Business Insight Event
From Thinking to Practice.
A huge amount of companies allocate significant amount of resources to manage growing data year after year. We explicitly mention data because most of those companies lack the ability to transform data into information and to create real insight. This makes it difficult to reach strategic goals and it undermines your core business capabilities.
During this Business Insight event we will introduce you to a combination of practical business cases and innovation sessions. Each of these zoom into essential business insight elements and give you head start when you want to actually use those business insight elements. With keynote Professor Van Nieuwenhuyse.
Every attendee will get a free copy of Prof. Van Nieuwenhuyse new bestseller ‘Systemic Performance Management: With people towards sustainable change’. A complete and healthy brain-food package.
|21/06/2012||Vlerick Management School, Campus Ghent, Chapel||10:00||16:00|
- Keynote: Systemic Performance Management: With people towards sustainable change.
- Business Case: How organisations can use a Budgetting, Planning & Consolidation platform to simulate acquisitions and to group forecasting.
- Business Case: Johnson & Johnson - Master Data Management as a key component in the drug development lifecycle.
- Innovation Session: From information discovery to insight.
- Innovation Session: Big Data - Empowering your organization to benefit from the information explosion.
- Business Case: Antwerp Gas Terminal - Mobile Business Intelligence Dashboarding.
Guestspeaker Dries Van Nieuwenhuyse - Systemic Performance Management: With people towards sustainable change
This last decade, businesses strove to reach the highest level by using purely technical solutions. However, well-developed technical systems are only a beginning: it is the human factor that makes the difference between a failure and a success. Therefore, Systemic Performance management provides tools for a fundamentally new way of working.
|10u50||-||11u20||Business Case // How organisations can use a Budgetting, Planning & Consolidation platform to simulate acquisitions and to group forecasting.|
|Ingmar Christiaens, Managing Partner Taurus-i|
|11u20||–||12u00||Business Case // Johnson & Johnson - Master Data Management as a key component in the drug development lifecycle.|
|Patrick Genyn - Sr. Director Drug Development Information Governance J&J|
|12u45||–||13u30||Innovation Session // From information discovery to insight.|
|Learn how to create insight with direct business access to data in and outside your organization.|
|13u30||–||14u15||Innovation Session // Big Data - Empowering your organization to benefit from the information explosion.|
|The world is undergoing a major shift as the “where”, the “what” and the “why” of information change. Find out, based on a number of cases, how you can benefit from social media & device data (i.e. LinkedIn, Facebook, Twitter, …), cope with massive growth of data and process all of this to make it useful.|
|14u35||–||15u10||Business Case // Antwerp Gas Terminal - Mobile BI Dashboarding.|
|Michel Ruttens, CEO AGT|
Abstract of the book
Systemic Performance Management: how can state-of-the-art MDM and DQ help people make the difference?
Lots of BI projects fail because of not delivering on the promise of the metrics they use and because of a lousy change management.
More complex performance measurement models can result from system thinking that uses a more realistic approach like using time lags, positive and negative feedback loops etc. These models reflect a more realistic representation of organizations as living bodies or systems, trying to evolve towards a stable status. Causal modelling used to pin-point causes and effects rather than correlations allow for better decisions. Understanding the complexity of decision-making processes in organizations with plenty of interactions and effects better, allows for more realism in the follow-up of metrics. Every metric is wrong if you consider it on its own. Metrics should be seen as parts of a whole and depending on one another.
The human factor in the use of performance management applications and methods is another thing. Most people do not wish to change. The requirement for an “export to EXCEL” button clearly shows that people want to stay with their current way of working. Better communication, better organizational structures and better culture should be able to cope with this resistance to change. Tackling these challenges in a structural way helps to anticipate possible blocking issues rather than waiting for the symptoms and hoping they will disappear by themselves. Special focus goes to MDM that can allow organizations to obtain a central view on customers for the first time, e.g. allowing for a switch of reactive and local credit control to a proactive and centralized credit intelligence.
Insights from psychology, causal modelling, change management blended with expertise in proper tooling and methodology for each different kind of stakeholder should allow organizations to really change the behaviour of its employees to better align their operational activities with the strategic aims. The more realistic the controlling models are, the more realistic the targets, the easier it will be to apply a sustainable change management and yield a new equilibrium at a higher level than before. Special attention goes to (the lack of) DQ that is often used as food for non-constructive discussions and backfiring. Separating real DQ issues from political arguments, that’s what Systemic Performance Management is all about.
[This event is organized for end-users.]
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