Description
The year 2012 will have marked businesses by the complexity of a fluctuating market and by the acceleration of the production cycles.
BUSINESS INTELLIGENCE I PERFORMANCE MANAGEMENT
Keyrus® - All rights reseved
BUSINESS INTELLIGENCE 2012-2013:
REVIEW AND OUTLOOK
By Reda Gomery I Director of BI Operations – Keyrus
The year 2012 will have marked businesses by the complexity of a fuctuating market and by the
acceleration of the production cycles. The complexity has not always consisted of gaining market
share but, most frequently, of anticipating changes, maintaining margins or countering risks in
the face of ever more threatening competitors.
In this context, Business Intelligence (BI) and its benefts for the Business "almost" no longer
need an introduction. This discipline dedicated to the production of information (indicators,
analyses, reports…) for decision-making took widespread hold, in 2012, in the priorities of
managers. Whatever the sector of activity or the size of organisations, BI has very often been
a subject of interest, of development, even sometimes of concern. This is no doubt the most
signifcant lesson that one can draw from a retrospective study of BI in 2012.
THREE STRONG TRENDS IN 2012
1. An increased interest in Business Intelligence for the
Business
The development of BI has not always followed the pace
of development of organisations, sometimes creating a
signi?cant lag between the demands of the users and
the capacity of the decision-making systems to satisfy
them. This dif?culty is compounded in businesses
where, through lack of resources, strategies, trade-offs,
BI has built itself up through the years in business-line
information silos, limiting the cross-cutting nature and the
relevance of the information produced.
In 2012, numerous organisations have begun taking
development actions to install BI for the Business.
This BI allows one to address the local needs of operational
staff in the entities (departments, subsidiaries…) and, in a
coherent manner, those of Corporate. This BI also allows
one to respond to the speci?c needs of the business lines
whilst at the same time taking account of the imperious
necessity of crossing information.
Through this process, businesses then launched studies
of the BI Roadmap (or Decision-Making Blueprint) type
so as to evaluate the characteristics of the existing
arrangements (strengths, weaknesses …), and to de?ne a
development goal and a trajectory adapted to the issues
faced by, and the capabilities of, the organisation.
2. The development of tool inventories and the
optimisation of BI architectures
There have been many initiatives in the area of tools and
BI architectures. Several organisations have "rethought"
the strategy for their investment in BI tools. Without
claiming to be exhaustive, we can thus mention two
situations encountered:
• Businesses having historically invested in a minimum
number of BI technologies (one or two) have
chosen to enlarge their range of tools in 2012.
This choice thus ?tted in with the strategy of adapting
to the variety of uses, even of expanding the decision-
making service catalogue by integrating innovations
into it (real time, In memory, Data Visualisation,
geoBI…).
• Conversely, the businesses whose BI relied on multiple
tools, sometimes redundant, set about thinking how
to rationalise them. In this context, studies on the
development of architectures have been inevitable.
E X P E R T OP I NI ON
EXPERT OPINION BUSINESS INTELLIGENCE I PERFORMANCE MANAGEMENT
Keyrus® - All rights reseved
3. The development of BI organisation and governance
models
Even if businesses agree that it is bene?cial and essential
to use BI, certain managers have encountered three major
concerns: the costs generated by BI, its capacity to meet
the needs of users and its governance.
In the ?eld of BI, experiences have been varied and
certain businesses have genuinely suffered from costly BI
which has been complex to master and has sometimes
generated numerous internal tensions (IT, Business-line).
The practice of putting in place BI Competency Centres
(BICC) developed in 2012 and con?rms the tendancy of
organisations to seek a solution to these issues of concern.
For all that, BI remains a discipline which is complex to
orchestrate and particularly so in large organisations: Who
is to govern it? How must one govern it? How must it
?t together and interact with the other entities? These
are many questions which certain businesses asked
themselves in 2012 and which are still relevant.
FIVE MAJOR PROSPECTS IN 2013
The strong trends observed in 2012 are going to extend
themselves to a greater number of organisations this year.
In addition to that, ?ve prospects will probably generate
active interest as well as multiple initiatives:
1. Analytical BI & Data Visualisation
BI is becoming more and more analytical by opening itself
up more to users and by moving towards more forecasting,
anticipating and detecting of new correlations between
the data (structured or non-structured). This use should
intensify within businesses, supported by an organisational
trend which is tending to reinforce and formalise the
role of Business Analyst. In line with this approach, the
deployment of Data Visualisation tools should accelerate.
2. Big Data + Business Intelligence = Big Intelligence ?
The subject of Big Data, still sketchy for certain businesses,
has given rise to a deluge of press releases and opinions in
2012. For all that (or as a result of that), the subject has a
hard time managing to be addressed in a systematic and
concrete way within French organisations. Amongst the
obstacles to Big Data initiatives and solutions being put in
place, we note the dif?culty that certain businesses have
?nding cases for functional use which generate high overall
added value. The subject requires greater awareness
and extensive involvement, on the part of the business
lines, in identifying these cases for use linked to the
variety, the volume and the velocity of the data exploited.
In other words, the coupling of BI & Big Data should be
a real generator of value. The businesses which will have
assimilated this equation at the level of their activity, will
invest themselves more in implementing Big Data initiatives.
3. BI & Cloud Computing
In 2013, Cloud Computing should gradually take its
place on the French BI market. The concerns linked to
data security are being increasingly alleviated by tested
solutions offering ?exibility, scalability (extensibility) and
competitiveness. Beyond these bene?ts, certain uses of BI
lend themselves to modes of consumption in the form of
services (departmental uses, needs from time to time …).
The BI Cloud should eventually constitute a relevant
economic scenario, even an indispensable solution for
structuring the environments of costly BI projects.
In a general manner, the trend towards BI Cloud will also
develop on the side of the BI publishers' market, in their
development roadmap.
4. BI & Data Management
In numerous organisations, BI goes hand in hand with data
management. BI projects have often highlighted the need
to manage data more effectively, in particular reference
data (MDM). BI also reveals the importance of the quality
of the data managed, produced and disseminated.
The coupling of BI and of Data Management is not a new
trend for businesses. This approach should continue in
organisations, with the available tools, the processes and
data governance being reinforced.
5. BI and Agility
For certain organisations, this sometimes resembles
an oxymoron. All users agree on the necessity of having
agile BI and certain businesses have already got started
on methodological principles, processes and tools
allowing this requirement to be met. Nobody doubts that
this trend will grow in 2013. Obviously, when one evokes
agility, that concerns the processes for dealing with user
needs, generating information from source data, making BI
developments available or even undertaking projects.
In its momentum for development BI is going through
change within organisations. Its development trends and
the level of activity in the market for it sum up its potential
to open itself up to all and gain in importance. Nobody
doubts that BI will continue to impose itself in 2013 as
the essential discipline for offering the decision-maker that
precious vision of the reality of his Business.
BUSINESS INTELLIGENCE 2012-2013: REVIEW AND OUTLOOK
R.G.
EXPERT OPINION BUSINESS INTELLIGENCE I PERFORMANCE MANAGEMENT
Keyrus® - All rights reseved
Marketing and Communication Department
155 rue Anatole France, 92593 Levallois-Perret Cedex – Tel.: +33 (0)1 41 34 10 46 - [email protected]
Reda Gomery is Director of Operations in charge of BI activities at Keyrus. An expert in Business Intelligence, he
has been involved for more than ?fteen years in advising and assisting numerous organisations in relation to the
transformation of their decision-making systems. The author of several articles and works, Reda Gomery regularly
works with managers or management committees to enhance their awareness of the stakes involved with the decision-
making systems of a Business and of the development trends in this market.
BUSINESS INTELLIGENCE 2012-2013: REVIEW AND OUTLOOK
About Keyrus Group
A major player in the ?eld of consulting on, and the integration of, Business Intelligence and e-Business solutions for key accounts and
of ERP/CRM solutions for the Mid Market, the Keyrus Group today employs nearly 1,700 staff on four continents and assists its clients
in the optimisation of their performance and of the mastering of their data by offering them a full range of services capitalising on the
skills established in the following areas:
• Management Consulting
• Business Intelligence - Performance Management
• Digital Communication - E-Business – Web Performance
• Management solutions for the Business (ERP/CRM)
The Keyrus Group is quoted on the Eurolist of Euronext Paris (C/Small caps Compartment - ISIN Code: FR0004029411 Reuters:
KEYR.LN – Bloomberg: KEYP FP)
More information on: www.keyrus.com
doc_854175888.pdf
The year 2012 will have marked businesses by the complexity of a fluctuating market and by the acceleration of the production cycles.
BUSINESS INTELLIGENCE I PERFORMANCE MANAGEMENT
Keyrus® - All rights reseved
BUSINESS INTELLIGENCE 2012-2013:
REVIEW AND OUTLOOK
By Reda Gomery I Director of BI Operations – Keyrus
The year 2012 will have marked businesses by the complexity of a fuctuating market and by the
acceleration of the production cycles. The complexity has not always consisted of gaining market
share but, most frequently, of anticipating changes, maintaining margins or countering risks in
the face of ever more threatening competitors.
In this context, Business Intelligence (BI) and its benefts for the Business "almost" no longer
need an introduction. This discipline dedicated to the production of information (indicators,
analyses, reports…) for decision-making took widespread hold, in 2012, in the priorities of
managers. Whatever the sector of activity or the size of organisations, BI has very often been
a subject of interest, of development, even sometimes of concern. This is no doubt the most
signifcant lesson that one can draw from a retrospective study of BI in 2012.
THREE STRONG TRENDS IN 2012
1. An increased interest in Business Intelligence for the
Business
The development of BI has not always followed the pace
of development of organisations, sometimes creating a
signi?cant lag between the demands of the users and
the capacity of the decision-making systems to satisfy
them. This dif?culty is compounded in businesses
where, through lack of resources, strategies, trade-offs,
BI has built itself up through the years in business-line
information silos, limiting the cross-cutting nature and the
relevance of the information produced.
In 2012, numerous organisations have begun taking
development actions to install BI for the Business.
This BI allows one to address the local needs of operational
staff in the entities (departments, subsidiaries…) and, in a
coherent manner, those of Corporate. This BI also allows
one to respond to the speci?c needs of the business lines
whilst at the same time taking account of the imperious
necessity of crossing information.
Through this process, businesses then launched studies
of the BI Roadmap (or Decision-Making Blueprint) type
so as to evaluate the characteristics of the existing
arrangements (strengths, weaknesses …), and to de?ne a
development goal and a trajectory adapted to the issues
faced by, and the capabilities of, the organisation.
2. The development of tool inventories and the
optimisation of BI architectures
There have been many initiatives in the area of tools and
BI architectures. Several organisations have "rethought"
the strategy for their investment in BI tools. Without
claiming to be exhaustive, we can thus mention two
situations encountered:
• Businesses having historically invested in a minimum
number of BI technologies (one or two) have
chosen to enlarge their range of tools in 2012.
This choice thus ?tted in with the strategy of adapting
to the variety of uses, even of expanding the decision-
making service catalogue by integrating innovations
into it (real time, In memory, Data Visualisation,
geoBI…).
• Conversely, the businesses whose BI relied on multiple
tools, sometimes redundant, set about thinking how
to rationalise them. In this context, studies on the
development of architectures have been inevitable.
E X P E R T OP I NI ON
EXPERT OPINION BUSINESS INTELLIGENCE I PERFORMANCE MANAGEMENT
Keyrus® - All rights reseved
3. The development of BI organisation and governance
models
Even if businesses agree that it is bene?cial and essential
to use BI, certain managers have encountered three major
concerns: the costs generated by BI, its capacity to meet
the needs of users and its governance.
In the ?eld of BI, experiences have been varied and
certain businesses have genuinely suffered from costly BI
which has been complex to master and has sometimes
generated numerous internal tensions (IT, Business-line).
The practice of putting in place BI Competency Centres
(BICC) developed in 2012 and con?rms the tendancy of
organisations to seek a solution to these issues of concern.
For all that, BI remains a discipline which is complex to
orchestrate and particularly so in large organisations: Who
is to govern it? How must one govern it? How must it
?t together and interact with the other entities? These
are many questions which certain businesses asked
themselves in 2012 and which are still relevant.
FIVE MAJOR PROSPECTS IN 2013
The strong trends observed in 2012 are going to extend
themselves to a greater number of organisations this year.
In addition to that, ?ve prospects will probably generate
active interest as well as multiple initiatives:
1. Analytical BI & Data Visualisation
BI is becoming more and more analytical by opening itself
up more to users and by moving towards more forecasting,
anticipating and detecting of new correlations between
the data (structured or non-structured). This use should
intensify within businesses, supported by an organisational
trend which is tending to reinforce and formalise the
role of Business Analyst. In line with this approach, the
deployment of Data Visualisation tools should accelerate.
2. Big Data + Business Intelligence = Big Intelligence ?
The subject of Big Data, still sketchy for certain businesses,
has given rise to a deluge of press releases and opinions in
2012. For all that (or as a result of that), the subject has a
hard time managing to be addressed in a systematic and
concrete way within French organisations. Amongst the
obstacles to Big Data initiatives and solutions being put in
place, we note the dif?culty that certain businesses have
?nding cases for functional use which generate high overall
added value. The subject requires greater awareness
and extensive involvement, on the part of the business
lines, in identifying these cases for use linked to the
variety, the volume and the velocity of the data exploited.
In other words, the coupling of BI & Big Data should be
a real generator of value. The businesses which will have
assimilated this equation at the level of their activity, will
invest themselves more in implementing Big Data initiatives.
3. BI & Cloud Computing
In 2013, Cloud Computing should gradually take its
place on the French BI market. The concerns linked to
data security are being increasingly alleviated by tested
solutions offering ?exibility, scalability (extensibility) and
competitiveness. Beyond these bene?ts, certain uses of BI
lend themselves to modes of consumption in the form of
services (departmental uses, needs from time to time …).
The BI Cloud should eventually constitute a relevant
economic scenario, even an indispensable solution for
structuring the environments of costly BI projects.
In a general manner, the trend towards BI Cloud will also
develop on the side of the BI publishers' market, in their
development roadmap.
4. BI & Data Management
In numerous organisations, BI goes hand in hand with data
management. BI projects have often highlighted the need
to manage data more effectively, in particular reference
data (MDM). BI also reveals the importance of the quality
of the data managed, produced and disseminated.
The coupling of BI and of Data Management is not a new
trend for businesses. This approach should continue in
organisations, with the available tools, the processes and
data governance being reinforced.
5. BI and Agility
For certain organisations, this sometimes resembles
an oxymoron. All users agree on the necessity of having
agile BI and certain businesses have already got started
on methodological principles, processes and tools
allowing this requirement to be met. Nobody doubts that
this trend will grow in 2013. Obviously, when one evokes
agility, that concerns the processes for dealing with user
needs, generating information from source data, making BI
developments available or even undertaking projects.
In its momentum for development BI is going through
change within organisations. Its development trends and
the level of activity in the market for it sum up its potential
to open itself up to all and gain in importance. Nobody
doubts that BI will continue to impose itself in 2013 as
the essential discipline for offering the decision-maker that
precious vision of the reality of his Business.
BUSINESS INTELLIGENCE 2012-2013: REVIEW AND OUTLOOK
R.G.
EXPERT OPINION BUSINESS INTELLIGENCE I PERFORMANCE MANAGEMENT
Keyrus® - All rights reseved
Marketing and Communication Department
155 rue Anatole France, 92593 Levallois-Perret Cedex – Tel.: +33 (0)1 41 34 10 46 - [email protected]
Reda Gomery is Director of Operations in charge of BI activities at Keyrus. An expert in Business Intelligence, he
has been involved for more than ?fteen years in advising and assisting numerous organisations in relation to the
transformation of their decision-making systems. The author of several articles and works, Reda Gomery regularly
works with managers or management committees to enhance their awareness of the stakes involved with the decision-
making systems of a Business and of the development trends in this market.
BUSINESS INTELLIGENCE 2012-2013: REVIEW AND OUTLOOK
About Keyrus Group
A major player in the ?eld of consulting on, and the integration of, Business Intelligence and e-Business solutions for key accounts and
of ERP/CRM solutions for the Mid Market, the Keyrus Group today employs nearly 1,700 staff on four continents and assists its clients
in the optimisation of their performance and of the mastering of their data by offering them a full range of services capitalising on the
skills established in the following areas:
• Management Consulting
• Business Intelligence - Performance Management
• Digital Communication - E-Business – Web Performance
• Management solutions for the Business (ERP/CRM)
The Keyrus Group is quoted on the Eurolist of Euronext Paris (C/Small caps Compartment - ISIN Code: FR0004029411 Reuters:
KEYR.LN – Bloomberg: KEYP FP)
More information on: www.keyrus.com
doc_854175888.pdf