IBM Integrierte Echtzeit Unternehmenssteuerung -Beyond IOD EMEA 2010 Rome

IBM Cognos Webinar-Präsentation, 26.05.2010

Integrierte Echtzeit Unternehmenssteuerung (IEU)
Das IBM Angebot
IBM ist derzeit das einzige Unternehmen
weltweit, dass über ein Angebot zur
Integrierten Echtzeit Unternehmenssteuerung
(Informationsmanagement -Aufbereitung
und Analyse mit Lösungen für Datenqualität,
Berichtswesen, Reporting und Auswertung)
für alle Unternehmensgrößen verfügt.
IBM bietet mit seiner einzigartigen Integration
von Datenmanagement und Business &
Social Intelligence eine „New Intelligence“
Plattform zur Unternehmenswertsteigerung.
IEU Management Summary & Detail
Präsentation mit folgender Agenda:
•
•
Globaler Produktivitätsbericht und IBM´s CEO Study -Das Unternehmen der Zukunft
IBM´s CIO Study –Der CIO der Zukunft und seine Agenda
Ansprechpartner
• IBM´s Smarter Planet -New Intelligence to manage the Future
• IBM´s Information Agenda –Von der Gegenwart in die Zukunft Friedel Jonker
• IBM´s Information Led Transformation –Plan, Apply, Establish Manager Business Development
• IBM´s Modell der Integrierten Konzernsteuerung Analytics & Performance Mangement
• IBM´s Angebote zur Umsetzung von New Intelligence SME for BI & SI Integration
• IBM als Partner für das Unternehmen der Zukunft Jonker@de.ibm.com

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© 2010 IBM Corporation


IBM Software Group, Information Management
Friedel Jonker,
Manager Business Development Analytics & PM
Career History and Education Selected projects
2008- today IBM, Germany, Manager Business Development
Analytics & PM, Managing Consultant CRM & BI
Global Pharma Information Company: German Business
1994- 2008 Deutsche Leasing AG, S-Finance Group, Germany, Value Concept to improve Sales Force Effectiveness based on
CRM & BI Business and Program Director eBusiness Assessment, Pain Point Analysis, Definition of
Requirements and Portfolio Prioritization.
1990- 1994 Citicorp-Citibank AG, Germany, European Manager Contribution: Lead the German Business Value Concept to
Marketing Database VISA improve Sales Force Effectiveness.
1989- 1990 Ogilvy & Mather Dataconsult, Germany, Consultant Global German Automotive Company: Global Concept and
Database Marketing implementation coordination together with the Boston
Consulting Group to set up IT/Data Governance and Data
1988- 1989 Infas, Germany, LOCAL-Direct Project manager Modelling/Re-Engineering of an As/is Landscape with the
for SRPM with Location Intelligence (LI) objective to reduce costs in development and maintenance and
1982- 1988 University of Münster, Master of Business increase and secure the Quality of Data as a base for high
Management in Marketing & Statistics quality use of CRM, BI/LI for Sales & Risk Performance
Management (SRPM).
Contribution: Lead the IT/Data Governance and acted as the
Languages and Profile SME for all IT/Data Governance related issues at the
German, English (fluent). company.

CRM, BI/LI Strategy Leader IBM GBS Germany. Global German Bank: Definition of a Business Driven Traffic
Light Test Management Concept to successfully implement an
Winner of the Sales Excellence Award 2005 from the University Oracle/Siebel CRM & BI solution.
of St. Gallen and Handelsblatt.
Contribution: Lead the Testmangement and acted as the SME
Broad experience in Planning and Implementing value based for all CRM & BI related Testmanagement matters. The
CRM & BI/LI Strategy, Processes, Architecture and Systems. Testmanagement Concept is now used as a global handbook
Member of the MIT, Member of the Sales Executive Councile and for Testmanagement.
member of Marketing Alumni, University of Münster, Germany

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References
References –Literature and Presentations
Neue Informationsqualität für das VISA Kartenmanagement der Citicorp, in: Oracle Finanzwelt, 1994
Leadership durch Informations- und Lernsysteme, in: Know How, 7/1996, Schumann Unternehmensberatung
Database Marketing bei der Deutschen Leasing AG, in: Jahrbuch 2000, Deutscher Direktmarketing Verband e.V.
Von Database Marketing zum CRM, in: Computerwoche, 19/2001
Customer Relationship Management, Bericht über das Deutsche Leasing CRM-Projekt, in: GoAhead 9/2001, CSC- Ploenzke
CRM – die nächste Generation, Interview mit Friedel Jonker, in: Computerwoche, 33/2002
Mit intelligentem Database Marketing und CRM zu überdurchschnittlichem Markterfolg, in: Cognos- Kundenmagazin
Case Study Präsentation C3M-Eagle, marcusevans, FoCus Gipfel CRM, Montreux, 19.-21. Januar 2003
Erfolgreiches Customer Relationship Management bei der Deutschen Leasing AG, Nordakademie, Elmshorn, e-think-tank, Febraur
2003
Konflikte zwischen Vertrieb und Vertrag lösen, in: Praxismagazin für Marktkommunikation der Sparkassen-Finanzgruppe, 2004,
11. Jahrgang, Nr. 5, S 38 ff
CRM und Sales -2 Seiten einer erfolgreichen Verbindung, im Beratungsbrief von http://www.vertriebs-experts.de , 23.03.2005
Deutsche Leasing Gruppe: Mit Siebel/Oracle CRM-System das Neugeschäft jährlich um durchschnittlich 12 Prozent gesteigert, in:
Oracle Customer Snapshot Juli 2006
CRM als strategisches Element der wertorientierte Unternehmensführung der Deutschen Leasing AG -7P Programm für erfolgreiche
CRM-Programme –Position_Path_Portfolio_Program_People_Progress_Performance, marcusevans, FoCus Gipfel CRM,
Montreux, 14.-16. Februar 2007
Case Study CRM bei der DL, in Kundenmanagement –Grundlagen-Strategien-Beispiele von Manfred Krafft, März 2007
Vom Callcenter zum Intelligent Multichannel Customer Management Center, IBM Callcenter Circle, Hamburg HASPA, Mai 2008
Neue Technologien schaffen eine Demokratisierung der Information, Initiative Mittelstand
http://www.imittelstand.de/themen/topthema_100288.html , 16.11.2009
Integrierte Echtzeit Unternehmenssteuerung (IEU), IBM Partner Channel Kick Off-Berlin-Januar 2010, Salesforce.com
Cloudforce2-Frankfurt-März 2010, Teradata Enterprise Intelligence Summit-Berlin-April 2010, IBM Partner University-
Frankfurt-April 2010
Integrated Realtime Corporate Management (IRCM), IBM Europe & Asia IT Architects University-Stuttgart-April 2010

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Derjenige erreicht sein Ziel nicht,
der nicht weiß wohin die Reise
geht.
Friedel Jonker in Anlehnung an Michel de Montaigne

Integrierte Echtzeit Unternehmenssteuerung
zur Steigerung der Globalen Wettbewerbs-
fähigkeit mit

IBM Infosphere, Cognos, TM1,
SPSS, ILOG und Lotus

Friedel Jonker, Manager Business Development Analytics & PM
IBM Cognos Webinar, Mai 2010 | Frankfurt | Germany

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Important Disclaimer (2/2)
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Global market forces are
Global market forces are
impacting us all…
impacting us all…
Data explosion
Data explosion
Slowing superpowers
Slowing superpowers
Economic downturn
Economic downturn
Emerging economies
Emerging economies
Increasingly complex supply chains
Increasingly complex supply chains
Empowered consumers
Empowered consumers The reality of living in a globally
Frozen credit markets
Frozen credit markets integrated world is upon us.
Energy shortfalls
Energy shortfalls
Erratic commodity prices
Erratic commodity prices

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... new leaders emerge who win not by
... new leaders emerge who win not by
surviving the storm, but by changing
surviving the storm, but by changing
the game. Changing the game
the game. Changing the game
requires process transformation that
requires process transformation that
infuses intelligence into our decision-
infuses intelligence into our decision-
making and management systems …
making and management systems …

Sam Palmisano
IBM CEO, on Smarter Planet

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Agenda: Integrierte Echtzeit Unternehmenssteuerung (IEU)
Strategie & Lösungen

● IBM´s Global CEO Study -Das Unternehmen der Zukunft
● IBM´s Global CIO Study -Der CIO der Zukunft und seine Agenda
● IBM´s Modell der Integrierten Konzernsteuerung
● IBM´s Angebote zur Umsetzung von New Intelligence
● IBM als Partner für das Unternehmen der Zukunft

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IBM´s Global CEO Study
Das Unternehmen
der Zukunft

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The Global CEO Study 2010 is the fourth biennial CEO study, building on our
insights and findings over the last 6 years

2004 2006 2008 2010
Your turn! Innovation Enterprise of the Future Capitalizing on Complexity

Key Findings Key Findings Key Findings Key Findings
Revenue growth is the Business model innovation Hungry for change Rapid escalation of
number one priority matters Demanding customers as complexity creates need to:
Responsiveness is a new External collaboration is opportunity to differentiate Embody creative
key competence indispensable Extensive business model leadership
Improving internal Innovation must be innovations Reinvent customer
capabilities is a first step orchestrated from the top Moving towards global relationships
toward growth business designs Build operating dexterity

456 CEO interviews 765 CEO interviews 1,130 CEO interviews 1,541 CEO interviews

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13 © 2010 IBM Corporation


Creativity is the #1 leadership quality followed by integrity and openness

Most important leadership qualities over the next five years*
CEEMEA* Global**
Creativity 68% 60%
Integrity 53% 52% Openness is
Openness 42% 28% significantly more
valued by leaders in
Global thinking 35% 35% CEEMEA than in
Focus on sustainability 35% 26% global – indicating a
greater need to
Dedication 28% 26%
conduct business
Fairness 12% 12% in an open and
Influence transparent way as
12% 30%
Humility per the mature
10% 12% markets.

*CEEMEA dataset
Source: Q19 Which of the following leadership qualities do you think are most important in the next five years? n=1538; CEEMEA n=62 **Global dataset

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CEOs citing creativity as a top leadership quality provided new insights into
leading in the new economic environment

“We do everything to simplify our
business, but at the same time need to
manage increasing external complexity -
for example, with our customers and
partners.”
CEO, Public Sector Organization, Czech “The magic of our industry - you enter
Republic the shop with money and you leave
with a piece of paper (......). The
main problem of financial crisis is lack
of transparency.”
CEO in a bank, Slovakia

Global thinking enables the best
assessment of risks, you can meet in
developing your business.

Deputy General Director,
Telecommunications, Russia

Quelle: IBM Global CEO Study 2010; n (1541)

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Das kollektive Wissen dieser CEOs hat uns fünf wesentliche Merkmale des
Unternehmens der Zukunft aufgezeigt.

Ergebnisse aus 1.130 Interviews
Unternehmen werden von Veränderungen geradezu überrollt und viele haben Mühe, damit Schritt zu halten.
Die CEOs betrachten anspruchsvollere Kunden nicht als Bedrohung, sondern als Chance zur Differenzierung.
Fast alle CEOs passen ihr Geschäftsmodell an – zwei Drittel verwirklichen Innovationen in großem Umfang.
Die CEOs wenden sich offensiv globalen Geschäftsmodellen zu und setzen auf grundlegende Änderungen
ihrer Fähigkeiten und auf die umfangreichere Zusammenarbeit mit Partnern.

Merkmale des Unternehmens der Zukunft

1 2 3 4 5
Fokussiert Innovativer Global Von Natur Engagiert,
auf Verän- als von integriert aus revo- nicht nur
derungen den Kunden lutionär regelkonform
erwartet

Quelle: IBM Global CEO Study 2008; n (2006) = 709, n (2008) = 1104

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Obwohl die CEOs hinsichtlich des Umgangs mit Veränderungen
zuversichtlicher sind, wächst die Lücke zwischen ihrer Fähigkeit,
Veränderungen zu steuern, und den bevorstehenden Herausforderungen
Das Ausmaß der Umsetzungslücke hat sich in nur zwei Jahren verdreifacht.

2006 2008
%
8 %
UMSETZUNGS-
LÜCKE*
22 UMSETZUNGS-
LÜCKE* „In den letzten zehn Jahren haben wir
6% 19%
mehr Veränderungen erlebt als in den
13% 12%
11% 90 Jahren davor.“
22% 31% Ad J. Scheepbouwer, CEO, KPN Telecom
83%
20%

65% Veränderungsbedarf Bisheriger Erfolg bei
61%
57%
Veränderungen
Keine/geringfügige Kein/geringer Erfolg
Veränderungen
Mäßiger Erfolg
Moderate
Veränderungen Erfolg

Umfangreiche
Veränderungen
Veränderungs- Bisher Veränderungs- Bisher * Differenz bzw. „Umsetzungslücke“ zwischen dem erwarteten Umfang der
bedarf erfolgreich bei bedarf erfolgreich bei erforderlichen Veränderungen und dem Erfolg bei der Steuerung von
Veränderungen Veränderungen Veränderungen in der Vergangenheit

Quelle: IBM Global CEO Study 2008; n (2006) = 709, n (2008) = 1104

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Traditional styles of working are insufficient for this new reality
The world is heading
towards
$12Billon
5.3 hours 1 Trillion lost due to poor
wasted communication
per employee connected objects.2
in US Hospitals
per week Annually 3
due to inefficient
processes 1
2/3
of people can’t find
the help they know
is out there 4
800
Billion
Business
5
events daily

98% of CEOs say they need to restructure
the way their organizations work 6
Sources: 1: “Measuring the Pain: What is Fragmented Communication Costing Your Enterprise?”, enterprise.siemens.com/open/se/docdownloads/secure/UCSurvey.pdf
2: Pereira, Jorge, “From Autonomous to Cooperative Distributed Control: Towards the Internet of Smart Things,” Second ERCIM Workshop on eMobility, WWIC, May 30, 2008.
3: University of Maryland Smith School of Business, March 9, 2009, www.rhsmith.umd.edu/news/releases/2009/030909.aspx
4: Harris Interactive and Tacit Knowledge Systems poll, 2003
5: McKendrick, Joe, “Is anyone ready to process a trillion events per day?”, ZDNet.com, May 11, 2008, blogs.zdnet.com/service-oriented/?p=1102
6: 2008 IBM CEO study, ftp://public.dhe.ibm.com/common/ssi/pm/xb/n/gbe03037usen/GBE03037USEN.PDF
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Compared to other companies, outperformers are more than three times as likely
to have adopted smarter working practices

Companies scoring a “high & very high”
across all of the elements of at least one
Most Most Smarter Working dimension
Dynamic Collaborative

Companies 34%
that have
adopted
smarter
3.1x
working 11%
practices

Most
Connected Significant
Outperformers

All Others

Quelle: A New Way of Working. Insights from Global Leaders Study 2010, N=300

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Significant outperformers are more likely to adopt collaborative practices to share
ideas and generate insights

To what extent does your organization:

Collaborative Have processes that are visually 23%
documented and well understood
12%
1.9x
by key stakeholders

Enable colleagues to 17%
collaborate to gather insights
6%
2.8x
and gain productivity

13%
Have users rate and comment
on business information 4%
3.3x

Embedded collaborative
13%
capabilities within processes that 2.6x
improve the speed and quality of 5%
decision making
Significant
Outperformers

All Others


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Respondents also highlighted the need to improve their use of realtime
information to enhance decision making

Information-related components
60%
Safety Net Ideal Zone
55%

50%
Current Capability

45%
Info displayed Used for
differently realtime
40% for different Integrated decision
audiences data sources making
35%
Rate and Area of Focus
30% comment on Automatically
business pushed to
information stakeholders
25%

20%
Below the Radar
15%
15% 20% 25% 30% 35% 40% 45% 50% 55% 60%

Importance
Information Integrated from multiple data sources
Information used for realtime decision making

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Definition of Enterprise 2.0

Example Technologies
– Mashups
– Enterprise search tool
– Wikis
– High participation planning

Enterprise 2.0, is a term describing social software used in "enterprise"
(business) contexts. It includes social and networked modifications to
company intranets and other classic software platforms used by large
companies to organize their communication.

Source: Wikipedia

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IBM New Intelligence Platform -Extending BI for Enterprise 2.0

Connecting People and
Information to Drive Better
Business Performance…
Platform for
decision making Enterprise 2.0

Business Intelligence,
Performance Web 2.0
Management Interfaces

Data
Integration
User generated
Content
Data & Content
Management

Hardware & SOA: Dynamic
Systems Applications
Management

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BI and Enterprise 2.0

Content
Engage a broad community of creators
Leverage all types of content
Enable new types of analysis

Context
Deliver at the point of impact
Purposefully combine with related and relevant content
and applications

Collaboration
Facilitate communication and dynamic decision networks
around trusted content

Connecting People and Information
to Drive Better Business Performance…
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IBM ist gut aufgestellt, um Unternehmen in allen Aspekten des Unternehmens
der Zukunft beim Aufbau von Fähigkeiten zu unterstützen.

Wesensmerkmale BEREICHE NEUER MÖGLICHKEITEN IBM ALLEINSTELLUNGSMERKMALE

• Erfolgreiche Kundenprojekte in allen fünf Bereichen
FOKUSSIERT • Die Umsetzungslücke wird breiter des Unternehmens der Zukunft
AUF VER- • Schnellere, komplexere, ungewissere Veränderungen
ÄNDERUNGEN • Umsetzungsstrategie
• Unternehmensweit
INNOVATIVER • Umfangreiche Investitionen in neue Märkte • Schaffung neuer Geschäftsmodelle
ALS VON DEN • Informierte und interaktiv agierende Kunden bieten eine
KUNDEN Chance der Differenzierung • Hochwertige Fähigkeiten unterstützen Kunden
ERWARTET dabei, ihr Geschäftsmodell flexibel und beweglich
zu gestalten
GLOBAL • Radikale Veränderungen des Geschäftsmodells zur Nutzung
• Serviceorientierte Architektur (SOA)
INTEGRIERT der globalen Integration
• Grundlegende Änderungen am Mix aus Fähigkeiten und Assets • Component Business Modeling (CBM)
• Umfangreiche Zusammenarbeit mit Partnern; Fusionen und
• Durchgängiges Anwendungs-Lifecycle-
Übernahmen
Management

VON NATUR • Technologie eröffnet neue Möglichkeiten für das • Fokussiert auf Innovation
AUS REVO- Geschäftsmodell • Nutzung der Erfahrung aus dem eigenen
LUTIONÄR • Unternehmensmodell-Innovation ist am häufigsten Transformationsprozess bei IBM
• Bereichsübergreifende globale Integration
ENGAGIERT, • CSR-bezogene Themen gewinnen bei CEOs an Bedeutung
NICHT NUR • Rasch steigende Erwartungen der Kunden hinsichtlich CSR • Globale Transformation im Personalbereich
REGEL- • CSR wird als Chance betrachtet, nicht als Bedrohung • Führende Rolle bei Umweltthemen und CSR
KONFORM • Business Analytics und Information Governance

25


IBM Global CIO Study
Der CIO der Zukunft
und seine Agenda

26


BI is on top of the list for CIOs
CIOs chose Business Intelligence and Analytics
as the #1 most important visionary plan element
– IBM Global CIO Study, September 2009

68% of organizations are considering or actively
implementing BI technologies
– Forrester, The Business Case for BI, Now More
Critical than Ever, Boris Evelson, August 2009

24% Penetration of active users is only 24% –
Pervasive Business Intelligence, TDWI, 3rd
Quarter, 2008

“Only 14% of companies are connecting

27
14% strategy to execution with their BI and
Performance Management Initiatives”
Initiatives”
– Computerworld survey, March 2009



Innovation ist nicht begrenzt auf IT Lösungen: Geschäftsprozesse wurden als sehr
wichtig für CIOs Visionen zur Steigerung der Wettbewerbsfähigkeit angesehen.

“In Zeiten in denen Unternehmen in den meisten Industrien
über ähnliche Produkte und vergleichbare Technologien verfügen sind
hochperformante Geschäftsprozesse einer der letzten verbleibenen
differenzierenden Wettbewerbsvorteile.
Tom Davenport, “Competing on Analytics”
Zehn der wichtigsten visionären Planungselemente
Interviewte CIOs konnten soviel auswählen wie Sie wollten
86%
Business Intelligence and Analytics 80%

77%
Virtualization 76%

73%
Risk Management and Compliance 70%

71%
Mobility Solutions 66%
BI/Analytics Nr. 1 der 73%
Customer and Partner Collaboration Low
Investitionen zur 64%
growth
71%
Steigerung der Self-Service Portals 63%

Wettbewerbsfähigkeit Application Harmonization 62%
67% High
growth
70%
Business Process Management 61%
IBM Global CIO Study 2009 68%
SOA/Web Services 55%

63%
Unified Communication 57%
Source: IBM Global CIO Study 2009; n = 2345

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BI & Performance Management ist top of Mind
Gartner: 2008 CIO Agenda

Gartner EXP “Gartner: Making the Difference - The 2008 CIO Agenda”, Mark P. McDonald Tina Nunno Dave Aron, January 2008

29


Atlas Air Worldwide Holdings
A Leading Provider of Outsourced Solutions to
the Global Air Freight Industry
Business Benefits
80 percent reduction
Atlas’ Smart Work Solution
Dynamic Collaborative Connected
from the expected cost
of integrating operations People
with strategic delivery
partners
Process
50 percent reduction
from the expected time Information
required to integrate
operations with strategic
“We’ve created a digital nervous system that
delivery partners
allows us to monitor and dynamically optimize
Expected 30 percent our operations in a very volatile environment. We
reduction in application know the financial and operational implications of
development costs taking on two extra pallets of cargo at the last
Significant expected moment. Even which way the wind blows can
reduction in operational affect our plans.” Jim Barrecchia,
costs Senior Director of Enterprise Architecture,
Atlas Air
Source: http://www-01.ibm.com/software/success/cssdb.nsf/CS/JSTS-7LPPHK?OpenDocument&Site=default&cty=en_us
30


Introducing the business value hierarchy for measuring ROI

The Performance Manager
By Roland Mosimann, Patrick
Mosimann, and Meg Dussault

31


IBM Cognos 8 BI single report specification ensures that ad hoc reports can easily
be converted to business reports eliminating duplication of effort

Reduce Redundant BI Efforts Standardizing on a Single BI Framework with Centralized Metadata,
Service-Oriented Architecture

Variable Baseline IBM Cognos
Total Number of Unique BI Products Required to enterprise activities A 8 1

Total Number of BI Developers B 50 35

% of BI Developers skills that are interchangeable between products C 20% 100%

Average % of developer time dedicated to recreating/reformatting
D 15% 0%
existing BI assets for unique audiences

Estimated % of redundant work efforts as a result of a lack of a service-
E 15% 0%
oriented architecture

Fully Loaded Labor Cost of BI Developer F $125,000 $125,000

Formula: (B*F) $6,250,000 $4,375,000

Annualized Benefit (Baseline - Target) $1,875,000

32


Improved productivity and profits with IBM Cognos 8 BI

Nucleus finds that when organizations use IBM Cognos software
to improve the productivity of its workforce or analyze how it is
deployed, staffing needs can be reduced by up to 15 %

Nucleus finds that IBM IBM Cognos software
Cognos software can improve the
enables companies to productivity of ROI Evaluation Report, IBM
reduce asset levels workers involved in Cognos Software, Nucleus
by up to 15 % reporting, finance, or Research, May 2009
analysis by up to 20%

Research Brief, Aberdeen Group,

Percent Change (Year-over-Year)
September 2009 2%

during the worst recession in 70 years - IBM
Cognos BI 0%

users grew operating profit by 2% year-over- -5%
-5%
year, even as lagging companies saw that same measure -10%
Cognos Users
Industry Average
drop by double digits
Laggards
Fighting the Tide: IBM Cognos BI Users Reduce Overhead, Increase Operating Profit -15% -14%
Operating Profits

33


IBM´s Modell der Integrierten
Konzernsteuerung

34


Konzernsteuerung und wertsteigernde Transformationsprojekte

• Open Leadership
• TOP-BSC

• Kundenbefragung
• Produktmanagement
• Beschwerdemanagement

• Konzern Strategie
• CRM-Strategie
• BI & PM-Strategie
Stake-
• Vertriebsstrategie
und • Business Pläne
Share-
holder • Multikanal- Geschäftsstruktur
Value • Integrierte Prozess- und Kundensicht
Customer & Vendor • Digital MBO (Management by Objectives)
Value • Performance Measurement Anwendung
Wertorientierte Strategie und
• Cognos-Kundenwertanalysen
Planungen • SPSS-Kundenwertanwendung
Wertorientierte Strukturen • Wertschöpfungskettenmanagement
Prozesse, Anwendungen
und Berichte
• Service Level Management
• Prozesskostenmanagement
• Wertorientierte Marktbearbeitung
Operatives Werttreibermanagement
• Mitarbeiterbefragung
• Wertorientierte Unternehmenskultur
wertorientierte Unternehmenskultur • Hochleistungsmanagement-Kultur
• Open Leadership

35


Konzernsteuerung und Steuerungswerkzeuge
Stake-
und
Share-
holder
Value

Strategische Ebene Value-Based
Strategie- und Wertmanagement Management
Portfoliosteuerung

Balanced Risk
Scorecard Management

ng

Fü
fu

hr
af

un
Taktische Ebene
ch

g
ts
Performance Measurement Wertorientierte Strukturen
er

Management Prozesse, Anwendunge
W

Externes und Internes Portals/ n und Berichte
Financial
Reporting Cockpits Reporting/
Consolidation

Budgeting/Forecasting Activity-Based Management
Operative Ebene
Detail, Operationale Operatives Werttreibermanagement

und Funktionale Work Force CRM Financial SCM Competitive
Analytics Analytics Analytics Analytics Analytics
Analysen
Veränderung
36


IBM´s Angebote zur
Umsetzung von
New Intelligence

37


IBM BAO (Business Analytics and Optimization) Services, Software, Hardware
und Research zur Umsetzung

BI& Advanced Enterprise Enterprise
BAO
Performance Analytics Information Content
Strategy
Management & Optimization Management Management
IBM Services
& Know How

IBM Software,
IBM Hardware &
IBM Research…
……

38


Serviceangebote der BAO Service Areas

BAO Strategy Informationsstrategie-Studie BAO Jumpstart
Information Governance
Business Planung, Budgetierung, Forecasting HR Analytics und Personalplanung
Intelligence &
BPM Risikomanagement Customer Intelligence
Supply Chain Analytics Green Analytics

Advanced Analytics mit statistischen Methoden Optimierung
Analytics &
Optimization Auswertung von Text, Sprache und Bildern Lagerbestandsoptimierung [DIOS]
Marktanalyse [Cobra] Umsatzoptimierung
Identifikation von Wirtschaftsspionage [IRIS]
Steuerbetrugserkennung [TACS]
Mißbrauchs- und Betrugserkennung [FAMS]
Enterprise Data Warehouse Einführung Datenqualitätsmaßnahmen
Information
Management Daten-Architekturen Stammdatenmanagement (MDM)

Content Input Management Records Management
Management
Elektronische Archivierung Business Process Management
Dokumenten Management Systeme Web Content Management
Email Management Digital Asset & Rights Management

39


Business Analytics and Information Governance

The Demand Side What value does IBM offer?
connects people and information Ability to orchestrate trusted information while capturing creativity
together in analytic activities to drive & insight in analytics activities
better decisions
– Engage the business to use a consistent and collaborative
approach to information interaction, contribution, and modeling
– Capture analytic models, content and business datasets to be
managed and governed as corporate assets
Interact
How do we provide this value?
Collaboration in contribution of content and sharing of insight
Accountability for who enters information & whether it is right
Manageability of the system for timely decision-making
Contribute
Analytic Models,
Content and Datasets Relevancy to each individual and activity
Consistency in information, access and use
Model
Transparency to all activities and data
What really makes us different?
Information Governance
allows for both creativity and control Business flexibility…self-service, anytime, anywhere
"without compromise”; accelerating and High participation…entry, workflow, versions, approvals, audit
improving the decision making process
Trusted data…shared models, all data & unstructured content

40


The Information Governance Maturity Model -
A set of best practices and disciplines to assess the maturity of the
organization’s current IM environment; provides an action plan that
improves IM capabilities.
Business Transformation Level

5 Optimizing
Focus on CONTINUOUS process
improvement

Level

4 Quantitatively Managed
Process QUANTITATIVELY measured and
controlled

Level

3 Defined
Process characterized for the
ORGANIZATION and is PROACTIVE

Level

2 Managed
Process characterized for PROJECTS and
is MANAGEABLE

Level

1 Initial
Process unpredictable, poorly controlled
and REACTIVE

41

The Maturity Model Allows an Organization to Assess Current Practices and
Defined Goals and Action Plans
Maturity Levels

0 Incomplete
Elements of practice in the category may be present but are localized in
1 individual departments and are for the most part performed on an ad hoc
basis.
Elements of practice are for the most part defined at an enterprise level
2
but implementation is not complete.
Elements in practice are defined and implemented at an enterprise level
3 but no formal processes are established to ensure continuous
improvement.
Elements of practice are defined and implemented across the enterprise
4 and repeatable processes and metrics are used to monitor and track
progress to ensure continuous improvement.
Elements of practice are implemented, monitored and used proactively
across the enterprise to reduce risk, continuously improve data
Category Maturity Stage
5
governance practices and to gain a competitive advantage in the market
Organizational Structures &
place.
1 0 1 2 3 4 5
Awareness
2 Stewardship 0 1 2 3 4 5

3 Policy 0 1 2 3 4 5

4 Value Creation 0 1 2 3 4 5
Data Risk Management &
5 0 1 2 3 4 5
Compliance
6 Information Security & Privacy 0 1 2 3 4 5

7 Data Architecture 0 1 2 3 4 5

8 Data Quality Management 0 1 2 3 4 5

9 Classification & Metadata 0 1 2 3 4 5
Information Lifecycle
10 0 1 2 3 4 5
Management
Audit Information, Logging &
11 0 1 2 3 4 5
Reporting

42

Maturity Assessment Example that Shows the Goals From Which Action Plans
are Developed
Data Risk Management
(DRM) and Compliance

Value Creation
Organizational
Structures and
Awareness
Policy

Stewardship

Data Quality
Management (DQM)
Information Lifecycle
Management (ILM)
Information Security and
Privacy

Data Architecture

Classification and
Metadata (C&M)
Audit Information
Logging and Reporting

Initial Repeatable Defined Managed Optimizing
Scope of services
Identify required capabilities Develop roadmaps
Assess current state Determine future state
and initiatives
43


IBM´s Intelligent Integrated Information On Demand Solution Stack

Better Results by Business Analytics and PM
Financial Workforce Dynamic
Optimization Supply Chain Multi-Channel
Customer & Product Risk Insight
Profitability Marketing

Business Intelligence
und
Performance Manangement

4. Analysis, Planning and Use of trusted Data and Content

End-to-End Information Integration,
Solutions Warehousing und
Master Data Mgmt.
3. Trusted Relatime Delivery of Data and Content FileNet Informix
® ®

Enterprise Enterprise software software
Data Content DB2 ®

Management Management
software
1. Management of Enterprise Data and 2. … and use in Business
Content Processes

44

IBM´s Trusted Realtime Information Management (TRIM) Framework
Collapsing the time and reducing the costs from information to innovation
Industry Frameworks

Banking Retail Telco Public Sector Etc…. Etc….
Expertise & Accelerators

Business Strategy and Industry Models and Integrated IBM
Planning Services Pre-Built Solution Assets Partner Components
IBM Cognos 8
Reporting & Analysis Scorecarding & Dashboarding Planning, Budgeting & Forecasting

Unified Performance System Platform

IBM InfoSphere MDM Server IBM InfoSphere Warehouse
Define Manage Transact Reliable Real-Time Delivery

Manage Analyze
Party, Product, Account

IBM Information Server
Understand Cleanse Transform Deliver

Unified Metadata Management
Parallel Processing Rich Connectivity

45


IBM Trusted Realtime Information Management (TRIM) Delivery Architecture
Source Systems Transformation &
Target Systems Reports
Harmonization

Staging
&
Error Tables

Information
Analyzer

Common Metadata Repository

Business Terms Specifications Development Infrastructure Reports
DQ Dashboard

46


IBM´s Intelligent Integrated Cognos 8 on SAP Architecture

47

IBM Lotus –Social Intelligence Collaboration Accelerator

Services von IBM Lotus Connections Services von IBM Lotus Quickr
Activities Communities Profiles

Finding the right people
Managing Adhoc Bringing people with
for a certain subject
Collaborations same goals together

Bookmarks Blogs

Tag content, events, Quickr contextual team blogs
wiki pages, tasks, etc... with personal blogs
Knowledge and Report Sharing
Target group collection building
Services von IBM Lotus Sametime Information recommendation and feeding
Awareness and Adhoc Collaboration
Webconferencing

48


IBM Content Analytics – System Architecture

Analyst

Crawler Framework

Supported Crawlers Document Processor Text Miner and
Search Applications
• Web (HTTP) Document
Parser UIMA Generator
• Windows File System
• Unix File System
• FileNet P8
• DB2 Content Manager
Indexer
• Content Integrator
Taxonomy Search Search and
• DB2 Index Index Search and
• JDBC Search and
Text Analytics
Crawler IBM Extended Search and
Text Analytics
Documen Text Analytics
Runtime
• NNTP Plug-in t Text Analytics
Runtime
Lucene Indexer Runtime
Cache Runtime
• Lotus Notes Facet Count Thumbnail
Sub Index Index
• QucikPlace
• SharePoint
• Microsoft Exchange
• WebSphere Portal
• Web Content Mgmt
• Domino Doc Mgmt
Common Infrastructure

Custom Crawler Control Monitor Security Scheduler Logging Configuration
Administrator

49

IBM´s Portal Architecture as an integration plattform

(legacy)
Anwendungen
Applications
Rollenbasiert
Personalisiert

Im Context Sicher
Inhalte
Content

Cloud

Self Service
Collaboration Dynamisch
Prozess getrieben
(Mail, Cal., Chat)
Kal., Administrierbar

Consumer
externer
of external
Web Services



IBM Cognos Business Intelligence für faktenbasierte
Entscheidungen im ganzen Unternehmen

Umsatzsteigerung Kosten
Management

Asset und Ressourcen Governance,
Management Risk, Compliance

51


Zugriff auf alle Datenquellen
Uneingeschränkte Möglichkeiten der Kombination von Datenquellen: überwindet
RDBMS vs. OLAP
Verminderte Endanwender-Komplexität. Konsistenz, Integrität und Genauigkeit der
Daten gewährleistet

REPORTING & DASHBOARDING ANALYSE EVENT MANAGEMENT SCORECARDING

52


Integrierte Konzern–Langfristplanung mit IBM Cognos/TM1

1.Die Entwicklung der Kern-
Kennzahlen im Überblick

2.Nach einem Tal der Tränen geht
soll es wieder aufwärts gehen...

53


Beispiel Controlling: Persönliche Self-Service-Warnmeldungen

Legen Sie fest,
auf welche Weise
Sie gewarnt
werden wollen

Markieren Sie den Report Sie erhalten die
oder den Wert im Report, zu Warnmeldungen und
dem Sie Warnmeldungen können dauerhaft
erhalten wollen überwachen

– Die User können ganz problemlos ihre eigenen
Warnmeldungen für planmäßige Reports erstellen
– Die User können selber steuern, wann und wie sie
kritische Informationen ohne IT-Intervention erhalten
54


Banking Performance Management with Key Performance Blueprints

Lines of Business / Sales Finance Credit Card Fraud Management
(Retail, Commercial, Investment Banking, Consolidation
Investment Management)
Risk &
Financial PM
Compliance
Retail Banking Customer Segment
Performance IBM/Cognos Risk Cockpit

Commercial Banking Customer IBM/Cognos Risk Adjusted
Profitability
Segment Performance
* Relationship Pricing
* Client Servicing
Product
Marketing Development
Initiative Planning Product Performance

Human
Channels Resources
(Branch, customer service
Workforce Performance
Center, ATM, Internet)
Branch Performance IT / Systems
* Channel Performance Reporting Engine, BICC
* IT Cost Transparency

55


What’s a Performance Blueprint?

Pre-defined data, process and policy models
based on proven best practices in
enterprise planning, and financial
management and control.
1. Pre-defined data, process and policy models
to address specific areas of under-
performance
2. Developed and validated with industry
leaders
3. Include:
a. Planning models
b. Work flow processes for collaborative
planning
c. Business Intelligence
d. Integrated with IBM BDW

56


IBM/Cognos Risk Cockpit
IBM Cognos 8 Banking Risk Performance Blueprint
This represents current product plans and strategy that are subject to change.
IBM/Cognos Risk Adjusted
All release dates and capabilities are subject to the Disclaimer. Profitability

Business Drivers
Reduced Charge-offs
Reduced Charge-offs Early Credit Risk Insight
Early Credit Risk Insight BASEL II Compliance
BASEL II Compliance
Receivables Risk
Receivables Risk Credit Policy Monitoring
Credit Policy Monitoring Financial Oversight
Financial Oversight

Key Analysis Dimensions
Key Analysis Dimensions
Risk Insight Capabilities
BUSINESS UNIT ORIGINATIONS
ORIGINATIONS FRONT-END
FRONT-END BACK-END
BACK-END
BUSINESS UNIT
ANALYSIS
ANALYSIS PERFORMANCE
PERFORMANCE PERFORMANCE
PERFORMANCE
PRODUCT
PRODUCT Characteristics of Loans Delinquency Analysis Losses
Originated Days Past Due Restructures
GEOGRAPHY
GEOGRAPHY
Average Credit Score Lagged Delinquencies Foreclosures
Average LTV Current Loans Repossessions
CUSTOMER SEGMENT
CUSTOMER SEGMENT Origination Volume Bankruptcies
Recidivism
LOAN VINTAGE
LOAN VINTAGE
FINANCIAL OVERSIGHT
FINANCIAL OVERSIGHT BASEL II REPORTING
BASEL II REPORTING POLICY EXCEPTIONS
POLICY EXCEPTIONS
ACTUAL/ PLAN/ FORECAST
ACTUAL/ PLAN/ FORECAST & PROFITABILITY
& PROFITABILITY
Exposure at Default Credit Policy Exceptions
Profitability Probability of Default Exceptions that are
DAYS PAST DUE Loss Reserves
DAYS PAST DUE Loss Given Default Delinquent
Actual v. Plan v. Forecast Capital Ratios
RISK RATING
RISK RATING A/R
Charge-offs
PROBABILITY OF DEFAULT
PROBABILITY OF DEFAULT Delinquencies

57


Introducing IBM Cognos Express

The essential business intelligence and planning
capabilities purpose-built for midsize companies

58


Easy to Install

Pre-configured solution includes everything
required for simple deployment and management

Easy to Use
Self-service access empowers business users and
removes the burden from IT

Easy to Buy

Packaged and priced right… Start small, start
anywhere, deliver immediate value, and grow

59


IBM Cognos Express –From Information to Action

Information Insight Action

60


Can be purchased in its entirety or individually
to meet specific buying agendas.

61


Excel-based planning and business analysis
– Extends the familiar Excel front-end with a powerful in-
memory analytics engine for multi-dimensional analysis,
reporting and planning
Self-service reporting and ad hoc query
– Breadth of report coverage – operational, transactional,
dashboards, ad hoc

Freeform analysis and visualization
– Real-time analysis with in-memory multidimensional
capability

Automated planning, budgeting and forecasting
– Finance-managed solution (Available in 1H 2010)

62

Cognos Express Cognos 8
Differences
Multi Host Limitations Single host No
between
Cognos Express Host PVU Limitations 32 Cores No
und Cognos 8 User Limitations 100 per product No

Role based pricing No Yes
ERP Adapters No Yes
Go!Dashboard No Yes
Go!Mobile No Yes
Go!Search No Yes
Go!Office No Yes
Event Management No Yes
Analysis for Excel No Yes
Virtual View Manager No Yes
Distributed Deployments Single host only Yes
Analytic Applications No Yes

Blueprints Limited (4) Yes
Security, Authorization Integrated capabilities Support for enterprise
and Access Control only standards
Platforms Windows Windows, Linux, All
Major Unix

63


IBM Content Analytics

Evolving beyond the limited internal
view of the business based only on
structured transactions
Unstructured content provides insight
into the market view of the business
based on employee, partner and
consumer generated content Unstructured
content – BI’s
Combining structured and missing link
unstructured leads to market driven
decision making

64

IBM Integrierte Echtzeit Unternehmenssteuerung -Beyond IOD EMEA 2010 Rome

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