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The Business Value of Information

The Business Value of Information. N Glen Grant Alliance Manager 25 May 2007. Information On Demand. Delivering the right information in context to optimize business processes, applications, and productivity. Action. Information On Demand. Content. Data.

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The Business Value of Information

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  1. The Business Value of Information N Glen Grant Alliance Manager 25 May 2007

  2. Information On Demand Delivering the right information in context to optimize business processes, applications, and productivity.

  3. Action Information On Demand Content Data Information on DemandExpanding Our Value Beyond Traditional Repositories Empower people and processes to take the proper action… Transform it into useful in-context information . . . Integrate ever evolving data and content, from many different sources…

  4. The Effects of Information Overload

  5. Customer Business Issues • Too much information and not knowing what’s important • Not using demand signals to drive supply chain • Not using customer analysis to tailor marketing and sales • Not leveraging valuable unstructured information • Multiple versions of the truth • Problems managing customer, product and partner interactions • Regulatory compliance inhibited by poor transparency • Lack of trusted information • Incomplete, out-of-date, inaccurate, misinterpreted data • Difficult to understand or control how information is used • Lack of agility • Inability to take advantage of opportunities for innovation • Escalating costs due to inflexible systems and changing needs

  6. Top Business Challenges Top Technical Challenges Increase Employee Productivity Improve Business Processes Better Understand and Meet Customer Expectations Manage Risk & Compliance Silos Lead to Inconsistency Trusted Information Not Available When Needed Cost of Information Integration Inflexibility Limits Adaptability The Information ChallengeHow You Use Information Can Make You Special 70% of people’s time can be spent searching for relevant information 60%+of CEOs: Need to do a better job leveraging information Sources: IBM Attributes & Capabilities Study, 2005; Client Interviews 2004; IBM CFO Study, 2006

  7. Top Business Challenges Top Technical Challenges Increase Employee Productivity Improve Business Processes Better Understand and Meet Customer Expectations Manage Risk & Compliance Silos Lead to Inconsistency Trusted Information Not Available When Needed Cost of Information Integration Inflexibility Limits Adaptability Information Must Become a Strategic Asset The Information ChallengeHow You Use Information Can Make You Special Mandate a fresh approach to managing information 5X More Value creation by organizations effective at using Information as an Asset 70% of people’s time can be spent searching for relevant information 60%+of CEOs: Need to do a better job leveraging information Sources: IBM Attributes & Capabilities Study, 2005; Client Interviews 2004; IBM CFO Study, 2006

  8. Information On Demand A New Breed of Information Intensive Problem Domains Healthcare Banking & Financial Markets Insurance Telco Retail Automotive Government • Deliver Enterprise View of the Customer • Manage Risk & Compliance • Control Threats & Fraud • Deliver Enterprise Insight • Data Governance • Optimize Back Office Processes • Single view of Customer/ ”Citizen” • Fraud Elimination • Public Safety • Intelligent Identification • Manage Convergence and Consolidation • Differentiated Customer Experience • Rapid Launching of Innovative New Products/ Services • Single View of the Customer • Single View of the Product • Loss Prevention • Information Enhanced Shopping Experience • Merchandise & Supply Chain Innovation • Regulatory & Security Compliance • Enterprise Product Information Synchronization • Common Quality Framework • Marketing, Sales and Service Collaboration • Patient Safety • Disease Management • Predictive Medicine • Deliver Enterprise View of the Customer • Manage Risk & Compliance • Control Threats & Fraud • Deliver Enterprise Insight • Data Governance • Optimize Back Office Processes • Call Center Relationship Management • Cross Selling…Customer Service…Priority Service • Human Resources • Relationship Analysis…Information Privacy…Skills Discovery Cross Industry • Finance & Accounting • Risk & Compliance…Business Performance Management…ePayments….Real-time Analytics Procurement

  9. Making Information a Strategic AssetExpanding Value Beyond Traditional Repositories Maturity of Information Use “Adaptive Business Performance” Information as a Competitive Differentiator Information On Demand Information to Enable Innovation “Real-time Single View of the Truth” Flexible Information Architecture “Information in Context” “Basic Information Interaction” Innovative Uses of Information DriveNew Business Value Information to Manage the Business “Focus on Data And Reporting” Data to Run the Business Business Value

  10. Strategic Initiative CustomerSuccess IT Project Customer Value Business Intelligence Reduced reporting cycle from 30 days to under 1 day Sales Analysis Master Data Management Single View of Customer Staff to produce reports from 10 people to 1 InfrastructureRationalization SAP BW Implementation Processes >350M transactional records each day Sarbanes- Oxley Risk andCompliance Saved $1M per year in support costs Business Flexibility Process Optimization Strengthened growth by more than 20% Enabling Key Business Initiatives

  11. About Kawasaki Europe N.V. • European division of Kawasaki Heavy Industries ($11.3bn) • Engines, motorcycles, jet ski watercraft, construction machinery, crushing grinding mill, airplanes helicopters, rockets, snowploughs, ship diesel engines, wind farms • 1800+ dealerships across 29 countries

  12. Information Becomes a Strategic AssetImproving the efficiency & satisfaction of the Dealer Network Required an integrated B2B extranet across EuropeCustomer information stored across disparate environments with no validation • Key to Success • Good Business Design – Consistency across Europe • Result • Competitive advantage over competitors • Huge increase in Dealer satisfaction • Huge efficiency savings on product recall compliance

  13. Moving to a More Flexible Architecture Apps directly access databases (deeply tied, fragile, inconsistent) Enterprise Information Services (higher level, flexible, consistent)

  14. Solution Components

  15. “There have been no issues at all with the QAS software running on the IBM platform; it runs like clockwork. When we talk to our dealers, they say Kawasaki is one of the easiest companies to deal with, with one of the most user-friendly websites that is nice & easy to use. It makes our relationship with the dealer network a very pleasant one” Brian Haselgrove Senior Manager, IS Dept, Kawasaki Europe

  16. IBM and QAS • QAS is an accredited Business Partner of IBM’s Advanced Business Partner (Industry Optimized for Retail) • Professionals certified on IBM Technologies • Applications pre-validated on:- IBM eServer family (System i & System p) IBM Middleware technologies (WebSphere & DB2) IBM Services Orientated Architecture IBM Store Integration Framework

  17. Information On Demand Delivering the right information in context to optimize business processes, applications, and productivity.

  18. Thank you for listening Glen Grant glen_grant@uk.ibm.com

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