1. Making Performance Management Real From the Myth to the Reality
Olivier Derrien
Area Vice President
Southern Europe
Cognos, an IBM Company

2. Amount of information managers (decision makers) receive that has no value
0-30%
30-50%
Over 50%
So why does it matter, what is the impact if you can move to a higher stage, or achieve stage 4. There has been quite a bit of recent research done to support what really inhibits performance and ultimately how improvements in data driven decision making can effect overall performance. Our friends at Accenture published a study with some key findings …
What is the amount of information managers (decision makers) receive that has no value?
Source: Accenture survey released January 4, 2007

3. Amount of information managers receive that has no value
0-30%
30-50%
Over 50%
Source: Accenture survey released January 4, 2007

4. How much time do managers waste each day, searching for information?
0-30 min
1-3 Hours
Over 3 Hours
Source: Accenture survey released January 4, 2007

5. Time managers waste each day searching for information
0-30 min
1-3 Hours
Over 3 Hours
Source: Accenture survey released January 4, 2007

6. What percentage of managers accidentally use the wrong information at least once a week?
100 80
Over 50%
OPTION THREE 60 40
30-50%
OPTION TWO 20
0-30%
OPTION ONE
Source: Accenture survey released January 4, 2007

7. Percentage of managers accidentally use the wrong information at least once a week
100 80
Over 50%
OPTION THREE 60 40
30-50%
OPTION TWO 20
0-30%
OPTION ONE
Source: Accenture survey released January 4, 2007

8. PERFORMANCE MANAGEMENT MATURITY MODEL
AMR Research technology, people, process
Step 4: Orchestrating
Step 3: Collaborating
Are we all on the same page?
Performance culture exists
Top down executive buy-in
Single consistent view of the enterprise
Goal setting cascades through operational areas
Integration with service-level agreements
Step 2: Anticipating
Where are we going?
Multi-department, across silos
Collaborative, accountable, coordinated
Operational/financial metrics from the top
Integrated planning - aligns resources across groups
Focus on performance improvement
Step 1: Reacting
Where are we now?
Projects more strategic, visible across depts.
Functions are largely siloed
VP-level accountability
Tools & business process based - dashboards prominent
Focus on bottom-line performance (cost savings);
Current status view
Where have we been?
Project based departmental approach
Function-specific metrics
Use of spreadsheets/ manual processes
Focus on data access, reducing report cycle time
Last business cycle view
Achieving Step 4 is rare
These are organizations that have orchestrated a single, consistent and streamlined view of the enterprise which gives them the ability to answer, “Are we all on the same page?”
Performance Management is a cultural philosophy
There is top-down goal setting from executives to operations
The business is “Run by the numbers” and aligned to compensation with service level agreements
This step is characterized by orchestrating alignment from the top down to make sure the enterprise is on the same page
Few companies have reached step 4
PM is a cultural philophy, not just a tech stack with top down goal settingcascading from executives through operations.
The business is run by the numbers w/expectations set for all to achieve
Summary – so what do you take away from this model …
The long term goal is to bring as many parts of the business to a consistent level of maturity. There is value and payback at every stage you don’t have to be a step 4 to see payback and PM maturity is shared by business and IT.
Multiyear Effort
Culture/Mgt. Philosophy
Technology
Source: AMR Research BI/PM maturity model - technology, people, process

9. PERFORMANCE MANAGEMENT MATURITY MODEL
AMR Research technology, people, process
Step 4: Orchestrating
Step 3: Collaborating
Are we all on the same page?
Step 2: Anticipating
Where are we going? ?%
Step 1: Reacting ?%
Where are we now?
Where have we been? ?%
At our recent Cognos Forum event in NA, we surveyed 3000 attendees and requested they identify the step that characterized their current deployment. These are the numbers from that event and it’s clear from these numbers that most organizations are moving from step 2 to step 3, with the next largest group moving from step 1 to step 2.
Summary – so what do you take away from this model …
The long term goal is to bring as many parts of the business to a consistent level of maturity. There is value and payback at every stage you don’t have to be a step 4 to see payback and PM maturity is shared by business and IT. ?%
Multiyear Effort
Culture/ Philosophy
Technology
Source: AMR Research BI/PM maturity model - technology, people, process

10. 3% 7% 55% 35% PERFORMANCE MANAGEMENT COGNOS FORUM SURVEY RESULTS
Step 4: Orchestrating
Step 3: Collaborating
Are we all on the same page?
Step 2: Anticipating
Where are we going? 3%
Step 1: Reacting
Where are we now? 7%
Where have we been?
55%
At our recent Cognos Forum event in NA, we surveyed 3000 attendees and requested they identify the step that characterized their current deployment. These are the numbers from that event and it’s clear from these numbers that most organizations are moving from step 2 to step 3, with the next largest group moving from step 1 to step 2.
Summary – so what do you take away from this model …
The long term goal is to bring as many parts of the business to a consistent level of maturity. There is value and payback at every stage you don’t have to be a step 4 to see payback and PM maturity is shared by business and IT.
35%
Multiyear Effort
Culture/ Philosophy
Technology
Source: AMR Research BI/PM maturity model - technology, people, process

11. Performance Management is top of Mind Gartner: 2008 CIO Agenda
This is a recent survey of top CIO priorities. As you can see BI is the number one agenda for the third straight year.
Gartner EXP “Gartner: Making the Difference - The 2008 CIO Agenda”
Mark P. McDonald Tina Nunno Dave Aron, January 2008

12. IT CHALLENGES AND TRENDS
Top goals of the CIO:
Business: “Aligning IT and Business”
Technical: Business Intelligence
Complex infrastructures; flat budgets
BI and PM standardization on the rise
Hot technologies are changing the landscape
Complexity of IT infrastructures and huge amounts of data
Over 40 different data sources (TDWI)
IT budgets relatively flat
CIO budget increases remain less than 3% for the fourth year in a row (27 October 2006, The Gartner Scenario 2006: The Current State and Future Direction of IT)
BI Standardization on the rise
Strong association with BICCs (Cognos: 65% of successful standardization initiatives we are tracking have BICCs in place)
Most Global 2000 companies have between five and 15 separate reporting and analysis solutions in use, placing a strain on IT resources and calling into question the integrity of the data in any one report. (Source: Forrester Research "Business Intelligence Driven by Compliance, Standardization, and Performance Initiatives", Keith Gile, April 2005
Forrester estimates that companies can expect to save 20% to 35% on the overall cost of maintaining and administering each reporting solution. (Source: Forrester Research "Standardizing on a Single BI Reporting and Analysis Platform", Keith Gile, Oct 2005)
Top priorities for CIO:
Business:
Align IT and business
IT-enabled process improvement (e.g. Finance, Customer Service, HR…) (CIO’s sixth annual “State of the CIO” survey was conducted with the objective of understanding how the role of the CIO continues to evolve in today’s business climate and to help define the CIO agenda for 2007)
Technical:
Business Intelligence
Many still dealing with “Spreadsheet Hell”
“Statistics vary, but an estimated 50% to 80% of enterprises still use standalone spreadsheets for such critical applications as financial reporting, and a typical audit reveals that more than 90% of spreadsheets contain errors.” (Source: European Spreadsheet Risks Interest Group (
Planning is moving beyond the Office of Finance
In our customer base, 75% of apps are now deployed outside OOF (Doug -- is this the right number and way to express?)
Hot technologies are changing the landscape
SOAs growing in importance
Proliferation of Mobile devices
Web 2.0 (social networking, RSS, mashups…)
Rich clients
Enterprise search
Location intelligence (geo-spatial mapping)
Data mining and predictive analytics
“The fastest IT growth opportunities during the next 10 years will grow from a vast array of newly emerging business and society trends and demands” (CBR, 27 October 2006, The Gartner Scenario 2006: The Current State and Future Direction of IT) ]

13. WHAT IS NEEDED? Enterprise-class platform
Reliable and scalable software that is low cost to deploy, manage and maintain
Complete, consistent view of information, anytime, anywhere
Capabilities for all user communities to ensure access to the right information for better decision-making
Solutions based on Best Practices
Analytic Applications, Services, Support and more that accelerate deployment and success

14. Performance Management is relevant across the Enterprise
Finance
Product Development
Operations
Human Resources
IT/Systems
Customer Service
Marketing
Sales

15. Different roles, different needs
FINANCIAL & BUSINESS ANALYST
BI PROFESSIONAL
BUSINESS MANAGER
EXECUTIVE

16. Different roles, different needs
FINANCIAL & BUSINESS ANALYST
BI PROFESSIONAL
FINANCIAL & BUSINESS ANALYST
BUSINESS MANAGER
EXECUTIVE
BI PROFESSIONAL
EXECUTIVE
BUSINESS MANAGER

17. Different roles, different needs
BI PROFESSIONAL
EXECUTIVE
FINANCIAL & BUSINESS ANALYST
BI PROFESSIONAL
EXECUTIVE
BUSINESS MANAGER
FINANCIAL & BUSINESS ANALYST
BUSINESS MANAGER

18. Different roles, different needs
BUSINESS MANAGER
EXECUTIVE
EXECUTIVE
FINANCIAL & BUSINESS ANALYST
BI PROFESSIONAL
BUSINESS MANAGER
FINANCIAL & BUSINESS ANALYST
BI PROFESSIONAL

19. Different roles, different needs
BUSINESS MANAGER
EXECUTIVE
FINANCIAL & BUSINESS ANALYST
BI PROFESSIONAL

20. Different roles, different needs: Making Performance Management REAL
EXECUTIVE
BUSINESS MANAGER
FINANCIAL & BUSINESS ANALYST
EXECUTIVE
FINANCIAL & BUSINESS ANALYST
Briefing books
Metrics portlets
Extended Go! Mobile
Express authoring
Analysis for Excel
Transformer
BI PROFESSIONAL
All Equally Important to Biz-driven PM
Easy to use for BI Profess not easy for Exec
And vice versa
8v3 first release focused on tailoring capabilities
E,g, Personal Alerts
Concentrated on Fin / Biz analyst
BI PROFESSIONAL
BUSINESS MANAGER
Personal alerts
Enhanced Go! Search
Easier multi-source, multi-page reports
Model Advisor

21. Cognos Positioned in Leaders Quadrants BI Platforms and CPM Suites Magic Quadrants
Cognos continues to be a leader in the space and once again moved on the ability to execute in the BI Platforms quadrant. The IBM acquisition is not factored in either of the quadrants.
Source: Gartner “Magic Quadrant for CPM Suites, 2007, Nigel Rayner, Neil Chandler, John E. Van Decker, December 19, 2007
“Magic Quadrants for Business Intelligence Platforms, 1Q08”, K. Schlegel, B. Hostmann, A. Bitterer, J, Richardson, January 31, 2008
This Magic Quadrant graphic was published by Gartner, Inc. as part of a larger research note and should be evaluated in the context of the entire report. The Gartner report is available upon request from Cognos. The Magic Quadrant is copyrighted December 2006 by Gartner, Inc. and is reused with permission, which permission should not be deemed to be an endorsement of any company or product depicted in the quadrant. The Magic Quadrant is Gartner, Inc.’s opinion and is an analytical representation of a marketplace at and for a specific time period. It measures vendors against Gartner defined criteria for a marketplace. The positioning of vendors within a Magic Quadrant is based on the complex interplay of many factors. Gartner does not advise enterprises to select only those firms in the "Leaders" quadrant. In some situations, firms in the Visionary, Challenger, or Niche Player quadrants may be the right matches for an enterprise's requirements. Well-informed vendor selection decisions should rely on more than a Magic Quadrant. Gartner research is intended to be one of many information sources including other published information and direct analyst interaction. Gartner, Inc. expressly disclaims all warranties, express or implied, of fitness of this research for a particular purpose. This Magic Quadrant graphic was published by Gartner, Inc. as part of a larger research note and should be evaluated in the context of the entire report. The Gartner report is available upon request from Cognos.

22. Cognos 8 BI Analysis for MS Excel
Cognos 8 v3
Cognos 8 Go! Mobile
Cognos 8 BI Analysis for MS Excel

23. Cognos 8 Planning v8.3
&
Cognos 8 TM1

24. Cognos Now!

25. Cognos Innovation Center & Blueprints
Finance
Product Development
Operations
Human Resources
IT/Systems
Customer Service
Marketing
Sales

26. Much more than products

29. Thank You!