¿Cómo desarrollar una estrategia exitosa de Business Analytics?

Alineando la Empresa con su Estrategia de Negocio

Sergio Velazquez

Nexolution, IBM Premier Business Partner www.nexolution.com sergio.velazquez@nexolution.com

Webinar Series 2013

26 de Noviembre de 2013

Agenda

Business Analytics

El rol de la tecnología analítica en la ejecución de la estrategia

Preguntas

Agenda

Business Analytics

El rol de la tecnología analítica en la ejecución de la estrategia

Preguntas

Relevant

Information

Actionable

Insights

Smarter

Decisions

Better

Outcomes

4

CIO #1 Concern

Source: IBM Global CIO Study 2009, n = 2345,

Business Analytics 83%

Virtualization 76%

Risk Management & Compliance 71%

Mobility Solutions 68%

Customer & Partner Collaboration 68%

Self-service Portals 66%

Application Harmonization 64%

Business Process Management 64%

SOA / Web Services 61%

Unified Communications 60%

5

El cambio acelerado y aumento de la volatilidad en el ambiente son evidentes.

El buen desempeño de las empresas no se ha mantenido.

2003

•Christopher Meyer and Stan Davis (It’s Alive) encontraron que el cambio se ha acelerado y la magnitud y la frecuencia de la volatilidad se han incrementado

2002-2005

•Robert Wiggins y Tim Ruefli examinaron a 6,772 compañías en los últimos años del siglo 20 para determinar si habían sobrevivido y si habían tenido un desempeño superior vs el promedio de su industria

•Menos del 5% fue superior por 10 años

•Menos del 0.5% fue superior por 20 años

•Solo 3 fueron superiores por 50 años

•El promedio de duración de los periodos de ventajas competitivas se ha decrementado

•Las posibilidades de perder una posición de desempeño superior se duplico sobre el periodo del estudio

Analytics-driven organizations outperform

Sources: IBM Institute for Business Value; 2010 IBM Global CFO Study.

Value Integrators All other enterprises

7.7%

12.0%

10.3%

3.8%

8.8% 9.0%

105% better

36% better

15% better

EBITDA 5 - year CAGR, 2005 - 2009

Revenue 5 - year CAGR, 2005 - 2009

ROIC 5 - year average, 2005 - 2009

Value Integrators invest in efficiency & business insight, which contributes to better financial performance

7

Obtener y mantener una ventaja competitiva no es tan sencillo como trazar una trayectoria lineal y predeterminada para el éxito

Cualquier organización económica se enfrenta a dos retos fundamentales: 1. Debe ejecutar su actual conjunto de

planes de negocio para sobrevivir a los desafíos de hoy

2. Es preciso adaptar los planes para sobrevivir a los desafíos del mañana.

Eric Beinhocker, “The Origin of Wealth”

El mandato organizacional

¿Desarrollo de la estrategia o ejecución de la estrategia?

Éxito Estratégico

En Riesgo Condenado al fracaso

Desde el inicio

Oportunidad sin

Aprovechar

Form

ula

ció

n d

e la

Est

rate

gia

Defectuosa Robusta

Def

ectu

osa

R

ob

ust

a

Source: 1Execution: The Discipline of Getting Things Done, by Larry Bossidy, 2002.

Ejecución de la Estrategia

According to BSC Frustration and Challenges report 30% of BSC frustrations and challenges are associated with Balanced Scorecard motivation aspects

La mayoría de las organizaciones no ejecutan las estrategias

adecuadamente

Las empresas obtienen en promedio sólo el 60% de los resultados financieros que sus estrategias prometieron ... más de un tercio de los ejecutivos encuestados situaron la cifra en menos del 50%.

Estudios han identificado cuatro barreras para la ejecución de la

estrategia

Solo el 5% de la fuerza laboral entiende la estrategia

60% de las organizaciones no ligan sus presupuestos a la estrategia

Solo el 25% de los ejecutivos tienen incentivos ligados a la estrategia

85% de los equipos ejecutivos pasan menos de una hora al mes discutiendo la estrategia

9 de 10 compañías fallan al ejecutar

la estrategia

Incentivos

Visión

Administración

Recursos

Las organizaciones con un proceso formal de ejecución de la estrategia superan dramáticamente

a las organizaciones sin procesos formales.

¿Cuenta con un proceso formal de ejecución de la estrategia?

SI 54%

NO 46%

Describa el desempeño actual de su organización

• Desempeño superior a la competencia • Mejor desempeño que la competencia

Subtotal

12% 58% 70%

7% 20% 27%

• Desempeño similar a la competencia • Desempeño inferior a la competencia • Desempeño a un nivel no sostenible

Subtotal

18% 9% 3%

30%

30% 27% 16% 73%

Source: BSCol Research (Survey of 143 performance management professionals, drawn from BSCol On-Line

Community, March 2006)

Ganadores

Perdedores

Existe una brecha entre la misión, visión, estrategia y las acciones cotidianas de los empleados

MISION Porque existimos

VALORES Que es importante para nosotros

VISION A donde queremos llegar

ESTRATEGIA Nuestro plan de juego

OBJETIVOS DE TRANSFORMACION Que debemos mejorar

EMPOWERMENT/OBJETIVOS PERSONALES Que necesito hacer

El Balanced Scorecard encadena la visión y la estrategia con las acciones cotidianas de los empleados

MISION Porque existimos

VALORES Que es importante para nosotros

VISION A donde queremos llegar

ESTRATEGIA Nuestro plan de juego

BALANCED SCORECARD (sistema de administración) Traducir, Enfocar y Alinear

INICIATIVAS ESTRATEGICAS Cuales son las prioridades para invertir

OBJETIVOS DE TRANSFORMACION Que debemos mejorar

EMPOWERMENT/OBJECTIVOS PERSONALES Que necesito hacer

Accionistas Satisfechos

RESULTADOS ESTRATEGICOS

Clientes Satisfechos Procesos Eficientes y

Efectivos

Fuerza laboral motivada y preparada

Across the Enterprise

Improve competitive positioning

Prioritize profitable product delivery

Drive greater demand

Maximizing pipeline effectiveness and customer profitability

Reduce customer churn

Increase satisfaction and loyalty

Improve production capacity

Reduce buffer inventory

Reduce portfolio gaps

Reduce development risk

Optmize staffing mix

Benchmark benefits

Align resource plans for intelligent growth and profit

Comply with confidence

Business

Analytics IBM Business Analytics

18

19

• Full breadth of BI for every decision-maker

• Query, reporting, analysis, scorecards and dashboards

• Delivered where, when and how needed

• Revolutionary way to work with BI

• Unified workspace with built-in collaboration

• View of all time horizons: past, present & future

• Easy progression from viewing to exploration to more advanced analysis

• Free to answer critical business questions

• Answer “how am I doing”, “why”, and “what should I be doing?”

• Ensure organization-wide insight and alignment 20

• Full breadth of predictive analytics

• Data collection, statistics, data mining, predictive modeling, deployment

services…

• Putting prediction in hands of the business

• Decision Management

• Driving better business outcomes

• Attract and retain more profitable customers

• Detect and prevent fraud

• Improve resource allocation

21

Simplify, structure, and automate dynamic and sustainable FP&SM practices

Monitor and analyze business performance against targets

Plan, forecast and control enterprise resources aligned with corporate objectives

Close the books, consolidate results and report financial performance with confidence.

22

Enterprise requirements CIO has to manage multiple datamarts and point solutions for risk

and compliance data

CRO cannot get aggregate risk exposure position

CCO cannot ensure regulatory compliance, adapt to change or

manage regulator interaction

Unifies enterprise-wide risk and compliance initiatives into a

single management system provide visibility into risk exposure and to facilitate compliance

management

Provides synergy with Information and IT Governance, Risk

Management, and Security

23

24

Ready-made packaged reporting and analyses based

on the best practices

Encompasses a comprehensive portfolio

Workforce, customer, finance & supply chain

Adaptable & extensible

Adaptive Application Framework

Source data from multiple transaction systems

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Agenda

Business Analytics

El rol de la tecnología analítica en la ejecución de la estrategia

Preguntas

The more you infuse analytics into your business, the higher your AQ and the better you and your business will perform

= Analytics Quotient

Realized Potential =

What’s your AQ? Take the AQ Quiz here:

www.ibm.com/software/analytics/aq

26

High

ALIGNED Collaboration across business objectives

FOCUSED Clear understanding of what’s

important

PREDICTIVE Able to anticipate, look forward and set

expectations

AWARE Alert, observant, informed and

perceptive

AGILE Highly responsive to changing

priorities

27

28 28

Manual, slow, error prone, cumbersome, fragmented Data quality concerns

Automated, instant, accurate, seamless, converged Data governance is in place

AQ maturity determined by:

Decision-making savvy Readiness and capacity to leverage analytics across critical roles and processes Mastery of information

The AQ Journey

29 29

• You rely on spreadsheets with information gaps

• The rear view is your only view

STEP 1:

Novice

Manual, slow, error prone, cumbersome, fragmented

Data quality concerns

Automated, instant, accurate, seamless, converged

Data governance is in place

The AQ Journey

30 30

• You rely on spreadsheets with information gaps

• The rear view is your only view

STEP 1:

Novice

• You have a view into current results and a little of what’s driving them

• Results are shared with other teams within your department

STEP 2:

Builder

Manual, slow, error prone, cumbersome, fragmented

Data quality concerns

Automated, instant, accurate, seamless, converged

Data governance is in place

The AQ Journey

31 31

• You rely on spreadsheets with information gaps

• The rear view is your only view

STEP 1:

Novice

• You have a view into current results and a little of what’s driving them

• Results are shared with other teams within your department

STEP 2:

Builder

• Your VP sets the strategy • Your department’s metrics map to other departments

metrics • You look forward as much as you review the past

STEP 3:

Leader

Manual, slow, error prone, cumbersome, fragmented

Data quality concerns

Automated, instant, accurate, seamless, converged

Data governance is in place

The AQ Journey

• You rely on spreadsheets with information gaps

• The rear view is your only view

STEP 1:

Novice

• You have a view into current results and a little of what’s driving them

• Results are shared with other teams within your department

STEP 2:

Builder

STEP 4:

Master

• Your VP sets the strategy • Your department’s metrics map to

other departments metrics • You look forward as much as you

review the past

STEP 3:

Leader • Top-down goal setting • Insights flow freely across divisions and

departments. • You allocate resources, minimize risk and

maximize outcomes with equal ease and speed

Manual, slow, error prone, cumbersome, fragmented

Data quality concerns

Automated, instant, accurate, seamless, converged

Data governance is in place

The AQ Journey

32

Planeando el Viaje

•C-Level Studies (IBM Research)

•El Libro “Performance Manager”

•Demostraciones de Productos y Soluciones

Aceleradores de Negocio

• Blueprints Funcionales y Por Industria

• Aplicaciones Analiticas

• Aplicaciones Mid-Market

Extendiendo el Valor

•Innovation Center

•Champion’s Kit

•Performance Management Workshops

•Entrenamiento, Cursos y Servicios

Acelerando el Exito

INDUSTRIAL

HEALTHCARE

LIFE SCIENCES

EDUCATION

BANKING

INSURANCE

DISTRIBUTION GOVERNMENT

COMMUNICATIONS

¡Gracias!

¿Cómo desarrollar una estrategia exitosa de Business Analytics?

Sergio Velázquez

Nexolution, IBM Premier Business Partner www.nexolution.com sergio.velazquez@nexolution.com

34

Referencias

INDUSTRIAL

HEALTHCARE

LIFE SCIENCES

EDUCATION

BANKING

INSURANCE

DISTRIBUTION GOVERNMENT

COMMUNICATIONS

Resources

Blog Community

Analytics Zone

link

Information AQ Build Your Analytics Center of Excellence link

Quiz What´s your AQ?....... Take the AQ Quiz link

Information AQ Whitepaper link

Libro The Performance Manager (español) link

Libro The Performance Manager (ingles) link

Agenda

Business Analytics

El rol de la tecnología analítica en la ejecución de la estrategia

Preguntas