IBM Cognos Collaboration

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Quand les fonctions sociales s'intgrent aux processus dcisionnels : IBM Cognos Collaboration

Vincent Perrin | IBM Collaboration Solutions Architect


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


Les rseaux sociaux font partie de la
Nouvelle Intelligence






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


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.


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


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.






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 ?


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


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


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 ?


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


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


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





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








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









Vincent PERRINCollaboration Solutions ArchitectIBM Software Group17, avenue de l'Europe92270 Bois-ColombesTel : 06 77 02 03 [email protected]

LOTUSPHERE 2011_Tagline.pngbrand.pngIBM.pngcore graphic-01-01.png 2011 IBM Corporation

2011 IBM Corporation

2011 IBM Corporation

2011 IBM Corporation

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2010 IBM Corporation

March 24, 2011

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