The Gartner Magic Quadrant for Business Intelligence Platforms , 2008 shows that 'On demand BI' offerings are increasing and the subscriber growth for H1 2009 has risen to 300,000 subscribers .
BI in the cloud uses the Saas( Software-as-a-service ) or a On Demand Model approach for BI and is a complementary approach to on-premise datawarehousing and BI .
Web-based access for users spread across geographies and companies results in a BI on demand service and helps lower resource requirements for deployment and ongoing management .
Once BI on-demand services are established , a self-service option for BI can be kicked off where users can share reports, dashboards inside and outside the organization without VPN , receive automatic updates for most current information , schedule reports and also combine on-premise data with on-demand data to get a holistic view.
This is how it will work - We have different mechanisms for data extraction such as SAP extractors , 3rd party ETL , flat files , BO data integrator to name a few .
SAP R3 , SAP BW , 3rd party data , simple databases, departmental applications can be some of the data sources for the on-demand datawarehouse.
Data loading takes place into the on-demand warehouse in the cloud via the usual process of staging , processing , transformation and loading and voila , your reports are ready to use as and when you need it ...
SAP Business Objects has partnered with oCo Inc in offering 'BI in a SaaS model' for the SMB market segment.
A key step towards this transformation is to align IT related costs to Business and the first question that gets asked is “how do you know whether my IT is aligned with my Business or not?” You can identify the alignment with the use of few simple questions –
• Do you know the cost of maintaining a particular business process? An example would be – do you know the IT costs involved in processing a claim payment?
• Do your IT costs depend on the usage of systems? - Would the costs be lower if only few claims are processed in a month?
• Do you prepare comprehensive cost benefit analysis (CBA) before approving IT projects?
• Do you pay for the number of IT staff supporting your systems? Do you invent work to keep them occupied?
• Are you able to defer your system development costs and link that to the growth revenues?
Look out for more on New Engagement Models on Sapphire...!
Author: Jaikrishnan, NEM Deal Consultant, Infosys Technologies[JaikrishnanA@infosys.com]
NEM pricing models would assist customer in reducing risks by sharing their objectives with us and wanting us to pick up stakes in the initiative. This definitely needs thorough understanding of client’s business, market segment and industry and it also gets mapped to the success/failure of the client's business initiative.
It is time for us to reach out to our clients and truly ‘partner’ with them using these New Engagement Models.
Author: Asha Kurup, NEM Deal Consultant, Infosys Technologies[Asha_Kurup@infosys.com]
When looking at the interrelationship between IMPACT ™ and ASAP, IMPACT ™ takes the lead and then defers to ASAP during Phase 2 “Design the Details” (Blueprint), while still providing the overarching framework to achieve business results. IMPACT ™ helps a company explore the bigger picture issues around why they want and need to transform their business by putting client and company value as the metrics for success and failure, while never forgetting that free cash flow and unleashed value is the core objective.
The IMPACT ™ Value for Company (VRM thread) brings value into all facets of the transformation. Value that is found in Set Direction (the first phase) then becomes the anchor of all decision making from that point forward. All ideas or proposed changes need to account for the value proposition. Using optimized value as the core strategy for the business transformation makes the analysis and planning for the transformation relatively simple since we have clear guidelines – does it add value?
]]> IMPACT ™ provides the framework for finding the problems and providing the best solutions that add value both in the short and long run. Our use of a framework rather than strict package implementation methodology allows us to thoroughly analyze and develop a tailored gameplan for your company’s transformation, rather than having that gameplan ready during the initial meeting.Author Eric Rich, Partner, Infosys Consulting
]]>Find us at the Infosys booth if any of the following are applicable to your company:
Why? :
Because if you’ve mentally circled any of the above there’s a good chance your company is suffering from a less than optimal project and transformation approach. We can help.
Some questions you may want to ask us (some prep for you for the road):
Good luck preparing for the trip. Hopefully now, you have some good questions for us and the other firms at the event.
Author Eric Rich, Partner, Infosys Consulting
Process changes need to be made for the right reasons. The promise of business value should drive the need for change, and in selecting what process changes to make, organizations need to understand which specific process innovation can be linked to a source of improvement to shareholder value. At Infosys, we utilize a thinking tool called the Value Diagram that illustrates the link between value levers to operational levers and metrics to corresponding process-focused change initiatives. This approach ensures that each identified process-focused change initiative has an explicit link to delivering business value through an observable impact on the performance metrics used to measure each operational lever. An identified process change may be inherently good and innovative but if it has no direct link to delivering value where the organization needs it the most, then making that process change should not be considered a priority or even critical at this particular point in time. The Value Diagram helps organizations avoid the commonly observed "shotgun approach" to enabling process changes by forcing hard thinking around what changes really need to take place.
Want to learn more about the Value Diagram and how it can help your organization? Let's discuss.
Author: Jon Brizzi, Partner, Core Process Excellence, Infosys Consulting
]]>One of Infosys key success factors over the last few years has been its ability to meet tough timelines with remarkable outcomes. Managing a project isn’t new concept. It’s been around quite a while with a number of highly respected methodologies such as PRINCE2 and PMI. These are great approaches to managing projects.
So why so many failures?
When we started thinking about project management when designing IMPACT ™ we made certain that it accounted for PMI and PRINCE2, as well as Infosys’ own TRANSCEED framework to create something stress-tested and pragmatic. Let’s not oversell it – our PMO thread of IMPACT ™ covers what one would expect in a long and complex business transformation namely communications, scope, governance, scheduling, resourcing, procurement, financials, quality and risk & issue management.
It’s pretty hard to get away from these areas – for most including us, we’d consider these areas table stakes just to join the game. What makes our PMO different is the fact that it’s interwoven into the framework creating a pragmatic and thorough approach to helping (our) clients become more competitive.
IMPACT ™ blends strategy, planning and implementation of a transformation, while accounting for the special project management needs of large engagements. Separating any of these aspects considering the complexity and nuances of the task at hand (major changes at a company to become more competitive) isn’t only chaotic – it’s a recipe for less than optimal results.
We’re a little over a week away from Sapphire 2009 – our bags aren’t packed just yet, but we’re certainly ready to go. Please find us during the conference so we can talk IMPACT™ and your views about the best way to transform a business (or leave a comment).
Author Eric Rich, Partner, Consulting, Infosys TechnologiesWe have discussed the proper time to start publicly talking about the IMPACT ™ Business Transformation framework and concluded that SAP’s Sapphire 2009 conference and its focus on the “New Reality” for business transformations and strategies was a perfect fit. During the last post, I mentioned that IMPACT ™ was a collectively exhaustive framework for business transformations but never really mentioned the details. Our transformation framework covers three large areas: business capabilities, the company (our client) & their customers, as well as the project management of the transformation.
The capabilities of the organization are defined as a combination of strategy, people, process, technology, information and assets that enable a company to create business value for its customers and business partners. Any transformation (or engagement for that matter) aims to directly change some of the capabilities of an organization to help them become more competitive.
From our experience and the feedback from companies who are aware of IMPACT™, while the focus on capabilities is a pre-requisite for ensuring a thorough and successful transformation, it’s Infosys’ single solitary focus on creating a positive impact on shareholder value and free cash flow. We don’t mean just during the pitch and proposal part of the engagement – our Value for Customer and Company Threads of IMPACT™ estimate, design, develop and track the value we’ve promised.
]]> Unleashing value in a company and for its customers is a constant touch stone for us throughout the business transformation. Real, quantifiable numbers that don’t vanish once we start the transformation. We aim to find quick wins and then work toward the larger more long term wins throughout the engagement for the company.In addition to the company, IMPACT ™ considers the relationship with the customer (demand) to be equal or at times more important than the supply side of the equation. These days, one doesn’t have to read the Wall Street Journal or Financial Times too long to realize what happens when demand disappears. And, while we can’t do much about macro-economic conditions, we can certainly ensure that customers are both consulted and informed of any major changes to a business’s capabilities and operating procedures due to a transformation program. Personally, I’ve seen some of the most innovative and powerful ideas come from working closely with key customers to ensure a business is doing more than meeting their needs – they’re exceeding them.
I never mentioned how IMPACT ™ is designed for project management. Another article; another time. One post outlining how Infosys focuses on customer and company value while insuring all strategic capabilities are reviewed, redesigned and implemented is probably enough for now. We hope you have questions so please find us during Sapphire so we can answer them.
Author Eric Rich, Partner, Consulting, Infosys Technologies
Primary drivers for adopting New Engagement Models:
1. Align IT costs with business volumes or value delivered
2. Better visibility to IT spend
3. Better way to cater to fluctuating business demands
4. Share the project risks with vendor and focus on business instead
5. Reduce operational overheads
6. Optimized staffing
7. Difficulties starting projects with high initial Cap-Ex, etc
The New Engagement Models achieve reduced TCO by helping in some or all of the area’s highlighted above.
Do look out for more on New Engagement Models on Sapphire...!
Author: Satish K. Srivastava, NEM Deal Consultant, Infosys Technologies[satish.kumar@infosys.com]
]]>In general value is better defined in terms of tangible benefits to customers.. and if this tangibility comes in terms of numbers then that is even better.. whenever you look at value in quantifiable terms, there are two parts to it.. value derived over value expended.. derived value being in terms of business results and expended value in terms of costs.. lower the costs, higher the net value..
So how do you define 'Value' in this context.. by adopting a way or model that helps them drive down the costs while increasing the efficiency of business operations, high value is generated.
But in terms of this innovative model there are additional values that can be enjoyed by the customer.. by having
access to high skilled pool who can be made available on need basis without paying for their full time,
access to a wealth of knowledge accumulated by working with multiple other customers across industries on similar technologies,
access to extended support coverage so that your users can enjoy high service availability,
access to an innovative pricing model involving 'pay-per-use' concepts giving you the maximum flexibility on your budgets,
access to a model that can be scaled up and down in line with your business dynamics
......
Thats what I call maximization of values. Now, wouldn't you be interested in betting your money on this model?
Walk in to Infosys booth at SAP SAPPHIRE 09 during May11 - 14 2009 at Orlando, for more details.
Author: Ramgopal Natarajan, Head, Maintenance Center of Excellence, Enterprise Solutions, Infosys Technologies [ramgopal_natarajan@infosys.com]
]]>Until now.
But, are business transformations a step-by-step process? No. They are complex, multifaceted, large scale and multi-disciplined. If during a call or a visit to a booth you hear – methodology – think step - by -step and then quiz them appropriately.
IMPACT TM is a framework. Think of it in the same light as the 4 Ps (product, price, place, and promotion) or 3 Cs (Customer, Competitors, Company) but with a few additional features. See those other frameworks don’t provide guidance throughout the planning, designing, developing and running phases, nor do they give any type of thought to how a company is structured today and how it should be structured tomorrow.
Frameworks are great when the topics of focus are known, but the answers aren’t. They provide guidance to our consultants and ensure all areas are covered but provide them enough room to do what we hired them to do – ask questions, analyze results, and develop innovative ideas for a company so it can truly transform. Then, as an added bonus IMPACT TM then goes a step further.
Our framework provides guidance on how to ensure that the value theorized during the Set Direct Phase is captured when the transformation is complete. So there, it’s done IMPACT TM has been introduced but there’s still more to cover but for now know it’s here and know that it can absolutely help your company think through a business transformation and see it to completion.
Got Questions?
Author Eric Rich, Partner, Infosys Consulting
Even the most attentive of program leaderships may have looked at the return on their investments at some point after the implementations have been completed, accepting the ensuing process performance dip that the much-flaunted bell curve had forecast during the discovery phases conducted many months earlier. Even if documented benefits could have been achieved, several causes of ‘value leakage’ could have arisen but were not prevented.
By setting metrics by which value realization can be tracked throughout the program, with the stated business case benefits as ever-present targets and by ensuring the causes of value leakage are nullified, the anticipated ROI can be attained.
The team at the Infosys booth can discuss value leakage and how to realize value in a program.
Author: Mike Smythe
Finding, designing, and capturing business benefits are critical to ensuring that a business transformation program is "worth it". In the end, a program is truly justifiable if it is able to positively contribute to shareholder value through its completion. Without an explicit link to value delivery, programs may not secure sustained executive commitment and funding, new business capabilities will be developed but may not be what the company really needs, and stakeholders across the board may lose interest once the initial thrill of the program start-up has faded away.
If you have embarked on a small-scale or large-scale program, ask yourself if you know what business benefits you will be getting out of it once you reach the go-live date. Ask yourself if you have determined how shareholder value is influenced by the program. Ask yourself if the improvements you are introducing are all directly related to what adds value to the organization, and are not innovations that just appeared to be the cool and trendy thing to do. Hopefully, the answers to these questions are all "yes". If not, then this is a great opportunity to explore what it takes to "realize value for the company".
Author: Jon Brizzi
· drastic reduction in budget
· aggressive business targets to achieve
· system overhauling for maximizing operational efficiency
Talking about Maintenance of existing IT operations, the companies are eagerly inclined to off-load and blunt in asking for
· a rock bottom price
· better quality of service
· visible value addition by the service provider
· flexible service offerings tailor made for their requirements
AND this is where Infosys’s SHARED SERVICES offering pitches-in as a classic rejoinder to all the above !!
]]> This is a unique endeavour to provide off-shore application support to multiple clients through a pool of shared resources with multi - fold objectives leading to· Reduced TCO for the Customer
· Maximizing system uptime and delivery continuity
· Continual Improvement and maximum utilization
The variety of service offerings have the in-built flexibility of getting molded to suite each customer’s requirements broadly aimed at
· Issue resolution and system streamlining
· Manage Business Process changes
· System Process Audits and suggesting improvements
· Identifying training needs based on the data on issues raised
So on and so forth……………
Be it reduced cost, quality of solution, security of information, adherence to agreed upon time lines…. Shared Services has it all !!
The Unit of Work approach, a non- linear pricing strategy based on which following offerings have been outlined.
· Transaction based, engagement based on number of transactions carried out.
· Ticket based, engagement based on the number of tickets handled
· Device based, engagement based on the devices (Servers etc..) maintained.
· Test Case based, engagement based on the number of test cases handled
· Work Packet based, engagement based on the work packet (unit of work)
I am sure that all this and much more would go a long way in effectively addressing the need of the hour and the time to come !!!
Rajneesh Sharma.
MCOE
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