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Defining a SAP BI StrategyTim Nightingale

SAP UK Ltd

Defining a BI Strategy• Q1: What should a BI strategy do?

• Q2: What would you include in a BIStrategy?

Agenda• Analytics Advisor• User driven BI Strategy• BICC• Tool selection


Analytics Continue to Top Business and TechnologyPriority Lists

Source: Gartner Executive Programs (2013)

Business Analytics is still #1

Rank Top 10 Business Priorities Top 10 Technology Priorities

1 Increasing enterprise growth Analytics and business intelligence2 Delivering operational results Mobile technologies

3 Reducing enterprise costs Cloud computing

4 Attracting and retaining new customers Collaboration technologies (workflow)

5 Improving IT applications and infrastructure Legacy Modernization

6 Creating new products and services IT Management

7 Improving efficiency CRM

8 Attracting and retaining the workforce Virtualization

9 Implementing analytics and big data Security

10 Expanding into new markets and geographies ERP Applications


Not in QuestionAnalytics Provide Proven Return on Investment

“Organizations earn anaverage of $10.66 forevery dollar spent ondeployments ofanalytics”

Source: “Analytics pays back $10.66 for every dollar spent” (Nucleus Research, December 2011).

>1000%“With such high returns,management teams shouldconsider these technologies to beone of the most attractiveinvestment opportunities”


Staying On Top Of Analytics Is A Challenge

How do you integrate emerging technologies?

How can you ensure success of criticaldeployments?

How can you measure and maximize the returnon analytics investments?

How do you leverage analytics solutions tocontribute to company objectives?


Analytics AdvisorYour Personal Expert for Analytics

AnalyticsAdvisor

Analytics Advisors help CIOs and IT executives

maximize the value of investments in SAP analytics

solutions, optimize the total cost of ownership, and

minimize the risks associated with deployments.

Maximize Value Optimize TCO Manage RisksIncreased confidence in the value ofyour long term SAP investments

Increased ROI through closeralignment with SAP’s analyticsstrategy

Reduced uncertainty about new SAPcapabilities and products

Better ability to leverage emergingtechnologies

Faster resolution of performance oroperational challenges

Avoidance of costly operationalmistakes

More effectively leverage SAPtechnology and solutions to addressIT objectives

Reduced costs gained throughaccess to SAP best practices

Reduced risk of delays anddecreased performance


Analytics AdvisorYour Trusted Advisor for Analytics Solutions from SAP

AnalyticsAdvisor

Primary customer advocateAdvising on use of SAP offeringsProviding access to SAP experts and resourcesMinimizing the risks associated with analytics solutions

Strategic advisorMaximize the value of SAP analytics solutions investmentEnsuring that project planning are in sync with strategic goalsRecommending new business uses for existing and potentialAnalytics products

Project and TCO advisorOffering timely, pertinent information to help mitigate risk and improvecustomer successRecommend Analytics Standards and ProcessesEnsuring effectiveness of resources (internal and external)

Solution and technical advisorGuiding E2E analytics processes, with LOB/Industry and ITlandscape contextCoach and advise on architecture and roadmapsAdvise on detailed capabilities of releases and patches


What business decisions do we not have sufficient information to make?

What is our vision for information accessibility and usage?What should the high-level BI roadmap of initiatives look like?

What capabilities are required to make information available and useful?What are the dependencies?

Analytics AdvisorA Committed Partner to Answer Your Analytics Questions

What business decisions are made with insufficient information?

What metrics should we use to manage the implementation and fulfill analyticsbusiness goals?How should we design the processes, applications, and organization to fulfillour analytics vision?What toolsets should I use to fulfill our analytics vision?

What is our vision for information accessibility and usage?What should the high-level analytics roadmap of initiatives look like?

What capabilities are required to make information available and useful?What are the dependencies?

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Where are we?

Where do wewant (need) tobe?

Whatcapabilities willget us there?

How do weexecute?


User driven BI Strategy

• Technology Management-Driven BI Is Not Necessarily Agile• Centralized BI infrastructure, support for mission critical applications,

driving toward a single version of the truth are the strategies that alloworganizations to reap multiple business benefits. These benefits,however, often come at the price of BI applications that are complex,inflexible, and slow to react to fast changing business needs.

• Source: It’s Time For A User-Driven Enterprise BI Strategy by Boris Evelson - Forrester



• Business-Driven Homegrown BI Applications Are Agile But Don’t Scale• When technology management can’t deliver, business users build their

own BI applications focusing on instant gratification. But these efforts bynon-technology professionals have their own set of challenges, and oftenresult in applications that do not scale, contribute to the proliferation ofsilos, and pose high operational risk..




• Forrester Agile BI Approach Lets You Have The BI Cake And Eat It Too• Embrace Forrester’s Agile BI -- processes, organizational structure, and

technologies that enable decision-makers to be more flexible andresponsive to the fast pace of business requirements changes -- tobalance business users’ need to produce their own content, whilereducing risk and data silos, and achieving economies of scale.


BICC• Q3: Who has a BICC and how is it

structured?• Q4: Who doesn’t have a BICC and why?• Q5: What is your funding/charging

operating model for the BICC?


Five Signs that a Company Needs to Improve itsAnalytics Strategy

The BI Strategy consists of a BIarchitecture slide

IT is asking the business whatreports they need

Step one is building a datawarehouse

None of the BI team members canarticulate the company businessstrategy

There are no metrics defined tomeasure progress

1

2

3

4

5


Organizations Need a Business Intelligence Strategy

How does a BI Strategy BenefitIT?

Helps align with business partners,formalize business needs.

Creates a prioritized roadmap for theenterprise of short-, medium-, and long-term projects aligned with strategicbusiness goals delivering measurableresults.

Creates business justification for anenterprise scope and end-to-end BIincluding data management.

How does a BI Strategy Benefita LOB?

Departmental spend goes further andcontributes to enterprise investmentsrequired.

Departmental BI often needs data fromother groups. An enterprise BI strategyremoves data limitations of adepartmental focus.

Provides a unified approach by alldepartments (and IT) allowing everyoneto “speak the same language”.


BICC Definition

The framework includes:

• Organization• Governance• Technical architecture and tools• Data architecture• Resources and skills• Training and organizational change management (OCM)

A BICC is the infrastructure that incorporates the Business and IT so thatprojects achieve their goals and provide a return on the client’s BIinvestment.

A Business Intelligence Competency Center (BICC) is a framework thatincorporates all elements of Business Intelligence and enables anorganization’s BI strategy.


BICC Is A Strategic Investment

The BICC:• Is not a transient structure• Must exist as long as there

is a need for anorganizational BI capability

• Is not an end in itself• Does not exist independent

of BI projects• Is operationalized through

projects• Must be designed with the

mindset that asks, “How willthis actually work in dailybusiness activities andproject execution?”

• Matures over time


BICC PurposeTo Address the Elements of a BI Strategy

BusinessAlignment

& Governance

Delivery &OperationsExcellence

PortfolioManagement

Infrastructure &Technology

Organization

TalentManagement

Best RunBusiness

Intelligence

Organization ManagementDesign the organization, roles and

responsibilities for each client’scircumstances (e.g., multiple

divisions; global and virtual teams)

Talent ManagementAssess current skills and practices

to grow BI capability

Delivery & Operations ExcellenceDevelop “build” and “run” processes; key roles; KPIs for

measuring customer satisfaction, enhancing business value,and reducing TCO

Infrastructure & TechnologyManagement

Define hardware components, tools,and the underlying technology upon

which the applications are built

Portfolio ManagementDevelop processes to define andevaluate initiatives, prioritize andbalance, match resources, and

manage portfolio

Business Alignment & GovernanceMove IT from ‘order taker’ to strategic partner. Multi-levelgovernance: enterprise (strategic); programs and project;

process and operations.


Common BI Competency Center Operational Models

BICC as an IT Department Virtual BICC

BICC as Part of Operations Distributed BICC

COO

CIO

DepartmentDepartment BICC

BICC

BICC

Division 1 Division 2 Division 3

Corporate


Finance …Sales


BICC (or Center of Excellence) Organization ModelComparison

Advantages Disadvantages

BICC as ITDepartment

May have a centralized view of BI froma technical perspective – initiatives canbe coordinated centrallyMay be simple to manage due to clearreporting structure and role within theenterpriseCorporate-wide view of businessprovided by CIO can facilitate effectivetrade-offs and alignment with otherstrategic initiatives

Risks having insufficient business input,(understanding of information and decision-making needs, and requirements), as well asbusiness sponsorshipHas tendency to turn the program into a pure ITendeavorMay endanger long-term funding if businessbenefits are not tracked or realizedMay lack needed visibility within the enterprise

Virtual BICC

Provides way to receive business inputwithout having to dedicate resourcesfulltimeFacilitates a breadth of perspectiveand visibility across the enterprise (tovarying degrees) resulting from clearcross-functional participation

Requires well-respected, strong leader, andclear, matrixed, reporting to make workPerformance metrics also must be put in placeto give validity to BICC related responsibilities ofindividuals primarily performing other rolesRisks lack of support as business people maynot be dedicated

BICC as part ofOperations

Focus is on BI for business useLikely receives senior management(COO) supportCorporate wide view of businessprovided by COO can facilitateeffective trade-offs and alignment withother strategic initiatives

Business and IT participation needs to beclosely managed so initiatives are developedwith consideration of both technicalimplementation issues and business prioritiesCould be perceived as a ‘corporate’ mandatewithout truly enlisting the Business Units

DistributedBICC

Link with corporate ensures full seniormanagement attentionParticipation of representatives from allbusiness divisions leads to breadth ofperspectives and broad visibility

Significant requirement for strong leader withdecision-making authority who can executecross-functionally, and has senior leadershipparticipation/accessMust be sure to have appropriate IT andbusiness involvementRole clarity is crucial, as are BICC relatedperformance metrics to give validity to BICC-related responsibilities of individuals primarilyperforming other rolesEach division could try to push their own agendawithout looking across the business

BICC as an IT Department Virtual BICC

BICC as Part of Operations Distributed BICC

COO

CIO

Depart.Department BICC

BICC

BICC


Corporate


Finance .…Sales


Design ConsiderationsDegree of Centralization

‘Independent’‘Co-ordinated’‘Centralized’

BusinessAuthority

Build

Implementation

Support &Maintenance

Operations

Characteristics Single global design andbuild teamImplemented many times(maybe into a commonsystem)Tightly controlled templateMandated synergies

Global design authoritymaintains standardsMultiple build andimplementation teams shareknowledge and resourcesCo-ordinated (virtual) supportteamEncourages synergies

Multiple design, build andimplementation teamsLittle or no sharing ofknowledge or skillsEncourages diversity

Multiple design and buildteams share experiencesthrough informal channelsSynergies at the discretion ofoperating units

‘Informal’

Business

InputH

IGH

LOW

Design Authority

Business

InputH

IGH

LOW

Degree of Enterprise Influence LOWHIGH


BICC Skill Requirements

BICC Business, Analytics and IT Skills

Business SkillsBusiness Needs

Organization andProcesses

Governance,Administration

Tools, Infrastructure,Applications, Data

ITSkills

Business Needs

Statistical andProcess Skills

AnalyticSkills

BICCEstablishStandards

ControlFunding

DefineBI Vision

ManagePrograms

BuildTechnology

Blueprint

DevelopUser Skills Organize

MethodologyLeadership

Business Skills:Understanding of line-of-business (LOB) needsAbility to help business managers set and balancepriorities by analyzing consequences of choices andcreating business casesAn understanding of the organization's strategicbusiness objectives and the role action-orientedinformation plays in achieving the corporate objectivesStewardship skills to drive standardization of officialhierarchies, business vocabularies and other relevantbusiness terminology, and to participate in semanticreconciliation and ongoing data-quality efforts

IT Skills:Ability to understand the business intelligenceinfrastructure implications of business and analyticrequirementsDeep understanding of how to access and manage datarequired to support business and analysis requirementsDeep understanding of diverse business intelligence andperformance management tools and technologiesUnderstanding of the differences in design and accesscharacteristics of diverse data sourcesData governance, architecture and management skillsData administration and metadata management skills

Analytical SkillsFluency with key analytic applicationsResearching business problems and creating modelsthat help analyze these business problemsWorking with the IT department to develop insight intohow to identify data for a specific analysis or applicationSkills to train the users in how to transform data intoaction-oriented information, and how to use thatinformation


BICC Strategy Map and Balanced ScorecardShould Represent a Complete Program of Action

Strategy Map

Theme: Improve Decision Making Objective

• Reduce BIInfrastructure Costs

• Reduce Labor Costsof BI resources

Financial Lower BITCO

Standardizeon BI Tools

• Provide efficient &easier access to info

• Provide latest BI SWfunctionality -capabilities

IncreaseProductivity of

KnowledgeWorkers

Support

IT ServiceManagement

• Develop the necessaryBI skills

• Develop labenvironment forinnovation

LearningKnowledge

ManagementRepository

Communicate

R&D BI Lab

ReduceLicense

Fees

Provide cost-effective

Innovative BISolutions

Training

InternalCustomers

• Improve 1st timeincident resolution

• Develop OnlineTraining Programs

• Improve tracking ofBI support incidents

• Reduce number ofHelp Desk intakechannels

Gain efficiencythrough process

improvement

Balanced Scorecard

Measurement Target

• # of BI environments• Annual BI Tool

maintenance &support fees

• One

• < $75k

• End-User SatisfactionSurvey

• # of Self-ServiceKnowledge Workers

• # of BI Servicesavailable

• % of 1st time incidentresolutions

• Time to resolve BIincidents

• # of online BI trainingcourses

• # of Help Desk intakechannels

Measure

• # of repositoryentries

• Avg. Rating of entry• Availability of BI lab

configuration

• 50 permonth

• 4 out of 5• 95.999%

• 60%

• 4 hours

• 10 intro, 5advanced

• (2) – 800#,Onlineentry

• 85%Favorable

• 250• 15

Services

Action Plan

Initiative Budget

• Online UserSurvey Project

• BOE Upgrade

• $5k

• $350k

• BI-specificEducationProgram

• BI IncidentManagementimprovementProgram

• Service DeskReengineeringProgram

• $150k

• $150k

• $200k

• Repositoryincentive program

• Configure BOELab environment

• $50k

• $100k

Execute

• BI ToolConsolidationProject

• Coterminous SWLicensenegotiations

• $150k• 1 FTE

SupplyMgt (80hrs.)


Basic Conflict

BI programs have struggled toclearly define roles andresponsibilities between IT andbusiness users in a self-serviceBI delivery model.

Few BI programs have beenable to find a workable balancebetween business userempowerment and governancewith self-service data discovery.

Top-downBICC

Bottom-upSelf-service

Trusted informationEfficient reuse

Too report-driven

FlexibilitySpeedExperimentation


Learnings from others…

The company deployed a first Global BI solution around 2000 together with the firstSAP implementations

2000-2005 2005-2010 2011

No BI strategy

• No real BI strategy

• IT left to prioritize

• Multiple versions ofthe truth

One truth

• CompanyPerformance model

• Standard reporting

• One truth

• Anchored in finance

Future vision

• Extend reporting tomore users

• Redefine role

• More end-user flexibility


A Change in User Profiles and Patterns

Over a period of 7 years the company saw several shifts in its BI user group.

The shifts seem to happen with shorter and shorter intervals.

• System Expert• Favored Excel as front end• Could live with poor

performance• Primarily used data from

SAP

• System Expert• Favored Excel as front end• Could live with poor

performance• Primarily used data from

SAP

• General analyst• Wanted to use web reports

as well• Interested in data from

several sources• Demanded better

performance

• General analyst• Wanted to use web reports

as well• Interested in data from

several sources• Demanded better

performance

• Expecting BI self service• Want’s information on

mobile devices• Not scared of technology,

uses the right tool for thejob

• Expecting BI self service• Want’s information on

mobile devices• Not scared of technology,

uses the right tool for thejob


Getting the Facts Straight

The project was an eye opener for the management team. The main findings were:

ToolsTools

More user-friendly tools

Need a widervariety of tools

DataData

Data is toohard to

understand

Need access tonon ERP data

in reporting

FlexibilityFlexibility

Need to beable to createown reports

Standardreports havelimited value

OwnershipOwnership

Some hadinvested in own

systems

All preferred tobe in a global

system


Acting on the Results

BI Self-Service ApproachMore responsibility to end users

More user-friendly toolsVisual discovery

Training requiredBusiness and analytics skills

“Doing visualization is really cool… but if you apply the wrong graphs to the datayou will not get a very good result…. Some of my employees have had to actuallytake a course in visualization, just to be able to challenge the business.”

BI Manager

AnalyticalSkills

ToolsVisual Skills


Advice

• If your enterprise BI isn’t agile, unofficial BI platforms will grow likemushrooms in the dark

• Learn from the business — There is a lot of good practice that should beadopted

• Report development is highly iterative — traditional IT dev processesdidn’t work

• Build a broad BI excellence — Turning business information into insightshould be considered a core competence

• A fragmented BI tool strategy will add cost and jeopardize the holisticview of BI

• The business will always require new capability — stay current! Be twoyears ahead of the business

• It will take time to build BI experts — Start now


Phases and Deliverables

Establishment Baseline Analysis Gap Analysis & Target Formation Roadmap Formation

1 2 3 4

Adapt and send visitagenda (includingworkshops) andstakeholders

Scoping and Planning

Conduct discoveryworkshops

Analytics MaturityAssessment

Validate the currentKPI framework

Identify business & ITpain-points &opportunities

Evaluate currentgovernance model,analytics standardsand analyticsarchitecture

Conduct fit/gapanalysis and prioritizethe gaps

Develop in-depthAnalytics targetarchitecture

Deliver the valueproposition of theTarget analytics vision

Analytics Data,Technical and SecurityArchitecture &Recommendations

Governance ModelFindings &Recommendations

Analytics standardsFindings &Recommendations

Develop in-depthanalyticstransformationroadmap

Final Presentation ofthe roadmap andrecommendations

Final Project Set up &Mobilization

SAP’s Analytics VisionPresentation

Duration (9 weeks example)

SAP involvement Customer involvement

1-2 weeks before

Start Delivery


Information andAnalytics

Requirements are driven from alimited Executive group

KPIs and Analytics areidentified, but not well used

KPIs and Analytics are identifiedand effectively used

KPIs and Analytics are used tomanage the full Value Chain

Governance

Standards andProcesses

ApplicationArchitecture

IT Driven BI Governance

Business Driven BI GovernanceEvolving

Business Governance withCompetency Center Developing

Enterprise-wide BI Governancewith Business Leadership

Do not exist or are not uniform BI Processes and standards may bedocumentedVerbal SLA's in place; no formal and regularupdate/negotiation processLittle to moderate reuse of informationInitial efforts to standardize master dataOccasional executive interest in data whenconsidering major initiatives

Exist and are not uniformUniform, followed and audited

BI “Silos” for each Business

Some Shared BI ApplicationsConsolidating and Upgrading

Robust and flexible BI architecture

Not standardized or linked to businessneedsFew Operational reports with littlebusiness benefitHistorical reporting. Information reliant onlagging indicatorsNo Value KPIs

Weak to moderate business ownership ofrequirementsMultiple sets of KPIs and informationrequirements often conflictGeneric KPIs are not business optimizedValue measurement is coincidental

Strong business ownership of requirementsCommon set of rationalized KPIs andinformation requirementsBusiness relevance of every metric validatedValue is tracked and reportedAd-hoc report development in place

Strong business ownership of requirementsIncreased use leading indicators for KPIs andanalyticsCollaborative development of requirementsacross the value chainRobust ad-hoc analytics and informationavailability (structured and unstructured)

Technology-centric organization andimplementationsNo/little business participation in projectsWeak end-user skills. No employee ormanager self serviceNo BI competency centerData access limited to few key individuals

Low to moderate participation of Businessin BI governanceConsidering a competency centerWeak to moderate end-user skills. Somecore group of super-usersEmployee Self Service (ESS) partially usedManager Self Service (MSS) not in placeProliferation of data access through Excel

High Business Ownership to all BI ActivitiesAll BI activities guided by business goalsBusiness case and ROI for BI projectsModerate end-user skills with “pockets” ofstrong users. No lack of super-usersESS fully adopted; MSS partly adoptedBI competency center is new or developingSecurity and Authorizations becoming uniform

Enterprise participation on all developmentsGovernance includes feedback mechanismsfrom the full value chainESS and MSS fully adoptedBI competency center is matureStandard support across the enterpriseHigh security and authorization

No service level agreements (SLA’s)Design, development and managementprocesses are informalHigh use of generic BI objects or heavilycustomized developmentNo reuse of data or informationNon-standardized master dataData ownership is undefined or conflicting

Evolving effort to formalize BI process and standards are documented butnot always followedInformal governance group which is mainlyresponsible for issue resolutionWritten SLA's in place, but no formal andregular update processModerate to heavy reuse of information.Master data standardized to large extentEach major data area has a senior championwho drives data standardization and quality

BI Process and standards are documented,consistently followed and auditedFormal governance board in place forstrategy and directionWritten SLA's in place with formal andregular update/negotiation processHeavy reuse of informationMaster data is fully standardizedOwnership and responsibility is establishedfor all data elements used by the business

Significant variances between BU’sLimited access to informationUsers get what IT givesAd-hoc patches & UpgradesNo enterprise standardizationMinimal documentation

Variances between BU’s with multiple BIsystemsHeavy reliance on spreadsheets and datamanipulationPlanned migration to better landscapesDocumented plans for patches andupgradesShared documentation

Initial attempts at implementing a GlobalEnterprise Data Warehouse (either logical orphysical)Spreadsheets are used selectivelyCentral tech supportPatches up-to-dateSystem consolidation planned and / orimplemented

Global Enterprise Data WarehouseimplementedBI platform viewed as a strategic enabler forBusinessAbility for high-speed analyticsRobust and user-friendly presentation layerHigh reliability of delivery to local, regional andglobal business needs

BI/Analytics Maturity ModelKey Role of Governance & BICC

Level 1Level 2

Level 3Level 4

BI Performance Stages

Source: ASUG BI Benchmark Report, April 2007


7 Key Points to Take Home

1. Old approaches are no longer enough

2. Self-service BI is a wonderful business opportunityIf done right, can dramatically improve business agility and IT/Business alignment

3. But it requires new cultures and ways of workingYou’re no longer in charge — and everybody has to compromise

4. Provide what the business needs, not necessarily what they wantService-oriented approach, but the “customer is not always right”

5. Community is the essential pillarNo one person or team can do this alone — build momentum and listen to feedback

6. Look for opportunities to simplifyIt’s not about technology, but the right technology can help agility

7. Keep up momentum and successLook out for teaching opportunities, and market success widely and often

Tool Selection• Q6: Which tools are used in your

organisation?• Q7: How do you decide who has access to

which tools?


Full Spectrum Business Intelligence

ReportingReportingSelf ServiceSelf Service Dashboards and AppsDashboards and Apps

Deliver engaging informationto users where they need it

Track key performanceindicators and summary data

Build custom experiences sousers get what they needquickly

Securely distribute informationacross your organization

Answer related questions byinteracting with pre-definedreports

Build printable reports foroperational efficiency

Discover areas to optimizeyour business

Adapt data to business needs

Tell your story with beautifulvisualizations

Discover. Predict. Create. Build Engaging Experiences Distribute Information


Agility for business analysts and business usersDiscover trends, outliers and areas of interest in your business

Adapt to business scenarios by combining, manipulating, andenriching data

Tell your story with self-service visualizations and analytics

Forecast and predict future outcomes

Self ServiceDiscover. Predict. Create.

Portfolio

Lumira

Explorer

Analysis

Predictive Analysis*


Build engaging, visual dashboards

Powerful environment to build interactive and visually appealinganalytics

Rich set of controls: buttons, list boxes, drop-down, crosstabs,charts…

Use custom code to extend and build workflows

Dashboards and AppsBuild Engaging Experiences

Portfolio

Design Studio

Dashboards (aka Xcelsius)


High productivity design for report designers

Quickly build formatted reports on any data source

Securely distribute reports both internally and externally

Minimize IT support costs by empowering end users to easily createand modify their own reports

Enhance custom applications with embedded reports

ReportingShare Information

Portfolio

Web Intelligence

Crystal Reports


Where is the content consumed?

ReportingReportingSelf ServiceSelf Service Dashboards andApps

Dashboards andApps

Design Studio

Dashboards

Discover. Predict.Create.

Build EngagingExperiences

Distribute Information

Design Studio

Dashboards

Exploration Views

Web Intelligence

Crystal Reports

Analysis OLAP

Explorer

Analysis Office

Predictive Analysis

Lumira

Design Studio

Dashboards

Exploration Views

Web Intelligence

Crystal Reports

Explorer

Web Intelligence

Crystal Reports


Where is the content created?


Dashboards andApps

Design Studio

Dashboards




Exploration Views Web IntelligenceAnalysis OLAP

Explorer

Analysis Office

Predictive Analysis

Lumira

Web Intelligence

Crystal Reports


Who consumes the content?


Dashboards andApps

Design Studio

Dashboards

Exploration Views

Crystal Reports

Web Intelligence




Design Studio

Dashboards

Exploration Views

Web Intelligence

Crystal Reports

Explorer

Lumira

Executive

Senior Mgmt

Explorer


Who creates the content?


Dashboards andApps

Design Studio

Dashboards

Crystal Reports




Exploration Views Web IntelligenceAnalysis Office/OLAP

Predictive Analysis

Explorer

Lumira

IT

Business User

Thank you

For more information:www.sapbusinessobjectsbi.com

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