© 2012 IBM Corporation
IBM Smarter Analytics CFO Performance Insight
Cheong Weng Seng
Business Analytics – Performance Management
IBM software – ASEAN
20 June 2012
© 2012 IBM Corporation 2
Agenda
Why Smarter Analytics?
Smarter Analytics and Finance.
Analytics @ IBM Finance
CFO Performance Insight
© 2012 IBM Corporation 3
“At the World Economic Forum last month in Davos, Switzerland, Big Data was a marquee topic. A report by the forum, “Big Data, Big Impact,” declared data a new class of economic asset, like currency or gold.
“Increasingly, businesses are applying analytics to
social media such as Facebook and Twitter, as well as to product review
websites, to try to “understand where
customers are, what makes them tick and
what they want”, says Deepak Advani, who
heads IBM’s predictive analytics group.”
Wall Street Journal: “Companies are being
inundated with data—from information on customer-buying habits to supply-chain efficiency. But many managers struggle to
make sense of the numbers.”
“Big Data has arrived at Seton Health Care Family,
fortunately accompanied by an analytics tool that will
help deal with the complexity of more than two million patient contacts a year…”
“The Oscar Senti-meter — a tool developed by the L.A. Times, IBM and the USC Annenberg
Innovation Lab — analyzes opinions about the Academy Awards race shared in millions of
public messages on Twitter.”
“Data
is the new oil.” Ann Winblad,
Co-founder & Managing Director
Hummer Winblad Venture Partners
"…now Watson is being
put to work digesting
millions of pages of
research, incorporating
the best clinical practices
and monitoring the
outcomes to assist
physicians in treating
cancer patients.”
© 2012 IBM Corporation 4
The healthcare industry spends $250 - $300 billion on healthcare
fraud, per year. In the US alone this is a $650 million per day problem.1
1 rogue trader at a leading global financial services firm created $2 billion worth of losses, almost bankrupting the company.
5 billion global subscribers in the telco industry are demanding unique and personalized offerings that match their individual lifestyles.2
$93 billion in total sales is missed each year because retailers don’t
have the right products in stock to meet customer demand.
Source: 1.Harvard, Harvard Business Review, April 2010.
2,IBM Institute for Business Value, The Global CFO Study, 2010.
The need for analytics is pervasive across business and industry
© 2012 IBM Corporation 5
The emergence
of big data
Creating the need for
organizations to
understand and anticipate
customer behavior and
needs based on customer
insights across all
channels
Creating new
opportunities to capture
meaningful information
from new varieties of
data and content coming
at organizations in huge
volumes and at
accelerated velocity
Creating the need for all
parts of the organization
to optimize all of their
processes to create new
opportunities, to mitigate
risk, and to increase
efficiency
1 The shift of power
to the consumer 2 Accelerating
pressure to do
more with less 3
Today’s organizations are facing many disruptive forces that are
fueling the need for analytics
© 2012 IBM Corporation 6
Respondents who believe analytics
creates a competitive advantage
57% increase
More organization are using analytics
to create a competitive advantage
2010
58% 2011
37%
To the point where analytics has evolved from business initiative to
business imperative
Source: The New Intelligent Enterprise, a joint MIT Sloan Management
Review and IBM Institute of Business Value analytics research partnership.
Copyright © Massachusetts Institute of Technology 2011
1.6x Revenue Growth
2.0x EBITDA Growth
2.5x Stock Price Appreciation
Source: Outperforming in a data-rich, hyper-connected world, IBM Center for
Applied Insights study conducted in cooperation with the Economist
Intelligence Unit and the IBM Institute of Business Value. 2012
And they are outperforming their
competitors in key financial measures
© 2012 IBM Corporation 7
Operations Analyst
Marketing Manager
Benefits Officer Call Center
Manager
Line of Business users want capabilities and integrated solutions to
capitalize on today’s information-centric and insight-driven world
What is happening? Why ? What should we do about it?
…enabling them to answer three main business questions
© 2012 IBM Corporation 8
All perspectives Past – historical, aggregated
Present – real-time
Future – predictive
Analytically sophisticated organizations distinguish themselves by their
ability to leverage
At the
point of
impact
All decisions Major and minor
Strategic and tactical
Routine and exceptions
Manual and automated
All people All departments
Experts and non-experts
Executives and employees
Partners and customers
All information Social media, emails, chats
Transactions
Data warehouses
Documents
Sensors
Video
Location
etc...
© 2012 IBM Corporation 9
They are extending beyond enterprise data to capture the huge
opportunity big data presents
from surveillance cameras trade events per second
meter readings per annum
Analyze product sentiment
Predict power consumption
Monitor events of interest Identify potential fraud
Prevent customer churn
call detail records per day are images, video, documents…
Improve customer satisfaction
Volume Velocity Variety
5 100’s of Tweets create daily
12 terabytes
video
feeds million
350 billion 500 million 80% data
growth
© 2012 IBM Corporation 10
While we see organizations driving transformation through analytics in
four high-value areas
Churn management
Social media sentiment analysis
Propensity to buy/Next best action
Rolling plan, forecast and budget
Financial close process automation
Real-time dashboards
Predictive maintenance
Supply chain optimization
Claims optimization
Operational and financial risk visibility
Policy and compliance simplification
Real-time Fraud identification
1
3 4
Grow, retain and
satisfy customers
Manage risk, fraud &
regulatory compliance
Increase operational
efficiency
Transform financial
processes
Examples
2
© 2012 IBM Corporation 11
You could apply visibility on
customer buying habits into
improving your merchandising
and supply network
capabilities?
You could identify network
bottlenecks faster to drive
higher network performance
and lower network operating
costs?
You could close tax loopholes
by focusing audit resources
on only those returns that
seemed most unusual?
Organizations are turning to Analytics:
What if…
T-Mobile did!
What if… What if…
New York State did!
• Savings of over $6m+
annually on cost optimization
of network
• Savings of between $1m to
$2m annually from just in time
capacity investment
Elie Tahari did!
• Boost sales by >10%
• Achieve 30% savings in
managing supply chain
and mitigating
merchandise transfers
• Saved the state more
than US$889 million over
5 years
• Enabled faster refunds
processing
© 2012 IBM Corporation 12
Insurance Create a customer
focused
enterprise
•Customer
Retention & Growth
Enterprise risk
optimization
•Compliance
•Financial &
Operational
Risk Analytics
Increase flexibility
& streamline
operations
•Claims
Optimization
Government Improve citizen
services
•Citizen Services
Analytics
Manage resources
effectively
•Operational
Analytics
•Budget & Financial
Management
Strengthen
national defense
•Defense
Readiness
Improve public
safety
•Crime Prediction
Retail Deliver a smarter
shopping
experience
•Market Basket
Analysis
•Sentiment
Analysis
Build smarter
operations
•Store operations
Smarter
merchandising &
supply chains
•Store assortment
Telecomm
Deliver smarter
services that
generate new
revenue
•Churn Prediction
•Network
Analytics
Build smarter
networks
•OPEX and
CAPEX planning
Transform
operations
•Next best action
Banking Create a customer
focused enterprise
•Customer
Profitability
•Marketing
Optimization
Enterprise risk
optimization
•Compliance
•Financial &
Operational
Risk Analytics
Increase flexibility
& streamline
operations
•Payments analytics
Analytics cut across industries and solutions
Industrial Improve
production
efficiency
- Predictive
maintenance
- Supply
chain metrics
Optimise
global
operations
- Sales and
operations
planning
© 2012 IBM Corporation 13
How does CFOs use analytics to value add?
© 2012 IBM Corporation 14
IBM CFO Study 2010
© 2012 IBM Corporation 15 CFO Study ASEAN Point of View
2003
The 2010 IBM CFO Study is the fourth edition since 2003 and builds
upon our primary research from 2005 and 2008
CFO Studies
2010 2005 2008
© 2012 IBM Corporation 16
The Global CFO Study 2010 is the largest known CFO-level study of
its kind with over 1,900 participants
Geography Sector Enterprise Size (US$)
Title Scope of Role
Asia Pacific,
27%
EMEA,
42%
Americas,
31% Public, 13% Communications,
13%
Industrial,
25% Distribution,
28%
Financial Services, 20%
BU / Program
Area, 5%
Country,
27%
Region,
11%
Enterprise /
Global, 57%
Others, 8% SVP /
Controller /
Treasurer,
14%
CFO / Deputy
CFO / Director,
78%
<=$500MM,
25%
$501MM to
$1B, 15% >$1B to
$5B, 28%
>$5B to
$10B, 11%
>$20B,
14% >$10B to
$20B, 7%
Global CFO Study 2010 Firmographics
N = 1,910
Source: IBM Institute for Business Value, The Global CFO Study 2010
Geography = Country of Company Headquarters
Others, 1%
CFO Study ASEAN Point of View
© 2012 IBM Corporation 17
A broader enterprise-focused role requires core Finance efficiency
be in place to reliably support business insight and decision making
Addressing the Broader Enterprise-Focused Role of Finance
Source: IBM Institute for Business Value, The Global CFO Study 2010
Finance Efficiency
Business Insight
Demands on
Finance
Help drive enterprise
cost reduction
Support risk
management
Partner in strategy and
value creation
Improve access to and
reduce cost of capital
Provide performance
insight and anticipate
Finance
Capabilities
Needed
CFO Study ASEAN Point of View
© 2012 IBM Corporation 18
Analysis of CFO responses and objective enterprise financial
measures identified enablers to deliver efficiency and insight
Finance Efficiency and Business Insight Enablers
Corporate philosophy on
information standards
Common Finance data
definitions and data governance
Standard Financial chart of
accounts
Standard / common Finance
processes
Enabler
Analytical capability (operational
planning and forecasting)1
People / talent (effectiveness of
developing people in Finance)
Technology (deployment of a
common planning platform)
1 Also analyzed Scenario Planning, Predictive Analytics
Source: IBM Institute for Business Value, The Global CFO Study 2010
Finance Efficiency
Business Insight
CFO Study ASEAN Point of View
© 2012 IBM Corporation 19
Four Finance profiles become apparent when respondents are
segmented by efficiency and business insight
Note: Percentages in white refer to ASEAN study population, percentages in orange refer to global study population
Source: IBM Institute for Business Value, The Global CFO Study 2010
Finance
Efficiency
Business Insight
Low High
Low
High
23%
12%
32%
33%
Finance Profiles
6%
6%
69%
19%
Global
ASEAN
CFO Study ASEAN Point of View
© 2012 IBM Corporation 20
Value Integrators in ASEAN excel in both efficiency and business
insight, contributing to financial outperformance
Efficiency + Business Insight Contributes to Outperformance
Revenue Growth: N = 17; EBITDA: N = 16; ROIC: N = 16
Source: IBM Institute for Business Value, The Global CFO Study 2010
Value Integrators in ASEAN also have an almost 18% better operating efficiency ratio than all other companies examined.
17.4%
24.0%
13.1%11.4%
13.8%
-2.7%
53% better
74% better
5.8 x better
EBITDA 5-year CAGR, 2004-2008
Revenue 5-year CAGR, 2004-2008
ROIC 5-year average, 2004-2008
Value Integrators
All other enterprises
CFO Study ASEAN Point of View
© 2012 IBM Corporation 21
Three key themes emerged from examining the four profiles
Source: IBM Institute for Business Value, The Global CFO Study 2010
Delivering efficiency through standards matters
more than ever
Providing business insight drives performance
improvement beyond Finance
The greatest rewards come from doing both well
“Role of Finance has to evolve
beyond book keeping.”
CFO, Malaysia
“We need to make smarter
decisions, not necessarily faster
ones.”
CFO, Thailand
CFO Study ASEAN Point of View
© 2012 IBM Corporation 22
The majority of ASEAN enterprises are not able to effectively deliver
business insights
62% are poor to average
at anticipating external
forces
Over 70% manually
producing operational
metrics
Over 45% lack a common
planning platform
Over 75% not satisfied with their
operational planning and
forecasting analytical capability
Business Insight Challenges
Source: IBM Institute for Business Value, The Global CFO Study 2010
CFO Study ASEAN Point of View
© 2012 IBM Corporation 23
ASEAN Finance organizations are less effective at delivering
business insights than their global peers
Source: IBM Institute for Business Value, The Global CFO Study 2010
48%
76%
72%
62%
49%
55%
53%
44%
Lack of a common
planning platform
Not statisfied with
operational planning and
forecasting analytical
capability
Operational metrics
produced manually
Poor to average at
anticipating external
forces
ASEAN Global
Business Insight Challenges
CFO Study ASEAN Point of View
© 2012 IBM Corporation 24
The journey to business insight can be accelerated
Business Insight Accelerators
Source: IBM Institute for Business Value, The Global CFO Study 2010
Timely financial
and operational
metrics
Establishing
standards for
non-financial data
Business Insight
Analytical capability (operational
planning and forecasting)
People / talent (effectiveness of
developing people in the Finance
organization)
Technology (deployment of a common
planning platform)
CFO Study ASEAN Point of View
© 2012 IBM Corporation 25
73%
57%
Finance organizations in ASEAN that have business insights and
have automated production, are more efficient, and facilitate speed
of insight Accelerator #1: Timely Metrics
ASEAN, Financial: N = 34; Operational: N = 33, GB Growth Markets,Financial: N = 141; Operational: N = 141, Global, Financial: N = 1,454; Operational: N = 1,428
Source: IBM Institute for Business Value, The Global CFO Study 2010
69%
43%
Finance
organizations
with strong
business
insight
All other
enterprises
% More
57%
% More
28%
74%
47%
% More
60%
ASEAN Global Growth Markets
56%
46%
61%
43%
46%
45%
Finance
organizations
with strong
business
insight
All other
enterprises
% More
22%
% More
48%
% More
42%
High Automation of Operational Metrics
High Automation of Financial Metrics
CFO Study ASEAN Point of View
© 2012 IBM Corporation 26
IBM Finance Transformation
© 2012 IBM Corporation 27
The “Smarter” phase of IBM's transformation is underway with Finance
playing an instrumental role
2002
Sharing & partnering
2010
Making things smarter
2006
Globally integrating
• Right skills, right place, right cost
• Rationalize support functions for greater efficiency
• Radically simplify processes
• Consistent set of processes worldwide
• Leverage best practices
• Standardize and reduce waste
• Governance and performance discipline
IBM as a “dinosaur”
Pre-2000s
• Decentralized organization
• Maze of financial systems
• 14,000 Finance employees – 2x Competition
• High percent of time spent on Administrative tasks
• Finance organization viewed as low value add
• Instrumented, interconnected, intelligent
• Enable growth and productivity
• Optimize the whole system
© 2012 IBM Corporation 28
We are aggressively investing to enable clients and our company to drive
innovation through essential expertise
Autonomic Operations
Developer Productivity
Deep Compression
pureXML
pureScale
Pervasive Content
Stream Computing
Content Analytics
Advanced Case Management
Workload Optimized Systems
Social Analytics/Consumer Insight
2005
Decision Management
• $16B in Acquisitions Since 2005
• 10,000+ Technical Professionals
• 7,500+ Dedicated Consultants
• Largest Math Department in Private Industry
• 27,000+ Business Partner Certifications
• 8 Analytics Solutions Centers
• Optimized hardware and software offerings
• 100 analytics-based research assets;
almost 300 researchers
• Significant marketing investment
worldwide through Smarter Planet
2012
© 2012 IBM Corporation 29
• Typical approach to analytics involve manual
forecasting and extensive use of excel worksheets
• Minimal integration between financial and
non-financial data to optimize decision making
• Limited knowledge of new tools and applications
across functions
• Powerful set of data and reporting capabilities
which are not being leveraged for predictive analytics
• Mostly common, global financial applications
and data with high volume reporting
• Typical approach to analytics involve manual
forecasting and extensive use of excel worksheets
• Minimal integration between financial and
non-financial data to optimize decision making
• Limited knowledge of new tools and applications
across functions
• Powerful set of data and reporting capabilities
which are not being leveraged for predictive analytics
• Mostly common, global financial applications
and data with high volume reporting
In order to drive change one must first understand their starting point
IBM Finance Current Environment
© 2012 IBM Corporation 30
Our self-assessment led to the formation of the FLAG team charged with identifying, prioritizing and implementing initiatives to drive the adoption of analytics
Guiding Principles (for Prioritization):
• Capitalize existing data capture
methods/tools
• Significant enhancement vs. current –
leverage for competitive advantage
• Ensure broad IBM wide application
• Deliver value through Predictive Modeling and
Optimization
• Promote and adopt ―self-service‖ model
Solicit ideas
from teams worldwide
90 ideas / comments
Prioritization 1
(by Brand / Unit)
10 opportunities
Prioritization 2
(Cross-Brand / Unit)
3-6 projects
Analytics Survey Recommendations:
Client Value
7 (8%)
Other
2 (2%)Risk & Controls
12 (13%)
Revenue
Generation
22 (25%)
Margin
Expansion
47 (52%)
© 2012 IBM Corporation 31
Analytics@IBM serves as the liaison between our user community and IT
Mission: To champion internal adoption of IBM
analytic solutions to improve our customer offerings and showcase a powerful message
of scalability, ROI and competitive displacement
FLAG Finance Leadership Advocacy Group
BACC Business Analytics Center of Competency
IBM Finance has made great strides in
Efficiency & Effectiveness and the journey
continues
12%
47%
2005 2011
70%30%
1994 2011
Lowering Expenses Optimizing Global Capabilities
Shifting to Higher Value
IBM Finance –
Fastest adopter of Analytics@IBM
Move beyond labor & process arbitrage
(expense productivity)
to the next wave -
Intellectual Productivity
(Expense to Revenue) (Percentage of resources in COEs)
(Decision Support)
EDUCATE
ENABLE
EVANGELIZE
Objectives:
1%
3%
1994 2011
© 2012 IBM Corporation 32
Real Stories: IBM Smarter Analytics
© 2012 IBM Corporation 33
CHALLENGE
SOLUTION
BENEFITS
• Different geographies and
brands used their own data
sources and processes supporting
expense management
• No standards meant systems
were not tied to key CHQ
management system (WWIE)
• Delays in accessing information
due to long load times of Cubes
• Implemented consistent data
and metadata standards
Developed a flexible / modern
SOA architecture allowing for
easy expansion across
geographies
• Single worldwide application
for Spend Analytics and tracking
on one TM1 Cube across all
geographies with 3,000+ current
users, 500+ concurrent active
system users
• Increased visibility across
geographies and brands
allowed for cost control
optimizations
• Common processes increase
career options of financial
analysts across IBM
• Single application to support
common set of skills required to
use and maintain
• Reduced cube load times by
80%
• Reduced calculation times
from 45 minutes to near real
time
• Lower third party licensing
costs
WorldWide Spend Application
Analytics Tool:
IBM Cognos TM1
© 2012 IBM Corporation 34
IBM Country Financial Risk Scorecard - Smarter Near Real-time Integrated Risk Management
Analytics Tool:
IBM Cognos BI, SPSS
CHALLENGE
SOLUTION
BENEFITS
• Vast amounts, but fragmented
data provides little opportunity
for consistent analysis and
proactive identification of
financial country risks
• Lack of automated solution
requires manual aggregation and
analysis
• Limited visibility to external risk
creates a blind spot to emerging
risks
• Created Scorecard that
automated information integration
and financial risk monitoring KRIs
– Business insights into risk
exposures
• Risk-based predictive analytics
by:
- Country
- Trends
• Enable agile decision making
to seize opportunities and
mitigate impact of unfavorable
risk events. Centralized,
consistent, and automated
approach to measure and monitor
financial risks
• Empowering chief financial
officers (CFOs) to be value
integrators
• Increase productivity of finance
leaders across the enterprise,
encourage broader global
collaboration, and elevate skill
levels. Reduce time to gather and
analyze data from weeks to
hours
© 2012 IBM Corporation 35
Automating IBM Treasury Reporting
Analytics Tool:
IBM Cognos FSR
CHALLENGE
SOLUTION
BENEFITS
• IBM Treasury needed a solution
to automate the collection and
aggregation of daily, updated
cash/debt data and FX rates
• Such solution would allow
Treasury Management to look at its
cash positions around the globe
and see near real-time data
quickly, easily and accurately
Using IBM Cognos FSR, the
Treasury Department was able
to automate each step in the
cash management process,
which allowed it to:
• Cut the time and effort
needed to collect, consolidate
and review monthly reports and
forecasts
• Greatly reduce the risk of
errors in this critical Finance
function
• IBM Treasury accomplished its
key objective of increasing
productivity by eliminating many
manual and error-prone
processes
• The collection, aggregation,
review and validation of the
quarterly cash and debt data and
reports were automated, while
controls and visibility over the
entire process have been
optimized
• Implementation and training
were quick since FSR leverages
the familiar user interfaces of
Microsoft Excel and Microsoft
Word
© 2012 IBM Corporation 36
IBM Smarter Analytics Signature Solution:
CFO Performance Insight
© 2012 IBM Corporation 37
Overview
Tackle High-value initiatives
Address industry imperatives
and critical processes
Deliver Proven outcomes
Built on a rich portfolio of analytics
capabilities and IBM innovations
implemented at clients world-wide
Accelerate Time-to-value
Faster return-on-investment
with short-term projects that
support the long-term roadmap
IBM Smarter Analytics Signature Solutions
A portfolio of outcome-based analytics solutions that address the most pressing industry and
functional challenges by bringing together the breadth and depth of IBM’s intellectual capital,
software, infrastructure, research, and consulting services to deliver break-away results.
© 2012 IBM Corporation 38
• What happened?
• How many, how often?
• Where exactly is the problem?
• Why is this happening?
• What actions are needed?
• What will happen next?
• What if these trends continue?
• What are the potential
performance gaps?
• Balance sheet, profit and loss, and cash flow statements
• Revenue and cost variance analysis
• Customer, product and market profitability
• Spend optimization
• Working capital analysis
• Market, customer, & channel pricing
• Sales and supply chain effectiveness
• Cash forecasting
• Scenario-based planning and forecasting
• Strategic investment decision support
• Volatility and risk-based predictive and behavioral modeling
Rear View Current View Forward-looking View
Organization need to adopt new ways of working to improve
efficiency and performance
CFO Study ASEAN Point of View
© 2012 IBM Corporation 39
CFO Performance Insight drives finance transformation by helping executives to anticipate and answer critical questions
How can we trace a
performance issue
to its root cause?
What is the impact
of changes in our
key metrics?
How are we
performing as an
organization?
What is driving
our results?
How do we know
we are spending
our budget wisely?
CFO Performance Insight
Measure and monitor financial and operational performance
Anticipate performance gaps, understand root cause and assess alternatives
Drive profit and revenue growth through the strategic application of analytics
Deliver better business insight on a stronger foundation of trusted information
© 2012 IBM Corporation 40
Increase visibility, insight, and control over financial performance through predictive analytics
Business outcomes
• University reduces financial
modeling process by 25
percent
• Finance company improves
reporting efficiency by 70
percent
Solution overview
Measure, monitor, and anticipate business performance
with pre-configured solution that:
• Uncovers temporal-causal relationships between
performance metrics using predictive analytics
• Enables guided root-cause analysis and what-if analytics
through executive style dashboard
Solution benefits
• Generate timely, reliable answers to financial questions
• Enhance visualization of performance trends and gaps
• Improve operational efficiency and deliver trusted
financial information
IBM Smarter Analytics Signature Solution
CFO performance insight
© 2012 IBM Corporation 41
How it works
IBM Smarter Analytics Signature Solution
CFO performance insight
Information management foundation
Trusted Data Delivery | Performance Workload Management |
Source systems — ERP, G/L, legacy systems
Predictive
analytics
Temporal causal
modeling
• Discover causal relationships
• Understand lead-lag indicators
• View strength of metric relationships
• Degrees of separation
What-if analysis
• Real-time reporting on alternative scenarios
• Multidimensional modeling
• Easy-to-use analysis environment
• Write scenarios back to your forecast
• Enhanced visualization
Measure, monitor, discover and
anticipate
Integrated analytics capabilities
• Identify performance gaps
• Drill down and drill through
• Guided root-cause analysis based on discovered
causal relationships
• Integrated what-if analysis to anticipate the impact
of alternative assumptions
Identify causal relationships between metrics
© 2012 IBM Corporation 42
DRAFT
Executive
Dashboard
Traffic light
indicators
Report List
Financial
reports
Link to ERP
Web Interface
―What-if‖
analysis
Metric
trending
Actual vs Budget
vs Forecast
Risk Status
indicators
Temporal Causal
Model Analysis
Increase visibility, insight, and control over financial performance through predictive analytics and a trusted information management foundation
IBM Smarter Analytics Signature Solution
CFO Performance Insight
© 2012 IBM Corporation 44
Provide insight into interactions among business metrics using advanced analytics algorithms
Discover relationships between performance indicators, achieve new insights, and drive more effective decision making
Temporal causal modeling leverages predictive analytics to answer key questions:
• What metrics have the most impact on my performance?
• How do these metrics interact with each other?
• How will my performance change when I control certain factors?
• How can I achieve my future target performance?
• How can I visualize and interpret the relationships between metrics?
© 2012 IBM Corporation 46
CFO Performance Insight Transform through analytics for breakaway results
Reduced time required for the planning
process by up to 75%, and reduced
reporting time from few days to few minutes
Achieved operational efficiency, through
the visualization of complex status of
business operations and market trends
Anticipated increase in overseas sales
ratio from 10% to 50% by 2014 through
improved simulation and insight into
performance
...to unlocking the
next possibility
From solving the
existing problem…
Banking Media & Entertainment
Reduced time to prepare budget reports by 70 percent, since the platform is constantly fed with incoming data
Facilitated decision-making by showing, for example, which department or product is most profitable
Improved business performance through visibility into all subsidiary business processes, enabling management to respond to problems quickly and to take preemptive moves for more efficient use of company resources
© 2012 IBM Corporation 47
IBM Smarter Analytics Signature Solution
CFO Performance Insight
• Performance
Management
Diagnostic
• CFO Dashboard
asset implementation
• CFO Performance
insight solution design
& implementation
IBM services
• IBM Cognos BI
• IBM Cognos TM1
• IBM SPSS Modeler
• IBM InfoSphere Information Server
IBM software
• Predictive analytics
algorithms and
techniques
• First of a Kind
combined
client/Research
projects
• Advanced industry-
specific optimization
enhancements
IBM research
• Accelerate time-to-value through repeatable solutions
• Measure and monitor financial and operational business performance
• Anticipate performance gaps, understand root cause and assess alternatives
• Outcome-based approach that drives business value at each step in the journey IBM Systems and Technology
Client value
© 2012 IBM Corporation 48
A smarter planet is built on Smarter Analytics
© 2012 IBM Corporation 49
IBM Smarter Analytics is a holistic approach that turns information into insight and insight into business outcomes
Broad and integrated portfolio of information and analytics capabilities
• Largest investment in analytics software and solutions with over $16B in acquisitions since 2005
• Enterprise Class Big Data Platform as part of a comprehensive Information Management Foundation
• Analytic Capabilities that scale from personal to enterprise to next generation systems that reason and learn
• Decision management solutions that embed predictive analytics into business processes
Proven experience accelerating time-to-value and delivering breakaway results
• Over 9,000 experienced strategy, analytics, and technology experts and consultants around the globe
• Proven solutions & use cases across industries and functions, from 1000’s of client engagements
• Thought leadership and practical insights from the IBM Institute for Business Value
• Jumpstart services and eight global IBM Analytics Solution Centers to help organizations get started
Comprehensive delivery options to compliment capabilities and lower TCO
Broad range of implementation models, including:
• System Integration, Consultancy, Transformation
• Application Management Services
• Appliance, Hardware, Cloud, Mobile
Advanced technology and expertise applying innovation to real world problems
• First-of-its-kind breakthrough innovations, including IBM Watson
• World’s largest math department in private industry since 1960
• Nearly 600 analytics patents per year and first in patent ranking
Join us
3rd July 2012
Johor room, Shangri-la Hotel KL