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© 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, gwangrim.yi@kr.ibm.com
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
© 2010 IBM Corporation10
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
© 2010 IBM Corporation11
Why now for Business Analytics and Optimization
(BAO)?
© 2010 IBM Corporation12
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
© 2010 IBM Corporation
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
© 2010 IBM Corporation14
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
© 2010 IBM Corporation15
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
© 2010 IBM Corporation16
How are industry top performers able to
break away?
© 2010 IBM Corporation17
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.
© 2010 IBM Corporation18
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%
Source: Breaking Away with Business Analytics and Optimization: New intelligence meets enterprise operations at www.ibm.com/gbs/intelligent-enterprise.
Key Advantages
Winning Characteristics
High quality information
Strong decision support
Keen focus on driving business change
© 2010 IBM Corporation19
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
Source: Breaking Away with Business Analytics and Optimization: New intelligence meets enterprise operations at www.ibm.com/gbs/intelligent-enterprise.
© 2010 IBM Corporation20
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
Source: Breaking Away with Business Analytics and Optimization: New intelligence meets enterprise operations at www.ibm.com/gbs/intelligent-enterprise.
© 2010 IBM Corporation21
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
Source: Breaking Away with Business Analytics and Optimization: New intelligence meets enterprise operations at www.ibm.com/gbs/intelligent-enterprise.
© 2010 IBM Corporation22
Where will organizations invest for breakaway in the
near term?
© 2010 IBM Corporation23
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.
© 2010 IBM Corporation24
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
© 2010 IBM Corporation
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
© 2010 IBM Corporation26
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
© 2010 IBM Corporation27
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.
© 2010 IBM Corporation28
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%.
© 2010 IBM Corporation29
How to get started with BAO?
© 2010 IBM Corporation30
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
© 2010 IBM Corporation31
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?
© 2010 IBM Corporation32
Q & A
top related