arthur andersen_extended risk entreprise
TRANSCRIPT
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5/27/2018 Arthur Andersen_Extended Risk Entreprise
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2001 Arthur Andersen All rights reserved.
Building the eXtended
Intelligence Enterprise (XIE)
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5/27/2018 Arthur Andersen_Extended Risk Entreprise
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Business Intelligence Imperative
Doing business is information-intensive.
Enterprises are being pushed to share information with increasingly
more audiences. The business intelligence imperative insists we
elevate BI to a strategic initiative now, or risk disaster!
Howard Dresner, Gartner Group
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Todays Practices
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True Business Intelligence Needed
Faster Business cycles,complex systems and new
business risks have forced
firms to contend with a
plethora of shortcomings of
their business intelligence
solutions. These include :
Increasingly complexand dynamicenvironments
Over reliance onfinancial metrics
Incomplete analysisapproaches
increasing fact gap in
decisions
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5/27/2018 Arthur Andersen_Extended Risk Entreprise
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Reliance on Financial Metrics Blocks Execs View
Seventy-five percent of allbalanced scorecards use
financial metrics which
ultimately means:
Behavioral insights into
KPIs remain hidden
Operations interactions
cannot easily be
identified in aggregated
data
Measurements are
based purely on
historical perspective
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0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Financial Physical Customer Employee Supplier Organization
Critical to Success Measure Now% of Companies
* Source: Andersen Global Research & Innovation
Information Critical to Success vs What is Measured
US Executive Research Study Summary
*For the
purposes of
this research, it
was assumedthat all
companies
managed
necessary
aspects of their
financial and
physical
assets, sothese gaps
were not
measured.
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Todays Demands
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Markets are Changing Structurally
Market
Distinc
t
Structure
Stable
Integrated Value
Chain
Unstable
Value ChainDeconstruction
Structural
change
Fluid
Atomization
Market &
structural
change
Networked Economy
Opportunity
A
Opportunity
B
Market,
structural
& strategic
change
The networked economy isfacilitating seamless and
quick interaction among
business, partners, markets,
and competitors.
In the networked economy
where value can be derived
by the coupling anddecoupling of business
capabilities, it becomes
imperative that executives
can quickly and efficiently
understand and act on key
information and behaviours
within and around their
organization.
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5/27/2018 Arthur Andersen_Extended Risk Entreprise
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Managing Complex Environments
Develop and
refine
performance
models
Benchmark
indicators against the
developed
model
Be receptive to
internal/external
warning indicators
to seize new
business
opportunities or
tackle looming
crisis.
Assemble leading
indicators to detect
and manage
business
direction/speed
The networked economyhas become much more
complicated as both the
speed of change and the
amount of information
available increases.
To be competitive firmsmust end their reliance on
backward looking
measures and implement
solutions which:
Quickly spot trends
Adapt to new
business models
Understand and
anticipate behavior
Become receptive to
external influences
The time factor
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10/28 2001 Arthur Andersen All rights reserved.
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5/27/2018 Arthur Andersen_Extended Risk Entreprise
11/28 2001 Arthur Andersen All rights reserved.
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12/28 2001 Arthur Andersen All rights reserved.
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5/27/2018 Arthur Andersen_Extended Risk Entreprise
13/28 2001 Arthur Andersen All rights reserved.
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5/27/2018 Arthur Andersen_Extended Risk Entreprise
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The Road to Action
The Right Perspective
The Right Architecture
A Solid Foundation
A Evolutionary Approach
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The Right Perspective
customers, suppliers, investors, and employees.
Success in todays economy is about developing new and innovative
relationships with
Enterpr ise intel l igence mu st enable a cross -enterpr ise and cross -market integrat ion
view to del iver last ing v alue and sus tainable com pet i t ive advantage.
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Market Integration Strategy
Finance and
ManagementEmployeesInvestors
Logistics and
Supply Web Management
Human Resources
and Procurement
Marketing, Sales, and Service
Enterprise
Suppliers
Customers
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Enterprise Perspective
Sell Side Predictive
Buy Side
Customer Analytics
Common Data ModelCross-Selling
Product ProfitabilityPromotion Profitability
Product TaxabilityTables
Warehouse EfficiencyFinancial Reporting
ChargebacksRebates/Contracts
Tax Reporting/AuditDefense
Brand vs. Generic
Promotion PlanningInitiative ViabilityBusiness Integration
Revenue From InformationFederal/State Tax Planning
PurchasingService Levels
Buy MarginForward Buy
Price Change HistoryAlternate Source
Sell Side Predictive
Buy Side
Customer AnalyticsCustomer PortalCommon Data Model
Cross-SellingProduct Profitability
Promotion ProfitabilityProduct Taxability
Tables
Warehouse EfficiencyFinancial Reporting
ChargebacksRebates/Contracts
Tax Reporting/AuditDefense
Brand vs. Generic
Promotion PlanningInitiative ViabilityBusiness Integration
Revenue From InformationFederal/State Tax Planning
PurchasingService Levels
Buy MarginForward Buy
Price Change HistoryAlternate Source
Improve Sell Side
Opportunities
Increase Buy Side
Profitability
Improve Operational
Effectiveness
Profitability
Analysis
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The Right Information Integration Approach
Product, Customer and Polycentric Architecture
Logic
Segment 1
Logic
Segment 2
LogicSegment 3
Workstation
Workstation
Workstation Workstation
Workstation
Workstation
Workstation
Workstation
Workstation
Logic
Segment 1
Logic
Segment 2
LogicSegment 3
Logic
Segment 1
Logic
Segment 2
LogicSegment 3
Customer-centric Architecture Polycentric ArchitectureProduct-centric Architecture
Customer
Data Server
Value Chain
Data Server
Customers
Products
Channels
Transactions
Interactions
Relationships
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Stakeholder
Behaviour
Proactive
Business
Learn &
Adapt
Automated
Decision
Automated
Action
Recommend
Action
Business
Interest
& Areas of
Concern
New
Behaviour
XIE empowers complex
business operations via
actionable KPIs and a truly
balanced score card. This is
achieved by:
Adapting scorecard KPIs
to the stakeholder in the
context of the current
market environment
Understanding the inter-
relationship between
drivers and their metrics
Intelligently adopting
KPIs based on prioritiesor market shifts.
Removing irrelevant
indicators when they are
not pertinent
Dynamic responses to
changing metrics
Behavioral KPIs and Dynamic Metrics for
Business Activity Monitoring (BAM)
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BAM Potential Users
Call center staffwho need a real-time viewof customer and supply
chain metrics(beyond limited content provided by the automatic call
distributor)
Vice presidents of saleswho want a real-time view of sales orders,
providing better visibility into the order pipeline to complement
historical order data and as a cross-check on sales forecasts
Corporate treasury and pension departments, which want to monitor
real-time global financial positions, foreign currency and economic
information in an integrated way that the real-time data providerscannot provide
Factory-floor managerswho require real-time material requirements
planning (MRP), inventory and sales metrics
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Collaborative Approach
Each user group has a
different angle or context
for the same event that is
made known to each user via
the metacontext or
metadata layer. Knowing
how contexts interrelate
enable notification andanalysis of events
automatically. Supporting
technology includes:
XML for data sharing
Alerts built into the
system
Workflow systems
passing information on
Application integration for
real time collection,
distribution and
rationalization of
information
Source: Gartner Group
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Wireless Business Intelligence
Messaging (Events, Data, Images, & Transactions)
Data Integration, Routing & Transformation
Mainframe
Applications
E-Commerce
& Web-based
Services
Database, Legacy,
Messaging &
Customer Systems
Adapter
Information Dissemination & Event Notification Man
agement&
M
onitoring
Users, Distributors, & Partners
AdapterAdapter
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2001 Arthur Andersen All rights reserved.
The Right Architecture
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Operational Data Sources
Other InternalSys
OrderMgmt
Cust.Service BillingSales/Mktg. Support
Data Staging Area
Portal
Operational Data Stores (ODS) Data WarehousesAtomic Data Store Aggregated
Data
Data MartsCustomer OrdersSalesProduct
Presentation LayerPersonalization
Services Secure ServicesPublishingServices SubscriptionServices CollaborationServices
Access / SearchServices Download Center Workflow Services
ApplicationServices
ProductLine 1 ProductLine 2
Registration Wizard Bulk ImportServices Digital Dashboard
Customers, Partners, Employees, Suppliers
Access Layer
MetadataReposi
tory
Enterprise
Tax
onomy
Access Layer
OperationalSystems
AnalyticalLayer
MetadataRepository
CommonDataModel
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The Right Data Warehouse Foundation
Source SystemsData Extraction,
Transformation & Load
Central
Data WarehouseData Marts
Data Access
and Analysis
Customer
Applications
Cube
Enterprise
Data
Warehouse
(Oracle)
Operational
Data Store
(ODS)
Other
Data Mart
Procurement
Data Mart
Financial
Data Mart
Cube
Cube
Query
Analyzer
Report
Writer
Data Modeling
Tool
ETL Tool
Staging
Area
Central
MetaData
Staging and
EAI/ETL Process
OLAP Tool
Portal
Data Access
and Analysis
ERP Suite
Legacy
Systems
Other
Systems
Other
Data Marts
Legacy
Systems
EAI Tool
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XIE Framework
Strategic BI
Applications
Operational BIApplication
Analytical BI
Applications
Point-in-time
Data Warehouse
ETL
Source:
Budget &
Forecasting
Activity-
Based
Mgmt
Profitability
Modeling
Industry
Specific
HR
Compensation
Planning
Work Force
Analytics
ERPCRM SCM Legacy E-AppsHRMS
CRM
Sales
Forecasting
CRM
Analytics
Finance
Financial
Consolidation
Financial
Analysis
SCM
Demand
Planning
SCM
Analytics
Industry
Industry
Specific
Industry
Analytics
Strategic
Planning
Balanced
Scorecard
Value-
Based
Mgmt
Real-time
ODS
EAI