1. Internal Processes Financial Learning & Growth Customer/ Stakeholder fostering organizational alignment connects mission, vision, strategies & objectives to line operations bridging the gap between strategy & execution everyone working on what’s important strategy-focused Model Maintenance Modeling Business Intelligence Operational/ Legacy New Systems ERP VisionValues Strategies Objectives Actions Targets Data Capture of Actual Performance How are we doing? When things aren’t right, analyse why. Alert Somebody? Ad Hoc Reports Subscription New Ideas Ways Better New Assignments Mission Accountability Map New Targets New Ways The Balance for incremental, attainable, targets Automate Strategy Model Determine factors affecting customer satisfaction ($250,000 + ? man-yrs.) 3 years!! Modify Strategy Model What happens if we try this? Query Extract/Transform/Load Relational Datastore Slice & Dice Traffic Lighting Emails integrated with Accountability Stucture Maps, 3-D, watersheds Systems With Strategic Data Plan Execute Measure/ Monitor Evaluate Basic Principles Doing It Computer Tools Map Culture Query & Reporting OLAP ETL Data Marts/ Warehouse Scorecards Visual- izations Targeted Alerts Analytics Apps Data Cleaning Labour-intensive Integrated Combinations/Partnerships Range checks +BI to View BSc Framework is retro-fitted to existing application portfolio BSc measures may involve integrated data (eg. HR/$), and/or corporate culture may require one endorsed data source, dictating the need for a data warehouse! Surveys + Data Mining Business Intelligence Framework Model Benchmarking Databases Duplicate checks +

2. Model Maintenance Modeling Business Intelligence Operational/ Legacy New Systems ERP VisionValues Strategies Objectives Actions Targets Data Capture of Actual Performance How are we doing? When things aren’t right, analyse why. Alert Somebody? New Ideas Ways Better New Assignments Mission Accountability Map New Targets New Ways Plan Execute Measure/ Monitor Evaluate Culture Computer Tools Map Lesson #3: Targets lose credibility just like data Lesson #1: Employees must have control Lesson #2: Culture first … then Scorecard Lesson #4: Infrastructure 1 st ; then Scorecard Lesson #5: Plan ahead for new systems Lesson #6: Bite the bullet & clean your data Lesson #7: Use endorsed data sources Lesson #8: Know champ’s real agenda Reds stay red for 2 years. (e.g. JETS) Lesson #11: BI end-to-end, or red stays red Some execs don’t trust their data spinners (e.g. Dep. SG) Lesson #9: Decision-makers may want analysts’ tools Just give me the alarm balls (e.g. Veronica) Lesson #10: Don’t love ‘em & leave ‘em … revisit, retrain “How can I manage without Information?” Is accountability fair? (e.g. Courts) Does anyone want to know? All red is bad, but so is all green “Scorecards!! I can’t get my email to work!” BSc is retro-fitted (eg. Customers Lost) Bad data, bad scorecards (e.g. WIN) So which data do I use? (e.g. OPP ORA) Lesson #13: The Best for Last *** See next slide *** Lesson #12: Data availability can impact accountabiility buy-in Some Lessons Learned with Business Impact with Real Examples From a Unique View Query & Reporting OLAP Scorecards Visualizations Targeted Alerts From a Technology View “ If no one knows it’s broke, don’t tell them!” Exception Reporting is a paradigm shift (e.g. my wife) ETL Data Warehse Data Cleaning Surveys + Data Mining Business Intelligence Framework Model Benchmarking “If it ain’t broke, don’t fix it!”