Chap 6. Enterprise Business Intelligence

1. Chap 6. Enterprise Business Intelligence 指導老師：郭倉義 教授 第 三 組 報 告 人 ：吳明琮

2. Chapter 6Enterprice Business Intelligence企業的商業智慧 • Making Better Faster Decisions • Controlling the Company’s Course : Balancing the Corporate Scorecard • Business Intelligence, Business Benefits • Successful Strategies for Implementing an Business Intelligence System

3. 何如發展整個企業的商業智慧 • Think Globally , Act Locally (從大處著眼，小處著手) • 為了加強企業的的智商，第一步就是要從注意部門級的資料和資訊的問題著手 • 漸次地從各部門佈建起系統，這提供一個不錯的roadmap & checklist ,建立起整個企業的商業智慧 • 全球化的企業面對的挑戰不僅是各個不同的部門，更是全球各個不同地區的分公司。

4. 全球化企業面臨的挑戰 • 挑戰: 如何把不同的資料網絡、資料庫、技術知識、跨不同部門、不同地理區域整合成一個讓成千上萬的員工都可透過Web，做資訊的擷取、分享、分析，可幫助做好且迅速決策的資訊系統。 • 解決方案 : 擴大並增加商業的智慧至整個企業層級

5. Making Better Faster Decisions • 單一重大的決策 v.s 數以千計的小決策 • 公司基本上有2種決策 : • 單一重大的公司策略決策 • 日常運作無數的小決策

6. 為了增進決策品質，經理人能做的選擇： • Option 1 : 自己來做所有關鍵性的工作 。 結果：分身乏術、本身就是瓶頸、喪失其他更好的機會成本 • Option 2 : 聘請額外但有能力的幕僚。 結果：導致不切實際的成本大量增加 • Option 3 : 訂定單一政策套用於所有可能的決策 導致決策不適用於快速改變的商業環境需求 • Option 4 : 給所有的員工適當的工具，讓他去做更好的決策 結果：創造一個敏捷的企業，而且是成本效率高的解決方法

7. Better Decisions • 何謂好的決策 ? • 情景： 想像一下，一位專案經理準備要去拜訪一個主要的客戶…… • 面臨的問題： • 大量的資料 • 很少或尚未有答案 • 解決方案：從使用者端來看，五個增進決策品質的步驟 • 1. Give employees the big picture • 2. Close the loop. • 3. Unlock the information. • 4. Give people the tools they need. • 5. Encourage users to find root causes of trends.

8. 增進決策品質的五個步驟 • Step 1. Give employees the big picture (描繪出共同的願景、大方向、目標) • 要瞭解大方向，才能作對每一個日常工作上的小決策 • An example of 客戶滿意度 • 溝通傳達組織的目標與大方向，或願景 • 具體化及量化 • Ex: “Delight our customer” (要轉化成對員工有意義可量化的目標 ) • 滿意度從 4.2 提昇至 4.5 • 一天內完修率 85 %

9. 增進決策品質的五個步驟 • Step 2. Close the loop. (關聯性的良性循環) • 商業智慧系統可以讓員工瞭解到，他們的日常活動與目標有多少的關聯性，造成良性循環。 • Penske Logistics case • Step 3. Unlock the information. (開放資訊) • 對於具商業智慧的系統而言，必需開放資訊給被授權的使用者，並讓其從一個點就可以存取跨不同系統的資訊 • 使用者不需要精通資訊技術或資料庫結構，就能很快得到答案，並可深入發掘可以幫助他們達成目標的資訊

10. 增進決策品質的五個步驟 • Step 4. Give people the tools they need. (提供員工所需的工具及方法) • 並非每位員工的需要都相同或具有相同的能力可以處理資訊。 • 日常的報表可滿足2/3使用者的需求，其他則需要更深入發掘找詢答案，所以系統要能提供所需的工具。 • Conveyor belt effect • Step 5. Encourage users to find root causes of trends. (鼓勵使用者找出問題的根源) See page.104 Figure 6-1

11. Faster Decisions • Faster decisions • 縮短資訊蒐集的時間，花多一點時間在做決策上 • 使用push technologies在事件發生時立即警示 • 資訊的決策時間 – 價值曲線 • Changing the Time Mix of Information Gathering v.s Decision Making • Decision Cycle Time

12. Chap 6. Enterprise Business Intelligence 指導老師：郭倉義 教授 第 三 組 報 告 人 ：林清琦

13. Using Proactive Intelligence • Capabilities of alerting • Allowing users to subscribe to alerts or define the exception rules that they want to notified on. • Broadcast to the user via different kinds of devices. (email, pagers, and cell phones) • The event in the data triggers the user to make a decision

14. Enterprise Business Intelligence Controlling the Company’s Course Activity Based Management (ABM) Economic Value Added (EVA) Balanced Scorecards

15. Enterprise Business Intelligence • Balanced Scorecards 4 perspectives: Learning and growth Business processes Customers Financials Retains traditional financial measures Establish metrics, base decisions on fact, not gut feel Lead Information to be a strategic management tool

16. Enterprise Business Intelligence • Main Business Benefits Lowering costs Increasing revenue Leveraging the investment in enterprise resource planning (EPR) systems Improving internal communication

17. Enterprise Business Intelligence Lowering Costs Eliminating report backlog and redeploying IT staff Finding gold nugget in the Value Chain Ex. Hertz Lease, Volkswagen Finance Challenging conventional wisdom Ex. Arjo Wiggins Appleton, British Airways Negotiating better contracts with suppliers and customers

18. Enterprise Business Intelligence Improving Operational Efficiency Ex. Penske Logistics Increasing Revenue Differentiate your services Improve strategies with better marketing analysis Empower the sales force Ex. Innovex, Allegiance Healthcare

19. Chap 6. Enterprise Business Intelligence 指導老師：郭倉義 教授 第 三 組 報 告 人 ：廖英彥

20. Leveraging Your Investment in Your ERP System • The systems backbone of companies have profited from the introduction of software specific to their application areas. • Implement an ERP to have a complete understanding of their supply chain and analyze data. • Implement large packaged applications tend to lose track of their original goal. • Businesses have their sights set on data warehouse integration of data from ERP and other operational systems.

21. Liberate Your Operational Data Three phases toward a full-fledged exploitation of ERP applications for intelligence: • 1.Limited access against the operational data store. • 2.Scheduled reports • 3.Design and deployment of a data warehouse.

22. BOC Gases • The company decided against immediate implementation of a full-fledged data warehouse. • BOC opted for a flexible enterprise business intelligence system • Through lap-top computers, people gained access to information and are able drill into the data for details.

23. Novartis Crop Protection • The production planning is done with a five-year lead time. • Standardized on SAP R/3 for both its finance and its supply chains. • The business intelligence solution had to be useable by anyone in the organization. • Enterprise business intelligence had compressed the reporting time from weeks to days.

24. Improving Communication • Develop a Common Language, Leading to Goal Alignment. • The first part of the process is to ensure common semantics. • The second part of the the process concerns data consistency. • Promote Accountability and Efficiency. • Stimulate Curiosity.

25. Successful Strategies for Implementing an Enterprise Business Intelligence System Essential factors: • Its role as part of corporate strategy • The involvement of business managers in its purchase • A careful implementation • A federated approach

26. Enterprise Business Intelligence Must Be a Part of Business Strategy Does this system help our company achieve its strategy? • 1.What is your strategy? • 2.What are your objectives set to fulfill that strategy? • 3.What ate the key performance indicators your company should track to measure in meeting the objectives? • 4.How can you use enterprise business intelligence to meet those objectives?

27. Business Managers Should Drive Enterprise Business Intelligence Kapur’s checklist: • Empower the project manager with appropriate authority • Remove high hurdles and keep the team out of political minefields • Support the team in resolution of cross-functional policy issues • Formally manage the project scope

28. Maximizing Return on Investment through Implementation • Involve the Users in the Planning Phase • Make the System as Easy to Use as Possible • Train the Users • Ensure Management Commitment

29. Implement a “Federated Business Intelligence Systems”Approach Summary: • Each of the smaller environments has a much better chance to succeed. • Incremental linkages are feasible and enable a progressive and less risky road toward building an enterprise view of the company’s information. • Departments feel more empowered. • Companies are ready for inevitable consolidation.