•Why invest in business intelligence?

�Make better decisions and realize the impact of those decisions.�To react to business faster and more directly�To gain insight into processes�To collaborate and work as a team to push change or support current culture.�To measure and visualize meaningful changes and results

•Other thoughts?

� As you listen & watch today, collect ideas for our ‘Assisted

Evaluation’ offering –details provided later in the presentation

� Safety� In a hospital setting…

…what if you could avoid a single serious safety event?

� Quality

� In a manufacturing setting…

…what if you could reduce returns by 10%?

� People

� In a sales setting…

…what if you could extend the reach

of your sales team to consistently meet quota?

� Valuation of the solution does not start

with the ‘financials’…

PeoplePerformance

OperationalPerformance

Sales

Performance

Financial Performance

What decisions are made to

impact operational, sales, or people performance?

New Direction, Program, Leader,

Event, Fad, or Acquisition

No Buildup; No Accumulated Momentum

DisappointingResults

Reaction without Understanding

Jim Collins, Good to Great (New York: Harper Collins, 2001), 179.

“The Doom Loop”

Bruno Aziza and Joey Fitts, Drive Business Performance (John Wiley & Sons, 2008), 28.

Operational StrategicTactical

Num

ber

of D

ecis

ions

Strategic Impact

Frequency and Impact of Decisions

Misalignment of Decision Making

BI Implementation

Org

aniz

atio

nal A

lignm

ent

Culture of Performance

Power to Compete

Execute on Strategy

Plan for Success

Move BeyondGut Feel

Bruno Aziza and Joey Fitts, Drive Business Performance (John Wiley & Sons, 2008), 10.

IncreaseVisibility

What makes a good Key Performance Indicator?What makes a good target?What is normal?What if you could ‘shift’ normal?

http://www.ifa.com/images/12steps/step8/f8-1.jpg

Complaints/1000 Orders

On Hand Inventory $

Repeat Customer %

Leadership Training Hrs/Qtr

New Product Revenue Mix 22.67%

5.4

14.62%

$3.76M

15.7

� Identify a business sponsor - If solely IT driven you get little alignment, little adoption

� Identify a business problem - Thinkvertically through the organization

� Build a map – business to technology

� Focus on ‘rhythm of the business’ to drive

adoption

Contact us about a

BI Assisted Evaluation

3 to 5 days

Understand how to transform your data into timely, accessible information!

See how your data can ‘work’ in the Microsoft BI

environment.

Limited time only - $2500 (1/2 price)!

Contact your Quilogy account contact for details…

Contact us about a

SA Benefits

SDPS – SharePoint Deployment Planning Services

BVPS – Business Value Planning Services

Contact us about a

Special Training Offerings

Redeem 25 days of SA vouchers, receive 5 free training days

Or… $300 off standard course offerings, such as

SQL Server 2005/2008

Analysis Services

Reporting Services

Integration Services

Updating Skills from 2005 to 2008

BI Bootcamp

SharePoint / PerformancePoint / ProClarity

Contact Denise at dnickles@quilogy.com or 866-QUILOGY x2132

� Dean Furness – dfurness@quilogy.com

� Resources:

� “Mastering the Management System,” Harvard Business Review,

January 2008.

� Jim Collins, Good to Great (New York: Harper Collins, 2001).

� Robert S. Kaplan and David P. Norton, The Balanced Scorecard

(Boston: Harvard Business School Press, 1996).

� Robert S. Kaplan and David P. Norton, The Strategy Focus Organization (Boston: Harvard Business School Publishing Company, 2001).

� Wayne W. Eckerson, Performance Dashboards (Hoboken, New Jersey: John Wiley & Sons, 2006)

� Stephen Few, Information Dashboard Design (Sebastopol, California: O’Reilly Media, 2006)

� Bruno Aziza and Joey Fitts, Drive Business Performance (Hoboken, New Jersey: John Wiley & Sons, 2008)