20100427_ibm

© 2009 IBM Corporation

Smarter Decisions for Optimized Performance

IBM 신규전략 사업 BAO 와 산업공학

Breaking away with Business Analytics and Optimization

Gwangrim Yi

2010 / 4 / 27

© 2010 IBM Corporation2

Introduction - Lecturer

Contact: 010-4995-4782, [email protected]

Expertise: IT Strategy, Supply Chain Optimization, CRM, Business Analytics

Senior Managing Consultant, Global Business Services, IBM Korea (2002 ~ Present)

North Asia Leader, Center for Business Optimization, IBM Asia Pacific

Consultant ~ Managing Consultant, PwC Consulting Seoul Office

Software Specialist, SK C&C Consulting Division (2000~2002)

M.S, Industrial Engineering, Pohang University of Science & Technology (2000)

B.S, Industrial Engineering, Pohang University of Science & Technology (1998)

3

IBM 일반현황 > 개요

IBM 은 매출액 130 조에 이르는 글로벌 회사로 전세계에서 38 만 명의 직원이 활동하고 있으며 , 글로벌 기업 중에서도 가장 혁신을 잘하고 있는 것으로 인정받고 있는 혁신 회사임

Global Company

전세계 170 여 개국 영업망미국 이외 매출이 총 매출의 60% 차지글로벌 통합기업으로서 고객가치 창출에 앞장

Technology Company

연평균 50 억 달러 연구개발에 투자전세계 6 개국 8 개 연구소에 연구원 3 천여 명 활동15 년 연속 미국 특허 최다 획득(2006 년 3, 621 건 , 2007 년 3,124 건 )

10 년 연속 2,000 개 이상 특허 출원 기록

Innovation Company

고객들이 대응성 , 가변성 , 집중화 , 탄력성의 특징을 갖는 혁신 기업으로 변신할 수 있도록 지원IT 기술은 물론 비즈니스 관련 통찰력과 각 산업별 지식을 갖춘 전문 인력으로 지원이노베이션 파트너로서 고객사의 이노베이션 실행에 기여하고 비즈니스 가치 제공

자본금 : 418 억 달러

매 출 : 958 억 달러

직원 수 : 39 만 9 천 명

설립년도 : 1903년

글로벌 IBM(2009)

자본금 : 1,135 억 원

매 출 : 1 조 2,612 억 원

직원 수 : 2,600 여 명

설립년도 : 1967년

한국 IBM(2009)

4

IBM 일반현황 > 글로벌 IBM 조직

AsiaPacific

Americas

NE/EuropeSW/Europe

지역

Business ConsultingServices, BTO, AS

Strategic Outsourcing,

Integrated Technology,

e-business Hosting

Info Mgt, Rational, Tivoli, WebSphere,

Workplace, Portals & Collaboration

Storage Servers(zSeries, pSeries, iSeries, xSeries)

IBM Research, Semiconductors

Integrated Supply Chain, Integrated

Technology Delivery, ITS Parts, Logistics,

Call Ctrs

비즈니스그룹

GlobalBusinessService

GlobalTechnology

ServicesSoftware

GroupSystems &Technology

Group

Innovation &Technology

GroupIntegrated

Operations IBM GlobalFinancing

Telecommunications Media/Entertainment Utility/Energy Services

Retail/CPG Travel/Transport Wholesale

Distribution & Services

Banking Financial Markets

Insurance

ConstructionAutomotive

Chemical & Petroleum Electronics

Government Education, Healthcare

Life SciencesMarket Sectors/

Industries

산업부문 Communications Distribution Financial

Services Industrial PublicGeneral

Business(SMB)

(cross-IBM)

솔루션영역 Telecom Retail Financial

Markets Banking Automotive Electronics Life Sciences

Face-to-FaceTeleweb

ibm.comEnterprise Web Site

Business PartnersAlliances

글로벌채널 Direct Indirect

글로

벌 영

업 조

직홍

보/재

무/인

사/마

케팅

5

IBM 일반현황 > 글로벌 IBM 주요 사업 내용

IBM 은 S/W 및 H/W 제품 이외에도 IT, 비즈니스 측면의 컨설팅 및 아웃소싱 서비스를 제공하고 있으며 , 고객의 요구사항에 End-to-End 로 대응할 수 있는 체계를 갖추고 있음

IBM GlobalFinancing

(IGF)

Strategy & Change

CRM

SCM

FMS

HCM

Global Business Service(GBS)

전략적 아웃소싱

보안관리

E-Biz 호스팅

IT 관리 컨설팅

운영 서비스

Global Tech. Services

(GTS)

Database

기업최적화

Web Application

Groupware

기업포탈

Software Group(SWG)

Unix Svr

메인프레임

NT 기반 서버

POS

I Series

Systems &Tech. Group

(STG)

글로벌 웹 운영

구매

인사

회계

CRM

Managed Biz. Process Services(MBPS)

기반기술

반도체

선도기술

산업기술 연구

Trend 분석

Research & Development

(R&D)

IBM

비즈니스구분

산업 구분유통산업

소비재

물류산업

항공 / 관광

Distribution

통신

미디어

엔터테인먼트

에너지

Communications

은행업

증권업

보험업

금융시장

FinancialServices

자동차 산업

우주 / 항공산업

화학 / 정유산업

전기 / 전자산업

Industrial

정부기관

교육산업

병원 / 제약산업

유전공학

Public

6

다양한 서비스 분야에 대한 폭 넓은 Solution 보유

Strategic Change

Financial Management

Supply Chain & Operation

Human Capital

Customer Relationship Management

Application Innovation

IBM 이 보유하고 있는 국제적인 Knowledge 의 공유

Integrated Technology Services

Application Management Services

Strategic Outsourcing

Learning Services and Global Financing

기술과 사업 환경 분석에 매년 50 억불 이상의 투자

IBM GBS > 개요

IBM GBS 는 전략에서부터 IT 운영까지 혁신의 파트너로서 다양한 컨설팅 서비스를 제공하는 세계 최대의 컨설팅 조직임

“Innovator’s Innovator”

Global Business ServicesGlobal Business Services

세계 최대의 Consulting 조직60,000 여명의 전문가 , 160 개국에 걸친 Consulting 사업 수행

20 여개 분야의 산업에 대한 많은 경험과 전문성 확보

7

제조 , 유통 , 통신 , 금융 등 4 개 산업군 별 전문화된 컨설턴트 운용SCM, HCM, FM 등 7 개 분야별 서비스 제공산업별 특성을 감안한 섹터 중심의 매트릭스 조직산업중심으로 역량 결집 , 시장요구 부응 , 고객의 비즈니스 가치 실현에 중점

IBM 사업부컨설팅 /IT Layer IBM GBS 의 조직

GBS

ITS

SO

SW, HW

전략 컨설팅

비즈니스 /프로세스 컨설팅

IT 컨설팅

애플리케이션 구축( 패키지 / 개발 )

시스템 인프라 지원

S/W, H/W

IT 아웃소싱

GBS 대표관리 / 지원

Industrial( 자동차 , 전자 , 화학 , 중공업 )

Dist./SMB( 소비재 , 유통 , 운송 / 중소 , 중견기업 )

Communications( 통신 , 미디어 , 에너지 )

Financial Services( 은행 , 보험 , 증권 )

Strategy & C

hange

(S&C

)

Financial Managem

ent

(FM)

Supply Chain M

anagement

(SCM

)

Hum

an Capital M

anagement

(HC

M)

Custom

er Relationship M

anagement

(CR

M)

Application Integration

(AI)

Sector( 산업 군 ) Service( 서비스 영역 )

IBM GBS > 조직

IBM GBS 는 고객의 산업별 특성을 고려하고 고객에 적합한 솔루션을 조합하여 최고의 컨설팅 서비스를 제공함

8

IT 컨설팅정보 시스템화 계획시스템 부문의 변혁시스템 평가와 시책정보시스템 기반 계획정보시스템 관리Networking

경영 컨설팅경영 / 기업전략 지원Enterprise ReengineeringProcess ReengineeringGlobalizationMarketing생산 / 판매 기술 통합물류계획Life Cycle Costing정보전략 입안

Solution 컨설팅ERP(Enterprise Resource Planning)SCM(Supply Chain Management)CRM(Customer Relationship Management) e-BusinessLotus Notes

전략적 아웃소싱Business Process Management 서비스애플리케이션 Management Outsourcing 서비스 네트워크 아웃소싱 서비스애플리케이션 호스팅 서비스e-business 호스팅 서비스 /e-Sourcing

경영전략과 정보기술의 연계

시스템 운영

시스템 개발 / 도입

정보기술계획

정보기술전략

사업계획사업운영

기업전략사업부문전

략

IBM GBS > 주요 사업내용

IBM GBS 는 경영전략 , Process & Operation 전략 수립 및 수행 , Solution 구현 등에 걸쳐 선진 기술력을 집결한 세계적인 Thought Leader 로 경영전략과 정보기술이 연계된 End-to-end 서비스를 제공할 수 있는 유일한 컨설팅 회사임

9

Gartner Group 의 역량 평가 IBM 에 대한 외부기관의 평가

IBM GBS > 외부 기관의 평가

IBM 의 우수성에 대하여 유수 분석기관들은 일치된 견해를 제시하고 있으며 가장 미래지향적이며 활용도 높은 Industry Knowledge Base 를 보유하고 있음

Best-of-Breed Consultants and Systems Integrators

"IBM... has shown keen insight into process-focused sales re-engineering.” Identifies IBM as the “leading Big 4 offering among providers of ERP commerce services...”

Rates IBM as a level 3 provider in their Business Value Model. “Level 3 firms are focused on providing services to organizations wishing to use the Internet to attain a competitive advantage.”

Cites IBM as one of four leading vendors positioned for 2006 to operate in the “breakthrough zone” as a provider of “complex, innovative” systems in Integrate computing.

Challengers Leaders

Completeness of VisionNiche Players Visionaries

Direct Marketing Partners •Blau•Dialogos

•Sequent •TPC

•Tessera•Tandem

•Naviant•TSC/Oracle

•EDS

•Epsilon

•Andersen •IBM•Deloitte & Touche

•Acxiom•NCR

•E&Y

Source: Gartner Group MKT Research Note, February 26, 2006

Ability toExecute


Why now for Business Analytics and Optimization (BAO)?

How are industry top-performers able to breakaway?

Where will organizations invest for breakaway in the near term?

BAO – IBM GBS New Growth Initiative


Why now for Business Analytics and Optimization

(BAO)?


TransactionalAutomation

Business Process Management

Resource Planning

• Task / Process Automation

• Recording & Reporting

Business Analytics

& Optimization

• Business Efficiency• Aggregation and Data

Warehousing

• Cross-functional Integration

• Performance Measurement

• Enterprise Integration• Detection, Direction &

Prediction

$566B 3% CGR*$105B 8%

CGR*

Source: IBM Analysis on addressable market opportunity based on GMV 1H09 data; includes addressable Hardware, Software and Services opportunity. CGRs 2009-2012

Business Analytics and Optimization is the next big investment area for companies – similar to ERP or CRM in the past


Sense and respond Predict and act

Instinct and intuition Real-time, fact-driven

Efficient Optimized

Skilled analytics experts Everyone

Back office Decision Support

Point of impact Action Support

Traditional Approach New Approach

Source: Business Analytics and Optimization for the Intelligent Enterprise, April 2009. www.ibm.com/gbs/intelligent-enterprise

1 in 3business leaders frequently make critical decisions without the information they need

1 in 2don’t have access to the information across their organization needed to do their jobs

4 in 5business leaders see information as a source of competitive advantage

Clients see the need to adopt new ways of working to improve speed to insight and speed to impact


Top performers are taking analytics the full distance: They are breaking away and leaving the pack behind.

• Prepare for the race

• Spot the opportunities

• Adapt your game plan


Businesses today have an entirely new way to compete: BAO. But most have yet to take analytics the full distance

Business operations

maturity

Information and analytics maturity

How the business applies information to

achieve its goals• Policies • Business

Processes• Organization

How the business manages information and learns from it

Spreadsheets and extracts

Data warehouses, governance and production reporting

Process automation and workflow

Master data management, dashboards and scorecards

Command and control

Task integration (e.g., ERP)

Business process integration (e.g., CRM) and collaboration

Predictions, contextual business rules and patterns

Source: Breaking Away with Business Analytics and Optimization: New intelligence meets enterprise operations available in late 2009 at www.ibm.com/gbs/intelligent-enterprise.

BreakawayPrescriptive, real-time, pattern-based strategies with situational context

Ad hoc

Foundational

Competitive

Differentiating


How are industry top performers able to

break away?


This study picks up where our first ended to probe deeply on what it takes to break away from competitors

Based upon worldwide, cross-industry survey undertaken in August 2009 with 398 respondents

– Roughly 60% of respondents were c- level executives

– Roughly 80% of respondents were business executives representing

• General management• Finance• Supply chain• Sales and Marketing• Human resources

– Administered by Economist Intelligence Unit, an independent third party on-line surveyor

Study segments respondents based upon business performance relative to industry peers

– Top performers were in the 1st quintile – Lower performers were in the 4th and 5th quintiles

Source: Breaking Away with Business Analytics and Optimization: New intelligence meets enterprise operations at www.ibm.com/gbs/intelligent-enterprise.


Top performers have the right management systems, tools, and culture – enabling them to seek, evaluate and act on opportunities

Summary

Challenging

Disrupt the status quo to improve the business and create new opportunities

Empowered

Enable and empower employees to analyse,

decide and act

Anticipating

Predict and prepare for the future by

evaluating trade-offs proactively

21.9X5.6X

15X

Chart shows differences at the highest achievement levels

Key: Top performers (i.e., 1st quintile relative to industry peers)

Lower performers (i.e., 4th and 5th quintile relative to industry peers)

Relative difference of top performers to lower performers

32.5%

1.5%

22.7%

1.5%4.4%

25%


Key Advantages

Winning Characteristics

High quality information

Strong decision support

Keen focus on driving business change


Data Governance Levels

Strong data governance discipline helps top performers move faster and collaborate more easily

Data Governance

42%

14%

25%

32%

33%

54%

Sophisticated

Processes and management systems that are strong with some supporting automation in place

Competitive

Defined processes and management systems that are understood and adopted by most people

Rudimentary

A few basic processes and the beginnings of a management system

Top performers(i.e., 1st quintile relative

to industry peers)

Lower performers(i.e., 4th and 5th quintiles relative to industry peers)

3X



Top performers are armed with state-of-the-art tools to support decisions

Investments

Above average BAO platforms and toolsets

Analytical and predictive tools

Content management

Dashboards and

visualization

Master data management

Data integration

tools

2.7x

2.5x4.4x 2.0x

2.4x

Business direction Trusted information

Business rules

management

2.4x

Key: Top performers (i.e., 1st quintile relative to industry peers)

Lower performers (i.e., 4th and 5th quintile relative to industry peers)

Relative difference of top performers to lower performers



2.5XTop performers nearly triple their odds of success through their keen focus driving change

Focus on making the operational changes necessary to create value from new insights pays off for top performers in business results

Keen focus on driving business change

• Culture and people change

• Data governance

• Business process change

• Organizational alignment

2XFocusing on driving change is more than twice as important to success as having a well run project

• Program governance

• Project objectives

• Multi-phased roadmap

• Sponsorship

• Capability assessments

• Funding process management

GoodSound justifications

BetterWell run project

BestDriving change

Beating the odds for success



Where will organizations invest for breakaway in the

near term?


Business Objectives for 2010-2011

Revenue protection and growth

Competitive differentiation such as innovation and deeper insight

Cost takeout and efficiency

Improved risk management and regulatory compliance

Operating enablement such as continuous improvement 10%

12%

33%

41%

71%

Top-line focused

Internally focused

IBM’s 2009 survey of 398 executives worldwide found top-line focus is back and it’s a global phenomenon

Source: Breaking Away with Business Analytics and Optimization: Enterprise operations meets new intelligence available in late 2009 at www.ibm.com/gbs/intelligent-enterprise.


Current Top Ten Priorities

Next 24 Months Top

Ten Priorities

Project Scope

• Pricing and offer strategies• Branding and reputation management• Product/services market selection• Lead generation and pipeline management• Promotion and offer management• Logistics and distribution management

Increase Focus

• Customer segmentation and profitability• Demand forecasting and management• Enterprise goal setting and alignment• Budgeting and resource allocation

Maintain Focus

• Reporting and performance measurement• Cost/expense management• Career path and succession management• Fraud and financial risk management• Leadership development• Channel performance

Re-assess Focus

Impact

We predict a shift in projects to better reflect top line priorities

Source: Breaking Away with Business Analytics and Optimization: Enterprise operations meets new intelligence available at www.ibm.com/gbs/intelligent-enterprise.

Business Objectives: Top-line Top-line and internal improvement Internal improvement


Healthcare

AnalyticProcessAreas

CrossEnterpriseAnalytics

IndustrySpecificAnalytics

PublicLife Sciences

Financial

Customer Analytics

Financial Analytics

HR Analytics

Cost Takeout and Efficiency

Proactive Risk Management

Revenue Protection and Growth

Supply Chain Analytics

IndustrySolutions

CrossIndustry

Solutions

Consumer / Distribution

BAO case studies for discussion


Large American Bank: Consolidated and simplified data and analytical systems encumbered by waves of M&A activity to save substantially while also enabling data sharing across lines of business to support organic growth.

US Social Security Administration: Benefits paid faster to disabled individuals by using predictive modeling at the point of application data submission from Social Security Administration field office.

Cross Enterprise Analytics

Leading Healthcare Payer: Stops losses from fraudulent claims of services provided by working with IBM to analyze large volumes of transaction data to find irregularities and potential fraud through up-coding by ophthalmologists.

Bharti Airtel: India’s largest private sector telecom operator created a highly flexible platform for integrating its customer-facing processes across all lines of business. The dramatic process streamlining enabled an astounding 1.5 million new customers/month


Carrefour: The largest retailer in Europe worked with IBM to develop a groundbreaking in-store promotion system that used business intelligence and analytics to help Carrefour run more effective campaigns, strengthen customer loyalty and lower marketing costs.

ABInBev: Defines consistent view of global performance across brands and geographies. Provides better business insight for all layers of the organization resulting in improved decision making and to be able to view and analyze such a complex and international organization from any needed dimension.

Geisinger Health System: A first-of-its-kind clinical decision intelligence system provides rapid analysis and reporting of vital insights from millions of patient encounters improving patient care, research and innovation.

Analytic Process Areas

A global automotive manufacturer is working with IBM to help solve inventory management challenges. Through implementing IBM Dynamic Inventory Optimization Solution, and leveraging IBM Heidelberg Research optimization techniques, the client expects to reduce its global spares inventory by >20%, while meeting services levels and reducing replenishment costs.


NYPD: NYPD recognized that to more effectively solve and prevent crimes, it needed to provide information to key users more holistically and synthesize various bits of information into actionable intelligence. Precinct commanders enabled to take proactive measures to keep ahead of trends and head off spikes in criminal activity. Dispatchers enabled to flag dangerous situations for responding officers.

NYFD: NYFD builds state-of-the-art system for collecting and sharing data in real-time that potentially can prevent fires and protect firefighters and other first responders when a fire occurs. Moves from scheduled-based inspections to risk-based inspections

Industry Specific Analytics

U of Ontario Institute of Technology: Real-time analytics and correlations on physiological data streams allow early detection of the onset of potentially life threatening conditions up to 24 hours earlier than current medical practices - Early intervention leads to lower infant morbidity and better long term health

A large pharmaceutical company: Predictive analytics solutions enabled a pharmaceutical company to obtain significantly greater value from their sales and marketing efforts by eliminating wasted detailing visits, targeting the physicians most likely to prescribe their drug, and allocating a greater percentage of the promotions budget to activities likely to prove successful. This resulted in improved results and reduced costs by 30%.


How to get started with BAO?


Implementing BAO requires cross-enterprise skills and competencies that support organizational alignment, business change and governance

Business Analytics and Optimization

Strategy

Business Intelligence & Performance Management

Advanced Analytics and Optimization

Enterprise Information

Management

Enterprise Content

Management

Customer Analytics

Financial Analytics

Supply Chain Analytics

Human Capital Analytics

Industry Value Analytics

Functional Competencies

Analytical Business Processes


Apply analytics to optimize business operations

Establish a flexible

informationplatform

Create a BAO strategy

Three entry points to get started with Business Analytics and Optimization

Is the enterprise suffering from an overly complex

information environment?

Do you see opportunities from deploying enterprise information but lack an action plan?

Does the organization have a BAO strategy without sufficient funding to implement programs?

Is there data that we can unlock actionable insight from?


Q & A

20100427_ibm

Documents

1st quintile

supply chain

5th quintile

customer relationship

master data

enterprise

industry specific

driving business