case study presentation
DESCRIPTION
PPT Example: a case study presentation from the NYU Post-Doc Consulting Club I mentor.TRANSCRIPT
Case Study Proposal
Alexandra Chtchtedrina | Pragya SethCraig Doner | Kieran Blubaugh
2/21/2013
2
Agenda
Current State Analysis Business StrategyIT StrategyBusiness Performance ImprovementPeople FocusInformational Systems
3
Current State of BI at Guthy-Renker
•Currently Guthy-Renker is in Stage 3 Proactive:
•Characteristics of Stage 3:▫ Upper level management attention▫ BI system in place at their central hub
•Level 4 Barriers▫ A group coordinates all information-management
activities across the enterprise. Data stewards assume responsibility for data quality in the business units and IT organization.
Current State Business Strategy IT Strategy Performance
Management People Focus Information Systems
4
GR should focus on the following improvements Get to maturity level 5
Better alignment of IT and Business
CEO involvement Improving Performance
Management Extending current BI
system across the entire value chain
Enterprise InformationManagement to drive results
Supply Chain Users
Current State Business Strategy IT Strategy Performance
Management People Focus Information Systems
5
Key aspects of business strategy focus
• CEO sets a unifying vision• Board of Directors maintains a consistent vision
if leadership changes
Importance of Executive Support
• Institutionalize data driven decision making before rolling out BI Implementation
Creating a Data Driven Culture
• Vendors, Outsourcers and Partners must share data-driven decision culture and utilize the BI structures developed by Guthy-Renker as data producers and as data consumers
Vendor Relationships
Current State Business Strategy IT Strategy Performance
Management People Focus Information Systems
6
IT strategy should align with business needs
Current State Business Strategy IT Strategy Performance
Management People Focus Information Systems
• Business users buy-in
• Understanding the impact of BI,
how to realize more benefits
from the system
• Use information from BI systems to
predict future needs
• Understand reporting
requirements
• Understand business
communication
• Support for increasingly virtual and
international organization
Business
IT
7
IT Strategy to support business processes
Immediate areas of improvement Consistency across all data source systems Implementation of enterprise data
warehouse Enhancements to ETL tools and reporting
tools
Improvement in future – new BI approaches Social media analytics In-memory analyticsCurrent State Business
Strategy IT Strategy Performance Management People Focus Information
Systems
8
Social Media Analytics for customer data
Analysis of tapped information using visualization and modeling
Social Media BI – structure the unstructured information
Use of social media for marketing
GR focus on marketing campaigns and customer response
Current State Business Strategy IT Strategy Performance
Management People Focus Information Systems
9
In-Memory Analytics for faster BI systems
Features Self-service analytical capabilities Agility of development Faster query responses
Benefits to Guthy-Renker Performance improvement Cost efficiencies Improved information access Flexibility
Current State Business Strategy IT Strategy Performance
Management People Focus Information Systems
10
IT Governance to support BI strategy
Maintain current alliance with Trinius to work towards achieving
BI maturity
In-house data quality groups for internal
audits
External consultants to audit systems and data
at regular intervals
User surveys to identify areas of improvement
Current State Business Strategy IT Strategy Performance
Management People Focus Information Systems
11
Business Performance Management at GR
Currently GR uses soft Measures: Are people involved Are people invested in the project
Extending Key Metrics to Value add indicators Cost per order Financial Reduction of overall
costs due to system Customer lifetime value Internal business
Revenue Increase Return on Promotional Investment Customer
Perspective Number of under performing promotions eliminated
Current State Business Strategy IT Strategy Performance
Management People Focus Information Systems
12
How personnel changes influenced effectiveness The change from FoxPro to IBM’s Cognos was
not enough to solve all problems At first, it only migrated the same bad process
Brought in consultants from Trinus Corporation They possessed the proper skills and experience to make
a successful process
Key to success was a “shake up” of the development team This disrupted the habitual behaviors that caused errors
to repeat in the past
Current State Business Strategy IT Strategy Performance
Management People Focus Information Systems
13
Current Information Systems architecture at GR
Operational System
ETL Tools - Informatica
Managers (Users)
Operational SystemVarious data source systems
Operational data store (Oracle)
Managers (Users)
Managers (Users)
…
Current State Business Strategy IT Strategy Performance
Management People Focus Information Systems
Dashboards
Analytics Scorecards/ reports
Reporting systems – IBM
Cognos
Derived System
Reconciled System
Operational System
14
Reporting system
IBM Cognos reporting system 3 sets of auto-generated reports: flash, weekly,
monthly Tailored for specific functional users:
executives, operations. Etc.. Ad hoc reports available Open source – service oriented architecture Expand this system to entire value chain Train users
Current State Business Strategy IT Strategy Performance
Management People Focus Information Systems
15
Derived system
Implement Enterprise Data Warehouse - Inmon’s approach Leverage existing relational databases Strategic approach to address enterprise wide needs Scalability and flexibility
• Inadequate involvement from top management
• Inadequate involvement form business users
• Data quality issues not addressed
• Important to understand organization’s needs
• Continuous assessment of business requirements
• Centralized implementation approach
Common mistakes Key Learning
Current State Business Strategy IT Strategy Performance
Management People Focus Information Systems
16
Reconciled system
Master Data Management: Unify GR's many units within one business strategy
Importance of Data Accuracy: Data Profiling as a tool to ensure Data Accuracy Data must be accurate, timely, relevant, complete, understand,
and trusted
Common mistakes Key Learning
Implement new IT solution over the
existing faulty data structure
Complete Data Profiling and re-design business
processes before implementing a new IT
solution
Current State Business Strategy IT Strategy Performance
Management People Focus Information Systems
17
Data Governance respected enterprise-
wide
effective communicato
r
proficient in business
builds consensus
manages change
builds teams
Assign data ownership in a way that reinforces silo-
ing of data and territoriality
Use Data Stewardship as a data-ownership model
to facilitate sharing
Common mistakes Key Learning
Master Data Management: Unifies GR's many units within one business
strategy
Effective Data Steward: Respected enterprise wide, effective communicator,
proficient in business, builds consensus, manages change, builds teams
Current State Business Strategy IT Strategy Performance
Management People Focus Information Systems
18
Conclusion
Currently: Level 3 – Proactive
Proposal: Achieve Level 5 – Effective
Improvement Factors Better alignment of IT and Business CEO involvement Improving Performance Management Extending current BI system across the entire value chain Improvements in BI technology
19
Questions?
20
Appendix: EIM Maturity Model
21
Appendix: BI Methodology
22
Appendix: GR Org Structure
23
Appendix: Processing Data at GR before BI
24
Appendix: Intended BI Structure
25
Appendix: The BI Continuum
26
Appendix: GR’s KPI’s
27
Appendix: References
1 Fisher, T. "Data Profiling: The Diagnosis for Better Enterprise Information," Business Intelligence Journal (12:3) 2007.
2 Henderson, J.C., and Venkatraman, N. "Strategic alignment: Leveraging information technology for transforming organizations," IBM Systems Journal (32:1) 1993, pp 4-16.
3 Kaplan, R.S., and Norton, D.P. "The balanced scorecard – measures that drive performance," Harvard Business Review (70:1) 1992, pp 71-79.
4 Khatri, V., and Brown, C.V. "Designing Data Governance," Communications of the ACM (53:1) 2010, pp 148-152.
5 Newman, D., and Logan, D. "Gartner Introduces the EIM Maturity Model," Gartner Research) 2008.
6 Strong, D.M., Lee, Y.W., and Wang, R.Y. "10 Potholes in the Road to Information Quality " Computer (30:8) 1997, pp 38-46.
7 Wadehra, A. "The ABCs of Master Data Management: Architecture, Business Case, and Customer," Business Intelligence Journal (12:1) 2007.
8 Bonde, A. “Blending BI and Web 2.0: The Path to Collaborative Business Intelligence”, Evoke CRM, February, 2010.