IBM´s New Offering -Integrated Realtime Corporate Management (IRCM).

1. 1
Friedel Jonker, Manager Business
Development Analytics & PM V 1.1
Integrated Realtime Corporate Management (IRCM) with
IBM´s Integrated Information Management Solutions
IBM Infosphere_Cognos/TM1_SPSS_ILOG_Lotus

2. Integrated Realtime Corporate Management (IRCM)
IBM Offering
IBM IRCM Synergy Play deliver complete,
consistens and accurate information that
decision-makers trust to optimize business
performance. A comprehensive integrated
portfolio of business & social intelligence
solution for analytical applications give
decision-makers clear immediate and
acitionable insights into current
performance and the ability to predict
potential future outcomes. Fore more
information refer to: http://www-
01.ibm.com/software/data/
IBM IRCM Agenda:
• IBM´s Global Smarter Work Study 2010 –New Way of Working in a
IBM Contact
New World Order
• IBM´s New Intelligence and BAO –Strategy & Solutions Friedel Jonker
• IBM´s Global CIO Study 2009 –The CIO of the Future and his/her Agenda Manager Business Development
• IBM´s Information Agenda –From current state to desired state Analytics & Performance
• IBM´s Information Led Transformation –Plan, Apply and Establish Mangement
• IBM as the Partner for the Intelligent Enterprise SME for BI & SI Integration
Jonker@de.ibm.com
IBM, April 2010

3. IBM Software Group, Information Management
Friedel Jonker,
Manager Business Development Analytics & PM
Career History and Education Selected projects
2008- today IBM, Germany, Manager Business Development
Analytics & PM, Managing Consultant CRM & BI
Global Pharma Information Company: German Business
1994- 2008 Deutsche Leasing AG, S-Finance Group, Value Concept to improve Sales Force Effectiveness based on
Germany, CRM & BI Business and Program Director eBusiness Assessment, Pain Point Analysis, Definition of
Requirements and Portfolio Prioritization.
1990- 1994 Citicorp-Citibank AG, Germany, European Manager Contribution: Lead the German Business Value Concept to
Marketing Database VISA improve Sales Force Effectiveness.
1989- 1990 Ogilvy & Mather Dataconsult, Germany, Consultant Global German Automotive Company: Global Concept and
Database Marketing implementation coordination together with the Boston
Consulting Group to set up IT/Data Governance and Data
1988- 1989 Infas, Germany, LOCAL-Direct Project manager for Modelling/Re-Engineering of an As/is Landscape with the
SRPM with Location Intelligence (LI) objective to reduce costs in development and maintenance and
1982- 1988 University of Münster, Master of Business increase and secure the Quality of Data as a base for high
Management in Marketing & Statistics quality use of CRM, BI/LI for Sales & Risk Performance
Management (SRPM).
Contribution: Lead the IT/Data Governance and acted as the
Languages and Profile SME for all IT/Data Governance related issues at the
German, English (fluent). company.
CRM, BI/LI Strategy Leader IBM GBS Germany. Global German Bank: Definition of a Business Driven Traffic
Light Test Management Concept to successfully implement an
Winner of the Sales Excellence Award 2005 from the University Oracle/Siebel CRM & BI solution.
of St. Gallen and Handelsblatt.
Contribution: Lead the Testmangement and acted as the SME
Broad experience in Planning and Implementing value based for all CRM & BI related Testmanagement matters. The
CRM & BI/LI Strategy, Processes, Architecture and Systems. Testmanagement Concept is now used as a global handbook
Member of the MIT, Member of the Sales Executive Councile and for Testmanagement.
member of Marketing Alumni, University of Münster, Germany
IBM, April 2010

4. References
References –Literature and Presentations
Neue Informationsqualität für das VISA Kartenmanagement der Citicorp, in: Oracle Finanzwelt, 1994
Leadership durch Informations- und Lernsysteme, in: Know How, 7/1996, Schumann Unternehmensberatung
Database Marketing bei der Deutschen Leasing AG, in: Jahrbuch 2000, Deutscher Direktmarketing Verband e.V.
Von Database Marketing zum CRM, in: Computerwoche, 19/2001
Customer Relationship Management, Bericht über das Deutsche Leasing CRM-Projekt, in: GoAhead 9/2001, CSC- Ploenzke
CRM – die nächste Generation, Interview mit Friedel Jonker, in: Computerwoche, 33/2002
Mit intelligentem Database Marketing und CRM zu überdurchschnittlichem Markterfolg, in: Cognos- Kundenmagazin
Case Study Präsentation C3M-Eagle, marcusevans, FoCus Gipfel CRM, Montreux, 19.-21. Januar 2003
Erfolgreiches Customer Relationship Management bei der Deutschen Leasing AG, Nordakademie, Elmshorn, e-think-tank,
Febraur 2003
Konflikte zwischen Vertrieb und Vertrag lösen, in: Praxismagazin für Marktkommunikation der Sparkassen-Finanzgruppe, 2004,
11. Jahrgang, Nr. 5, S 38 ff
CRM und Sales -2 Seiten einer erfolgreichen Verbindung, im Beratungsbrief von http://www.vertriebs-experts.de , 23.03.2005
Deutsche Leasing Gruppe: Mit Siebel/Oracle CRM-System das Neugeschäft jährlich um durchschnittlich 12 Prozent
gesteigert, in: Oracle Customer Snapshot Juli 2006
CRM als strategisches Element der wertorientierte Unternehmensführung der Deutschen Leasing AG -7P Programm für
erfolgreiche CRM-Programme –Position_Path_Portfolio_Program_People_Progress_Performance, marcusevans, FoCus
Gipfel CRM, Montreux, 14.-16. Februar 2007
Case Study CRM bei der DL, in Kundenmanagement –Grundlagen-Strategien-Beispiele von Manfred Krafft, März 2007
Vom Callcenter zum Intelligent Multichannel Customer Management Center, IBM Callcenter Circle, Hamburg HASPA, Mai
2008
Neue Technologien schaffen eine Demokratisierung der Information, Initiative Mittelstand
http://www.imittelstand.de/themen/topthema_100288.html , 16.11.2009
Integrierte Echtzeit Unternehmenssteuerung (IEU), IBM Partner Channel Kick Off-Berlin-Januar 2010, Salesforce.com
Cloudforce2-Frankfurt-März 2010, Teradata Enterprise Intelligence Summit-Berlin-April 2010, IBM Partner University-Frankfurt-April
2010
IBM, April 2010

5. The world is getting smaller and flat and
will become more and more Digital.
The people need New Intelligence Infrastructures & Applications
to getting more complex THINK(G)S done in a shorter time.
Die Welt ist kleiner, flacher und wird zunehmend digitaler.
Die Menschen benötigen New Intelligence Infrastrukturen &
Anwendungen um mehr komplexere Aufgaben in kürzeren Zeiträumen
zu erledigen.
IBM, April 2010

6. Agenda: Integrated Realtime Corporate Management (IRCM)
Strategy & Solutions
Slide
• IBM´s Global Smarter Work Study 2010 –New Way of Working
7
in a New World Order
• IBM´s New Intelligence and BAO –Strategy & Solutions 16
• IBM´s Global CIO Study 2009 –The CIO of the Future and 30
his/her Agenda
• IBM´s Information Agenda –From current state to desired state 38
• IBM´s Information Led Transformation –Plan, Apply and 50
Establish
• IBM as the Partner for the Intelligent Enterprise 93
IBM, April 2010

7. 7
IBM´s Global Smarter Work
Study 2010 -New Way of
Working in a New World Order
IBM, April 2010

8. IBM, April 2010

9. Compared to other companies, outperformers are more than three times as
likely to have adopted smarter working practices
Companies scoring a “high & very high”
across all of the elements of at least one
Most Most Smarter Working dimension
Dynamic Collaborative
Companies 34%
that have
adopted
smarter
3.1x
working 11%
practices
Most
Connected Significant
Outperformers
All Others
IBM, April 2010

10. Significant outperformers demonstrate dynamic capabilities that enable
them to quickly adjust to changes in the external market
To what extent does your organization:
Dynamic
Easily identify individuals 26%
2.4x
with needed skills 11%
19%
Display and deliver
information to meet the
8%
2.4x
needs of various audiences
13%
Quickly build skills to address
changing conditions 5%
2.6x
Significant
Outperformers
All Others
IBM, April 2010

11. Fraunhofer Institut´s Information Work in the OFFICE 21
IBM, April 2010

12. MIT CISR –The Next Generation Workplace
IBM, April 2010

13. The future of Finance 2009
Multi-Sczenario-Planung
IBM, April 2010

14. Driving Smarter Decisions
for better business outcomes
Enterprise Planning and Analysis
Consolidation and Corporate Reporting
Financial Analytics
Strategy Management and Scorecarding
ONLY
“Increased responsibility for “assess their company’s
company’ “(all) top six items targeted for
financial planning and forward-looking view of
forward- BI investment all relate to CPM
analysis because of global profitability as more than and PM”
PM”
economic turmoil”
turmoil” adequate”
adequate” – Gartner FEI Tech Survey,
– McKinsey Global Survey, – CFO Research, April 2009 July 2009
March 2009
IBM, April 2010

15. Next Generation of efficiencies come from optimizing every decision,
transaction or process from the desktop of the knowledge workers
Foundational Breakaway
Sense and respond Predict and act
Back office Point of impact
Skilled analytics experts Everyone
Instinct and intuition Real-time, fact-driven
Automated Optimized
IBM, April 2010

16. IBM´s New Intelligence and BAO
-Strategy and Solutions
IBM, April 2010

17. To enter new dimensions: Leading not Managing Informations.
Plan to achieve your Vison. Get new Insights by predictive
Analytics. Forecast Chances and Risks. Achieve higher
Corporate Performance by collapsing the time from
Information to Business Value. That IBM´s defintion of New
Intelligence.
A smarter
World drives
New Intelligence
New Intelligence
Infrastructures & Applications
drives a smarter World
In neue Dimensionen vordringen: Effiziente Verwaltung von
Informationen. Tiefe Einblicke durch Analysen.
Prognostizieren und bewerten von Chancen und Risiken.
Schnellere und bessere Entscheidungen. Das verstehen wir
unter New Intelligence.
IBM, April 2010

18. New Intelligence is helping smarter companies to sell more
services, keep more customers, and operate in a low-cost,
highly efficient, agile environment
GAIN INSIGHT FROM THE MOVE FROM REACTION
1 INFORMATION EXPLOSION TO PREDICTION 2
WAREHOUSE CONSOLIDATION CHURN PREDICTION
MASTER DATA MANAGEMENT KEY PERFORMANCE PREDICTORS
REAL-TIME ANALYTICS BEHAVIORAL & SOCIAL NETWORK
PROCESS PERFORMANCE METRICS ANALYTICS
CASHFLOW ANALYTICS
OPTIMIZED
CUSTOMER EXPERIENCE
PERFORMANCE MANAGEMENT
ENGAGE THE ENTIRE CREATE VALUE FASTER
4 VALUE CHAIN REAL-TIME CAMPAIGNS
3
CONTENT PARTNERS CAMPAIGN ANALYTICS
NETWORK PARTNERS MARKET BASKET ANALYSIS
RETAIL PARTNERS
DISTRIBUTORS NEW INTELLIGENCE
DEVICE PARTNERS
IBM, April 2010

19. IBM BAO (Business Analytics and Optimization) Solutions Enable
the Vision
BI& Advanced Enterprise Enterprise
BAO
Performance Analytics Information Content
Strategy
Management & Optimization Management Management
IBM Services
& Know How
Leveraging IBM Software, IBM
Hardware & IBM Research…
……
IBM, April 2010

20. What is Business Analytics and Optimization (BAO)?
We help clients realize their strategies through information management, advanced analytics and
process management while leveraging the power of smarter technology.
Who we are Process areas Leverage points
Part of IBM Global Business Services with over
Customer
4,000+ BAO practitioners Analytics and
Analytics
Partners with IBM Research, IBM’s software and Data
Optimization
IBM strategic technology and technology services
Delivery capabilities worldwide Financial Analytics
BAO Services
Supply Chain Advanced
Business Customer
Intelligence & Analytics
BAO Performance Insight
Strategy Management
Cognos
Human Resource
Analytics
Advanced Enterprise Enterprise
Analytics and Information Content Risk and
Optimization Management Management Fraud
ILOG, SPSS, Infosphere, MDM and Industry Specific Analytics
CBO Assets Information Server FileNet
Analytics
IBM Consulting capabilities IBM SW products
IBM, April 2010

21. Why now for Business Analytics and Optimization (BAO)?
Businesses today have an entirely new way to compete: BAO.
But most have yet to take analytics the full distance.
Business process
Breakaway
integration (e.g., CRM) Prescriptive, real-time,
and collaboration pattern-based strategies
with situational context
Business
Process
operations automation
Differentiating
and workflow
maturity
How the business Competitive Predictions,
applies information to Task integration contextual business
achieve its goals (e.g., ERP) rules and patterns
• Policies
• Business Foundational Master data
Processes management,
Command dashboards and
• Organization
and control Data warehouses, scorecards
Ad hoc governance and
Spreadsheets production reporting
and extracts
Source: Breaking Away with Business
Analytics and Optimization: New Information and analytics maturity
intelligence meets enterprise operations
available in late 2009 at How the business manages information and learns from it
www.ibm.com/gbs/intelligent-enterprise.
IBM, April 2010

22. Where are the opportunities for breakaway improvement?
Advanced analytics is the hardest to do well but provides the
greatest insight and value to the organization
high high
Stochastic Optimization
Prescriptive How can we achieve the best outcome including the effects of variability?
Analytics Optimization Breakaway
How can we achieve the best outcome?
Predictive modeling
What will happen next if?
Forecasting Differentiating
What if these trends continue?
Predictive
Analytics Simulation
What could happen?
Alerts Competitive
What actions are needed?
Query/drill down
What exactly is the problem?
Descriptive Ad hoc reporting
How many, how often, where? Foundational
Standard Reporting
low What happened? low
Complexity Adapted from Competing on Analytics, 2007 Business
Advantage
IBM, April 2010

23. Simplification approaches deliver the funding for four advanced
analytics capabilities domains
Customer Analytics Financial Analytics
• Customer • Budget, Plan and Forecast
Segmentation and Management
Profiling • Risk Cockpit for Management
• Customer Experience and Compliance
Measurement • Performance Measurement
• Channel and Cost to
Serve Efficiency
Analytics and Management
• CFO Dashboard
Optimization Simplification
• Cross Channel Real
Time Offer Modeling • Reduce complexity and redundancy
and Next best Offer • Eliminate multiple data silos
• Enhance trust level of data and
broaden access
• Enable enhanced execution model Supply Chain /
Human Capital • Introduce new business capability Operations
Analytics Analytics
Proven Techniques
• Workforce Scheduling • Product Lifecycle Management
• Attrition Forecasting and • Demand Management and
Succession Management Logistics
• Performance and Incentive
Emerging Techniques • Procurement and
management Vendor/Supplier Management
• Role Value Modeling • Cost of Operations Models/
Sourcing
IBM, April 2010

24. IBM Research is pushing the capabilities envelope with emerging
techniques
Commercialized • Corporate Brand & Reputation Analysis (COBRA)
• Marketing Event Optimization (MEO)
• Loyalty Identification Focused Targeting (LIFT)
• Sales force optimization
• Enterprise forecasting
• Dynamic Inventory Optimization Solution (DIOS)
• Workforce analytics (SWOPS)
Analytics Advanced • Next Best Action (NBA)
Analytics
Simplification • Social Network Analytics (SNA)
Simplification • Text/Semantic Analytics (Sentinel)
• Supply Chain Sustainability Management
• ARTEMIS: Online Analytics for Healthcare
Proven
Proven Techniques • Situational Awareness for Enhancing Safer
Transportation
Techniques • Visibility enabled analytics
Emerging Techniques • Condition based monitoring & maintenance
• Advanced Pricing Analytics (iPAT)
First of a kind
• Information Risk and Compliance Management
Emerging • Demand Driven Business Analytics
Techniques • Platform for Spatio-Temporal Analysis and
Reasoning
• Analytics for Enhanced Agility to Support E2E
Emerging Techniques span three areas Distribution Operations
of Research evolution
IBM, April 2010

25. Why now for Business Analytics and Optimization (BAO)?
Clients see the need to adopt new ways of working to improve
speed to insight and speed to impact
Traditional Approach New Approach
4 in 5 Sense and respond Predict and act
business leaders see information as a
source of competitive advantage
Instinct and intuition Real-time, fact-driven
1 in 2 Skilled analytics experts Everyone
don’t have access to the information across
their organization needed to do their jobs
Back office Point of impact
Decision Support Action Support
1 in 3
business leaders frequently make critical Efficient Optimized
decisions without the information they need
Source: Business Analytics and Optimization for the Intelligent Enterprise, April 2009. www.ibm.com/gbs/intelligent-enterprise
IBM, April 2010

26. How are industry top performers able to break away?
Top performers have the right management systems, tools, and
culture – enabling them to seek, evaluate and act on
opportunities
Foundational capabilities
Winning Characteristics
32.5% 3X
High quality information
25%
22.7%
21.9X
5.6X
15X 3.2X
Strong decision support toolset
4.4%
1.5% 1.5%
Challenging Anticipating Empowered
Disrupt the status quo to
improve the business and
Predict and prepare
for the future by
Enable and empower
employees to analyse,
2.5X
create new opportunities evaluating trade-offs decide and act Keen focus on driving business
proactively change
Chart shows differences at the highest achievement levels Source: Breaking Away with Business Analytics and
Optimization: New intelligence meets enterprise
Key: Top performers (i.e., 1st quintile relative to industry peers) operations at www.ibm.com/gbs/intelligent-enterprise.
Lower performers (i.e., 4th and 5th quintile relative to industry peers)
Relative difference of top performers to lower performers
IBM, April 2010

27. Where does New Intelligence Begin?
Every client is at a different stage of maturity, and faces
unique challenges. Combining pure science, deep industry
knowledge, and technology expertise can yield stunning
results. Let’s put a workshop together, focusing on what is
important to you!
PLAN AN APPLY BUSINESS ESTABLISH A
INFORMATION ANALYTICS TO FLEXIBLE
AGENDA OPTIMISE INFORMATION
DECISIONS PLATFORM
INFORMATION AGENDA: AN BUSINESS INTELLIGENCE & INFORMATION ON DEMAND
INDUSTRY-SPECIFIC, PROVEN PERFORMANCE MANAGEMENT: SOFTWARE: TRANSFORM SILOS
APPROACH TO INFORMATION SOFTWARE AND SERVICES OF INFORMATION INTO TRUSTED,
TRANSFORMATION AROUND PLANNING, BUDGETING, SHARED ASSETS
MEASURING ETC.
BUSINESS ANALYTICS & INFORMATION
OPTIMISATION STRATEGY: ADVANCED ANALYTICS & INFRASTRUCTURE: VIRTUALISE,
CONSULTING TO ACHIERVE OPTIMISATION SERVICES: SHARE, STORE, MANAGE ALL OF
BUSINESS RESULTS FASTER, MATHEMATICAL MODELLING, THE INFORMATION IN THE
WITH LESS RISK, AT LOWER DEEP COMPUTING, SIMULATION, ENTERPRISE IN A MORE
COST ANALYTICS, PREDICTION & EFFICIENT, LOW COST, SECURE
RECOMMENDATIONS ENVIRONMENT
IBM, April 2010

28. How to get started with BAO?
Three entry points to get started with Business Analytics and
Optimization
Are you suffering Establish a Apply analytics Do you have a BAO
from an overly strategy but need a
flexible to optimize proof of value to get
complex
information information business implementation
funding?
environment? platform operations
BAO
Are there recognized Create a BAO Is information consistent
opportunities with no but devoid of business
plan of action? Strategy relevance?
IBM, April 2010

29. Entry points with offer and solution off-ramps
Establish a • COGNOS Healthcheck (DO) • BAO Jumpstart (DO)
flexible • Enterprise Content Create a BAO • BAO Strategy (or
Management Jumpstart Information Agenda)
information Strategy
• Enterprise Information
platform Management Assessment • Data Governance diagnostic (DO)
(i.e., phase zero for Analytics
Simplification big play)
Is the enterprise Is there a glut of recognized Is information
• Master Data Management consistent but
suffering from an overly opportunities from
Assessment (i.e., phase zero
complex information enterprise information with devoid of business
of larger project)
environment? no plan of action? relevance?
Apply analytics • Social network analytics (SNA)* • Loyalty Identification Focused • CFO Dashboard
• Next best action (NBA)* Targeting (LIFT)* • Condition based monitoring and
to optimize • Visibility enabled analytics* • IBM Pricing Analysis Tool maintenance*
business (iPAT)* • Fraud & Abuse Management
• Enterprise forecasting*
• Corporate Brand & Reputation System (FAMS and FAMS DO)*
operations • Sales force optimization* Analysis (COBRA)* • Workforce Analytics*
• Real Time Analytics Matching • Marketing Event Optimization
Program* (MEO)
Does the organization • OnTarget purchase probability
have a BAO strategy • Dynamic Inventory Optimization
estimator* Solution (DIOS)*
without sufficient • Demand forecasting (in DIOS)*
funding to implement
programs? See Wiki http://w3.tap.ibm.com/w3ki2/x/E5EL for Industry Specific Solutions
Key: *Indicates IBM Research component. Italic indicates in development. DO = official “Door Opener” or small entry point project
Primary improvement focus : Top-line Top-line and internal operations Internal operations
IBM, April 2010

30. IBM´s Global CIO Study 2009
-The CIO of the Future and
his/her Agenda
IBM, April 2010

31. IBM Institute for Business Value, CIO Study 2009
IBM, April 2010

32. IBM Institute for Business Value
In the largest known sample of face-to-face interviews, we spoke
with over 2,500 CIOs to understand their goals and challenges
The Study represents different-sized organizations
in 78 countries and 19 industries
Geography Sector Organization Size
Others <1,000
Rapidly Communications 2% Employees
Developing 11% Distribution 16%
Markets Western 24% >10,000
32% Europe Employees
38% Public 34%
18%
Japan
Industrial
6% Financial 24% 1,000-10,000
North Services Employees
America 21% 50%
24%
Our analysis used 2004-2007 Profit before Tax (PBT) growth, relative to peers in their industries, to
associate organizations with one of three growth levels: High, Medium or Low. For organizations where this
information was not available, we used statistical correlation to assign levels, based on closest overall
similarity of answers.
In this presentation, we primarily refer to CIOs who work in organizations with high PBT growth as “High-
growth CIOs” and to those working in organizations with low PBT growth as “Low-growth CIOs.”
IBM, April 2010

33. IBM Institute for Business Value
Successful CIOs blend three pairs of roles that seem contradictory,
but are actually complementary
Insightful Savvy Collaborative
Visionary Value Creator Business Leader
Making Raising the Expanding
Innovation real ROI of IT business impact
Able Relentless Inspiring
Pragmatist Cost Cutter IT Manager
By integrating these three pairs of roles, the CIO
makes innovation real, raises the ROI of IT and expands business
impact
IBM, April 2010

34. IBM Institute for Business Value
As Savvy Value Creators, CIOs are skilled customer advocates that
create value by truly understanding what customers want
High-growth CIOs proactively craft data into actionable information
”We do recognize the strategic advantage of
58% using data to support improved decision
making. We are not as strong as we would like
+61% to be, but this is a key plank of our strategy
36% moving forward."
Consumer products CIO, Ireland
In five years, CIOs expect end- ... and anticipate much greater levels of
customers to continuously explore integration and transparency with
new channels... customers
+37% ”Having a strong data +55%
governance model that allows
for a single view of the truth
44%
54% through accurate data is a
74% strategic imperative.” 68%
Financial markets CIO, US
Source: IBM Global CIO Study 2009; n = 2598
Low High
IBM, April 2010
growt growt
h h

35. IBM Institute for Business Value
As Insightful Visionaries, CIOs are active members of the strategic
team
Visionary CIOs recognize that successful innovation requires deep involvement with
the business
”For us, innovation means generating diverse
64%
ideas to address a particular need. Then we distill
them into an actionable plan that results in
+94%
33% business improvement.”
Energy and Utilities CIO, United States
High-growth CIOs reach out much ... and are more often members of
more to the business to co-create the most senior management team
and champion innovation…
+40% 67% +35% 62%
48% ”The CEO’s message to the 46%
board is that IT is necessary to
be better as a company.”
Insurance CIO, Mexico
Source: IBM Global CIO Study 2009; n = 2598
Low High
IBM, April 2010
growt growt
h h

36. BI & Performance Management is top of Mind
Gartner: 2008 CIO Agenda
Gartner EXP “Gartner: Making the Difference - The 2008 CIO Agenda”, Mark P. McDonald Tina Nunno Dave Aron, January 2008
IBM, April 2010

37. Analytics Critical for
Driving Competitive Advantage
“At a time when companies in many industries offer similar
products and use comparable technology, high-performance
business processes are among the last remaining points of
differentiation.” Tom Davenport, “Competing on Analytics”
Ten Most Important Visionary Plan Elements
Interviewed CIOs could select as many as they wanted
BI/Analytics #1 Business Intelligence and Analytics 80%
86%
investment to Virtualization
77%
76%
improve Risk Management and Compliance 70%
73%
competitiveness Mobility Solutions 66%
71%
73%
Customer and Partner Collaboration 64% Low
IBM Global CIO Study 2009 71% growth
Self-Service Portals 63%
Application Harmonization 62%
67% High
70%
growth
Business Process Management 61%
68%
SOA/Web Services 55%
63%
Unified Communication 57%
Source: IBM Global CIO Study 2009; n = 2345
IBM, April 2010

38. IBM´s Information Agenda
-From current state to
desired state
IBM, April 2010

39. Current State -A Multitude of Information Projects
Each successful in its own right; but limited speed and flexibility…
Executives Analysts Applications
Performance Mgmt Spot Trends Real time
Understand, Decide Recommend Situational
Decisions
Analytic Applications
Unable to Respond to New Information Requests Rapidly
KPIs… Call Center
Scorecards Marts Marts Master Claims
Schemas
Dashboards
Weak Information Governance Processes ERP
Reports Warehouses
Supply Chain…
Weak Information Architecture
Heterogeneous
Systems & Information Sources
IBM, April 2010

40. The Information Agenda
1. Information Agenda is designed to help customers
achieve their business objectives – by building an
information strategy and roadmap to establish
information as a strategic competitive asset
2. IBM has a proven approach to help accelerate the
sales process by focusing on customers’ critical
success factors and business needs
IBM, April 2010

41. From Current State to Desired State
-The Information Agenda
Current State
Desired State
Information Intensive
Flexibility & Speed
Projects
Highly justified projects Ability to leverage information
as a strategic asset
IBM, April 2010

42. Setting an Information Agenda
Optimization
Call Center Human Resource Application
Automation Operations Management Agenda
ERP &
Financials
IBM, April 2010

43. The IOD Information Agenda- IOD-Framework:
IOD Service Areas, Functional Enabler and covered IOD Software
Information Strategy Maturity Assessments, Business Cases, Roadmap IOD
BI Governance, Information as a Service Concept Software
Information Solution Outline, Industry Data Models, Vendor Selection
IBM Infosphere
Functional Business Intelligence
Customer Intelligence Business Performance Products, Services
Management & Supply Chain MDM
Sales, Service & Marketing Balanced Scorecards Procurement Analytics
Analytics Planning, Forecasting, Budgeting Prod Controlling & Optimization IBM Cognos
Service Areas
Pricing Optimization Group Reporting and Consolidation Quality Analysis
Channel Analytics Product Lifecycle Analytics IBM Information
Analyser
Green Analytics Risk and Compliance Workforce Productivity,
Collaboration
IBM WPC
Carbon Intelligence Risk & Compliance Assessment Workforce Reports & Planning
Credit Risk Analytics Payroll Analysis
Business Resilience & Operational Training Calender IBM Infosphere
Risk Analytics Retention and Hiring Reports
Threat and Fraud SAP MDM
Intelligence
Operational Information Mgmt
Loss / Fraud Prevention SAP BI + BO
Functional Enabler
Intelligence & Integration
Anti-Money Laundering
Unstruct. Data Analytics
Data Modeling Oracle,
Business Process Optimization
Data Warehousing Siebel Analytics
Event-Based Analytics
Metadata Management
Entreprise Search
Information Integrity
Microsoft SQL
Data Migration
Master Data Mgmt Content Mgmt Server+BI
Transformation & Integration Sols
Portal Design and Impl (TBC) Data Quality
Master Data Solutions Content Mgmt ... (TBC) Informatica
IBM, April 2010

44. 44
IBM´s Integrated Information On Demand Solution Stack
Better Results by Business Analytics and PM
Financial Workforce Dynamic
Optimization Supply Chain Multi-Channel
Customer & Product Risk Insight
Profitability Marketing
Business Intelligence
und
Performance Manangement
4. Analysis, Planning and Use of trusted Data and Content
End-to-End Information Integration,
Solutions Warehousing und
Master Data Mgmt.
3. Trusted Relatime Delivery of Data and Content FileNet Informix
® ®
Enterprise Enterprise software software
DB2 ®
Data Content
Management Management software
1. Management of Enterprise Data and 2. … and use in Business
Content Processes
IBM, April 2010

45. IBM´s Trusted Realtime Information Management (TRIM) Framework
Collapsing the time and reducing the costs from information to innovation
Industry Frameworks
Banking Retail Telco Public Sector Etc…. Etc….
Expertise & Accelerators
Business Strategy and Industry Models and Integrated IBM
Planning Services Pre-Built Solution Assets Partner Components
IBM Cognos 8
Reporting & Analysis Scorecarding & Dashboarding Planning, Budgeting & Forecasting
Unified Performance System Platform
IBM InfoSphere MDM Server IBM InfoSphere Warehouse
Define Manage Transact Reliable Real-Time Delivery
Manage Analyze
Party, Product, Account
IBM Information Server
Understand Cleanse Transform Deliver
Unified Metadata Management
Parallel Processing Rich Connectivity
IBM, April 2010

46. IBM Lotus –Social Intelligence Collaboration Accelerator
Services von IBM Lotus Connections Services von IBM Lotus Quickr
Activities Communities Profiles
Finding the right people
Managing Adhoc Bringing people with
for a certain subject
Collaborations same goals together
Bookmarks Blogs
Tag content, events, Quickr contextual team blogs
wiki pages, tasks, etc... with personal blogs
Knowledge and Report Sharing
Target group collection building
Services von IBM Lotus Sametime Information recommendation and feeding
Awareness and Adhoc Collaboration
Webconferencing
IBM, April 2010

47. IBM´s Portal Architecture as an integration plattform
(legacy)
Anwendungen
Applications
Rollenbasiert
Personalisiert
Im Context Sicher
Inhalte
Content
Cloud
Self Service
Collaboration Dynamisch
Prozess getrieben
(Mail, Cal., Chat)
Kal., Administrierbar
Consumer
externer
of external
Web Services
IBM, April 2010

48. From your Current State to Level 5 of Data Governance
Business Transformation
Courtesy of IBM Data Governance Council
IBM, April 2010

49. From current to desired Organizational State of Data Governance
IBM, April 2010

50. IBM´s Information Led
Tranformation
-Plan, Apply, Establish
IBM, April 2010

51. What is needed for an information-led transformation?
3 elements required but you can start
anywhere
Plan an
information
agenda
Apply
Establish a business
flexible analytics to
information optimize
platform decisions
IBM, April 2010

52. Driving Knowledge Workers Desktop Technologies
into the Information Platform
ILOG
Optimization
SPSS
Predictive Capabilities
Cognos TM1
Real-time Financial Control
InfoSphere Streams,
InfoSphere CDC, SolidDB
Real-time Financial Trading
Systems
Research
Real-time Fraud Analytics
IBM, April 2010
52

53. IBM is investing to accelerate your information-led transformation
Over $12B in
software investments since
2005
Over 4,000
Dedicated Consultants
Analytics in a Box to
Accelerate Time to Value
Largest Math Department in
Private Industry
“Since 2006, IBM has deliberately & doggedly constructed an
unparalleled portfolio… it's difficult to see how any competitors will
be able to compete anytime soon…”
“IBM, not SAP or Oracle, is now the industry's premo analytics
solution/platform vendor…”
IBM, April 2010

54. Enterprise Architecture provides the “city plan” for business and IT
“building blocks”
Component Business Model
Business Technology
Opportunity Availability "slice, analyse and transform"
Business Financial Product/ Production
Information Administration Management Process
Business
Corporate/LOB Portfolio
Financial Production
Strategy & Strategy &
Planning & Strategy
Planning Planning
Technology Direct Organization &
Forecasting
Research &
Master
Production
Strategy
Process Policies Development
Capital Planning
Appropriation
Strategy
Alliance Design Rules Production
Strategies Planning
& Policies Rules & Policies
Human Capital Risk Program Production
Management Management Management Scheduling
& Internal Audit Configuration
Legal &
Management Production
Enterprise wide focus
Regulatory
Control Treasury
Strategy
Enterprise Architecture Enterprise Architecture
“the city plan”
Business IT
Architecture Architecture
Processes Users
Information Applications
Planning People Data
Locations Technology
Transition Plan
Project focus
Business Operating Environment System Architecture
and IT Infrastructure functional aspects
Design and operational aspects
Delivery
IT Solutions
“the infrastructure and single
building design”
IBM, April 2010

55. IBM´s BI and PM Architecture Framework
Data Sources/ Data Integration/ Data Repositories/ Data Analytics/ Data Access/
Acq. Tier (Operation) DWH1 Tier (ETL) DWH2 Tier (Data Layers) DWH3 Tier (Results) BI Del.Tier (Delivery)
Extraction Operational Data Collaboration
Enterprise Web
Stores Browser
Transformation Query & Reporting
Business Applications
Load / Apply Data Warehouses Portals
Unstructured Data Mining
Synchronization Modeling
Data Marts Devices
Informational Transport / Scorecard
Messaging
Staging Areas
Web
Visualization Services
Information
Integrity
External • Data Quality Metadata
• Balance / Controls Embedded Analytics
Data flow and Workflow
Metadata
Security and Data Privacy
Systems Management & Administration
Network Connectivity, Protocols & Access Middleware
Hardware & Software Platforms
IBM, April 2010