Business Intelligence Manifest

7/29/2019 Business Intelligence Manifest

1/27

VisionaryStrategic&TacticalProfitDecisions

byBozidar

Kralj


2/27

Genuine Decision Strategy Boosters
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newprofitstreams.

.

,

platformtoallowinternalfinetuningofprofitcontributions.

BusinessIntelligenceManifest| ProvidingGenuineAdvantage | BozidarKralj | 20101130 | Page3


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6/27

, .problemsarerepeated,routineproblemsanddecisionsaresame(repeatedandroutine).

Structuredproblems

are

common

on

lowest

(operative)

level

of

management.

Partly

structured

pro emsareno rou nean sno nown ow oso vepro emsan w a are es eps.Thislevelofproblemsolvingneedsexperienceandmanagementfeeling.

Unstructuredproblemsarecomplexproblems.Forthoseproblemstherearenoobviousandrout neso ut onsan manageran s now e ge asma orro es. ro emsmost yappear

forthe

first

time.

Unstructured

problems

are

solved

with

unprogrammed

decisions:

no

knownprocedures,situationsarenew,eachcaseisindependentandneedsindividualapproach.

Structured,routineproblemssolveoperativemanagementlevelswhileunstructuredproblems

solvehighest,strategiclevelsofmanagement.



7/27

Topmanagementlevels

Nonstructured

roblemsUnprogrammed

decisions

Structured

problemsProgrammed

What is roblem more com lex hi her level of mana ement will solve it.

Lowestmanagementlevels

SameasproblemsolvingtypesisusageofbusinessintelligenceBItools.BItoolsextractdatafromproduction

systems foroperativework,fortacticaldecisionsandforstrategicdecisions.

BusinessIntelligenceManifest|ProvidingGenuineAdvantage| BozidarKralj| 20101130 | Page7


8/27

Figure(left,above)showsprocessofhowdata

isconvertedintoinformation,informationinto

knowledgeandknowledgeintowisdom.ThisisPortal

howitshouldbe.

Problemisthatbigcompaniesdonothaveonly

onebusiness

intelligence

solution

but

more

DWH

. ,

informationandknowledgegeneratinglooks

likemanycones(left,below).Cones/pyramids

provideknowledgetomanagementstructures,Production

.

Complexsystemsinbigcompaniescannothave

onlyoneBIsolution.Manysolutionsexistsince

ec n ca oun ar es ono a owcrea ono

onesuperconewithdrilldowncapabilities

throughcompanydata.

EachDataMartcanbeconsideredasone

informationisland,consolidatedandintegrated.

BusinessIntelligenceManifest|ProvidingGenuineAdvantage| BozidarKralj| 20101130 | Page8


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So,howdoesreportfortopmanagementlooklike?Justimaginewhitepaperontopofcones.Top

managementreportingjustgathersaggregated datafrommanyBusinessIntelligencetools,portals,

dashboards,scorecardsandsimilar.Belowthe conesaredatamarts.

Papercopy,report,

dashboard

Lookfrom

the

top

on

the

cones

and

white

paper,datalooklikeonthefigurebelow.This

dataare

' .

martsarestandalonelogicalbusiness

models,importantistohighlightdatawithin

datamarts

should

be

highly

integrated

and

.

Highlyintegratedpeaksofconesrepresent

KeyPerformanceIndicators(KPIs).

BusinessIntelligenceManifest| Providing Genuine Advantage | Bozidar Kralj | 20101130 | Page9


10/27

Solookingfromabovedataislands

perspectivewouldlooklikespotsonplane.

Planecanbehardcopyofcompanyofficial

reportorcorporatedashboard.

Financial

ratios

Financial

statementsProducts

Let'sgivenamestospotsonplane.Each

spotcancontainfromseveralKPI'supto

severalhundredKPIs.

CustomersCustomer

Satisfaction

Andhowdoesmoredetailedreportlook

like,reportwithmoreKPI'swouldlooklike

this.It

is

only

more

stuffed

report

(from

the

pointofconeitissomethinglikethis)

Itonlymeansmoredatafrom

pyramid/cone.



11/27

Lookingonceagainfromfrontviewondata,pyramiddeliversdataon

requestedlevelofdetail.Informationquantitiyisequaltolessormoredata

Aggregatedreport

Detailedreport

with

hundreds

of

KPIs

All

depends

on

wanted

the

level

of

details

and

raising

or

lowering

analysis

details

(blue

arrows).



12/27

Nextstep,

howcanstrategicdecisionmakersee

connectionbetweenbalancesheetand

nonprogrammedknowledge.

Orhow

can

EVA

from

financial

ratios

be

segmentation?Figure(left) showsdata

connectionbetweenEVAandresidential

customersegmentationtrends.

Is this easy toachieve?



13/27

Executiveswanttoseeim actofscheduledmarketin cam ai nswithnew roductson

1. Taskis

delegated

to

reporting

department

and

marketing

product

development

departments

to

make

residentialmarket.Stepsarefollowing.

.

2. Reporting,controllingorproductdevelopmentwilltrytomakeitformcurrentBusinessIntelligence

solutionsbutmostprobablywillnotmakeit.TheywilladdressITtopreparereport.

3. ITwillanalyzeDWHandwillfoundoutthatallnecessarydataisinDWH,datafromCRM,Product

.

relations.In

other

words

not

easy

to

make

connection.

4. If connectionthroughseveralproductionsystemsisnotpossibleprojectandCAPEXisneeded.

5. Otherprojects,processchanges,reorganizationorapplicationupdatesthatmightslowdownproject

.

maintainmappingcodesisalsoachieved.

6. Finally, afterseveralyearsprojectisfinished.

7. Reporting

gets

new

tool, and

finally

can

effectively

report

according

to

requested

functionality.



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StrategicandTacticalmanagementdecisionsarebaseduponmanyadditionaldata,additions

.

Forexample,businesscasesneeddatafromdifferentdatamarts/businessintelligence.For

betterunderstanding, businesscases(projects)arepresentedwithdifferentirregularshapes

(blueand

purple),

and

business

intelligence

reports as

circles

(looking

cones

from

above).

Business Case #1

Business Case #2

Regularstrategic and

tactical

decisions

deal

with

hundreds

of

business

cases.

Isthereanissuewithinformationandknowledgeflow?Definitely.

Itisnoteasytoconnectdatafromseparateddataislands,datamarts.Thereisnodirectandobvious

connectionhowcustomersegmentationchangesaffectEVAatthestart!ThereisNOFASTCONNECTIVITY!


Aftersometime(usually23years)managementgetssolidreportingfunctionalityforonlyonetask.


15/27

Aftergetting

static

knowledge

in

form

of

static

presentation

of

company

performance

(conesandKPIsonplane)strategicdecisionmakerswanttoseedynamicknowledge.

Ifdecisionismade,actionfollowed,resultsneedtobemeasurable.Decisionhastobepossibletobemeasuredthroughcompletecompany(notseparatedislands).Decision

hasto

be

possible

to

make

as

many

times

as

wanted

in

many

variations

and

in

bundle

w t ot eract ons notas so ate act on e n a oratory, ecausecompany snotlivinginlaboratory)

.

Doesplanningprocesssolvesthisproblem?No!Itisinrightdirectionbutitisveryrigid. .

staysthere.Decisionmakersreceiveonlybreadcrumbs.Andspeedisessential.Cannotwaitoneyearfornextplanningroundandforecastsandfollowupseveryfewmonths.

Dashboardsarealsostatic.Donotcreatedynamicknowledge.

AnddecisionmakersdonotneedstaticpictureonTV,butmovie!



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18/27

watersurface.

Results

are

spreading

radial.

Applywaterdropeffectsonmanagement

reports(dashboards)andwillcausemany

Ifactions

are

made

and

there

are

.

knowledgeactslikefluid.

manyeffectsonsurfaceisit

possibleto measureimpactof

manydifferentdecisionsinpoint

D

D?


19/27

Management wantstoknowishoweffectivelytomeasure

actions.

ec s onan o ow ngac on appens ncompany s

similartoraindropandradialcirclesaroundwaterdrop.

report.

Influenceofonedecision actionisnoteas tocalculateon

otherKPIs

Impact

of

many

decisions,

raindrops

was

impossible

to

measureuntilnow.



20/27

Itis

possible

to

measure

all

actions

if

all

data

island

peaks

are

connected

withplatformthatprovidesintegrationonlevelofKPIs(reddashedlines).

Solutionisoneplatformthatconnectionsbetweenpeaksandthat

providesfor

peaks

to

act

as

one,

like

simulator

for

all

actions

on

integrated

level.ModelblueprintofsolutionisTotalControllingConcept.



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o a on ro ng oncep s e u ures an ar .

Thereisnoothermoreprofitorientedbusinessintelligenceandmanagementreporting

. .

anyoua or o e o owerorgone eproac ve

Fin intro uction o TCC erehttp://www.businessintelligencesecrets.com/freedownload



24/27

Ido!ItisTotalControllingConceptforPerfectManagementReporting!Because,Ilookonproblemtotallydifferentlythenothers.

Differentlydoesnotmeannecessarilyitisgood,BUT

I'veseen

it,

adopted

initial

model,developedidea,

Prototypeworked.

Thatis

wh

I'm

totall

confidentTCCcrosses

chasm.


25/27

Withblueprintyoulllearnhowtointegrateall

relevantdataintoonemegareportingsimulating

solution.Use

the

knowledge

to

negotiate

best

for

youwithcurrentsolutionprovides.

WithTCC

implementation

hiddeninfluencesbetween

EARNMOREPROFITFROM



26/27

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27/27

Decision

Perspective

Enforcement
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Business Intelligence Manifest