performance Manager book series and PM Framework for Manufacturing, Life Sciences, Banking, Insurance, Retail and Government • PM & Analytics ‘event’ series / services, including: • Half and full day workshops • Accelerator Service, short facilitated sessions to raise awareness around PM value and flag most important areas of opportunity • Priority Road Map Service, ‘As Is” interviews, reporting and data environment is organized into order-of-magnitude ‘cost/benefit’ heat map based on PM Framework to achieve consensus on business and IT • Industry role based frameworks with Dimensional Attributes, KPIs, Metrics and User Profiles for Manufacturing, Banking, Insurance, Services, Pharma verticals.
- 5. Round Table Outline Performance Management and Analytics Workshop • Introduction and Overview • Performance Management Framework • Demo and Role Play • Using it with your Clients
- 6. Performance Management Framework • A framework for highlighting and prioritizing performance drivers of shareholder value in: – Financial Management – Revenue Management – Expense Management – Strategic Asset Management • A framework for aligning information and analytics with corporate goals, strategy and business objectives to optimize performance and manage risk across the enterprise. • A framework for matching capability requirements with decision-making cycles and with different roles, responsibilities and collaboration demands – How are we doing? Scorecards and dashboards monitor the business with KPIs and metrics (e.g. Executives) – Why? Reporting and analytics provides the ability to look at historic data and understand trends and anomalies , mine data for predictive outcomes and share findings with others (e.g. Business Analysts) – What should we be doing? Planning, forecasting and ‘What If’ scenarios help you establish a reliable view of the future (e.g. Financial Analysts)
- 7. Manage data and content over its lifetime and as part of processes Performance Management and Analytics = Unlocking the Value of Information Customer & Product Profitability Multi-Channel Marketing Business Optimization Flexible Architecture for Leveraging Existing Investments Other Information Sources Establish and maintain an accurate, trusted view of information Plan, understand and optimize business performance IBM Information Agenda End-to-End Capabilities
- 8. DrivingDriving Smarter DecisionsSmarter Decisions for better business outcomes Through the strategic application of Business AnalyticsBusiness Analytics Software • Cut Costs • Improve Profits • Drive Cash Flow • Manage Risk • Explore New Opportunities • Compliance & Governance
- 10. How are we doing? IT SALES MARKETING CUSTOMER SERVICE HR OPERATIONS PRODUCT DEVELOPMENT FINANCE What is Happening? Why? What is Likely to Happen?
- 11. Immediate Insights to Business Performance ?? Decide & Act What is happening? Scorecards & Dashboards For Example…….
- 12. ?? Decide & Act What is happening? Reports Immediate Insights Scorecards & Dashboards For Example……. Immediate Insights to Business Performance
- 13. ?? Decide & Act What is happening? Reports Real Time Monitoring Immediate Insights Scorecards & Dashboards Immediate Insights to Business Performance For Example…….
- 14. Decide & Act Decide & Act Why? Decide & Act Scorecards & Dashboards Deeper Analysis of Trends & Patterns Ad Hoc Query For Example…….
- 15. Ad Hoc Query Trend & Statistical Analysis Decide & Act Decide & Act Why? Decide & Act Deeper Analysis of Trends & Patterns For Example…….
- 16. Ad Hoc Query Trend & Statistical Analysis Decide & Act Decide & Act Why? Decide & Act Deeper Analysis of Trends & Patterns Content Analytics For Example…….
- 17. How are we doing? Decide & Act What is Likely to Happen? What if Foresight to Plan & Allocate Resources For Example…….
- 18. How are we doing? Decide & Act What is Likely to Happen? What if Predictive Modeling Foresight to Plan & Allocate Resources For Example…….
- 19. How are we doing? Foresight to Plan & Allocate Resources Decide & Act What is Likely to Happen? What if Predictive Modeling Planning & Budgeting For Example…….
- 20. Decide & Act IT SALES MARKETING CUSTOMER SERVICE HR OPERATIONS PRODUCT DEVELOPMENT FINANCE Informed, Aligned Decisions and Actions
- 21. Performance Management Framework: The Performance Manager* Financial Management Expense Management Revenue Management Asset Management *The book is available from IBM in seven industry editions. rimary Areas, 42 Decision areas with related KPI´s Decide & Act
- 22. Decide & Act Decision Areas (Sample) Sales results Customer/product profitability Sales tactics Sales pipeline Sales plan variance Market opportunities Competitive positioningProduct life cycle mgmt Pricing Dem and generation Marketing Decision Area – Demand generation
- 23. Decision Areas – Cross-Functional Perspective
- 24. Round Table Outline Performance Management and Analytics Workshop • Introduction and Overview • Performance Management Framework • Demo and Role Play • Using it with your Clients
- 25. Workshop and Business Simulation • Typically, a PM & A Workshop takes 3-4 hours • The participants play the game as a business executive team, newly hired to “turn things around” • If we had the time to do the full business simulation game, here’s what would happen: – Divide into teams – Introduce a fictitious company – Look at reports on the company’s key performance results for last three years – Receive a challenge to improve next year’s results – Decide where to invest to achieve targets – Enter your decisions into the simulator • In the interest of time, I’m going to give you an quick demo
- 26. Business Context Alpha mass product (commodity) small growth rates/ margins consumer appliances Charger well established product good growth rates and margin mobile devices Nova new innovative product high growth rates and margins medical diagnostic equipment The Company The Products Geography North America Europe Asia-Pacific Business Model: B2B
- 27. Start with Income Statement @ Year-end 2009 What stands out? Distribution costs are way up R&D is way down
- 28. Product Mix Market Size by Segment & Product What stands out? Alpha is Low segment only Nova & Charger demand is from High & Medium segments
- 29. Region Mix Market Size by Region & Segment What stands out? High & Medium segments are critical for North America Low segment is only important in AsiaAsia
- 30. Sales Growth Market Size Timeline by Region What stands out? Decent growth in North America & Asia Europe is lagging
- 31. Market Size Market Size, Margin & Growth Choose a Strategy by Segment • Lower Margin • Higher Margin
- 32. During Q1 & Q2 we made these decisions: • We decided on a two-prong Market Strategy – Exploit commodity product: Alpha in Asia/Low Segment – Emphasize newer, higher margin products in NA & Europe in High & Medium Segments • We realigned the sales force – We assigned sales people by customer type (ABC) – We designated customer type based on market opportunity • We restarted R&D spending – Prior management cut R&D to minimal levels • We did not tackle distribution costs
- 33. Round Table Outline Performance Management and Analytics Workshop • Introduction and Overview • Performance Management Framework • Demo and Role Play • Using it with your Clients
- 34. Using it with your Clients Performance Management & Analytics Workshops Available: • Half day format – Typically focused on Revenue Mgt only – Often a multi-client setting (e.g. Marketing event) • Full day format – Revenue & Expense Mgt – Often single client (e.g. Sales In House event) • From either/or – IBM = worldwide locations scheduled over year – Aline = North American events – PMSI* = EMEA events – YOU = training and certification available * Aline affiliate based in London
- 35. Using it with your Clients General process for using workshops with your clients 1. Introductory call with Aline, including a web based walkthrough of workshop 2. Attend a workshop (IBM scheduled event or request from Aline/PMSI) 3. ‘Test’ a workshop either internally or with client(s) 4. Determine workshop strategy / use a) Plan and order events from Aline/PMSI b) Get trained and certified to conduct your own events Note: Training and certification takes 2-3 days in 2+ hour increments spread over time.
- 36. Contact Information Aline 680 American Avenue, Suite 100 King of Prussia, PA 19406 +1 484-688-8300 www.AlineGRC.com
Notas do Editor
- We believe that there are 4 key things that organizations require to unlock the business value of information for competitive advantage…and this is what Information On Demand is focused on. Organizations need the ability to manage data and content over its lifecycle to reduce the costs associated with managing information, provide controlled accessibility, and address retention and compliance requirements They must also be able to use data and content as part of the individual business processes and applications across the enterprise, optimizing the performance of applications and improving decision making…these first two requirements are addressed by data and content management capabilities. Organizations then need to establish an accurate, trusted view of information across these different processes and applications to drive more consistent information across the enterprise and support analytic and other requirements to use information coming from different sources, whether it’s delivering a single view of customers, products, revenue, etc…and they need a “flexible” architecture that can leverage all of their existing investments…accurate, trusted information is established through information integration, data warehousing and master data management. These first components had really been what our IOD story was addressing until recently…with the acquisition of Cognos, we are now providing our customers with the ability to leverage that trusted information to build their plans, understand how their business is performing, and focus on optimizing performance across the enterprise…and this is accomplished through business intelligence and performance management These are the main capabilities required by organizations to unlock the business value of their information and the components that can enable organizations to make that happen, but the ultimate object our clients have is to drive better business outcomes. And that’s what we are focused on with all of these components…helping our clients improve customer and product profitability, provide increased financial risk insight for better business decisions, optimize the workforce and control labor costs, enable more dynamic supply chain management, and support multi-channel, event driven marketing initiatives. And IBM provides the most complete, end-to-end capabilities for Information On Demand, with every component focused on helping customers optimize their business.
- Organizations across various industries see functional leaders struggling with the same challenges. They are looking for more informed and better decision making and they want to see action once those decisions have been made. Throughout these various departments in the organizations. The key to optimizing performance is buy improving decision making at all levels of the company. Team member must trust information at hand and focus on making more informed and better decisions. Once these tactical and strategic decisions have been made it is equally important that they are put into action.
- In these organizations, like all organizations everyone across the organizations is looking for ways to optimize their performance at the individual, team and organizational level. The people in these roles are faced with 3 common questions no matter what their role. What is Happening? Why? What is Likely to Happen?
- (This script is for the next 3 slides. It will build gradually) Let’s now look at some example of key Business Analytics capabilities that may be leveraged to answer these questions. There is not a one-to-one mapping between capabilities and questions. A number of capabilities are used to support all 3 questions. Business users ask the question what is happening because they need immediate insights into business performance.. In order to properly understand the answers to this question, business users to need to have the ability to quickly measure and monitor the health of the business. They do this by leveraging key IBM Business Analytics capabilities. Scorecarding helps you align your teams and tactics with strategy, communicate goals consistently and monitor performance against targets. Business Dashboards communicate complex information quickly. They translate information from your various corporate systems and data into visually rich presentations using gauges, maps, charts and other graphical elements to show multiple results together. Self-service Reporting enables business users to get the information they need quickly and easily without relying on IT. Real Time Monitoring of key events via email alerts or through dynamic Web portal headlines.
- (This script is for the next 3 slides. It will build gradually) Let’s now look at some example of key Business Analytics capabilities that may be leveraged to answer these questions. There is not a one-to-one mapping between capabilities and questions. A number of capabilities are used to support all 3 questions. Business users ask the question what is happening because they need immediate insights into business performance.. In order to properly understand the answers to this question, business users to need to have the ability to quickly measure and monitor the health of the business. They do this by leveraging key IBM Business Analytics capabilities. Scorecarding helps you align your teams and tactics with strategy, communicate goals consistently and monitor performance against targets. Business Dashboards communicate complex information quickly. They translate information from your various corporate systems and data into visually rich presentations using gauges, maps, charts and other graphical elements to show multiple results together. Self-service Reporting enables business users to get the information they need quickly and easily without relying on IT. Real Time Monitoring of key events via email alerts or through dynamic Web portal headlines.
- (This script is for the next 3 slides. It will build gradually) Let’s now look at some example of key Business Analytics capabilities that may be leveraged to answer these questions. There is not a one-to-one mapping between capabilities and questions. A number of capabilities are used to support all 3 questions. Business users ask the question what is happening because they need immediate insights into business performance.. In order to properly understand the answers to this question, business users to need to have the ability to quickly measure and monitor the health of the business. They do this by leveraging key IBM Business Analytics capabilities. Scorecarding helps you align your teams and tactics with strategy, communicate goals consistently and monitor performance against targets. Business Dashboards communicate complex information quickly. They translate information from your various corporate systems and data into visually rich presentations using gauges, maps, charts and other graphical elements to show multiple results together. Self-service Reporting enables business users to get the information they need quickly and easily without relying on IT. Real Time Monitoring of key events via email alerts or through dynamic Web portal headlines.
- (This script is for the next 3 slides. The slides will build gradually.) Business Users ask the question “why” because they need to drill deeper on the initial status and analyze why things are on or off track. In order to properly understand the answers to this question, business users to need to have the ability to quickly analyze the details. They do this by leveraging key IBM Business Analytics capabilities. Ad Hoc Queries can be performed on the fly and can draw data from any data source or a combination of sources and be linked together in context or left as independent Trend & Statistical Analysis enables the interactive exploration of information regardless of where the data is stored (online analytical processing (OLAP) and dimensionally modeled relational sources). Content Analytics software enables companies to discover, refine, visualize and deliver new business insights through the analysis of unstructured content.
- (This script is for the next 3 slides. The slides will build gradually.) Business Users ask the question “why” because they need to drill deeper on the initial status and analyze why things are on or off track. In order to properly understand the answers to this question, business users to need to have the ability to quickly analyze the details. They do this by leveraging key IBM Business Analytics capabilities. Ad Hoc Queries can be performed on the fly and can draw data from any data source or a combination of sources and be linked together in context or left as independent Trend and Statistical Analysis enables the interactive exploration of information regardless of where the data is stored (online analytical processing (OLAP) and dimensionally modeled relational sources). Content Analytics software enables companies to discover, refine, visualize and deliver new business insights through the analysis of unstructured content.
- (This script is for the next 3 slides. The slides will build gradually.) Business Users ask the question “why” because they need to drill deeper on the initial status and analyze why things are on or off track. In order to properly understand the answers to this question, business users to need to have the ability to quickly analyze the details. They do this by leveraging key IBM Business Analytics capabilities. Ad Hoc Queries can be performed on the fly and can draw data from any data source or a combination of sources and be linked together in context or left as independent Trend and Statistical Analysis enables the interactive exploration of information regardless of where the data is stored (online analytical processing (OLAP) and dimensionally modeled relational sources). Content Analytics software enables companies to discover, refine, visualize and deliver new business insights through the analysis of unstructured content.
- (This script is for the next 3 slides. The slides will build gradually) Business Users ask the question “what is likely to happen” because they need the foresight to intervene: allocate resources and set targets. In order to properly understand the answers to this question, business users to need to have the ability to try and predict future acitivity. They do this by leveraging key IBM Business Analytics capabilities. What if scenario planning to better understand potential outcomes Predictive Modeling to generate prescriptive, real-time, pattern-based strategies within a situational context Planning and Budgeting to improve visibility, insight and control over the levers of revenue, expense, capital, workforce and operational performance Remember there is not a one-to-one mapping between capabilities and questions. A number of capabilities are used to support all 1, 2 or even all 3 of these questions depending on the Business Analytics requirement.
- (This script is for the next 3 slides. The slides will build gradually) Business Users ask the question “what is likely to happen” because they need the foresight to intervene: allocate resources and set targets. In order to properly understand the answers to this question, business users to need to have the ability to try and predict future acitivity. They do this by leveraging key IBM Business Analytics capabilities. What if scenario planning to better understand potential outcomes Predictive Modeling to generate prescriptive, real-time, pattern-based strategies within a situational context Planning and Budgeting to improve visibility, insight and control over the levers of revenue, expense, capital, workforce and operational performance Remember there is not a one-to-one mapping between capabilities and questions. A number of capabilities are used to support all 1, 2 or even all 3 of these questions depending on the Business Analytics requirement.
- (This script is for the next 3 slides. The slides will build gradually) Business Users ask the question “what is likely to happen” because they need the foresight to intervene: allocate resources and set targets. In order to properly understand the answers to this question, business users to need to have the ability to try and predict future acitivity. They do this by leveraging key IBM Business Analytics capabilities. What if scenario planning to better understand potential outcomes Predictive Modeling to generate prescriptive, real-time, pattern-based strategies within a situational context Planning and Budgeting to improve visibility, insight and control over the levers of revenue, expense, capital, workforce and operational performance
- Decision makers need to make decisions and successfully act upon these decisions. As we have discussed the questions are usually similar across functions and roles. 1) What is happening? 2) Why? 3) What is likely to happen? Finding answers to these three questions is relevant in every functional area of an organization in every industry. When a Business Analytics solution can provide integrated capabilities as part of one solution, the value to the organization increases exponentially. Information -- and the decision-making impact it has when it’s delivered into the right hands leads to optimized business performance.
- The wheel representation shows the simplistic view of performance management….each business function manages their decision areas, and they drive the 4 performance areas. But there is also an executive view….like what Les would be thinking about. First, let’s go back to the point where we distinguished OPERATIONAL PERFORMANCE from FINANCIAL PERFORMANCE. While finance tracks and monitors the actual numbers for revenue, expenses and asset effectiveness, we are making a very specific distinction that “Revenue Management”, “Expense Management” and LT Asset Management are OPERATIONAL performance areas and that Cognos can provide solutions to help manage performance in operational areas. There IS a connection between the operational things a company does to manage revenue and the financial results, but it is not a specific calculation…..if I run this campaign I will get 3% more revenue…..it’s not that easy. Think of it as 2 sets of gauges….if I tweek the operational revenue drivers, it will have some impact on the financial results. Companies can use the trends in the operational performance measuring and monitoring as early warning signs of what to expect in future financial results.