1) Business analytics can unlock the power of data and analytics by transforming insight into income, but many organizations struggle to realize this value due to challenges in managing and analyzing vast amounts of data.
2) Organizational silos often prevent companies from making the best use of big data and analytics across end-to-end processes. To address this, companies need a single, enterprise-wide view of data.
3) The best way to achieve a consistent view of data is through a centralized analytics function that provides analytics as a managed service across the business. This function could be an internal shared service center or outsourced through business process outsourcing.
Business Process Analytics Unlocking the Power of Data and Analytics: Transfo...Capgemini
According our 2012 survey with the the Economist Intelligence Unit, one of the biggest impediments to effective decision making using big data is a shortage of skilled analysts. Capgemini’s BPO Analytics solution can help fill this gap with a centrally-operated managed service that provides the expertise and tools to analyze and interpret trends within and across business processes. We have a team of professionals with both analytical skills and domain expertise along with a flexible, multi-purpose technology platform to convert multiple sources of unstructured data into one structured view. This combination provides clients with a centralized function for transforming vast amounts of data into meaningful insights.
Business intelligence initiatives are too often IT oriented.
These initiatives started with all good intentions but somewhere down the road, business focus is lost and technology pushes the initiative forward. This paper givves an introduction of Business Intelligence from a business perspective. http://www.logica.com/
Business Process Analytics Unlocking the Power of Data and Analytics: Transfo...Capgemini
According our 2012 survey with the the Economist Intelligence Unit, one of the biggest impediments to effective decision making using big data is a shortage of skilled analysts. Capgemini’s BPO Analytics solution can help fill this gap with a centrally-operated managed service that provides the expertise and tools to analyze and interpret trends within and across business processes. We have a team of professionals with both analytical skills and domain expertise along with a flexible, multi-purpose technology platform to convert multiple sources of unstructured data into one structured view. This combination provides clients with a centralized function for transforming vast amounts of data into meaningful insights.
Business intelligence initiatives are too often IT oriented.
These initiatives started with all good intentions but somewhere down the road, business focus is lost and technology pushes the initiative forward. This paper givves an introduction of Business Intelligence from a business perspective. http://www.logica.com/
We will examine how to create a cost benefit analysis document that clarifies your customer’s problem, explains your intended solution, and details the work required. We will break down costs of the current state and future state compared to forecasted benefits to show payback of the solution over time. This session will guide you through a simple process to help you understand how to calculate and communicate the business value of your SharePoint solutions.
Banks and credit unions are constantly at risk of losing customers or members, and in order to stem the flow, they may offer their best customers better rates, waive annual fees and prioritize treatments. However, such retention strategies have associated costs, and you cannot afford to make such offers to every single customer. The success and feasibility of such strategies is dependent on identifying the right customer for the right action.
SAS® Customer Analytics for Banking turns raw data into insight that banks and credit unions can use to manage marketing strategy intelligently and increase customer retention. The integrated software infrastructure enables business users to analyze complex customer behavior hidden in large volumes of historical data.
You can then use that information to answer critical business questions, such as which customers are likely to try a new product and which are likely to leave the bank entirely. Learn more at http://www.nafcu.org/sas
Customer value analysis of big data productsVikas Sardana
Business value analysis through Customer Value Model for software technology choices with a case study from Mobile Advertising industry for Big Data use case.
DB2 for z/OS Update Data Warehousing On System ZSurekha Parekh
Abstract:
Data Warehouses delivers the floor in most Business analytics solution. Recent analysis reveals that the demand for near-real-time data, as well as integration between day-to-day business applications increases.
IBM will share insight on today’s business environment and its impact on an IT organization’s ability to deliver a competitive Business Analytics and Data Warehousing strategy. You will learn how DB2 for z/OS combined with other InfoSphere data movement offerings from IBM can help enable information on demand – user demands.
IBM Business Analytics and Optimization - Introduktion till Prediktiv AnalysIBM Sverige
Är din organisation prediktiv? Genom att arbeta förutseende med styrning och beslutsfattande kan ett Predictive Enterprise – ett förutseende företag – minimera risker och uppnå högt ställda affärsmål. Under sessionen lär du dig vad prediktiv analys är, vad det ger för mervärde, vad olika kunder har använt det till och vilken ROI det gett dem samt
hur du kan använda det med din existerande infrastruktur.
Talare: Mats Stellwall, Predictive Analytics Specialist, IBM
Denna presentation hölls på ett seminariepass för Business Analytics and Optimization under IBM Software Day 2010.
Our mission is: transforming data to reveal business and clinical insights. We accomplish this through our data management, business intelligence and analytics consulting services. We ensure that organizations have the proper tools, technology and processes to improve performance – relative to predefined critical success factors and key performance indicators – based on greater insight and analysis through analytics. We offer a framework for establishing an Analytics Center of Excellence within organizations to define roles and responsibilities and coordinate activities and tasks among key stakeholders. With emphasis on statistical analysis, forecasting, optimization, and simulation, analytics provides results that are predictive and prescriptive, injecting clarity and confidence in decision making and improving performance through situational awareness at all levels of the organization.
Through our past consulting engagements, we observed significant challenges and short-comings in how these organizations navigate such a data-rich environment in the pursuit of analytical excellence. Based on our assessment and evaluation, we develop a roadmap for establishing an information environment that enables stakeholders to improve clinical decision-making and performance (as related to quality, outcomes, cost and utilization) through data visualizations and advanced analytics. This roadmap accounts for both structured and unstructured data, and it includes provisions for controlled data access based on security and privacy policies. We manage the transition from on-premise to cloud-based data sources and leverage the cloud as an aggregation point for creating a Big Data analytics platform. We then perform an alternatives analysis of feasible solutions based on several factors, including: delivered capabilities, ease of implementation, performance, scalability, interoperability and integration with legacy systems, and functionality -- at a cost that maximizes ROI.
We will examine how to create a cost benefit analysis document that clarifies your customer’s problem, explains your intended solution, and details the work required. We will break down costs of the current state and future state compared to forecasted benefits to show payback of the solution over time. This session will guide you through a simple process to help you understand how to calculate and communicate the business value of your SharePoint solutions.
Banks and credit unions are constantly at risk of losing customers or members, and in order to stem the flow, they may offer their best customers better rates, waive annual fees and prioritize treatments. However, such retention strategies have associated costs, and you cannot afford to make such offers to every single customer. The success and feasibility of such strategies is dependent on identifying the right customer for the right action.
SAS® Customer Analytics for Banking turns raw data into insight that banks and credit unions can use to manage marketing strategy intelligently and increase customer retention. The integrated software infrastructure enables business users to analyze complex customer behavior hidden in large volumes of historical data.
You can then use that information to answer critical business questions, such as which customers are likely to try a new product and which are likely to leave the bank entirely. Learn more at http://www.nafcu.org/sas
Customer value analysis of big data productsVikas Sardana
Business value analysis through Customer Value Model for software technology choices with a case study from Mobile Advertising industry for Big Data use case.
DB2 for z/OS Update Data Warehousing On System ZSurekha Parekh
Abstract:
Data Warehouses delivers the floor in most Business analytics solution. Recent analysis reveals that the demand for near-real-time data, as well as integration between day-to-day business applications increases.
IBM will share insight on today’s business environment and its impact on an IT organization’s ability to deliver a competitive Business Analytics and Data Warehousing strategy. You will learn how DB2 for z/OS combined with other InfoSphere data movement offerings from IBM can help enable information on demand – user demands.
IBM Business Analytics and Optimization - Introduktion till Prediktiv AnalysIBM Sverige
Är din organisation prediktiv? Genom att arbeta förutseende med styrning och beslutsfattande kan ett Predictive Enterprise – ett förutseende företag – minimera risker och uppnå högt ställda affärsmål. Under sessionen lär du dig vad prediktiv analys är, vad det ger för mervärde, vad olika kunder har använt det till och vilken ROI det gett dem samt
hur du kan använda det med din existerande infrastruktur.
Talare: Mats Stellwall, Predictive Analytics Specialist, IBM
Denna presentation hölls på ett seminariepass för Business Analytics and Optimization under IBM Software Day 2010.
Our mission is: transforming data to reveal business and clinical insights. We accomplish this through our data management, business intelligence and analytics consulting services. We ensure that organizations have the proper tools, technology and processes to improve performance – relative to predefined critical success factors and key performance indicators – based on greater insight and analysis through analytics. We offer a framework for establishing an Analytics Center of Excellence within organizations to define roles and responsibilities and coordinate activities and tasks among key stakeholders. With emphasis on statistical analysis, forecasting, optimization, and simulation, analytics provides results that are predictive and prescriptive, injecting clarity and confidence in decision making and improving performance through situational awareness at all levels of the organization.
Through our past consulting engagements, we observed significant challenges and short-comings in how these organizations navigate such a data-rich environment in the pursuit of analytical excellence. Based on our assessment and evaluation, we develop a roadmap for establishing an information environment that enables stakeholders to improve clinical decision-making and performance (as related to quality, outcomes, cost and utilization) through data visualizations and advanced analytics. This roadmap accounts for both structured and unstructured data, and it includes provisions for controlled data access based on security and privacy policies. We manage the transition from on-premise to cloud-based data sources and leverage the cloud as an aggregation point for creating a Big Data analytics platform. We then perform an alternatives analysis of feasible solutions based on several factors, including: delivered capabilities, ease of implementation, performance, scalability, interoperability and integration with legacy systems, and functionality -- at a cost that maximizes ROI.
Ángel Ron entrega los diez programas formativos de la tercera convocatoria de...Banco Popular
Ángel Ron y Banco Popular ha entregado los diez programas formativos correspondientes a la tercera convocatoria de ‘Planes Impulso’, una iniciativa que tiene como objetivo favorecer la integración sociolaboral de personas con discapacidad a través de la formación.
São Paulo Convention & Visitors BureauMonkeyBusiness
Apresentação da MonkeyBusiness para o São Paulo Convention & Visitors Bureau em campanha "São Paulo é tudo de bom" e "Visite São Paulo"
www.monkeybusiness.com.br
www.macacosmebloguem.com.br
www.facebook.com/mkbusiness
www.twitter.com/mkbusiness
Accenture: Commercial analytics insights CPG Companies 27-7-12 Brian Crotty
A fully integrated analytics operating model can help consumer packaged goods (CPG) companies focus commercial analytics resources on high-value processes to grow market share and sustain profit margins.
Market and economic uncertainty is making it difficult for CPG companies to achieve sustainable growth. Value-driven consumers are more demanding than ever before, and retailers are increasingly pushing private labels and looking for ways to control the consumer relationship. Additionally, “big data” has left many marketing and sales organizations with an information overload, yielding little insight into how to win consumer loyalty. This uncertain environment requires CPG companies to make faster, better-informed commercial decisions and take concrete action to improve market performance.
In this point of view, Accenture outlines an approach that can help CPG companies improve their commercial analytics capability to generate significant value.
June 27, 2012
The Business Data Catalogue provides a method of integrating business data from back-end server applications, such as SAP or Siebel or other line of business applications, into Microsoft Office SharePoint Server 2007, without writing any code. Business Intelligence with Office SharePoint Server 2007 provides a framework for accessing that data, and for providing a toolset for business decision makers to turn the raw data into critical business information.
This presentation is designed to provide the audience with an overview of how BI can be used to create visual dashboards that assemble and display business information from multiple sources (e.g. Excel Services, SQL Reporting) using built-in web parts.
This is a business session and does not cover the technical implementation of BDC.
Business intelligence systems are also unable to deal with market volatiles. Infosys' business analytics offerings provide the processes, tools and expertise to extract the most from information investments description.
How to become an Analytics-driven organization - and why bother? - IBM Smarte...IBM Sverige
Presentation från IBM Smarter Business 2011. Spår: IBM Cognos Performance.
Information is the oil of the future. It will be the resource running our economy in ways not possible in the past. In this era of extreme information organizations need to understand how to find the information that really matters and how to draw intelligence from it. They need to become Analytics-driven.
Talare: Juha Teljo, Business Analytics Executive.
Mer information på www.smarterbusiness.se
Improving Business Insights - How Technology Can HelpTone' Shelby
Meet current business challenges & emerge stronger! Transform your business with Microsoft Business Intelligence. How Technology can help manage performance management more effectively.
Activity Based Profitability ManagementMiguel Garcia
Activity Based Profitability Management (ABPM) and Activity Based Budgeting (ABB) offers organizations a complete tool to gain a competitive advantage and provides crucial information to support the process of making strategic and operational decisions in the current business environment. It might seem that having this type of information for the management of profits, costs and budgets is not necessary to implement Digital Transformation solutions because the implementation of new technologies does not require an evaluation of this type, and it is assumed that it must be implemented independently of what it implies and at any cost, but this is an error because it will always require business processes, products or services, customers or users, service channels, etc. that must be evaluated from the financial and business process point of view, implemented, measured and improved within a competitive and market environment. In this sense, the profitablitiy, cost and budget information provided by the approach of ABPM and ABB will lead to better business decisions that significantly increase the performance and profits of the companies.
Activity Based Profitability Management and Budgeting as a support tool for D...Miguel Garcia
The business world is faced with the pace of unprecedented changes and a disruptive and innovative transformation in all industries. The context of the current economy, the emergence of new business and operational models with increasingly more cost and profitability structures, the increase in technological innovations such as the Internet of Things, Artificial Intelligence, Machine Learning, Advanced Analytics, Mobile apps, etc., which enable Digital Transformation and improve the experience of customers or users of organizations. The reduction in the life cycle of products and services, the incremental trend of mergers and acquisitions aimed at obtaining the benefits of economies of scale, as well as the pressures of low-wage countries or models of offshore outsourcing are just some of the factors of the changing environment of today.
Activity Based Profitability Management (ABPM) and Activity Based Budgeting (ABB) offers organizations a complete tool to gain a competitive advantage and provides crucial information to support the process of making strategic and operational decisions in the current business environment. It might seem that having this type of information for the management of costs and budgets is not necessary to implement Digital Transformation solutions because the implementation of new technologies does not require an evaluation of this type, and it is assumed that it must be implemented independently of what it implies and at any cost, but this is an error because it will always require business processes, products or services, customers or users, service channels, etc. that must be evaluated from the financial and business process point of view, implemented, measured and improved within a competitive and market environment. In this sense, the cost and budget information provided by the approach of ABPM and ABB will lead to better business decisions that significantly increase the performance and profits of the companies.
A new report from Dynamic Markets shows that – far from improving agility and effectiveness – 52 percent of organizations have missed deadlines and 75 percent have damaged their ability to innovate due to poor integration between cloud applications and other operational systems.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
The Parable of the Pipeline a book every new businessman or business student ...
Business analytics_as_a_service
1. Business Analytics the way we do it
Business Analytics as a Service
Unlocking the Power of Data and Analytics: Transforming Insight into Income
2. Contents
Foreword 3
The power of analytics 4
Is your organization structured to exploit data and analytics? 5
How to manage data as an asset for the entire business 6
The case for a centralized analytics function 7
Sourcing the centralized analytics function 8
How the analytics function can maintain control over decision-making 10
Conclusion: three steps you should take now 11
3. Business Analytics the way we do it
Capgemini research shows that Foreword
for processes where analytics has Staggering volumes of data from an ever-increasing range of sources are
been applied, companies have available to businesses today. That data (and the insight that comes from it)
seen a 26% average performance is coming to be recognized as a critical organizational asset. High-quality,
improvement over the past real-time or near real-time, business analytics, making appropriate use of
three years “big data”, can deliver significant value by enabling better decision-making
and hence better business outcomes.
In practice, however, the value of business analytics is not always easy to
realize. Obstacles include the technical challenge of collating, managing,
and analyzing vast quantities of internal and external data – both
structured and unstructured – to provide forward-looking insight, cost-
effectively and in the required timescale.
However, even when companies have well-advanced data strategies and
substantial investment in technology platforms and analytical tools, they
have struggled to optimize ROI and achieve analytics maturity.
Customer Analytics Maturity
How can I optimize
Business Value – customer interactions?
Competitive Advantage What is the likelihood of
my customers behaving
in a particular way?
Optimization
The Economist Intelligence Predictive
Customer Analytics
How can I group Modeling
Unit Survey: The Deciding my customers?
Factor: Big Data and How is my business Forecasting
Decision Making performing (in relation
to customer metrics)? Segmentation
The Results:
Descriptive
75% believe their organizations to Modeling
Business Intelligence
Can I predict
future customer
be data-driven but “Drill-Down”
behavior?
“Slice and Dice”
Traditional
9 out of 10 say the decisions Standard and
Alerts What are my
customers like?
they’ve made in the past 3 years Ad-Hoc Reports Why do they behave in
Data particular ways?
would have been better if they’d
had all the relevant information
Capability
1
Capgemini and Economist Intelligence Unit, The Deciding Factor: Big data and decision-making
3
4. Organizational structure is often the problem. It is no surprise that 56%
The Economist Intelligence
of companies say organizational silos are their biggest problem in making
Unit Survey:
better use of big data1. Analytics tends to be carried out within, and applied
42% survey respondents say that to, individual functions, whereas to reap the full benefits it is necessary to
unstructured content is too difficult examine end-to-end processes and impacts across functional boundaries.
to interpret
To make this possible, companies need a single, operational view of
their data, available right across the enterprise. As we argue in this white
paper, the best way to achieve this consistent view of data is through the
creation of a centralized, specialist function that provides core analytics
as a managed service to the rest of the business. This function could be
an internal shared service center, or could be created through Business
Process Outsourcing (BPO).
Either way, it is time to start thinking differently about how analytics is
applied, in order to be able to deliver optimal, insight-based decisions
across every aspect of the business. Best-in-class organizations are already
seeing results from doing so.
The power of analytics
In every large business, thousands of decisions are made each day:
strategic, tactical, and operational decisions. It is increasingly recognized
that information, intelligence, and insight are the key to making the right
decisions at the right level and at the right time, yet in practice, many
decision makers report they do not have enough data2. Even routine
decisions such as whether to pay a given invoice are often made without
reference to the relevant scores and risk indicators.
Reports of inadequate data seem paradoxical given the rapid growth of
data volumes – in the medical sector, for example, it has been estimated
that knowledge doubles every five years. The explanation is that decision
makers are “rich” in data that they cannot interpret, but poor in terms of
insights they can use to drive decisions and actions.
Business analytics exists to bridge this gap between the glut of unusable
data and the unsatisfied appetite for insights that can inform decisions.
But clients tell us that analytics, as currently carried out, does not always
achieve its potential. To do so, analytics must generate the type of insights
that can truly inform decisions, so that the business can make the right
interventions at the right time.
This need points to a different way of delivering analytics from the current
norm. Instead of being backward-looking, and focusing on a single point
in time, analytics needs to be forward-looking and continuous. It needs to
embody the right set of business objectives and KPIs to drive the actions
that will meet the organization’s goals (while avoiding “drowning in data”).
2
Capgemini/EIU
4 Business Analytics as a Service
5. Business Analytics the way we do it
It is clear that, approached in the right way, analytics can help a company
to tackle its strategic challenges, to respond rapidly to change, and to
improve the speed and accuracy of its decisions at every level.
Is your organization structured to exploit data and analytics?
Why a functional approach
Few organizations have so far seen the return that they expected from their
to analytics is sub-optimal:
investments in business analytics. To a large extent, the problem arises
three examples
from the way they are approaching it, and from the type of questions they
Food manufacturers typically are asking.
waste stock worth hundreds of
millions of Euros through shelf-life Specifically, in applying analytics they investigate questions that reflect the
expiry. Identifying the reason for needs of a particular department or subsidiary instead of the needs of the
slow-moving stocks can eliminate
business as a whole. No wonder that in our recent “big data” survey, well
probably 60% of the waste. But
you need to analyze not just the over half of respondents cited organizational silos as their biggest obstacle3.
immediate supply chain but the
end-to-end process, including Companies can gain immensely by focusing on what counts for the
manufacturing, differences between organization as a whole, not just one silo. That means taking an end-to-end
geographies, and changes to the view of each process: order-to-cash, source-to-contract, procure-to-pay,
business environment. quote-to-deliver, marketing campaign effectiveness, and so on. Analytics
must therefore cross functional boundaries: its true power emerges when
Retailers often lose out through information from different functions is connected.
slow price-setting. Analytics
techniques allow pricing scenarios This approach allows analytics to answer more ambitious questions, like:
to be rapidly compared so the time
taken can be reduced from days ƒƒ
What factors determine whether and how much our customers buy?
to hours. But again, modeling has
ƒƒ
How effective are advertising campaigns and other promotions?
to take a comprehensive view of
the business and its environment,
ƒƒ
Where and how should we invest to achieve a particular level
rather than looking at one function. of demand?
ƒƒ
How important is speed and efficiency of fulfillment to getting
repeat sales?
Organizations in all industries
ƒƒ
How are customers responding to our overall offer, and can we change
suffer from revenue leakage, for
example as a result of incorrect
that using social media management?
pricing or customer deductions. It ƒƒ
What should our strategy for collections, disputes, and deductions be?
is only by applying analytics to the ƒƒ
How much does it cost us to process an inbound order or invoice?
end-to-end order-to-cash process, ƒƒ
How can we harness the power of digital marketing and channel mix?
including pricing, discounts, and
terms of trade, that leakages can A client found that it was spending an average of €200 to process each order,
be stopped and recovered. when industry best practice cost was just €8. Applying business analytics to
the end-to-end process allowed it to pinpoint the process steps that were
causing inefficiency.
The data needed to answer these and other complex queries is often already
available within, or to, the organization. The challenge comes in being able
to access and interpret it quickly.
3
Capgemini/EIU
5
6. How to manage data as an asset for the entire business
The Economist Intelligence
Managing data is becoming an increasingly complex task, involving
Unit Survey:
external and unstructured data along with internal and structured data.
85% say the issue is not about Social media data, credit ratings, marketing data from third parties – all
volume but the ability to analyze these potentially need to be rapidly integrated with internal records, and
and act on the data in real time refined into a useable form, to allow decisions to be fully informed.
Even within internal systems, data is not always harmonized across
various ERP installations and subsystems such as procurement, CRM, and
accounting. Equally problematic, data tends to be static whereas decisions
often need to be based on up-to-date and dynamic information. In addition,
people in different parts of the business often conduct analytics working
from different data sets that do not match one another closely.
To get the best out of data and enable the end-to-end approach discussed
above, data needs to be managed as an asset for the organization as a
whole, not just its individual functions.
A central data repository or insight center can ensure that everyone is
working from the same data. Analytics and access tools can then be applied
to create a variety of windows on this one view. A window (typically in the
form of a context-sensitive dashboard) might relate to customer acquisition,
business strategy, resource allocation, governance, or procurement, for
example. What is essential is that the different windows all look onto the
same data – that is, the same absolute truth.
An enterprise-wide approach to data management is a significant
undertaking, and needs board sponsorship. It also needs a model for
converting data into insights that can inform decisions.
Data Value Pyramid
Reports
Dashboards
Decisions Transactional delivery
Application of business analytics
Interpretation
Propensity models
Knowledge Scoring
Integration
Aggregation
Third party data
Information Social media data
Integrity
Validation
Completeness
Data Management
6 Business Analytics as a Service
7. Business Analytics the way we do it
Getting data right is a prerequisite for creating the insight to drive decision-
making. Another equally vital requirement is to have the right expertise
available to interpret the data – and we shall argue that the solution lies
once again in centralization.
The case for a centralized analytics function
The permanent analytics function The essential skills needed to apply best-in-class analytics are in scarce
needs the following characteristics:
supply. By establishing a permanent, centralized analytics function, an
organization can bring together the best analytical skills available to it
� available to the whole business,
Is and harness them for the benefit of the business as a whole. This is the
not just to specific functions same thinking that has resulted in successful transitions of other support
� responsible for maintaining
Is functions to a shared service basis.
data quality and integrity on
behalf of the entire business The analytics function should be a center of excellence, delivering
� suitable software tools and
Has analytics and insight as a managed service across the enterprise. As well
partnerships (big data capabilities as enhancing speed of development, it should also reduce costs, enhance
are imperative) control, and enable faster and more consistent benefits realization.
Treats analytics tasks as a
�
long-term process, not a The key to deriving value from the centralized function is the application
one-off problem of business process tools that allow transformation of data into insights,
� a global perspective on
Has and efficient delivery of these insights to the points in the operational
the organization environment where key decisions and customer interactions are made.
� a culture of recognizing
Has
data as an asset and valuing The function should be equipped with a model like Capgemini’s Global
the insights it can generate Process Model. This can organize KPIs, benchmarks, and controls for
� business-oriented, and
Is the entire business, helping to achieve harmonization and consistency of
knows that the purpose of approach, and to ensure that analytics outcomes can be used effectively
analytics is to drive decisions across the enterprise.
� strong management, clear
Has
priorities, and accountability for People working in the analytics function need advanced skills and
providing value for money talents, including:
ƒƒ
Data science and architecture
ƒƒ
Statistical modeling, scoring, and propensity profiling
ƒƒ
Consulting skills and business knowledge (for discussing requirements
with users)
ƒƒ
Data management skills
ƒƒ
Training skills (to teach end users to apply analytics outputs)
The Economist Intelligence
Unit Survey:
26% is the level of performance
improvement already seen from the
application of big data analytics
7
8. The cost and scarcity of these skills are not just a strong argument for
The Economist Intelligence
centralizing analytics: as we shall discuss next, they also strengthen the
Unit Survey:
case for implementing it as a bought-in function or managed service.
41% is the level of performance
improvement expected in the next
Analytics as a Service Delivery Value Chain
3 years
Consultancy, Data Management, Analytics Processing Automated Reporting,
Scoping and Classification and and Dashboards and
Data Strategy Standardization Service Delivery Decisions as a Service
Sourcing the centralized analytics function
The discussion above points to a new way of organizing business analytics.
Instead of tackling analytics tasks on an ad hoc basis, and within particular
functions, getting the best out of analytics requires a permanent, centralized
organization: one that provides analytics as a managed service to
business users.
How exactly you decide to source business analytics is a separate decision
from the decision to centralize. You might decide to set up a shared service
center internally. Or you might opt for an analytics hub provided via
Business Process Outsourcing (BPO) – an attractive option if you cannot
afford, or cannot easily recruit, the specialized skills needed.
In deciding how and where to set up a business analytics capability, it is
important to make sure that the following are available:
ƒƒ
Ability to understand business processes
ƒƒ
Familiarity with, and expertise in, advanced analytics
ƒƒ
Ability to ensure that analytics drives business decisions
ƒƒ
Appropriate technology solutions and knowledge
Cost implications should also be carefully evaluated. “Pay as you go”
options may be more attractive than those requiring a large up-front
investment and inflexible ongoing expenditure.
8 Business Analytics as a Service
9. Business Analytics the way we do it
BPO appeals to many organizations, not only because of the skills and
The Economist Intelligence funding aspects but also because it can provide virtually instant solutions.
Unit Survey: Many of the disciplines of business analytics are already available in a form
56% cited “organization silos” that can be immediately applied to specific challenges within your business.
in the top three impediment to
effective decision making - 50% Capgemini, for example, provides a comprehensive set of business analytics
cited “shortage of data analyst” solutions, the most important of which are listed in the table below.
Analytics solutions available from Capgemini
Capgemini’s business analytics portfolio is a suite of solutions supported
by our global business analytics practice network and insight center. The
solutions help clients tackle key challenges in a range of contexts.
CFO Analytics: Exploit the data that you already have to improve financial
and operational performance. CFOs get real-time or near real-time insights
that allow them to take swift action.
Working Capital Analytics: Reduce capital tied up in inventory and
semi-finished goods while maximising availability and service levels.
Customer Analytics: Make your customer interactions more effective and
mutually beneficial by combining unstructured social data, transactional web
data, and structured organizational data to gain a deep understanding of
what customers want.
Marketing Analytics: Our combination of advanced analytics and continuous
feedback mechanisms ensures your customers receive the most relevant and
timely offers, and that your campaigns become more intelligent over time.
Predictive Asset Maintenance: Information governance and leading
predictive analytical modeling can systematically identify the right
maintenance and inspection regime. Achieve compliance and minimize
unplanned downtime while avoiding unnecessary work.
Enterprise Performance Analytics: Use enterprise-wide insight and an
understanding of the impact of key decisions to achieve performance
improvements, even when readily-available efficiencies have already been
realized, and when competitors can quickly replicate innovation.
Social Media Analytics: Despite the vast volumes of unstructured data
involved, advanced text (and other) analytic techniques mean you can hear
and understand what your customers are saying and then respond in a fast,
efficient, and scalable manner.
Advanced Planning & Scheduling: Improve service levels and reduce
operational costs through better use of people, process, technology, and
information. Planners can base decisions on the right information via powerful
visualization and optimization techniques.
Fraud Management: Gain competitive advantage by using analytics to
prevent and detect fraud in a timely manner. Reduce costs and offer a better
service to customers and partners, while managing financial, reputational,
and punitive risks.
Risk Analysis: Apply advanced analytics to manage risk holistically at
enterprise level. Link different types of risk, such as credit risk and market
risk, together to get a complete picture. Possible areas of focus include
revenue, margin, controls, and cashflow.
Spend Analytics: Develop a better understanding of spend across the
organization and identify opportunities for efficiencies and cost reduction.
9
10. How the analytics function can maintain control over
The Economist Intelligence decision making
Unit Survey: Companies need to make decisions fast, but they cannot afford to lose
62% Dispute the proposition control. Approached correctly, automation of decision-making processes is
that most operational / tactical an opportunity to strike the right balance between speed and control, as
decisions that can be automated well as to save considerable sums.
have been automated
The need to maintain control is an additional argument for creating a
centralized and permanent analytics function, since this is the easiest way
to achieve continuity and universality of control.
The process of feeding insights into decisions can be fully automated in the
case of operational decisions, and partially so in the case of tactical ones.
Strategic decisions may still need to be based on “gut feel”, but analytics
can ensure that the right “nutrients” in terms of insights are available to the
decision-maker.
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10 Business Analytics as a Service
11. Business Analytics the way we do it
Control over decision making can be maintained by building analytics-
based checks for each quadrant into the automated decision-making
process. The checks will ask questions such as:
ƒƒ
What have we achieved strategically?
ƒƒ
What resources have we deployed operationally?
ƒƒ
How effective have we been at innovation and learning?
ƒƒ
What is the financial impact and are we getting the returns we require?
The questions in each quadrant need to be looked at together rather than in
isolation. By using an automation tool such as Capgemini’s Global Process
Model to bring the elements together, the centralized analytics function can
help enforce consistent controls, enterprise wide.
Conclusion: three steps you should take now
A fuel-saving analytics application,
“Trip Optimizer”, looks set to There is little doubt that business analytics is best provided as a service by
reduce General Electric’s fuel use a central function, but organizations need to weigh up the best options for
by up to 14%.5 them in terms of sourcing. In the meantime, here are three steps you can
take immediately to start organizing your analytics better:
�
Identify the important key decisions that your organization needs to
monitor continuously this year. Which could be improved if you had
better insights into the business and its environment? Arrange these in
order of value.
�
Review the analytics initiatives already under way in your company.
Which ones address the areas identified in step 1? Are there important
gaps that are not being addressed?
�
Consider what analytics resources exist in your organization already.
Which do you regard as most effective? Could they be redeployed to
address the gaps identified in step 1? Could a centralized function
providing analytics as a service help?
Recent Capgemini research4 into “big data” and analytics found that for
processes where analytics has been applied, companies have seen a 26%
average performance improvement over the past three years; they expect it
will improve by 41% over the next three.
For best-in-class companies, analytics already informs every aspect of the
business. Can you afford not to follow their example?
4, 5
Capgemini/EIU
11
12. About Capgemini
With around 120,000 people in 40 countries, Capgemini is one of the world’s foremost providers
of consulting, technology and outsourcing services. The Group reported 2011 global revenues of
EUR 9.7 billion.
Together with its clients, Capgemini creates and delivers business and technology solutions that
fit their needs and drive the results they want. A deeply multicultural organization, Capgemini
has developed its own way of working, the Collaborative Business Experience™, and draws on
Rightshore®, its worldwide delivery model.
Rightshore® is a trademark belonging to Capgemini
More information about our services, offices and research is available at
www.capgemini.com
For further information contact terence.sandiford@capgemini.com
or visit www.capgemini.com/bpo