Agilis üzleti működés – Operatív döntésmenedzsmenttel

Az előadások a következő témára: "Agilis üzleti működés – Operatív döntésmenedzsmenttel"— Előadás másolata:

1

2 Agilis üzleti működés – Operatív döntésmenedzsmenttel
Gulyás Gergely WebSphere szolgáltatás specialista IBM Magyarország

3 Az üzleti környezet egyre dinamikusabb
A vezérigazgatók (CEO) szerint a változások egyre gyakoribbak és kevésbé megjósolhatóak Mekkora mértékű a gazdasági környezet változása? Gyorsabb ciklusok, nagyobb kockázat Volatilisebb Kevésbé előrejelezhető Bizonytalanabb Sokoldalú, egymás- sal összefüggő Összetettebb KEY POINTS: According to CEOs, the new economic environment is substantially more volatile, more uncertain and more complex. A large majority of CEOs expect deeper and faster change than ever before. Smarter business outcomes require the ability to quickly adapt to change. SPEAKER SCRIPT: Every two years, IBM does a survey of the world’s business and governmental leaders. Our 2010 CEO Study told us that even though we have been living in a changing world for many years, both the depth and rate of change have increased. The impact to CEOs on the businesses they run has been dramatic. The economy is changing structurally, and even before companies are able to adapt to one wave of change, another wave comes along. Corporate leadership is struggling to keep pace. The change is also less predictable than before. So while we know for certain that change is coming, we are uncertain as to the nature of that change, especially given the structural changes that are taking place in many industries. Finally, the economic environment is more complex than ever before. Every company is part of a dynamic business network and must continually adapt as the dynamic business network adapts. And because the rate of change is so fast, the rate of adaptation must be equally fast. So it’s not just “adapt or die,” it is now“adapt quickly or die.” Azon vezérigazgatók aránya, akik válasza: „Nagyon nagy mértékben” Forrás: IBM CEO Study 2012

4 Az átalakításhoz és növekedéshez jobb döntésekre van szükség
Az informatikai vezetők (CIO) felismerték, hogy a hatékony döntés-automatizálás kulcs a sikerhez -a az üzleti működés átalakításával megbízott CIO-knak a „jobb valós idejű döntéseket” jelölték meg egyik fő céljuknak. 75% -a a vállalati növekedés bővítésével megbízott CIO-knak a „jobb valós idejű döntéseket” jelölték meg egyik fő céljuknak. KEY POINTS: Business agility requires organizations to make more and more decisions in real time. In IBM’s 2011 study of over 3,000 global CIOs, 3 out of 4 CIOs with mandates to transform their businesses identified a business need to drive better real time decisions. Operational decisions can no longer be made in hours or days… real-time has become the new norm. CIOs need a platform for automating all decisions that can be automated, in order to increase the number of decisions that are made in real time. SPEAKER SCRIPT: IBM surveyed over 3,000 CIOs globally. One of the main priorities for CIOs was the ability to make optimized decisions in real time. While not every business decision can be made in real time, organizations make thousands, even millions, of decisions daily that can be automated. And not only automated, but optimized for the specific context in which they are being made. So the decision about what offer to give Customer A is different than the decision I will make about Customer B or Customer Z. This applies likewise when deciding whether to extend credit, whether to pay a claim, or whether to underwrite an insurance policy. Making the right decision based on the complete business context, and making that decision in real time whenever possible, was a key need identified by CIOs. In fact, for the CIOs focused on business transformation, 3 out of 4 see the need to drive better real time business decisions. And the results are similar for CIOs focused on growth, of which 72% identified the need to drive better real time decisions. Based on the results of this large survey, the topic of “real time decisions” is on the vast majority of CIOs today. 72% Forrás: IBM Global CIO Study 2011

5 Miért kritikusak a jobb döntések a siker szempontjából?
A pontos, valós idejű döntések javítják az üzleti teljesítményt és eredményességet Lehetőségek azonosítása a jövedelmezőség növeléséhez A szabályok egységes betartatása a megfelelőség biztosításához KEY POINTS: Optimized decision-making is a critical success factor in virtually every industry. Better decisions help companies identify opportunities for increased revenue and profitability, such as in marketing and sales. Better decisions also help companies enforce compliance with external and internal policies, such as in claims processing or eligibility determination. Finally, better decisions help companies manage and reduce risk, such as with fraud detection and credit approvals. SPEAKER SCRIPT: Accurate real-time decisions have many benefits within an organization. We see three major types of automated decisions. 1) First is identifying opportunities to increase revenue and profitability. This includes decisions that are used by marketing and sales to make targeted offers based on customer profiles, demographics, and analytic models. These offers can take into account hundreds of variables, business rules, and analytical models, in order to make individualized offers appropriate to each customer. 2) The second type of automated decision is around consistency and compliance. There are many examples of this in the financial, insurance, and government sectors. One of the key goals of claims validation, for example, is straight though processing, or the ability to process a claim without manual intervention. While we automate this process, we don’t want to compromise the quality of the business decisions. In fact, we want to improve the quality of claims validation, while simultaneously speeding up response time, which saves money and improves customer satisfaction. The same is true for other compliance-related examples of decision management, such as eligibility determination or payment processing. 3) The third type of automated decisions are those that help reduce manage and reduce risk. Credit decisioning Is one really good example, as is fraud detection and insurance underwriting. A good government example is border control, which may be concerned with either the people or goods that cross a country’s borders. Decision management is also very good, in conjunction with embedded sensors, at helping monitor the physical infrastructure. We have examples of everything from trains to bridges to smart meters that use decision management to monitor and act on the information flowing from embedded sensors. Minden rendelkezésre álló információ felhasználása a kockázatmenedzsmenthez

6 Mi az a döntésmenedzsment?
A döntésmenedzsment az az üzleti diszciplína, amely lehetővé teszi a szervezetek számára az ismétlődő döntések automatizálását, optimalizálását és felügyeletét. Üzleti folyamatok, alkalmazások & megoldások Decision Services Operatív döntésmenedzsment Operational Decision Management Analitikus döntésmenedzsment Analytical Decision Management KEY POINTS: Decision Management is first and foremost a business discipline focused on how organizations can gain competitive advantage from how they make repeatable decisions. The technology that supports Decision Management enables organization to capture, change, and automate decisions in a governable and scalable manner. IBM focuses on two key types of Decision Management, Operational and Analytical. Operational Decision Management is based on business rules and business events. Analytical Decision Management is based on predictive analytics and optimization. SPEAKER SCRIPT: First off, decision management is a business discipline. It allows organizations to automate, optimize and govern their repeatable business decisions. The people that care most about decision management are business people. Decision management is an extension of the decisions business people would make if they had unlimited time to make those decisions. Technology is the enabler that makes it possible to capture, change and govern decision logic in a controlled and scalable way. Technology also allows these decisions to be automated and called in real-time by processes, applications, and other business solutions. The key element on this picture is the diamond that represents Decision Services. A Decision Service is an independent, externalized service that can be invoked from anywhere in the enterprise. Supporting Decision Services are two key types of Decision Management, 1) Operational Decision Management and Analytical Decision Management. Operational Decision Management is based on business rules and events. Operational decisions rely on known business expertise such as corporate policies and external regulations. Operational decisions also rely on enterprise knowledge, otherwise known as corporate best practices (explicit expertise that defines how we run our business) and know-how (implicit knowledge used in running the business that hasn’t been codified). Analytical Decision Management is based on predictive analytics and optimization. Speaker notes will be added shortly with more details Üzleti szabályok és események Előrejelző analítika és optimalizáció Forgatóköny analízis és szimuláció Belső & külső adatok

7 Mi az az üzleti szabály (Business Rule)?
Üzleti szabály példák (Business Rule) If the Passenger is a gold frequent traveler and the flight distance is more than 4000 km and the flight destination is in Europe or Asia Then Add points to the fidelity card of the Passenger If the Vehicle is not an SUV and all the following conditions are true the vehicle is equipped with dual passenger airbag the driver has a good driver certificate the driver age is between 30 and 50 the number of accident the driver was responsible for is 0 then Apply a 5% discount on the premium coverage price Üzleti döntések Indoklása: Üzleti kontextus (Business Context) Vehicle (VIN, Manufacturer, Data, Type, Brand) Flight (FID, Airline, Depart, Destination, Distance, Date) Passenger(age, address, gender, frequent traveler level, company) Order (Amount, items) Plant (Location; production, Profitability) Promotion (Code, amount, type, article) Környezet, összefüggés

8 Mi az az üzleti esemény (Business Event)?
„Event Pattern” példák Korreláció / Válaszlépések If the low temperature has been detected more than 3 times in the last 5 minutes and the number of occurrence the outside air temperature has increased in the past 5 minutes is zero then Raise a severity alarm Notify the maintenance team Reduce activity by 15% If more than 2 customer withdraws in an ATM are done in the same day and the 2 ATMs are from 2 foreign countries Investigate possible fraud Reduce to cash redraw max amount to 100$ Kiváltó ok: Triggerek (Event Triggers) Customer withdraw in an ATM Incoming call at the call center RFID badge detected at the room entrance Debts threshold exceeded Application form submitted Application rejected Low temperature detected Szituáció

9 Gépjármű biztosító vállalat új projektjében két alapvető elvárás:
Egy egyszerű példa… Gépjármű biztosító vállalat új projektjében két alapvető elvárás: Részletes díjkalkuláció valós időben, az üzleti adatok széles körének felhasználásával. Azon potenciális, nem jelenlegi ügyfelek lekövetése, akik bármely csatornán (web, call center, iroda) kapott ajánlatot megadott számúnál többször utasítottak el.

10 Az egyes szcenáriók eltérő követelményekkel rendelkeznek:
Részletes díjkalkuláció valós időben, az üzleti adatok széles körének felhasználásával. Az üzleti logika egy alkalmazáson belül állítandó Egy adott információhalmaz az eredmény Könnyű használhatóság kell, de szofisztikált megfelelőségi felügyelet is Azon potenciális, nem jelenlegi ügyfelek lekövetése, akik bármely csatornán (web, call center, iroda) kapott ajánlatot megadott számúnál többször utasítottak el. Az üzleti logika több alkalmazást érint A döntési kritérium idő-függő Függőség az események bekövetkezésétől vagy azok hiányától

11 Különböző igények, különböző döntés típusok
Részletes díjkalkuláció valós időben, az üzleti adatok széles körének felhasználásával. Az üzleti logika egy alkalmazáson belül állítandó Egy adott információhalmaz az eredmény Könnyű használhatóság kell, de szofisztikált megfelelőségi felügyelet is Azon potenciális, nem jelenlegi ügyfelek lekövetése, akik bármely csatornán (web, call center, iroda) kapott ajánlatot megadott számúnál többször utasítottak el. Az üzleti logika több alkalmazást érint A döntési kritérium idő-függő Függőség az események bekövetkezésétől vagy azok hiányától Üzleti szabályok Üzleti események

12 Üzleti szabály és üzleti esemény

13 Kontextus és szituáció függés
Context Result Action Rules R U L E F O W Megoldás Externalizált üzleti döntés Vocabulary Kontextuális Üzleti szabály Event Correlations Solution 1 Event data Data Rules F L O W Event Definition Vocabulary Contextual Decision Solution 2 Üzleti esemény Szituációs 13

14 Az operatív döntések fajtái
Operational Decision Get Driver Information Get Vehicle Information Select Coverage Options Display Pricing Accept or Decline Quote Call Center Pricing Rules Event Rules Action Reply Event Request Web Site Logic Flow

15 Ki a döntési- és esemény szabály gazdája?
Operational Decision Management Rule Author Get Driver Information Get Vehicle Information Select Coverage Options Display Pricing Accept or Decline Quote Call Center Pricing Rules Event Rules Web Site Administrator Call Center Agent Web Site Logic Flow

16 IBM Operational Decision Management
IBM Decision Center Versioning Decision Artifacts Access and Control Decision Center Console Repository Define Update Rule Solutions for Office Visibility & Governance Deploy Measure IBM Decision Server Decision Center for Business Space Design Rule Execution Event Execution Decision Monitoring Connectors Rule Designer Event Designer

17 Az IBM ODM kulcs tulajdonságai:
IBM Operational Decision Management Gyors adaptáció a külső környezet változásaira KEY POINTS: As we evolved the business rules platform and added in the capabilities for business events, we kept three things in mind as requirements. These are the three A’s of Operational Decision Management. First, organization must be able to adapt to change with increased speed and agility. This is enabled by a business-friendly language for specifying both rules and events. Second, organization must be able to align across business units and with IT. This is enabled by an integrated repository for all rule and event assets and artifacts, for easy and reliable versioning and change control. Third, organizations must be able to act in real time with high performance and reliability. This is enabled by a robust run-time capable of scaling to any degree and delivering mission-critical performance. Intuitív természetes nyelvű üzleti szabályok és esemény-definíciók Együttműködés javítása az üzleti és IT területek között Integrált ‘szabály-repository’ verziókezeléssel és hozzáférés-vezérléssel Valós idejű működés, skálázható és megbízható módon Robosztus futási környezet az üzletileg kritikus alkalmazásokhoz

18 Lehetőségek azonosítása a jövedelmezőség növeléséhez
Az operatív döntésmenedzsment számos gyakori üzleti kihívás megoldásában segít Személyre szabott termékajánlatok Promóciók és törzsvásárló programok Automatizált üzletszerzői jutalék számítás Lehetőségek azonosítása a jövedelmezőség növeléséhez A szabályok egységes betartatása a megfelelőséghez Igény validálás Kifizetés jóváhagyás Jogosultság meglétének meghatározása KEY POINTS: While every company is different, there are many commons business problems across companies, and across industries, that Decision Management can help solve. To talk about these common challenges, we’ll put them into three big buckets. 1) Those that help increase revenue, 2) Those that help ensure compliance, and 3) Those that help manage risk. SPEAKER SCRIPT: Accurate real-time decisions have many benefits within an organization. We see three major types of automated decisions. 1) First is identifying opportunities to increase revenue and profitability. This includes decisions that are used by marketing and sales to make targeted offers based on customer profiles, demographics, and analytic models. These offers can take into account hundreds of variables, business rules, and analytical models, in order to make individualized offers appropriate to each customer. 2) The second type of automated decision is around consistency and compliance. There are many examples of this in the financial, insurance, and government sectors. One of the key goals of claims validation, for example, is straight though processing, or the ability to process a claim without manual intervention. While we automate this process, we don’t want to compromise the quality of the business decisions. In fact, we want to improve the quality of claims validation, while simultaneously speeding up response time, which saves money and improves customer satisfaction. The same is true for other compliance-related examples of decision management, such as eligibility determination or payment processing. 3) The third type of automated decisions are those that help reduce manage and reduce risk. Credit decisioning Is one really good example, as is fraud detection and insurance underwriting. A good government example is border control, which may be concerned with either the people or goods that cross a country’s borders. Decision management is also very good, in conjunction with embedded sensors, at helping monitor the physical infrastructure. We have examples of everything from trains to bridges to smart meters that use decision management to monitor and act on the information flowing from embedded sensors. Kötelezettség-válallás és hitelezés Határ ellenőrzés Fizikai infrastruktúra monitorozás Az információ felhasználása a kockázatmenedzsmenthez

19 Köszönöm szépen a megtisztelő figyelmet
Gulyás Gergely

20 Visa Europe Megoldás Kihívás: Előnyök:
Komplex európai piac, számos konkurenciával Kifizetések engedélyezése és elszámolása 36 országon keresztül Megfelelés az egyes országok szabályozásainak Megoldás Pénzügyi engedélyezési és elszámolási rendszer A rendszer szabályt és 500 különböző tranzakciótípust kezel Case study: Visa Europe teamed with IBM to develop a high-performance clearing and settlement platform serving 4000 member institutions. To handle a wide variety of local conditions, the platform enables Visa business users to rapidly assess and adjust thousands of business rules governing operations. Business need: Growing Visa Europe in response to the nature of the European environment became a challenge while remaining part of the global Visa Inc organization and global set of demands for change. This made it difficult to make responsive changes to shifting regulations and market conditions. Solution: Visa Europe’s answer to the management challenge was to chart its own course. The new organization used its independence to create a separate authorization platform and clearing and settlement platform that would integrate with the Visa Inc. global system while adding a high degree of flexibility and agility to the payments process. Results: With deeper understanding of the potential impact of changes, Visa Europe will be able to address the needs of its members more effectively—creating true market differentiation. Benefits: Allows customized rules to be brought to market much faster, typically 3 times faster than before, providing market differentiation through greater agility; Reduces the cost of business rule maintenance with savings over 25% experienced to date; Will enable the creation of the most appropriate business rules using “what if” scenarios based on real data; Makes the rule management process directly accessible to business users, adding flexibility & responsiveness; Offers massive scalability & high performance, with 30,000 business rules supporting over 500 transaction types in 36 diverse markets Előnyök: 3x gyorsabb piacra lépés (time-to-market) 25% költséghatékonyság az üzleti logikák kezelésében Megnövekedett rugalmasság a szabályok kezelésében az üzlet bevonásával 20

21 BNP Paribas Megoldás Kihívás: Előnyök:
Csomagajánlatok összeállítása (pl. lakás biztosítás hitellel kombinálva) Személyre szabott árazás ügyfélprofil alapján Ügyfelek ösztönzése a termékkínálat kiaknázására Megoldás Precízen és rugalmasan módosítható döntési logikák implementálása Rugalmas megoldás, ami könnyen adoptálható különböző országokba megfelelvén azok pénzügyi szabályainak Case study: Today’s consumers demand more from their banks. They want products and services tailored to their personal needs. They want convenient, consistent service, whether banking at a local branch, on the web, or by mobile phone. And they also want to be rewarded for their loyalty. Many banks aspire to such a vision, but few can deliver on it. With critical data locked in silos across departments and applications, each banking division has a limited perspective of the business. But in a bold competitive move, BNP Paribas, a European leader in global banking and financial services, is building an agile infrastructure that will allow it to quickly build new product offerings and deliver targeted promotions. “There is always someone who will challenge you on services,” says Vladimir Milojkovic, Prime Contracting Project Manager, BNP Paribas. “We needed to gain control of our data if we were to create on-demand offers for our clients.” Focusing on the customer To deliver on its strategic vision, BNP Paribas had to place the customer at the center of each transaction. It meant creating a flexible framework that would allow bank staff to: • Quickly construct grouped offers mapped to customer requirements, such as providing home insurance with a mortgage. • Personalize fees based on the customer’s profile and service channel, such as giving discounts to some clients. • Develop multibrand customer loyalty offerings that can be delivered on demand. These offerings would allow the bank to provide special incentives—such as waiving a monthly fee for a specified period—to clients who use several BNP Paribas products. “We are building a flexible solution to ‘sell’ to our businesses in different countries,” says Cyrille Oudard, Head, Master Data Management, Retail Banking, BNP Paribas. Selecting the right partner The team launched an evaluation and a proof of concept (POC) and compared solutions from several vendors, including IBM. Members from BNP Paribas’ IT, business and procurement teams participated in the process. Solutions were rated on product functionality, technology and pricing. Portability and flexibility were essential given that financial rules and regulations differ from country to country. “We needed a platform that could be reused regardless of the country or the types of products,” says Vladimir Milojkovic. “This is a main challenge because the products which are distributed in Ukraine, for example, are not the same as the products in Italy.” After an extensive review, IBM® Software was selected. “IBM provided the best solution for our needs and was experienced in managing product delivery across multiple countries,” says Cyrille Oudard. “The project’s construction phase was launched in July We delivered a first release for user acceptance testing in the Ukraine by mid-November and a ‘go-live’ by the end of 2009.” Rapidly building new products and promotions Using IBM Software, the bank will be able to create, manage and access master data—the data that is commonly shared across systems and product catalogs. It could also quickly define product offers, as well as the complex relationships between them and the conditions under which they are sold. Customers will receive product offers filtered according to their profile and eligibility. The solution enables business users, instead of IT, to generate, change and manage offers—a critical factor for reducing time to market. “We cannot afford every update being an IT project,” says Cyrille Oudard. “With IBM Software, our business users have the tools to reduce the time from idea to delivery.” IBM InfoSphere™ Master Data Management Server for Product Information Management (“MDM Server for PIM”) provides the single, up-to-date repository of product and pricing information. Business processes also enable the bank to confirm grouped offering compatibility, base fee enforcement and conditional eligibility. Once validated, new offers can be deployed in the core banking system and made available to business applications across all channels and operations (online, branch, back office, etc.). Multilanguage and multicurrency capabilities enable the bank to deliver a generic asset that will be integrated with the core banking system across all countries where it operates. “MDM Server for PIM provides a framework that allows our business users to work faster inside the product and offer catalogs,” says Vladimir Milojkovic. “They don't have to wonder what to do or where to go when building grouped offers.” IBM WebSphere® ILOG® JRules business rule management system allows the bank to precisely define highly variable decision logic, such as eligibility and pricing rules. This enables it to target the right product or offer to the right person or adjust service fees and interest rates based on competitive activity in the marketplace. Because rules are authored and maintained in a business vocabulary and accessible via a web-based interface, business users can easily review, modify and deploy rules for use across multiple systems. Business users are provided with comprehensive governance capabilities to effectively manage large numbers of frequently evolving and interrelated rules, while also being able to work collaboratively with both technical and nontechnical roles involved in rule management. Customizing services on demand Through this strategic initiative, BNP Paribas will reduce time to market for new products and promotions so staff can flexibly and rapidly evolve offers according to market conditions. “Product changes and offers can be created almost in real time and deployed very quickly,” says Vladimir Milojkovic. “We will be able to reduce time to market for businesses from weeks to days.” The most significant benefit, however, will be experienced by consumers, who can receive personalized offers through any service channel—on demand. For example, when the bank renews a client’s credit card, the system will identify if the client is eligible for premier credit services and offer special terms for upgrading. The system can also recommend new products based on the client’s profile, such as offering an investment account to clients with a large balance in their savings accounts. For BNP Paribas, this will be an important differentiator in a highly competitive market. “Every bank provides packages to their customers,” says Vladimir Milojkovic. “But we can really target the right product to the right customer. If you can provide the best product for each customer’s needs, the customer will be satisfied and will reinforce loyalty with the bank, leading to more profitability.” Software: WebSphere ILOG JRules, InfoSphere Master Data Management Server for Product Information Management Előnyök: Piacra lépés ideje hetek helyett napok alatt történik Komplex, integrált ajánlatok Szabályok létrehozása, módosítása üzleti felhasználók számára 21