Defining a SAP BI Strategy Tim Nightingale SAP UK Ltd · Defining a SAP BI Strategy Tim Nightingale...
Transcript of Defining a SAP BI Strategy Tim Nightingale SAP UK Ltd · Defining a SAP BI Strategy Tim Nightingale...
© 2013 SAP AG. All rights reserved. 1
Defining a SAP BI StrategyTim Nightingale
SAP UK Ltd
Defining a BI Strategy• Q1: What should a BI strategy do?
• Q2: What would you include in a BIStrategy?
Agenda• Analytics Advisor• User driven BI Strategy• BICC• Tool selection
© 2013 SAP AG. All rights reserved. 4
Analytics Continue to Top Business and TechnologyPriority Lists
Source: Gartner Executive Programs (2013)
Business Analytics is still #1
Rank Top 10 Business Priorities Top 10 Technology Priorities
1 Increasing enterprise growth Analytics and business intelligence2 Delivering operational results Mobile technologies
3 Reducing enterprise costs Cloud computing
4 Attracting and retaining new customers Collaboration technologies (workflow)
5 Improving IT applications and infrastructure Legacy Modernization
6 Creating new products and services IT Management
7 Improving efficiency CRM
8 Attracting and retaining the workforce Virtualization
9 Implementing analytics and big data Security
10 Expanding into new markets and geographies ERP Applications
© 2013 SAP AG. All rights reserved. 5
Not in QuestionAnalytics Provide Proven Return on Investment
“Organizations earn anaverage of $10.66 forevery dollar spent ondeployments ofanalytics”
Source: “Analytics pays back $10.66 for every dollar spent” (Nucleus Research, December 2011).
>1000%“With such high returns,management teams shouldconsider these technologies to beone of the most attractiveinvestment opportunities”
© 2013 SAP AG. All rights reserved. 6
Staying On Top Of Analytics Is A Challenge
How do you integrate emerging technologies?
How can you ensure success of criticaldeployments?
How can you measure and maximize the returnon analytics investments?
How do you leverage analytics solutions tocontribute to company objectives?
© 2013 SAP AG. All rights reserved. 7
Analytics AdvisorYour Personal Expert for Analytics
AnalyticsAdvisor
Analytics Advisors help CIOs and IT executives
maximize the value of investments in SAP analytics
solutions, optimize the total cost of ownership, and
minimize the risks associated with deployments.
Maximize Value Optimize TCO Manage RisksIncreased confidence in the value ofyour long term SAP investments
Increased ROI through closeralignment with SAP’s analyticsstrategy
Reduced uncertainty about new SAPcapabilities and products
Better ability to leverage emergingtechnologies
Faster resolution of performance oroperational challenges
Avoidance of costly operationalmistakes
More effectively leverage SAPtechnology and solutions to addressIT objectives
Reduced costs gained throughaccess to SAP best practices
Reduced risk of delays anddecreased performance
© 2013 SAP AG. All rights reserved. 8
Analytics AdvisorYour Trusted Advisor for Analytics Solutions from SAP
AnalyticsAdvisor
Primary customer advocateAdvising on use of SAP offeringsProviding access to SAP experts and resourcesMinimizing the risks associated with analytics solutions
Strategic advisorMaximize the value of SAP analytics solutions investmentEnsuring that project planning are in sync with strategic goalsRecommending new business uses for existing and potentialAnalytics products
Project and TCO advisorOffering timely, pertinent information to help mitigate risk and improvecustomer successRecommend Analytics Standards and ProcessesEnsuring effectiveness of resources (internal and external)
Solution and technical advisorGuiding E2E analytics processes, with LOB/Industry and ITlandscape contextCoach and advise on architecture and roadmapsAdvise on detailed capabilities of releases and patches
© 2013 SAP AG. All rights reserved. 9
What business decisions do we not have sufficient information to make?
What is our vision for information accessibility and usage?What should the high-level BI roadmap of initiatives look like?
What capabilities are required to make information available and useful?What are the dependencies?
Analytics AdvisorA Committed Partner to Answer Your Analytics Questions
What business decisions are made with insufficient information?
What metrics should we use to manage the implementation and fulfill analyticsbusiness goals?How should we design the processes, applications, and organization to fulfillour analytics vision?What toolsets should I use to fulfill our analytics vision?
What is our vision for information accessibility and usage?What should the high-level analytics roadmap of initiatives look like?
What capabilities are required to make information available and useful?What are the dependencies?
Ana
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Where are we?
Where do wewant (need) tobe?
Whatcapabilities willget us there?
How do weexecute?
Agenda• Analytics Advisor• User driven BI Strategy• BICC• Tool selection
© 2013 SAP AG. All rights reserved. 11
User driven BI Strategy
• Technology Management-Driven BI Is Not Necessarily Agile• Centralized BI infrastructure, support for mission critical applications,
driving toward a single version of the truth are the strategies that alloworganizations to reap multiple business benefits. These benefits,however, often come at the price of BI applications that are complex,inflexible, and slow to react to fast changing business needs.
• Source: It’s Time For A User-Driven Enterprise BI Strategy by Boris Evelson - Forrester
© 2013 SAP AG. All rights reserved. 12
User driven BI Strategy
• Business-Driven Homegrown BI Applications Are Agile But Don’t Scale• When technology management can’t deliver, business users build their
own BI applications focusing on instant gratification. But these efforts bynon-technology professionals have their own set of challenges, and oftenresult in applications that do not scale, contribute to the proliferation ofsilos, and pose high operational risk..
• Source: It’s Time For A User-Driven Enterprise BI Strategy by Boris Evelson - Forrester
© 2013 SAP AG. All rights reserved. 13
User driven BI Strategy
• Forrester Agile BI Approach Lets You Have The BI Cake And Eat It Too• Embrace Forrester’s Agile BI -- processes, organizational structure, and
technologies that enable decision-makers to be more flexible andresponsive to the fast pace of business requirements changes -- tobalance business users’ need to produce their own content, whilereducing risk and data silos, and achieving economies of scale.
• Source: It’s Time For A User-Driven Enterprise BI Strategy by Boris Evelson - Forrester
Agenda• Analytics Advisor• User driven BI Strategy• BICC• Tool selection
BICC• Q3: Who has a BICC and how is it
structured?• Q4: Who doesn’t have a BICC and why?• Q5: What is your funding/charging
operating model for the BICC?
© 2013 SAP AG. All rights reserved. 16
Five Signs that a Company Needs to Improve itsAnalytics Strategy
The BI Strategy consists of a BIarchitecture slide
IT is asking the business whatreports they need
Step one is building a datawarehouse
None of the BI team members canarticulate the company businessstrategy
There are no metrics defined tomeasure progress
1
2
3
4
5
© 2013 SAP AG. All rights reserved. 17
Organizations Need a Business Intelligence Strategy
How does a BI Strategy BenefitIT?
Helps align with business partners,formalize business needs.
Creates a prioritized roadmap for theenterprise of short-, medium-, and long-term projects aligned with strategicbusiness goals delivering measurableresults.
Creates business justification for anenterprise scope and end-to-end BIincluding data management.
How does a BI Strategy Benefita LOB?
Departmental spend goes further andcontributes to enterprise investmentsrequired.
Departmental BI often needs data fromother groups. An enterprise BI strategyremoves data limitations of adepartmental focus.
Provides a unified approach by alldepartments (and IT) allowing everyoneto “speak the same language”.
© 2013 SAP AG. All rights reserved. 18
BICC Definition
The framework includes:
• Organization• Governance• Technical architecture and tools• Data architecture• Resources and skills• Training and organizational change management (OCM)
A BICC is the infrastructure that incorporates the Business and IT so thatprojects achieve their goals and provide a return on the client’s BIinvestment.
A Business Intelligence Competency Center (BICC) is a framework thatincorporates all elements of Business Intelligence and enables anorganization’s BI strategy.
© 2013 SAP AG. All rights reserved. 19
BICC Is A Strategic Investment
The BICC:• Is not a transient structure• Must exist as long as there
is a need for anorganizational BI capability
• Is not an end in itself• Does not exist independent
of BI projects• Is operationalized through
projects• Must be designed with the
mindset that asks, “How willthis actually work in dailybusiness activities andproject execution?”
• Matures over time
© 2013 SAP AG. All rights reserved. 20
BICC PurposeTo Address the Elements of a BI Strategy
BusinessAlignment
& Governance
Delivery &OperationsExcellence
PortfolioManagement
Infrastructure &Technology
Organization
TalentManagement
Best RunBusiness
Intelligence
Organization ManagementDesign the organization, roles and
responsibilities for each client’scircumstances (e.g., multiple
divisions; global and virtual teams)
Talent ManagementAssess current skills and practices
to grow BI capability
Delivery & Operations ExcellenceDevelop “build” and “run” processes; key roles; KPIs for
measuring customer satisfaction, enhancing business value,and reducing TCO
Infrastructure & TechnologyManagement
Define hardware components, tools,and the underlying technology upon
which the applications are built
Portfolio ManagementDevelop processes to define andevaluate initiatives, prioritize andbalance, match resources, and
manage portfolio
Business Alignment & GovernanceMove IT from ‘order taker’ to strategic partner. Multi-levelgovernance: enterprise (strategic); programs and project;
process and operations.
© 2013 SAP AG. All rights reserved. 21
Common BI Competency Center Operational Models
BICC as an IT Department Virtual BICC
BICC as Part of Operations Distributed BICC
COO
CIO
DepartmentDepartment BICC
BICC
BICC
Division 1 Division 2 Division 3
Corporate
Division 1 Division 2 Division 3
Finance …Sales
© 2013 SAP AG. All rights reserved. 22
BICC (or Center of Excellence) Organization ModelComparison
Advantages Disadvantages
BICC as ITDepartment
May have a centralized view of BI froma technical perspective – initiatives canbe coordinated centrallyMay be simple to manage due to clearreporting structure and role within theenterpriseCorporate-wide view of businessprovided by CIO can facilitate effectivetrade-offs and alignment with otherstrategic initiatives
Risks having insufficient business input,(understanding of information and decision-making needs, and requirements), as well asbusiness sponsorshipHas tendency to turn the program into a pure ITendeavorMay endanger long-term funding if businessbenefits are not tracked or realizedMay lack needed visibility within the enterprise
Virtual BICC
Provides way to receive business inputwithout having to dedicate resourcesfulltimeFacilitates a breadth of perspectiveand visibility across the enterprise (tovarying degrees) resulting from clearcross-functional participation
Requires well-respected, strong leader, andclear, matrixed, reporting to make workPerformance metrics also must be put in placeto give validity to BICC related responsibilities ofindividuals primarily performing other rolesRisks lack of support as business people maynot be dedicated
BICC as part ofOperations
Focus is on BI for business useLikely receives senior management(COO) supportCorporate wide view of businessprovided by COO can facilitateeffective trade-offs and alignment withother strategic initiatives
Business and IT participation needs to beclosely managed so initiatives are developedwith consideration of both technicalimplementation issues and business prioritiesCould be perceived as a ‘corporate’ mandatewithout truly enlisting the Business Units
DistributedBICC
Link with corporate ensures full seniormanagement attentionParticipation of representatives from allbusiness divisions leads to breadth ofperspectives and broad visibility
Significant requirement for strong leader withdecision-making authority who can executecross-functionally, and has senior leadershipparticipation/accessMust be sure to have appropriate IT andbusiness involvementRole clarity is crucial, as are BICC relatedperformance metrics to give validity to BICC-related responsibilities of individuals primarilyperforming other rolesEach division could try to push their own agendawithout looking across the business
BICC as an IT Department Virtual BICC
BICC as Part of Operations Distributed BICC
COO
CIO
Depart.Department BICC
BICC
BICC
Division 1 Division 2 Division 3
Corporate
Division 1 Division 2 Division 3
Finance .…Sales
© 2013 SAP AG. All rights reserved. 23
Design ConsiderationsDegree of Centralization
‘Independent’‘Co-ordinated’‘Centralized’
BusinessAuthority
Build
Implementation
Support &Maintenance
Operations
Characteristics Single global design andbuild teamImplemented many times(maybe into a commonsystem)Tightly controlled templateMandated synergies
Global design authoritymaintains standardsMultiple build andimplementation teams shareknowledge and resourcesCo-ordinated (virtual) supportteamEncourages synergies
Multiple design, build andimplementation teamsLittle or no sharing ofknowledge or skillsEncourages diversity
Multiple design and buildteams share experiencesthrough informal channelsSynergies at the discretion ofoperating units
‘Informal’
Business
InputH
IGH
LOW
Design Authority
Business
InputH
IGH
LOW
Degree of Enterprise Influence LOWHIGH
© 2013 SAP AG. All rights reserved. 24
BICC Skill Requirements
BICC Business, Analytics and IT Skills
Business SkillsBusiness Needs
Organization andProcesses
Governance,Administration
Tools, Infrastructure,Applications, Data
ITSkills
Business Needs
Statistical andProcess Skills
AnalyticSkills
BICCEstablishStandards
ControlFunding
DefineBI Vision
ManagePrograms
BuildTechnology
Blueprint
DevelopUser Skills Organize
MethodologyLeadership
Business Skills:Understanding of line-of-business (LOB) needsAbility to help business managers set and balancepriorities by analyzing consequences of choices andcreating business casesAn understanding of the organization's strategicbusiness objectives and the role action-orientedinformation plays in achieving the corporate objectivesStewardship skills to drive standardization of officialhierarchies, business vocabularies and other relevantbusiness terminology, and to participate in semanticreconciliation and ongoing data-quality efforts
IT Skills:Ability to understand the business intelligenceinfrastructure implications of business and analyticrequirementsDeep understanding of how to access and manage datarequired to support business and analysis requirementsDeep understanding of diverse business intelligence andperformance management tools and technologiesUnderstanding of the differences in design and accesscharacteristics of diverse data sourcesData governance, architecture and management skillsData administration and metadata management skills
Analytical SkillsFluency with key analytic applicationsResearching business problems and creating modelsthat help analyze these business problemsWorking with the IT department to develop insight intohow to identify data for a specific analysis or applicationSkills to train the users in how to transform data intoaction-oriented information, and how to use thatinformation
© 2013 SAP AG. All rights reserved. 25
BICC Strategy Map and Balanced ScorecardShould Represent a Complete Program of Action
Strategy Map
Theme: Improve Decision Making Objective
• Reduce BIInfrastructure Costs
• Reduce Labor Costsof BI resources
Financial Lower BITCO
Standardizeon BI Tools
• Provide efficient &easier access to info
• Provide latest BI SWfunctionality -capabilities
IncreaseProductivity of
KnowledgeWorkers
Support
IT ServiceManagement
• Develop the necessaryBI skills
• Develop labenvironment forinnovation
LearningKnowledge
ManagementRepository
Communicate
R&D BI Lab
ReduceLicense
Fees
Provide cost-effective
Innovative BISolutions
Training
InternalCustomers
• Improve 1st timeincident resolution
• Develop OnlineTraining Programs
• Improve tracking ofBI support incidents
• Reduce number ofHelp Desk intakechannels
Gain efficiencythrough process
improvement
Balanced Scorecard
Measurement Target
• # of BI environments• Annual BI Tool
maintenance &support fees
• One
• < $75k
• End-User SatisfactionSurvey
• # of Self-ServiceKnowledge Workers
• # of BI Servicesavailable
• % of 1st time incidentresolutions
• Time to resolve BIincidents
• # of online BI trainingcourses
• # of Help Desk intakechannels
Measure
• # of repositoryentries
• Avg. Rating of entry• Availability of BI lab
configuration
• 50 permonth
• 4 out of 5• 95.999%
• 60%
• 4 hours
• 10 intro, 5advanced
• (2) – 800#,Onlineentry
• 85%Favorable
• 250• 15
Services
Action Plan
Initiative Budget
• Online UserSurvey Project
• BOE Upgrade
• $5k
• $350k
• BI-specificEducationProgram
• BI IncidentManagementimprovementProgram
• Service DeskReengineeringProgram
• $150k
• $150k
• $200k
• Repositoryincentive program
• Configure BOELab environment
• $50k
• $100k
Execute
• BI ToolConsolidationProject
• Coterminous SWLicensenegotiations
• $150k• 1 FTE
SupplyMgt (80hrs.)
© 2013 SAP AG. All rights reserved. 26
Basic Conflict
BI programs have struggled toclearly define roles andresponsibilities between IT andbusiness users in a self-serviceBI delivery model.
Few BI programs have beenable to find a workable balancebetween business userempowerment and governancewith self-service data discovery.
Top-downBICC
Bottom-upSelf-service
Trusted informationEfficient reuse
Too report-driven
FlexibilitySpeedExperimentation
© 2013 SAP AG. All rights reserved. 27
Learnings from others…
The company deployed a first Global BI solution around 2000 together with the firstSAP implementations
2000-2005 2005-2010 2011
No BI strategy
• No real BI strategy
• IT left to prioritize
• Multiple versions ofthe truth
One truth
• CompanyPerformance model
• Standard reporting
• One truth
• Anchored in finance
Future vision
• Extend reporting tomore users
• Redefine role
• More end-user flexibility
© 2013 SAP AG. All rights reserved. 28
A Change in User Profiles and Patterns
Over a period of 7 years the company saw several shifts in its BI user group.
The shifts seem to happen with shorter and shorter intervals.
• System Expert• Favored Excel as front end• Could live with poor
performance• Primarily used data from
SAP
• System Expert• Favored Excel as front end• Could live with poor
performance• Primarily used data from
SAP
• General analyst• Wanted to use web reports
as well• Interested in data from
several sources• Demanded better
performance
• General analyst• Wanted to use web reports
as well• Interested in data from
several sources• Demanded better
performance
• Expecting BI self service• Want’s information on
mobile devices• Not scared of technology,
uses the right tool for thejob
• Expecting BI self service• Want’s information on
mobile devices• Not scared of technology,
uses the right tool for thejob
© 2013 SAP AG. All rights reserved. 29
Getting the Facts Straight
The project was an eye opener for the management team. The main findings were:
ToolsTools
More user-friendly tools
Need a widervariety of tools
DataData
Data is toohard to
understand
Need access tonon ERP data
in reporting
FlexibilityFlexibility
Need to beable to createown reports
Standardreports havelimited value
OwnershipOwnership
Some hadinvested in own
systems
All preferred tobe in a global
system
© 2013 SAP AG. All rights reserved. 30
Acting on the Results
BI Self-Service ApproachMore responsibility to end users
More user-friendly toolsVisual discovery
Training requiredBusiness and analytics skills
“Doing visualization is really cool… but if you apply the wrong graphs to the datayou will not get a very good result…. Some of my employees have had to actuallytake a course in visualization, just to be able to challenge the business.”
BI Manager
AnalyticalSkills
ToolsVisual Skills
© 2013 SAP AG. All rights reserved. 31
Advice
• If your enterprise BI isn’t agile, unofficial BI platforms will grow likemushrooms in the dark
• Learn from the business — There is a lot of good practice that should beadopted
• Report development is highly iterative — traditional IT dev processesdidn’t work
• Build a broad BI excellence — Turning business information into insightshould be considered a core competence
• A fragmented BI tool strategy will add cost and jeopardize the holisticview of BI
• The business will always require new capability — stay current! Be twoyears ahead of the business
• It will take time to build BI experts — Start now
© 2013 SAP AG. All rights reserved. 32
Phases and Deliverables
Establishment Baseline Analysis Gap Analysis & Target Formation Roadmap Formation
1 2 3 4
Adapt and send visitagenda (includingworkshops) andstakeholders
Scoping and Planning
Conduct discoveryworkshops
Analytics MaturityAssessment
Validate the currentKPI framework
Identify business & ITpain-points &opportunities
Evaluate currentgovernance model,analytics standardsand analyticsarchitecture
Conduct fit/gapanalysis and prioritizethe gaps
Develop in-depthAnalytics targetarchitecture
Deliver the valueproposition of theTarget analytics vision
Analytics Data,Technical and SecurityArchitecture &Recommendations
Governance ModelFindings &Recommendations
Analytics standardsFindings &Recommendations
Develop in-depthanalyticstransformationroadmap
Final Presentation ofthe roadmap andrecommendations
Final Project Set up &Mobilization
SAP’s Analytics VisionPresentation
Duration (9 weeks example)
SAP involvement Customer involvement
1-2 weeks before
Start Delivery
© 2013 SAP AG. All rights reserved. 33
Information andAnalytics
Requirements are driven from alimited Executive group
KPIs and Analytics areidentified, but not well used
KPIs and Analytics are identifiedand effectively used
KPIs and Analytics are used tomanage the full Value Chain
Governance
Standards andProcesses
ApplicationArchitecture
IT Driven BI Governance
Business Driven BI GovernanceEvolving
Business Governance withCompetency Center Developing
Enterprise-wide BI Governancewith Business Leadership
Do not exist or are not uniform BI Processes and standards may bedocumentedVerbal SLA's in place; no formal and regularupdate/negotiation processLittle to moderate reuse of informationInitial efforts to standardize master dataOccasional executive interest in data whenconsidering major initiatives
Exist and are not uniformUniform, followed and audited
BI “Silos” for each Business
Some Shared BI ApplicationsConsolidating and Upgrading
Robust and flexible BI architecture
Not standardized or linked to businessneedsFew Operational reports with littlebusiness benefitHistorical reporting. Information reliant onlagging indicatorsNo Value KPIs
Weak to moderate business ownership ofrequirementsMultiple sets of KPIs and informationrequirements often conflictGeneric KPIs are not business optimizedValue measurement is coincidental
Strong business ownership of requirementsCommon set of rationalized KPIs andinformation requirementsBusiness relevance of every metric validatedValue is tracked and reportedAd-hoc report development in place
Strong business ownership of requirementsIncreased use leading indicators for KPIs andanalyticsCollaborative development of requirementsacross the value chainRobust ad-hoc analytics and informationavailability (structured and unstructured)
Technology-centric organization andimplementationsNo/little business participation in projectsWeak end-user skills. No employee ormanager self serviceNo BI competency centerData access limited to few key individuals
Low to moderate participation of Businessin BI governanceConsidering a competency centerWeak to moderate end-user skills. Somecore group of super-usersEmployee Self Service (ESS) partially usedManager Self Service (MSS) not in placeProliferation of data access through Excel
High Business Ownership to all BI ActivitiesAll BI activities guided by business goalsBusiness case and ROI for BI projectsModerate end-user skills with “pockets” ofstrong users. No lack of super-usersESS fully adopted; MSS partly adoptedBI competency center is new or developingSecurity and Authorizations becoming uniform
Enterprise participation on all developmentsGovernance includes feedback mechanismsfrom the full value chainESS and MSS fully adoptedBI competency center is matureStandard support across the enterpriseHigh security and authorization
No service level agreements (SLA’s)Design, development and managementprocesses are informalHigh use of generic BI objects or heavilycustomized developmentNo reuse of data or informationNon-standardized master dataData ownership is undefined or conflicting
Evolving effort to formalize BI process and standards are documented butnot always followedInformal governance group which is mainlyresponsible for issue resolutionWritten SLA's in place, but no formal andregular update processModerate to heavy reuse of information.Master data standardized to large extentEach major data area has a senior championwho drives data standardization and quality
BI Process and standards are documented,consistently followed and auditedFormal governance board in place forstrategy and directionWritten SLA's in place with formal andregular update/negotiation processHeavy reuse of informationMaster data is fully standardizedOwnership and responsibility is establishedfor all data elements used by the business
Significant variances between BU’sLimited access to informationUsers get what IT givesAd-hoc patches & UpgradesNo enterprise standardizationMinimal documentation
Variances between BU’s with multiple BIsystemsHeavy reliance on spreadsheets and datamanipulationPlanned migration to better landscapesDocumented plans for patches andupgradesShared documentation
Initial attempts at implementing a GlobalEnterprise Data Warehouse (either logical orphysical)Spreadsheets are used selectivelyCentral tech supportPatches up-to-dateSystem consolidation planned and / orimplemented
Global Enterprise Data WarehouseimplementedBI platform viewed as a strategic enabler forBusinessAbility for high-speed analyticsRobust and user-friendly presentation layerHigh reliability of delivery to local, regional andglobal business needs
BI/Analytics Maturity ModelKey Role of Governance & BICC
Level 1Level 2
Level 3Level 4
BI Performance Stages
Source: ASUG BI Benchmark Report, April 2007
© 2013 SAP AG. All rights reserved. 34
7 Key Points to Take Home
1. Old approaches are no longer enough
2. Self-service BI is a wonderful business opportunityIf done right, can dramatically improve business agility and IT/Business alignment
3. But it requires new cultures and ways of workingYou’re no longer in charge — and everybody has to compromise
4. Provide what the business needs, not necessarily what they wantService-oriented approach, but the “customer is not always right”
5. Community is the essential pillarNo one person or team can do this alone — build momentum and listen to feedback
6. Look for opportunities to simplifyIt’s not about technology, but the right technology can help agility
7. Keep up momentum and successLook out for teaching opportunities, and market success widely and often
Agenda• Analytics Advisor• User driven BI Strategy• BICC• Tool selection
Tool Selection• Q6: Which tools are used in your
organisation?• Q7: How do you decide who has access to
which tools?
© 2013 SAP AG. All rights reserved. 37
Full Spectrum Business Intelligence
ReportingReportingSelf ServiceSelf Service Dashboards and AppsDashboards and Apps
Deliver engaging informationto users where they need it
Track key performanceindicators and summary data
Build custom experiences sousers get what they needquickly
Securely distribute informationacross your organization
Answer related questions byinteracting with pre-definedreports
Build printable reports foroperational efficiency
Discover areas to optimizeyour business
Adapt data to business needs
Tell your story with beautifulvisualizations
Discover. Predict. Create. Build Engaging Experiences Distribute Information
© 2013 SAP AG. All rights reserved. 38
Agility for business analysts and business usersDiscover trends, outliers and areas of interest in your business
Adapt to business scenarios by combining, manipulating, andenriching data
Tell your story with self-service visualizations and analytics
Forecast and predict future outcomes
Self ServiceDiscover. Predict. Create.
Portfolio
Lumira
Explorer
Analysis
Predictive Analysis*
© 2013 SAP AG. All rights reserved. 39
Build engaging, visual dashboards
Powerful environment to build interactive and visually appealinganalytics
Rich set of controls: buttons, list boxes, drop-down, crosstabs,charts…
Use custom code to extend and build workflows
Dashboards and AppsBuild Engaging Experiences
Portfolio
Design Studio
Dashboards (aka Xcelsius)
© 2013 SAP AG. All rights reserved. 40
High productivity design for report designers
Quickly build formatted reports on any data source
Securely distribute reports both internally and externally
Minimize IT support costs by empowering end users to easily createand modify their own reports
Enhance custom applications with embedded reports
ReportingShare Information
Portfolio
Web Intelligence
Crystal Reports
© 2013 SAP AG. All rights reserved. 41
Where is the content consumed?
ReportingReportingSelf ServiceSelf Service Dashboards andApps
Dashboards andApps
Design Studio
Dashboards
Discover. Predict.Create.
Build EngagingExperiences
Distribute Information
Design Studio
Dashboards
Exploration Views
Web Intelligence
Crystal Reports
Analysis OLAP
Explorer
Analysis Office
Predictive Analysis
Lumira
Design Studio
Dashboards
Exploration Views
Web Intelligence
Crystal Reports
Explorer
Web Intelligence
Crystal Reports
© 2013 SAP AG. All rights reserved. 42
Where is the content created?
ReportingReportingSelf ServiceSelf Service Dashboards andApps
Dashboards andApps
Design Studio
Dashboards
Discover. Predict.Create.
Build EngagingExperiences
Distribute Information
Exploration Views Web IntelligenceAnalysis OLAP
Explorer
Analysis Office
Predictive Analysis
Lumira
Web Intelligence
Crystal Reports
© 2013 SAP AG. All rights reserved. 43
Who consumes the content?
ReportingReportingSelf ServiceSelf Service Dashboards andApps
Dashboards andApps
Design Studio
Dashboards
Exploration Views
Crystal Reports
Web Intelligence
Discover. Predict.Create.
Build EngagingExperiences
Distribute Information
Design Studio
Dashboards
Exploration Views
Web Intelligence
Crystal Reports
Explorer
Lumira
Executive
Senior Mgmt
Explorer
© 2013 SAP AG. All rights reserved. 44
Who creates the content?
ReportingReportingSelf ServiceSelf Service Dashboards andApps
Dashboards andApps
Design Studio
Dashboards
Crystal Reports
Discover. Predict.Create.
Build EngagingExperiences
Distribute Information
Exploration Views Web IntelligenceAnalysis Office/OLAP
Predictive Analysis
Explorer
Lumira
IT
Business User
Thank you
For more information:www.sapbusinessobjectsbi.com