ibm cognos collaboration
TRANSCRIPT
IBM Presentation Template Full Version
Quand les fonctions sociales s'intgrent aux processus dcisionnels : IBM Cognos Collaboration
Vincent Perrin | IBM Collaboration Solutions Architect
Agenda
Comment la collaboration peut-elle aider la prise de dcision ?
Pourquoi une prise de dcision collaborative ?
La valeur de la combinaison entre Business Intelligence et Collaboration
Dmonstration : Cognos 10 Collaboration
Questions
Les rseaux sociaux font partie de la
Nouvelle Intelligence
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Collab makes whats happening on the right, come over to the left
IBM Cognos Collaboration Allows people to use the type of collab theyre used to at home, in the workplace, along with the benefits that come with it
IBM Cognos Collaboration bridges this gap by connecting people and insights to gain alignment in your organization.
Les rseaux sociaux font partie de l'organisation
J'ai besoin d'accder facilement l'historique des dcision afin d'apprendre et d'voluer vers de meilleures pratiques
J'ai besoin de me connecter facilement avec des personnes susceptibles de mettre dans mes prises de dcisions.
J'ai besoin de mieux comprendre les perspectives de mes collgues.
Business User 2AManager-3AExecutive-1BCognos 10 enables organizations to outperform by providing collective intelligence with built-in collaboration and social networking.
Collaborating using a social networking solution in conjunction with BI allows you to:
Easily connect with others for building stronger relationships with people in your organization.Ensure greater context from your information.Builds a reliable corporate memory.
Social Business
89% of CEO's believe their customers will expect more collaboration and information sharing over the next five years Capitalizing on Complexity 2010 IBM Global CEO Study
Cost and quality of healthcare are complex issues that can benefit from social networking tools that help decision makers form a shared understanding of what the system is doing and how to improve it.William Marder, PhD, Senior VicePresident for Research at the Healthcare business of Thomson Reuters.
Clearly, social software for business is crucial,
89% of CEOs believe their customers will expect more collaboration over the next 5 years
Social networking tools help decision makers.
Studies show that Orgs that significantly outperform their peers are likely to have deployed collaborative spaces and enabled their people to collaborate.
Les rseaux sociaux facilitent la communication des
dcisions au sein de l'organisation
OprationelleTactiqueStratgiquePrincipalement financire
Contler via des tableaux de bords
Comprhension via des analyses complexes et des modles de simulation.
Peu de dcisions faites annuellement...
Top-Management (C-Level), anlyste financier
Support la dcision journalire, hebdomadaire...
Cadres, VP...
Les dclencheurs de dcision incluent des processus d'escalade
Processus non formaliss
Expertise en support de l'informations
Autonomie
Prise de dcision et gestion des exceptions
Processus trs structurs
Prise de dcision sur les informations actuelles
Large audience dans les lignes mtiers
OperationalCharacteristics: Minimal human intervention, Highly structured, Predictable, Repeatable, High frequency, Low individual value
Example: Consider the airline industry. Each week, booking reviews are conducted to see which routes are over or under capacity. Consolidate the minutes and actions from the weekly meeting referencing reports listing which routes are above or below capacity. These kinds of reviews involve using facts from reports and collaborating across functional groups who contribute their expertise in operations, promotions and customer service on what actions need to occur.
Other examples for operationally-oriented decisions include promotions planning in retail, facility planning, commercial insurance approvals or process investigations in Manufacturing.
TacticalCharacteristics: Knowledge-based, Unstructured, semistructured, Nonroutine activities, Moderate frequency, Medium value
Product and release planning are common tactical decisions which include assessing the trade-offs between customer requests, competitive pressures, and technology shifts requires a collaborative approach between functional groups. In this situation, BI provides the quantitative information and the collaboration, the qualitative aspects that contribute to the discussion on pros and cons.Debt collection Agencies: Consolidate the evidence, models and options used to when buying debts from institutions
Resource allocations
StrategicCharacteristics: Knowledge-intensive, Unpredictable, unstructured, End-to-end processes, Nonroutine activities, Low frequency, High-value decisions, Iterative
Examples: Annual planning, goal setting,
Decisions related to foreign policy is typically a collaborative
effort. How about using social networking to collect the opinions
of geographically-dispersed experts to assess the risk of an event
such as an assassination or an election or to determine a response
to a natural disaster?
Another example is related to policy reviews. Expense policies may be reviewed to ascertain effectiveness. One approach might be to assess expense reports to determine those situations where policies may be circumvented. e.g., find out who is consistently booking flights late and determine if the practice is being done in order to achieve a higher ticket class which permits using an upgrade certificate.
Agenda
Comment la collaboration peut-elle aider la prise de dcision ?
Pourquoi une prise de dcision collaborative ?
La valeur de la combinaison entre Business Intelligence et Collaboration
Dmonstration : Cognos 10 Collaboration
Questions
La prise de dcision collaborative
Faciliter la dimension humaine de Business Intelligence
Principaux avantages :Centraliser toutes les informations lies la dcision
Inclure l'analyse commerciale aux cts de notes, fichiers, discussions, actions, etc
Activer un processus bien compris, mais non automatis,
Rcuprer un seul historique sur les dcisions
Suivre les dcisions et les initiatives
Analyser les dcisions une date ultrieure
La prise de dcision collaborative est profitable lorsque :Les problmes sont insolubles.
Expertise cross-entit ou avec des quipes gographiquement disperses
La transparence est ncessaire pour dvelopper les meilleures pratiques.
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In the BI business, weve said for years that its all about making better decisions. But really, while BI is great for identifying problems and opportunities, it doesnt actually help you to make decisions. People make decisions. And typically, once youve spotted a business problem or something in the BI data that needs attention, you move away from the BI to either call a meeting, or make a phone call, or send an email to resolve the issue. But once you do that, you lose the ability to track the issue and what was decided, and the decision often becomes disconnected from the data. With collaborative decision making we want to connect the pieces track the process of decision-making.
When weve talked to customers about CDM, these are the types of problems theyve told us about: Working with others who are not face to face hard to keep everyone involved and engaged
No paper trail of what was decided, by who, using what evidence
What happens after a decision is made? How do you communicate and track follow-up actions?
Using best practice techniques whether its a formal methodology like Six Sigma or just basic business school techniques like SWOT analysis and RACI matrix
Then later on. How do you evaluate whether a decision was the right one?
CDM is about addressing these challenges.
Today's decision-making software doesn't support teamingGeographically dispersed teams can overlook stakeholders
No single place for history, accountability or transparency
Siloed, difficult to track decisions made & follow through
Informal decisions not communicated
Inconsistent use of best practice techniques
Cannot easily evaluate decisions or decision makers
Adding Collaboration makes it easier to:Facilitate the process and pieces
Include business intelligence evidence for single version of truth
Retrieve a single historical decision
Analyze decisions as single data set
Track and audit decisions and initiatives
Pourquoi une prise de dcision collaborative ?
Exemple: Revue commerciale trimestrielle
SituationLes revues commerciales sont mens par la direction pour valuer ce qui fonctionne et ce qui ne fonctionne sur les affaires.
ProblmesMaintenir une visibilit sur les projets et les initiatives qui contribuent aux rsultats de ventes.
Identifier clairement les acteurs et les attentes
SolutionPromouvoir sans relche une vision commune sur les donnes (Cognos BI)
Un seul point de rfrence pour les actions, les liens vers des rapports et tableaux de bord (Lotus Activity)
Typical triggers for a collaborative decisionEscalation point for operational issues
Responsible for tactical decisions
Delivers recommendations to strategic decision makers
Pourquoi une prise de dcision collaborative ?
Exemple: Service de support aux clients
SituationLes situations critiques ou de dsamorcer les frictions avec le compte
Lors de la runion d'examen rgulier, les managers examinent la charge de travail des agents pour dterminer ceux qui sont spcifiques un client, ou ceux li un problme produit.
ProblmesLes personnes n'assistent pas aux runions,changent de fonctions, et les informations sur des antcdents client sont la plupart du temps dans des boites e-mail.
Des quipes disperss, virtuelles demandent und plus grande communication asynchrone.
Un suivi des actions incohrents et non tracable.
SolutionVision unique des actions et des dashboards
consultinternet coinPotential Usage FlowAn Activity is used to track the minutes
An entry for each week with To Do and comments reflecting follow up discussions
Click on the link for the Customer Service dashboard
When the dashboard opens, note the number of red accounts and the number of weeks that the same customers have been on the list
Drill down to look at the list of customers contributing to the red status
Select one customer lets find out whats going on with this one.
Drill down on a row to a customer-specific dashboard
Navigate to an Activity that is being used to track discussions and contact with that customer.
The customer-specific Activity could be linked to the Activity that contains the weekly Red List status review)
Pourquoi une prise de dcision collaborative ?
Sujets
Exemples par industrie ou ligne mtier
Revue hebdomadaire des rservations
Compagnie arienne
Consolider les procs-verbaux et les actions de la runion hebdomadaire avec des liens vers les tableaux de bord et rapports mentionns dans les discussions
Revue trimestrielle
Ventes
Analyse des obejctifs manqus, ncessit de suivre les plans d'action, rapport sur l'avancement des actions et des rsultats prcdents
Rvision des politiques financires
Finance
valuer les rapports de dpenses afin de dterminer les situations o les politiques sont contournes. par exemple la rservation des vols en retard afin de parvenir une classe suprieure de billets.
Pourquoi une prise de dcision collaborative ?
Sujets
Exemples par industrie ou ligne mtier
Gestion de produits
Toute distribution
Evaluer les compromis entre les demandes des clients, les pressions concurrentielles, et des volutions technologiques exige une approche de collaboration entre les quipes fonctionnels
Incidents internationaux
Secteur publique
Recueillir les opinions des experts gographiquement disperss afin d'valuer le risque d'un vnement comme un attentat ou pour dterminer une rponse une catastrophe naturelle
Gestion du pipeline
Vente
Dtermination de la raction la baisse des objectifs de pipeline devrait implique entre transversaux: ventes, marketing, oprations.
Gestion des dettes
Service Financier
Consolider les lments de preuve, les modles et les options utilises pour l'achat de dettes auprs des tablissements
Agenda
Comment la collaboration peut-elle aider la prise de dcision ?
Pourquoi une prise de dcision collaborative ?
La valeur de la combinaison entre Business Intelligence et Collaboration
Dmonstration : Cognos 10 Collaboration
Questions
Informer
Eveiller
Aligner
Business IntelligenceDlivrer la bonne information la bonne personne au bon moment.
Explorer, analyser et utiliser l'informationL'intelligence collective pour partager des ides et aligner les objectifsOffrir aux utilisateurs la libert dont ils ont besoin et la performance, la scurit et la fiabilit qu'ils exigent.
Les nouvelles promesses de la BI
Informer
Eveiller
Aligner
Aligner
Aligner
Eveiller
Informer
Pourquoi est-ce un impratif ?Les meilleures dcisions proviennent d'change entre de nombreuses personnes ayant des rles, des fonctions diffrentes et intervenant diffrents dans le processus.
Les individus ont des ides, des connaissances et des retours d'exprience critiques pour des dcisions efficaces
Pr-requis : Une culture collaborative et un rseau social pour crer des rseaux de dcision
Intgration du BI dans les tches quotidiennes
Ajout du contexte mtier dans l'information
Workflow pour tablir les responsabilits et d'acclrer l'alignement
DemoIBM Cognos CollaborationRevue commerciale
Gartner: You are further ahead than anyone else in the marketplace.
Business Intelligence + Collaboration
Des fonctionnalits complmentaires
Performance Management is a group activity Decisions traditionally made in meetings, email, phone calls...Now with Lotus Connections integration, IBM delivers social capabilities with business intelligence
Questions?
Vragen
Fragen
Domande
Preguntas
Perguntas
Questions?
Cwestiwn
Vincent PERRINCollaboration Solutions ArchitectIBM Software Group17, avenue de l'Europe92270 Bois-ColombesTel : 06 77 02 03 [email protected]
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March 24, 2011
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