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1、Driving Enterprise Performance Customer Success and Best Practices EPM and your organizationSlide 2Copyright 2004 Business Objects S.A. All rights reserved.Presentation Information (Hidden Slide)Author: Patrick Morrissey WW Marketing Director, Enterprise Performance ManagementContributor: Gene Ville
2、neuve Senior Director, Product Management, EPMCompany: Business ObjectsTrack session title Driving Enterprise PerformanceCustomer Success and Best PracticesTrack session description This session will present the Business Objects enterprise performance management vision, the current EPM offering, and
3、 how these capabilities can transform your BI investment into a critical component of how you define, track, and manage your organizations performance. Customer success stories will be used to articulate these benefits.Slide 3Copyright 2004 Business Objects S.A. All rights reserved.AgendaPerformance
4、 management: The year in reviewEPM: The Business Objects approach and productsCustomer best practiceLessons learned / best practiceQ&ASlide 4Copyright 2004 Business Objects S.A. All rights reserved.A Great Year in Performance Management and BIIn 2004, more than 26% of companies have purchased or pla
5、n to purchase BI softwareCIO spending priorities for 2004: Business intelligence, security, document management, application integrationThrough 2005, 40% of all organizations will adopt CPMBy 2007, most global organizations will have deployed a cohesive BPM solutionWhat the experts have to saySlide
6、5Copyright 2004 Business Objects S.A. All rights reserved.Enterprise Performance Management = ResultsAn American Management Association survey of 203 companies ranging in size from $27 million to $50 billion indicated that “measurement managed” companies consistently outperform their peers Source: A
7、merican Management Association0%100%Perceived as an Industry leader over the past three years20%40%60%80%Percentage of Organizations44%74%52%83%55%97%Reported to be financially ranked in the top third of their industryLast major cultural or operational change judged to be very or moderately successf
8、ulMeasurement-Managed OrganizationsNon Measurement-Managed OrganizationsSlide 6Copyright 2004 Business Objects S.A. All rights reserved.Performance Management Is RealHealth Care Quality Focus on patient care Result is cost savings and improved care Proactive approach to disease managementAll industr
9、ies, geographies, and departments are getting involved Technology AgilityFocus on IT Performance80% increase in IT staff productivity $1M+ in cost savings Mfg Innovation CPG Trade Spend Military Mission readinessSlide 7Copyright 2004 Business Objects S.A. All rights reserved.AgendaPerformance manage
10、ment: The year in reviewEPM: The Business Objects approach and productsCustomer best practiceLessons learned / best practiceQ&ASlide 8Copyright 2004 Business Objects S.A. All rights reserved.Enterprise Performance Management (EPM)Defined: The application of business intelligence (BI), metrics, and m
11、ethodologies to improve enterprise performanceBusiness intelligence Capability to track, understand, and manage information across the organizationMetrics Key indicators based on measurementMethodologies Strategic determination of how performance is measuredFinancial applications partnerships Integr
12、ation with most popular planning and budgeting toolsAccording to industry analysts, “The first step to a performance management strategy is to define your BI strategy”Slide 9Copyright 2004 Business Objects S.A. All rights reserved.EPM Strategic Alignment for the EnterpriseTranslate strategy into ope
13、rational and process improvementsOperations ManagementCustom and guided analysis, collaborationExecutive ManagementStrategy maps, scorecards, exceptionsAlign and connect all users, making strategy everyones jobFront Line Employees Personal scorecards, reports, actionsSlide 10Copyright 2004 Business
14、Objects S.A. All rights reserved.Performance Management ProductsAn innovative, flexible, and integrated framework for EPMFramework for building customized solutions Provides deeper insight with integrated analytic enginesStep-wise approach to deployment of EPMSlide 11Copyright 2004 Business Objects
15、S.A. All rights reserved.BusinessObjects Dashboard ManagerMonitor metrics Define and deploy key metrics (KPIs) Track metrics over time to identify trends Manage by exception with business rulesGain insight Interact with robust set of analytics Move from interactive metrics to detailed analysis Exten
16、d with advanced analyticsPerformance Manager, Sets, Predictive, SPCProvide visibility Present consistent views of key performance indicators Roll out dashboards to groups or individualsProvide visibility across the businessSlide 12Copyright 2004 Business Objects S.A. All rights reserved.Dashboard Vi
17、ewBased on the Users RoleAll analytics are drillable for further detail, down to the transaction levelKPI driven, rules-based alerts automate management by exceptionKPI trends are interactive and drillableAll content is delivered specific to the users roleSlide 13Copyright 2004 Business Objects S.A.
18、 All rights reserved.BusinessObjects Performance Manager Align the organization around strategies and goalsCommunicate strategy Strategy maps Metric treesSet goals and track performance Goal management ScorecardsMake decisions and capture best practices Collaboration Recommended actionsSupport for m
19、ethodologies Balanced Scorecard (certified) Six Sigma Any custom methodologySlide 14Copyright 2004 Business Objects S.A. All rights reserved.ScorecardsConnecting Goals, Metrics, PeopleSupport for both text/tabular and graphical representationsKPI owners can provide assessment of the state of the met
20、ricSupport for benchmark comparisonsProposed actions to be takenSlide 15Copyright 2004 Business Objects S.A. All rights reserved.AgendaPerformance management: The year in reviewEPM: The Business Objects approach and productsCustomer best practiceLessons learned / best practiceQ&ASlide 16Copyright 20
21、04 Business Objects S.A. All rights reserved.The Framework for Performance Management1/2Taking a strategic approach, while generating project successInternalCustomer & PartnerSupply & LogisticsBucket projects into functional areas Who needs the information, what problem is being solved? Look for opp
22、ortunities to set boundariesInventory technology and data availability Sources, systems, current BI usageMove from report-centric environment to dashboardsInformation & ProcessInformation & ProcessSlide 17Copyright 2004 Business Objects S.A. All rights reserved.The Framework for Performance Manageme
23、nt2/2Sell MoreReduce Cost Sales Scorecard Marketing Channel Mgmt. SLA Mgmt. Information Services Strategic Sourcing Vendor Scorecards Demand Forecasting Trade partners Executive dashboard Human capital Finance and operations Compliance Information Technology OutsourcingInternalCustomer PartnerSupply
24、 LogisticsUnderstand project value to the businessCommunicateSlide 18Copyright 2004 Business Objects S.A. All rights reserved.Measuring the Benefits of Improved PerformanceTypical Performance ChallengeHow Performance Management HelpsPeopleProcessSystemsLack of communication, collaboration, accountab
25、ility slows down decision cyclesProactive, secure, personalized alerting of exceptionsInformation in contextCollaborative decision making and issue resolutionEstablishment, validation of business rules and thresholds across the organizationAlignment of management and cross-organization processDecisi
26、on and knowledge transferMisaligned business processes conflict with corporate objectivesCritical information is locked in disparate systemsTimely and normalized data from all systemsAggregated, synchronized correlated data & trendsSlide 19Copyright 2004 Business Objects S.A. All rights reserved.Lan
27、d OLakes, Inc.Land OLakesA leading Dairy Consumer Product Goods company processing over 10 billion pounds of milk annually and markets more than 300 dairy products across the United States and around the world 2001 annual sales were approximately $6 billion, total assets of $3.1 billion, and total e
28、quities of $837 million Products are sold in supermarkets and food service establishments and are used by various food processors“BusinessObjects will enable Land OLakes to transform our wealth of information assets into a competitive advantage. Four Mission Critical Action Plans have been put into
29、place where BusinessObjects will have an impact: Improve Trade Promotion effectiveness and efficiencies Establish or Improve key processes, practices, and policies Maximize time selling or preparing to sell Build requisite skills”Retail / Deli Sales GroupSlide 20Copyright 2004 Business Objects S.A.
30、All rights reserved.Slide 21Copyright 2004 Business Objects S.A. All rights reserved.Shands HealthcareImproving EfficiencyCompany background Network of not-for-profit hospitals with 1,500+ affiliated UF faculty and community physicians Annual revenues of $1.1 billion and 10,000 employees Shands miss
31、ion is to provide excellent patient care, improving community health and create an environment supportive of health sciences education and researchBusiness pain Shands network was suffering financially from the lack of visibility into business performance Disparate legacy systems that required heavy
32、 IT involvement Needed a BI system to enable better decision making regarding organizational performance and patient care Slide 22Copyright 2004 Business Objects S.A. All rights reserved.Shands HealthcareImproved Care, Less CostProject focus Deploy dashboards with financial data to Administrators Da
33、shboards for staff to provide better understanding of patient information Give staff immediate access to financial data as well as patient Benefits Initial ROI of $4 million from providing visibility to key indicators Reduce length of hospital stay Average savings of $221 per patient Help administra
34、tors make better revenue-impacting decisions by providing immediate access to financial data, patient and staff trends Slide 23Copyright 2004 Business Objects S.A. All rights reserved.Daimler ChryslerFocus on CustomersCompany background Global automobile manufacturer 2003 revenues of $171.9 billion
35、362,100 employeesBusiness pain Sales needs to quickly identify issues in key markets and key products Marketing needs to aggregate large amounts of information to gauge the effectiveness of its marketing programs Senior management needs a filter to cut through all the data and find whats actionable
36、Too much data, not enough time Slide 24Copyright 2004 Business Objects S.A. All rights reserved.Project focus Sales and marketing dashboardsKPIs at a glanceBrand views contain product specific information Dynamic charts and graphs for easy trend analysis Critical report cached for quick access Custo
37、mer and Campaign analyticsOne version of truth Sales, marketing, and senior managementAbility to quickly identify status of goals Custom alerts allow for management by exceptionDaimler ChryslerImproved Sales PerformanceSlide 25Copyright 2004 Business Objects S.A. All rights reserved.US NavyHuman Cap
38、ital ManagementUS Navy RecruitmentBusiness pain / project focus Navy is tracking metrics manually from multiple sources Data is collected from multiple systems into Excel Final output is a static PowerPoint that has the recruitment performance consolidated Recruitment Management cannot understand pe
39、rformance to goals in a timely manner to make better decisions and to take action to correct problems; this prevents the Navy from meeting recruitment goals affecting the Navy missionExpected benefits Management can monitor recruitment and react proactively Errors occurring in the manual process wil
40、l not occur; information becomes more reliable and a basis for action Navy personnel will in the end, more closely match the target skill sets to help the Navy meet their missionSlide 26Copyright 2004 Business Objects S.A. All rights reserved.Objective: Recruit Right KindSlide 27Copyright 2004 Busin
41、ess Objects S.A. All rights reserved.Navy RecruitingBSC Strategy MapSlide 28Copyright 2004 Business Objects S.A. All rights reserved.GraniterockEnterprise Performance ManagementFounded in 1900 in Aromas, CAOne of the first general contractors in CA California state contractors license #22More than 1
42、00 years in business650 employees, 18 locationsFull service Rock, sand, gravel, stone, concrete, asphalt General engineering servicesProjects SF International Airport Hwy 101 / 85 InterchangeDifferentiate on customer service, innovation, and qualityFortune “100 Best Companies To Work For”Top 20, 3 y
43、ears runningSlide 29Copyright 2004 Business Objects S.A. All rights reserved.Graniterock Corporate ObjectivesThe foundation to turn strategy into action9 objectivesall have equal weight Safety is first among equalssafe operation is paramountGoals provide measurement of success If it is not measured,
44、 it will not happenGraniterock approach based on facts Not on guessworkBusiness Objects information makes the case Crystal Reports used across the businessSlide 30Copyright 2004 Business Objects S.A. All rights reserved.EPM in Action: Measuring Efficiency Goal: Reduce total number of suppliersAttrib
45、utes Enhance utilization of VIP suppliers Divisions to encourage suppliers to stock more items Utilize consignment inventory Track volume incentive purchases per policyAll purchasing monitored across all divisionsMeasurement Crystal Reports for detail purchase and metrics management Purchasing repor
46、ts by division, by tier of supplier Regular reporting sent to all business lines and management Tracking of VIP, approved, and non-approved vendor purchasesSlide 31Copyright 2004 Business Objects S.A. All rights reserved.Measuring EfficiencyBy the NumbersSlide 32Copyright 2004 Business Objects S.A.
47、All rights reserved.HPTechnology Hardware and ServicesHP $73.8 billion in revenue from 178 countries Technology hardware, software, servicesBusiness issue: IT services, business readiness To create a standard environment for all HP IT (internal) service providers SLA requirements Efficiently meet th
48、e IT needs of 142,000 global HP employeesOperational considerations Controlling IT operating costs Increasing return on IT (RoIT) Aligning IT with business imperatives Recruiting and retaining skilled IT staffSlide 33Copyright 2004 Business Objects S.A. All rights reserved.Business DriversHP Managed
49、 Service must meet SLAs All customersgoal to meet or exceed HP is viewed as customerDeliver return on IT investmentImprove service for employeesMake it easier to provide service to customersObjectives Automate all end-user subscriptions for IT servicesself service Automate and consistently measure m
50、etrics for all providersSlide 34Copyright 2004 Business Objects S.A. All rights reserved.Slide 35Copyright 2004 Business Objects S.A. All rights reserved.Slide 36Copyright 2004 Business Objects S.A. All rights reserved.Slide 37Copyright 2004 Business Objects S.A. All rights reserved.HP ResultsCompet