1. 9 Novembre 2011, Paris, Pavillon Gabriel
Gad Benchimol (BI and PM practice director, Business & Decision)
and Jean-Michel Franco (innovation director, Business & Decision).
Business Intelligence &
Enterprise Performance Management:
replaying the match

2. Business & Decision
Is a global
consulting and system integrator
Revenue 2010 : 237 M€
2
Multi-specialist2 800 Employees 19 countries
BI
EPM
CRMEIM
E-bus

3. Business Intelligence and Enterprise Performance
Management @ Business & Decision
3
EIM
MDM
ECM
Dématérialisation
……
……
……
EPM
DWHE
APPLICATIONS
MEASURE
ACT
ANALYZE
BI / EPM
DECIDE
Sales & Marketing
H.R.
Finance
Purchasing
Logistics
Risks
Manage Forecast
Legal and Management
Financial Consolidation
Legal & Mgt reporting
Stakeholder relationship
Management
Management by
objectives
Profitability Management,
Revenue Performance
Management
Big Data
Data Warehouses/Data
Marts
Data Model
Real Time BI
Data Governance
Master Data Management
STRAGEGIZE
SIMULER
PLAN
GOVERN
CAPTURE
CONSUME
ORGANIZE
DISTRIBUTE
……
mobile BI
Data Visualization
Ad Hoc analytics
Predictive analysis
Data Discovery
Dashboard
Agile BI
Collaborative BI
DISCOVER
PREDICT
ANALYZE
SHARE
PUBLISH
ALERT

4. Recognized expertise by independent industry
analysts
4
coming soon: Gartner Market scope for BI and Performance Management Service Providers
• “Magic Quadrant for Global Business Intelligence and Performance
Management Service Providers,”. 2009 & 2011 Gartner
• “2010 BI Service Provider Short-Listing Tool“ 2010 and 2011 Forrester
•“Business Intelligence Service Vendor Guide” 2011 Gartner

5. Do you know what is the Sabermetrics in your
business ?
5
(*) Moneyball: The Art of Winning an Unfair Game is a book about the Oakland Athletics
baseball team and its general manager Billy Beane. Its focus is the team's modernized,
analytical, sabermetric approach to assembling a competitive baseball team, despite
Oakland's disadvantaged revenue situation.
*Sources : wikipedia

6. Business Intelligence, Where are we now?
Growth 2010
Share of EPM and Analytics
within the BI Market
Share of market of the
BI(g)5 (IBM, MS, Oracle, SAS, SAP)
69% of companies have BI
standards
Of growth for Data
Discovery -> 1 MM$ in 2013
+13 %
36%
72%
69%
+30%
A 10 MM$ market, steadily growing
no matter the economic conditions
At the crossroad of platforms and ent.
software, of business and IT
But still a strong appetite for « best of
breed » solutions
But minority of BI initiatives are
considered very successful (26%) with
significant business impact (34%)
A market that is driven by innovation,
open to reinvent itself anytime.
6
*Sources : Gartner, BI Scorecard

7. Reinvent BI at its roots with respect to current business needs,
best practices and available technologies
“Big Data”
Information
Management
beyond BI
Foresee, plan,
Monitor
Collaborative
Decisions
Agile BI
Last Mile of BI
7
Collect/federate/publish large
volumes of “multi-structured” just-in-
time data
Information and Business Rules as a
service across systems and processes
Optimize and align business
processes upstream, not only while
executing
Manage decisions as a collaborative
process, share best decisioning
practices
Flexible approaches to design and
roll out BI et allow user to
autonomously leverage it
Empower all stakeholders
(customers, field, suppliers…) with
decision services at the palm of their
hands

8. Information Management : manage and nurture
information assets beyond BI
8
• Conformed dimensions principles: common
dimensions, attributes and hierarchies across data
marts for cross domain analytics
• A mature modeling approach
Provide consistent
information repositories
across activities : a
prerequisite for
entreprise BI
• A serious barrier towards BI success…
• …that can’t be reached without alignment and
shared engagement towards a well defined
approach for data governance
Data quality: a critical
topic for both IT and lines
of businesses
• A master data repository, if defined as a shared
service, gives more value to information across
use cases: transactional/analytics, mapped to
categorize structured/unstructured data
Benefits benefits that go
beyond the traditional
scope of BI and EPM

9. Information Management beyond BI :
applying to the office of the CFO
Align on common goals and metrics
despite silos
Align local (empowerment) and
(control) views
Business needsBusiness challenges
 Consistency aross systems and
organisations
 Optimized legal and Mgt consolidations
 Closing cycles minimized
Anticipate merger and acquisitions,
and organisational changes
Measure the impacts
Improve agility
Adjust strategy to results
Master compliancy
 Speed and time to take change into
consideration
 Analyses with constant structures…
 Alignment of BI systems with current
organizations and objectives
 Simulate impacts of new structures
 Traceability of events
 History of data and orgs versions
 Certification of results
9

10. 10
Decision management in the enterprise: An
individual or team « sport » ?
Some use case that turned into best practices : Forecasting and planning, product
portfolio management, resource planning and allocation, spend and supplier
management.
Orchestrate the
Collaborative
process
Facilitate
sharing
Organize the
discussions
• Creation of Decision rooms
• Content sharing (analyzes, documents…)
• Collaborative decisioning sessions
management
• Process traceability
• Annotations
• Discussion forums
• Activity Streams
• Social functions
• Social Network Integration
• Publish/Subscribe
By 2013, 15% of BI initiatives will have a collaborative dimensions (Gartner)

11. 11
Some examples of collaborative processes
Orchestrate the
Collaborative
process
Facilitate sharing
Organize the
discussions

12. Strategize, plan, forecast, monitor Innovation in
Enterprise Performance Management
EPM
innovation
levers
Managed
speed
Sharing &
transparency
Coordination
and
collaboration
• Repositories across activities
• Glossaries, KPI and rules frameworks
• Control of publication and
disclosure processes
• Dynamic mastering
• Adjustable and short
cycles (budget, closing, forecasting)
• Alignment of terms (short, long), of
local and global
• Provisioning of financial tools across
the enterprise
• Empowerment of each stakeholder to
drive and mange his own performance
• Coordination of strategy management
processes and planning processes
12

13. Performance Management beyond finance
Define Value Plan Monitor
Ana-
lyze
Report
13
Purchasing
Supply
chain
Marketing,
sales,
services
Products Human
resources
Projects,
IT Perfor-
mance
Risks &
compli-
ance
Environ-
ment
•Supplier score
carding
•On-time
Delivery
•Resource
optimization
• On demand
planning
• Quality
• Lead Mgt
• Customer
Segmentation
• Territories,
quotas,
incentives
• Revenue
Performance
management
•Reporting SLA
•Detailed costs
& profitability
•Pricing
•Promotions
Management
•Cross selling,
up-selling
•Wages and
incentive
Management
•Talent
Management
• Resources
allocation
• Succession
plans
• Project
portfolio
management
• SLA
monitoring
•Working capital
• IT Governance
•Manufacturing
risk
•Frauds
•Environment
Reporting
•Carbon
footprint
•Eco-efficiency
-> Enterprise Performance Management processes
-> Uses cases across activities

14. 14
Popularity
Available information
Big Data : the long tail of Information Management
« Today, we sold more books that we didn’t sell yesterday than
books that we also sold yesterday» (amazon.com, via Josh Petersen & Wikipedia)
BI as we know it
- information sourced from internal information system
- information from the past (not the latest)
- a priori information modeling
BI as we would like it to be
- BI as we know it
- External information
- « just in time » information
- « unstructured » information
- New information source regularly added

15. Example: Big Data in Life Sciences (medical devices)
15
Enterprise Semantic
Model
Performance Management and
Decision support systems
Transactional systems
(Adverse Effects
monitoring system)
External data(web,
social networks, partners)
Internet of
(every)thing
« Unstructured »
data
Ad hoc Data
marts
Architected
Data marts
Operational BI and
real time decisioning
Automated decision
(Rules and Complex event
Processing)
Master data and
categorizations
Metrics
and KPIs
Business Rules
Information hub

16. 16
Last mile of BI
BI as we would like it
BI as we know it

17. 17
Example of last mile of BI (mint.com): a trusted advisor
at the palm of your hands to manage personal finance

18. Agile BI, or how to reconcile local and global standpoints
Information
hub
Business
views
Information
consumption
services
Control Autonomy
Sanctioned, self describing data,
accessible as in Self Service 
Governance, traceability ,
continuous enrichment, reusable
Architected Data Marts
Ad-hoc data marts
Ad-hoc data access
Reporting factory, Planning &
forecasting, sandbox : internal
(sanctioned and unsanctioned)
and external information sourcing
18

19. Market: Consolidators well established, specialists still growing if fueled
by innovation … and some disruptors aspiring for a shake-out
Consolidators
Disruptors Specialists
19

20. “Rebooting BI”, how to align your Business
Intelligence initiatives to current business challenges
20
Project Portfolio
Management
Information governance
Continuous improvement
Delegation of roles &
responsibilities closer
to the lines of
business
BI / EPM
Define and deliver
with a well defined
service catalog
Define and deliver
through SLAs
Chose the right
“shoring” model for
each function
Information management
BI Roadmaps
Performance
management
frameworks
Adapt
organizations
with Center of
Excellences
BI
Adapt methodo-
logies for better
flexibility and
speed to deliver
Reusable information
models
Core Models
Template based analytics
Agile methodologies
Productize with
the BI and EPM
factory
(re)define
architecture (BI
Platform, Information
Management et
Performance
Management)