Moving IT/BI From Reactive to Proactive in Process Performance Improvement From Reactive to Proactive:

FACTS: 92% of Senior Managers report critical or important need to improve performance management (The Economist, Price Waterhouse Coopers) Less than 35% of Senior Managers base decisions on internal corporate data (EDI research paper) From Reactive to Proactive:

What is BI’s role? Show potential optimal intersections of sales, marketing, finance, and supply chain functions -or- Decision makers’ resource for managing performance improvement –Getting the right information –To the right people –For the right decisions From Reactive to Proactive:

Objectives: How to move IT from a system/data management organization to a leadership role in enterprise performance improvement. How to move BI from a marketing role to a strategic initiative driver Moving IT/BI From Reactive to Proactive in Performance

Enterprise Performance Improvement: optimizing the capabilities and efficiencies of the organization’s strategic processes toward maximizing customer loyalty, market demand, efficiencies, and profit. From Reactive to Proactive:

BI / IT is the logical leader for enterprise performance improvement. BI/IT is unique in its Capabilities Context of knowledge Perspective From Reactive to Proactive:

Strategic processes are the key to performance improvement Produce and/or deliver key products and services critical to competitive position Cross functional / enterprise wide link to the strategic objectives How customers see the organization Strategic processes are abstract. They are best understood with metrics. From Reactive to Proactive:

Enterprise performance improvement: Links improvement efforts to and facilitates accomplishing strategic objectives Is enterprise wide, internal and external, in scope and breadth Links all functional groups and all levels to profitability and execution of strategy Is systemic in nature From Reactive to Proactive:

1.ID the strategic processes 2.Link the processes to strategic goals and objectives 3.Define enterprise metrics for the processes 4.ID existing and missing metrics 5.Tie existing intelligence information to the processes 6.Build a data model for each process 7.Create missing metrics 8.Identify critical performance improvement processes 9.Form a Performance Improvement Campaign Team 10.Map and analyze the process 11.Locate key improvement areas 12.Form tactical teams around improvement areas 13.Design and test changes 14.Implement changes and verify gains 15.Enhance the BI data base From Reactive to Proactive: The steps :

Step 1. ID the strategic processes –Produce and/or deliver key products and services –critical to competitive position –Cross functional / enterprise wide –link to the strategic objectives –How customers see the organization From Reactive to Proactive:

Step 2. Define enterprise metrics for the processes –Full scope –Quality, cost, productivity –Reflect the strategic goals and objectives From Reactive to Proactive:

Step 5: Tie existing intelligence information to the process and design reporting metrics –What is useful and what is not, the right information for the strategic objectives –Structuring and organizing the data, the right detail for the right people –The Goal: performance improvement, getting the right information to the right people for the right decisions From Reactive to Proactive:

Step 8: Identify critical performance improvement processes –What is useful and what is not –Structuring and organizing the data –Getting the right information to the right people for the right decisions From Reactive to Proactive:

15. Enhance the BI data base –Refining what is useful and what is not –Building from the experience –Creating an efficient performance improvement tool. From Reactive to Proactive: