Gwangrim Yi 2010 / 4 / 27

IBM 싞규전략 사업 BAO와 산업공학
Breaking away with Business Analytics and Optimization

Smarter Decisions for Optimized Performance
© 2009 IBM Corporation

Introduction - Lecturer

 Contact: 010-4995-4782, gwangrim.yi@kr.ibm.com
 Expertise: IT Strategy, Supply Chain Optimization, CRM, Business Analytics

 Senior Managing Consultant, Global Business Services, IBM Korea (2002 ~ Present)  North Asia Leader, Center for Business Optimization, IBM Asia Pacific  Consultant ~ Managing Consultant, PwC Consulting Seoul Office  Software Specialist, SK C&C Consulting Division (2000~2002)

 M.S, Industrial Engineering, Pohang University of Science & Technology (2000)  B.S, Industrial Engineering, Pohang University of Science & Technology (1998)

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© 2010 IBM Corporation

IBM 일반현황 > 개요
IBM은 매출액 130조에 이르는 글로벌 회사로 전세계에서 38만 명의 직원이 활동하고 있으며, 글로벌 기업 중에서도 가장 혁신을 잘하고 있는 것으로 인정받고 있는 혁신 회사임

글로벌 IBM (2009)
자본금 매 출 : : 418억 달러 958억 달러 39만 9천 명 1903년 자본금 매 출

한국 IBM (2009)
: 1,135억 원 2,600여 명 1967년 : 1조2,612억 원

직원 수 : 설립년도 :

직원 수 : 설립년도 :

전세계 170여 개국 영업망 미국 이외 매출이 총 매출의 60% 차지 글로벌 통합기업으로서 고객가치 창출에 앞장

연평균 50억 달러 연구개발에 투자 전세계 6개국 8개 연구소에 연구원 3천여 명 홗동 15년 연속 미국 특허 최다 획득 (2006년 3, 621건, 2007년 3,124건) 10년 연속 2,000개 이상 특허 출원 기록

Global Company

Technology Company
‹#›

고객들이 대응성, 가변성, 집중화, 탄력성의 특징을 갖는 혁싞 기업으로 변싞핛 수 있도록 지원 IT 기술은 물롞 비즈니스 관련 통찰력과 각 산업별 지식을 갖춘 전문 인력으로 지원 이노베이션 파트너로서 고객사의 이노베이션 실행에 기여하고 비즈니스 가치 제공

Innovation Company

Integrated Technology Delivery. xSeries) Innovation & Technology Group IBM Research. Tivoli. Logistics. Integrated Technology. ITS Parts. e-business Hosting Software Group Info Mgt. Rational.com Enterprise Web Site Indirect Business Partners Alliances 지역 Americas NE/Europe SW/ Europe Asia Pacific ‹#› . Call Ctrs IBM Global Financing 산업부문 Communication s Telecommunications Media/Entertainment Utility/Energy Services Distribution Retail/CPG Travel/ Transport Wholesale Distribution & Services Financial Services Banking Financial Markets Insurance Industrial Construction Automotive Chemical & Petroleum Electronics Public Government Education. Healthcare Life Sciences General Business(SM B) 홍보/재무/인사/마케팅 글로벌 영업 조직 Market Sectors/ Industries 솔루션 영역 (cross-IBM) Telecom Retail Financial Markets Banking Automotive Electronics Life Sciences 글로벌 채널 Direct Face-to-Face Teleweb ibm. Workplace.IBM 일반현황 > 글로벌 IBM 조직 비즈니스 그룹 Global Business Service Business Consulting Services. AS Global Technology Services Strategic Outsourcing. pSeries. iSeries. Portals & Collaboration Systems & Technology Group Storage Servers (zSeries. Semiconductors Integrated Operations Integrated Supply Chain. BTO. WebSphere.

IBM 일반현황 > 글로벌 IBM 주요 사업 내용 IBM은 S/W 및 H/W 제품 이외에도 IT. 비즈니스 측면의 컨설팅 및 아웃소싱 서비스를 제공하고 있으 며. Services (GTS) 전략적 아웃소싱 보안관리 E-Biz 호스팅 IT 관리 컨설팅 운영 서비스 Software Group(SWG) Database 기업최적화 Web Application Groupware 기업포탈 Systems & Tech. Process Services (MBPS) 글로벌 웹 운영 구매 인사 회계 CRM Global Tech. Group (STG) Unix Svr 메인프레임 NT기반 서버 POS I Series Research & Development (R&D) 기반기술 반도체 선도기술 산업기술 연구 Trend 분석 IBM Global Financing (IGF) 비즈니스 구분 Strategy & Change CRM SCM FMS HCM Distribution 산업 구분 유통산업 소비재 물류산업 항공/관광 Industrial 자동차 산업 우주/항공산업 화학/정유산업 전기/전자산업 Communications 통싞 미디어 엔터테인먼트 에너지 Financial Services 은행업 증권업 보험업 금융시장 Public 정부기관 교육산업 병원/제약산업 유전공학 ‹#› . 고객의 요구사항에 End-to-End로 대응할 수 있는 체계를 갖추고 있음 IBM Global Business Service (GBS) Managed Biz.

IBM GBS > 개요 IBM GBS는 전략에서부터 IT 운영까지 혁신의 파트너로서 다양한 컨설팅 서비스를 제공하는 세계 최대의 컨설팅 조직임 Global Business Services 세계 최대의 Consulting 조직 60. 160개국에 걸친 Consulting 사업 수행 20여개 분야의 산업에 대핚 많은 경험과 전문성 확보 “Innovator’s Innovator” 다양한 서비스 분야에 대한 폭 넓은 Solution 보유 Strategic Change Financial Management Supply Chain & Operation Human Capital Customer Relationship Management Application Innovation IBM이 보유하고 있는 국제적인 Knowledge의 공유 Integrated Technology Services Application Management Services Strategic Outsourcing Learning Services and Global Financing 기술과 사업 홖경 분석에 매년 50억불 이상의 투자 ‹#› .000여명의 전문가.

IBM GBS > 조직 IBM GBS는 고객의 산업별 특성을 고려하고 고객에 적합한 솔루션을 조합하여 최고의 컨설팅 서비 스를 제공함 제조./SMB (소비재. FM 등 7개 분야별 서비스 제공 산업별 특성을 감안핚 섹터 중심의 매트릭스 조직 산업중심으로 역량 결집.보험.증권) S/W.중공업) Service(서비스 영역) Customer Relationship Management (CRM) IT 컨설팅 애플리케이션 구축 (패키지/개발) 시스템 인프라 지원 Human Capital Management Supply Chain Management Application Integration Financial Management Strategy & Change ITS Dist. 고객의 비즈니스 가치 실현에 중점 컨설팅/IT Layer 전략 컨설팅 비즈니스/ 프로세스 컨설팅 IBM 사업부 IBM GBS의 조직 GBS 대표 관리/지원 GBS Sector(산업 굮) Industrial (자동차. H/W ‹#› . 금융 등 4개 산업굮 별 전문화된 컨설턴트 운용 SCM. 통싞.전자. HW Communications (통싞.에너지) Financial Services (은행. HCM.운송/중소. 시장요구 부응. 유통.화학.유통.미디어.중견기업) (HCM) (SCM) (S&C) (FM) (AI) IT 아웃소싱 SO SW.

IBM GBS > 주요 사업내용 IBM GBS는 경영전략. Solution 구현 등에 걸쳐 선짂 기술력을 집결한 세계적인 Thought Leader로 경영전략과 정보기술이 연계된 End-to-end 서비스를 제공할 수 있는 유일한 컨설팅 회사임 Solution 컨설팅 전략적 아웃소싱 Business Process Management 서비스 애플리케이션 Management Outsourcing 서비스 네트워크 아웃소싱 서비스 애플리케이션 호스팅 서비스 e-business 호스팅 서비스/e-Sourcing 시스템 개발/도입 시스템 운영 ERP(Enterprise Resource Planning) SCM(Supply Chain Management) CRM(Customer Relationship Management) e-Business Lotus Notes 정보기술전 략 정보기술 계획 경영전략과 정보기술의 연계 사업계획 사업운영 기업전략 사업부문전 략 경영 컨설팅 경영/기업전략 지원 Enterprise Reengineering Process Reengineering Globalization Marketing 생산/판매 기술 통합 물류계획 Life Cycle Costing 정보전략 입안 IT 컨설팅 정보 시스템화 계획 시스템 부문의 변혁 시스템 평가와 시책 정보시스템 기반 계획 정보시스템 관리 Networking ‹#› . Process & Operation 전략 수립 및 수행.

innovative” systems in Integrate computing. February 26. “Level 3 firms are focused on providing services to organizations wishing to use the Internet to attain a competitive advantage. has shown keen insight into process-focused sales re-engineering.” Identifies IBM as the “leading Big 4 offering among providers of ERP commerce services.” Rates IBM as a level 3 provider in their Business Value Model.. 2006 ‹#› .IBM GBS > 외부 기관의 평가 IBM의 우수성에 대하여 유수 분석기관들은 일치된 견해를 제시하고 있으며 가장 미래지향적이며 활용도 높은 Industry Knowledge Base를 보유하고 있음 IBM에 대한 외부기관의 평가 Gartner Group의 역량 평가 Best-of-Breed Consultants and Systems Integrators Challengers Leaders "IBM... Ability to Execute • •EDS •Andersen ToucheIBM •Deloitte & •NCR •Acxiom •TSC/Oracle •Epsilon •E&Y •Naviant •Tessera •Tandem •Sequent •TPC •Dialogos •Blau Direct Marketing Partners Niche Players Visionaries Completeness of Vision Source: Gartner Group MKT Research Note..” Cites IBM as one of four leading vendors positioned for 2006 to operate in the “breakthrough zone” as a provider of “complex.

BAO – IBM GBS New Growth Initiative Why now for Business Analytics and Optimization (BAO)? How are industry top-performers able to breakaway? Where will organizations invest for breakaway in the near term? 10 © 2010 IBM Corporation .

Why now for Business Analytics and Optimization (BAO)? 11 © 2010 IBM Corporation .

Direction & Prediction • Task / Process Automation • Recording & Reporting • Business Efficiency • Aggregation and Data Warehousing • Cross-functional Integration • Performance Measurement $566B  3% CGR* $105B  8% CGR* Source: IBM Analysis on addressable market opportunity based on GMV 1H09 data. CGRs 2009-2012 12 © 2010 IBM Corporation . includes addressable Hardware. Software and Services opportunity.Business Analytics and Optimization is the next big investment area for companies – similar to ERP or CRM in the past Transactional Automation Resource Planning Business Process Management Business Analytics & Optimization • Enterprise Integration • Detection.

com/gbs/intelligent-enterprise © 2010 IBM Corporation .ibm. fact-driven 1 in 2 don’t have access to the information across their organization needed to do their jobs Skilled analytics experts Back office Decision Support Everyone Point of impact Action Support Optimized 1 in 3 business leaders frequently make critical decisions without the information they need Efficient Source: Business Analytics and Optimization for the Intelligent Enterprise.Clients see the need to adopt new ways of working to improve speed to insight and speed to impact Traditional Approach New Approach 4 in 5 business leaders see information as a source of competitive advantage Sense and respond Predict and act Instinct and intuition Real-time. www. April 2009.

• Prepare for the race • Spot the opportunities • Adapt your game plan 14 © 2010 IBM Corporation .Top performers are taking analytics the full distance: They are breaking away and leaving the pack behind.

But most have yet to take analytics the full distance Business process integration (e.ibm. governance and Spreadsheets production reporting and extracts Master data management..Businesses today have an entirely new way to compete: BAO. dashboards and scorecards How the business manages information and learns from it © 2010 IBM Corporation . ERP) Predictions. real-time. contextual business rules and patterns Foundational Command and control Ad hoc Source: Breaking Away with Business Analytics and Optimization: New intelligence meets enterprise operations available in late 2009 at www.com/gbs/intelligent-enterprise.g.g. 15 Data warehouses.. CRM) and collaboration Breakaway Prescriptive. pattern-based strategies with situational context Business operations maturity How the business applies information to achieve its goals • Policies • Business Processes • Organization Process automation and workflow Differentiating Competitive Task integration (e.

How are industry top performers able to break away? 16 © 2010 IBM Corporation .

ibm. an independent third party on-line surveyor  Study segments respondents based upon business performance relative to industry peers – Top performers were in the 1st quintile – Lower performers were in the 4th and 5th quintiles Source: Breaking Away with Business Analytics and Optimization: New intelligence meets enterprise operations at www.This study picks up where our first ended to probe deeply on what it takes to break away from competitors  Based upon worldwide.level executives – Roughly 80% of respondents were business executives representing • General management • Finance • Supply chain • Sales and Marketing • Human resources – Administered by Economist Intelligence Unit.com/gbs/intelligent-enterprise. cross-industry survey undertaken in August 2009 with 398 respondents – Roughly 60% of respondents were c. 17 © 2010 IBM Corporation .

and culture – enabling them to seek.4% Empowered Enable and empower employees to analyse.5% Anticipating Predict and prepare for the future by evaluating trade-offs proactively 4. tools.9X 15X 22.. 1st quintile relative to industry peers) Lower performers (i.ibm.com/gbs/intelligent-enterprise.e. © 2010 IBM Corporation . 4th and 5th quintile relative to industry peers) Relative difference of top performers to lower performers 18 Source: Breaking Away with Business Analytics and Optimization: New intelligence meets enterprise operations at www.7% 5.6X Strong decision support 1. evaluate and act on opportunities Key Advantages Winning Characteristics 32..5% 25% High quality information 21.Summary Top performers have the right management systems.e.5% Challenging Disrupt the status quo to improve the business and create new opportunities 1. decide and act Keen focus on driving business change Chart shows differences at the highest achievement levels Key: Top performers (i.

ibm.com/gbs/intelligent-enterprise... 19 © 2010 IBM Corporation . 1st quintile relative to industry peers) Source: Breaking Away with Business Analytics and Optimization: New intelligence meets enterprise operations at www.e. 4th and 5th quintiles relative to industry peers) Top performers (i.e.Data Governance Strong data governance discipline helps top performers move faster and collaborate more easily Data Governance Levels 14% 42% 32% 3X Sophisticated Processes and management systems that are strong with some supporting automation in place Competitive 25% 54% 33% Defined processes and management systems that are understood and adopted by most people Rudimentary A few basic processes and the beginnings of a management system Lower performers (i.

e.Investments Top performers are armed with state-of-the-art tools to support decisions Above average BAO platforms and toolsets Business direction Trusted information 4.0x Dashboards and visualization Analytical and predictive tools Business rules management Key: Content management Data integration tools Master data management Source: Breaking Away with Business Analytics and Optimization: New intelligence meets enterprise operations at www. 1st quintile relative to industry peers) Lower performers (i.7x 2.com/gbs/intelligent-enterprise.4x 2.4x 2...5x 2.4x 2. Top performers (i. 4th and 5th quintile relative to industry peers) Relative difference of top performers to lower performers 20 © 2010 IBM Corporation .e.ibm.

Keen focus on driving business change Focus on making the operational changes necessary to create value from new insights pays off for top performers in business results Beating the odds for success 2.ibm.5X Top performers nearly triple their odds of success through their keen focus driving change • Culture and people change Best Driving change • Data governance • Business process change • Organizational alignment 2X Focusing on driving change is more than twice as important to success as having a well run project Better Well run project • Program governance • Project objectives • Multi-phased roadmap • Sponsorship • Capability assessments • Funding process management Good Sound justifications Source: Breaking Away with Business Analytics and Optimization: New intelligence meets enterprise operations at www.com/gbs/intelligent-enterprise. 21 © 2010 IBM Corporation .

Where will organizations invest for breakaway in the near term? 22 © 2010 IBM Corporation .

ibm.com/gbs/intelligent-enterprise.IBM’s 2009 survey of 398 executives worldwide found top-line focus is back and it’s a global phenomenon Business Objectives for 2010-2011 Revenue protection and growth Competitive differentiation such as innovation and deeper insight Cost takeout and efficiency Improved risk management and regulatory compliance Operating enablement such as continuous improvement 71% 41% 33% 12% 10% Top-line focused Internally focused Source: Breaking Away with Business Analytics and Optimization: Enterprise operations meets new intelligence available in late 2009 at www. 23 © 2010 IBM Corporation .

We predict a shift in projects to better reflect top line priorities Impact Project Scope Increase Focus Next 24 Months Top Ten Priorities • • • • • • • • • • • • • • • • Pricing and offer strategies Branding and reputation management Product/services market selection Lead generation and pipeline management Promotion and offer management Logistics and distribution management Customer segmentation and profitability Demand forecasting and management Enterprise goal setting and alignment Budgeting and resource allocation Reporting and performance measurement Cost/expense management Career path and succession management Fraud and financial risk management Leadership development Channel performance Internal improvement Maintain Focus Current Top Ten Priorities Re-assess Focus Business Objectives: Top-line Top-line and internal improvement Source: Breaking Away with Business Analytics and Optimization: Enterprise operations meets new intelligence available at www. 24 © 2010 IBM Corporation .ibm.com/gbs/intelligent-enterprise.

BAO case studies for discussion Life Sciences Healthcare Public Financial Consumer / Distribution Industry Solutions Industry Specific Analytics Customer Analytics Analytic Process Areas Financial Analytics Supply Chain Analytics HR Analytics Cost Takeout and Efficiency Proactive Risk Management Revenue Protection and Growth Cross Industry Solutions Cross Enterprise Analytics © 2010 IBM Corporation .

Cross Enterprise Analytics Large American Bank: Consolidated and simplified data and analytical systems encumbered by waves of M&A activity to save substantially while also enabling data sharing across lines of business to support organic growth. The dramatic process streamlining enabled an astounding 1. 26 © 2010 IBM Corporation .5 million new customers/month Leading Healthcare Payer: Stops losses from fraudulent claims of services provided by working with IBM to analyze large volumes of transaction data to find irregularities and potential fraud through up-coding by ophthalmologists. Bharti Airtel: India’s largest private sector telecom operator created a highly flexible platform for integrating its customer-facing processes across all lines of business. US Social Security Administration: Benefits paid faster to disabled individuals by using predictive modeling at the point of application data submission from Social Security Administration field office.

Geisinger Health System: A first-of-its-kind clinical decision intelligence system provides rapid analysis and reporting of vital insights from millions of patient encounters improving patient care. the client expects to reduce its global spares inventory by >20%. Through implementing IBM Dynamic Inventory Optimization Solution. and leveraging IBM Heidelberg Research optimization techniques. strengthen customer loyalty and lower marketing costs. research and innovation.Analytic Process Areas Carrefour: The largest retailer in Europe worked with IBM to develop a groundbreaking in-store promotion system that used business intelligence and analytics to help Carrefour run more effective campaigns. ABInBev: Defines consistent view of global performance across brands and geographies. while meeting services levels and reducing replenishment costs. © 2010 IBM Corporation 27 . Provides better business insight for all layers of the organization resulting in improved decision making and to be able to view and analyze such a complex and international organization from any needed dimension. A global automotive manufacturer is working with IBM to help solve inventory management challenges.

and allocating a greater percentage of the promotions budget to activities likely to prove successful. Precinct commanders enabled to take proactive measures to keep ahead of trends and head off spikes in criminal activity.Early intervention leads to lower infant morbidity and better long term health 28 NYPD: NYPD recognized that to more effectively solve and prevent crimes. it needed to provide information to key users more holistically and synthesize various bits of information into actionable intelligence. Dispatchers enabled to flag dangerous situations for responding officers. This resulted in improved results and reduced costs by 30%. A large pharmaceutical company: Predictive analytics solutions enabled a pharmaceutical company to obtain significantly greater value from their sales and marketing efforts by eliminating wasted detailing visits. Moves from scheduled-based inspections to risk-based inspections U of Ontario Institute of Technology: Real-time analytics and correlations on physiological data streams allow early detection of the onset of potentially life threatening conditions up to 24 hours earlier than current medical practices .Industry Specific Analytics NYFD: NYFD builds state-of-the-art system for collecting and sharing data in real-time that potentially can prevent fires and protect firefighters and other first responders when a fire occurs. © 2010 IBM Corporation . targeting the physicians most likely to prescribe their drug.

How to get started with BAO? 29 © 2010 IBM Corporation .

business change and governance Analytical Business Processes Industry Value Analytics Customer Analytics Financial Analytics Supply Chain Analytics Human Capital Analytics Functional Competencies Business Analytics and Optimization Strategy Business Intelligence & Performance Management Advanced Analytics and Optimization Enterprise Information Management Enterprise Content Management 30 © 2010 IBM Corporation .Implementing BAO requires cross-enterprise skills and competencies that support organizational alignment.

Three entry points to get started with Business Analytics and Optimization Apply analytics to optimize business operations Does the organization have a BAO strategy without sufficient funding to implement programs? Is there data that we can unlock actionable insight from? Establish a flexible information platform Is the enterprise suffering from an overly complex information environment? Create a BAO strategy Do you see opportunities from deploying enterprise information but lack an action plan? 31 © 2010 IBM Corporation .

Q&A 32 © 2010 IBM Corporation .

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