Description
The Business Intelligence Ecosystem - Financial Metrics And Beyond
"#$ %&'()$'' ()"$**(+$),$ $,-'.'"$/
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456 7589:
/565;<6; 4<=9>?@=A 47 39B@=?<6; *<C<?9D
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%&'()$'' ()"$**(+$),$ "-42.
MosL law flrms provlde some level of buslness lnLelllgence and managemenL lnformaLlon Lo Lhelr fee
earners and managemenL Leams, yeL recenL sLudles have shown LhaL Lhe ma[orlLy sLlll percelve Lhls
lnformaLlon Lo be flawed, llmlLed and cumbersome Lo obLaln. Why ls Lhls?
lL would be easy Lo blame Lhe exlsLlng reporL sysLems buL new reporLlng Lechnologles would sLlll face
Lhe same challenges. 8uslness lnLelllgence ls noL [usL abouL vlsuallsaLlon and reporLlng of key
buslness meLrlcs buL Lhe lmplemenLaLlon of an effecLlve 8l LcosysLem. A 8l ecosysLem sounds very
grandlose and expenslve buL lL ls noL - lL ls prlmarlly abouL undersLandlng Lhe needs of your
buslness, speclflcally,
• WhaL Lype of lnformaLlon dlfferenL lndlvlduals wlll derlve beneflL from,
• WhaL lnformaLlon you have or have access Lo,
• 1he volume, varleLy, veraclLy and veloclLy of Lhe flrm's buslness lnformaLlon requlremenLs,
• 1he reallsaLlon LhaL Lhe only consLanL ln a law flrm ls change.
lundamenLally, a 8l LcosysLem ls less abouL Lechnology buL more abouL awareness and flexlblllLy.
7#2" (' 2 %( $,-'.'"$/E
ln essence Lhere are Lhree Llers or layers Lo any 8l ecosysLem. 8oLLom up Lhey are Lhe Sources/lnpuL
Layer, Lhe AggregaLlon/1ransformaLlon Layer (LradlLlonally known as 1he ºL1L Layer") and Lhe
vlsuallsaLlon/8eporLlng Layer. WhllsL Lhese are well known lL ls lmporLanL LhaL Lhese layers are
symbloLlc and Lhe approach a law flrm Lakes Lo each layer wlll have a slgnlflcanL lmpacL on Lhe
opLlons and flexlblllLy LhaL Lhe resulLanL 8l LcosysLem wlll provlde. lrequenLly 8l pro[ecLs focus ln Lhe
vlsuallsaLlon/8eporLlng aspecLs buL place less emphasls on Lhe layers LhaL underpln Lhls. All layers
need equal focus Lo dellver a successful 8l LcosysLem ln Loday's law flrm envlronmenL.
(6F@=C5?<@6 '@G=>9:
normally Lhe prlmary focus of any law flrm 8l lnlLlaLlve ls Lo leverage Lhe flnanclal daLa ln Lhe ÞMS.
1hls ls only one elemenL of a law flrm's buslness lnformaLlon poLenLlal. 1here ls a wealLh of key
buslness daLa held wlLhln oLher key buslness sysLems, such as MarkeLlng, 8ÞM, knowledge
ManagemenL, eLc. LhaL ls frequenLly lefL unLapped. A good example of where Lhe lncluslon of Lhese
sources of daLa would be lnvaluable ls ln Lhe area of new buslness developmenL and cllenL accounL
managemenL.
"#$ %&'()$'' ()"$**(+$),$ $,-'.'"$/
0 1()2),(2* /$"3(,' 2)4 %$.-)4
456 7589:
/565;<6; 4<=9>?@=A 47 39B@=?<6; *<C<?9D
ln addlLlon Lo knowlng abouL a cllenL's currenL flnanclal sLaLus, knowledge on Lhe quallLy and
quanLlLy of cllenL lnLeracLlons Lo daLe, Lhe lnLercompany relaLlonshlps LhaL exlsL and Lhe
organlsaLlonal experLlse LhaL may dlfferenLlaLe Lhe flrm from Lhe compeLlLlon could be Lhe
dlfference ln Lhe flrm wlnnlng new buslness and, equally lmporLanLly, reLalnlng exlsLlng key cllenLs
LhaL may have been losL oLherwlse.
2;;=9;5?<@6
Leveraglng daLa from a wlde number of dlsparaLe reposlLorles creaLes ln lLself a number of declslons
regardlng Lhe effecLlve and coherenL aggregaLlon of Lhese daLa seLs. 1he Lwo key challenges faclng
law flrms ls LhaL Lhls aggregaLed daLa needs Lo be accuraLe and also Lhe approach used ls flexlble
enough Lo respond qulckly Lo Lhe ever changlng needs of a law flrm.
1radlLlonal daLa warehouse sysLems have sLruggled Lo keep up wlLh Lhese buslness demands and 8l
Leams are now looklng Lo esLabllshed approaches ln oLher verLlcals, such as masLer daLa
managemenL Lechnologles, Lo harvesL, manage, opLlmlse, augmenL and aggregaLe key law flrm daLa
sources ln order Lo avold Lhe need Lo consLanLly redeflne and updaLe Lhelr daLa warehouse
envlronmenL and ln Lurn reduce downLlme and slgnlflcanL malnLenance cosLs.
Cnce a law flrm has made Lhe declslon Lo aggregaLe daLa from mulLlple reposlLorles Lhe need for a
flexlble daLa managemenL archlLecLure ls paramounL ln any 8l pro[ecL and ecosysLem.
H<:G58<:5?<@6I39B@=?<6;
WhllsL Lhe ma[orlLy of 8l pro[ecLs are leL down by poor daLa quallLy and archlLecLural flexlblllLy, good
daLa vlsuallsaLlon ls sLlll essenLlal Lo any 8l LcosysLem. 1he sole ob[ecLlve of Lhe
vlsuallsaLlon/8eporLlng layer ls Lo provlde Lhe relevanL reclplenL wlLh Lhe rlghL lnformaLlon ln a
Llmely fashlon Lo change Lhelr behavlour Lo Lhe beneflL of Lhe flrm - a polnL LhaL ls someLlmes
mlssed ln Lhe lnlLlal pro[ecL scope.
1hls could be ldenLlfylng Lhe operaLlonal opporLunlLy Lo Lransfer work Lo a cheaper lnLernal
resource, flagglng Lhe under-uLlllsaLlon of a Leam or speclflc fee earner or ldenLlfylng cllenL upsell or
cross sell opporLunlLles.
SomeLlmes daLa vlsuallsaLlon ls seen more of an arL Lhan a sclence as lndlvlduals reacL dlfferenLly Lo
Lhe same daLa presenLed ln dlfferenL formaLs. lor example many law flrm managers flagged Lhe lack
of behavloural change Lo LabulaLed numerlcal only Lo flnd LhaL a Lrafflc llghL sysLem on a fee earner's
dashboard hlghllghLlng mlssed kÞls ln red radlcally lmproves behavloural change.
"#$ %&'()$'' ()"$**(+$),$ $,-'.'"$/
0 1()2),(2* /$"3(,' 2)4 %$.-)4
456 7589:
/565;<6; 4<=9>?@=A 47 39B@=?<6; *<C<?9D
"#$ )$J" +$)$32"(-)
Law flrms have sLarLed Lo reallse LhaL effecLlve 8uslness lnLelllgence ls noL [usL abouL flnanclal
performance buL also a beLLer undersLandlng of MarkeLlng and CperaLlonal buslness lnformaLlon
aLLrlbuLes. 1haL sald, ln Lhe maln, law flrms are sLlll focussed on whaL ls seen as LradlLlonal buslness
lnLelllgence. CLher lndusLrles, parLlcularly llnance and lMCC, are now looklng aL new areas such as
ConLexLual and ArLlflclal lnLelllgence opporLunlLles, unsLrucLured, exLernal and 8lg uaLa sources Lo
ald Lhelr 8l LcosysLem. AggregaLlng new daLa Lypes lnLo LradlLlonal models creaLes Lhe opporLunlLy
for more deLalled and auLonomous Lrend analysls, earller recognlLlon of poLenLlal opporLunlLles and
LhreaLs and Lhe ablllLy for Lhe law flrm Lo make sLraLeglc declslons underplnned by robusL and
LrlangulaLed buslness lnLelllgence.
ln summary, 8uslness lnLelllgence ln Lhe legal lndusLry ls currenLly experlenclng a fundamenLal shlfL
ln requlremenLs, expecLaLlons and needs. Law flrms need Lo maxlmlse Lhe poLenLlal of buslness
lnLelllgence Lo dellver buslness change, maxlmlse opporLunlLles and mlLlgaLe poLenLlal LhreaLs.
lnwardly looklng aL flnanclal meLrlcs ls no longer sufflclenL and flrms need Lo embrace Lhelr flnanclal
daLa alongslde hollsLlc markeLlng and operaLlonal daLa and furLhermore embrace new lnformaLlon ln
a heurlsLlc manner Lo ald Lhelr overall sLraLeglc declslons.
WhllsL poLenLlally daunLlng, wlLhln Lhe lndusLry Lhere ls a slgnlflcanLly beLLer undersLandlng Loday of
how Lo dellver nexL generaLlon 8l envlronmenLs and Lhe need Lo consLanL/lncremenLal change.
1hese are exclLlng Llmes.
1(3/ %(-
8ased ln London, uW 8eporLlng ls an lndependenL flnance sysLems, buslness lnLelllgence and
reporLlng consulLancy LhaL speclallses ln pracLlce managemenL and reporLlng/managemenL
lnformaLlon soluLlons wlLhln Lhe uk and lnLernaLlonal legal secLor. WlLh backgrounds worklng for
lnLernaLlonal law flrms such as Pogan Lovells, Mayer 8rown, 8ÞC, Slmmons & Slmmons, Clswangs
and 8LÞ, our Leam of consulLanLs are able Lo provlde a unlque blend of agnosLlc sysLem and legal
markeL experLlse ln a slngle servlce. Cur exLenslve knowledge of Lhe legal flnanclal and managemenL
lnformaLlon landscape, ensures LhaL we are able Lo advlse, gulde, asslsL and enable law flrm Leams ln
Lhe successful dellvery of buslness change and growLh wlLhln lncreaslngly complex buslness
envlronmenLs.
We are #drlvenbydaLa - ldenLlflcaLlon, lnLegraLlon, LransformaLlon, managemenL and vlsuallsaLlon.
,-)"2," 4$"2(*'
uan Wales, Managlng ulrecLor
uan.wales[dwreporLlng.com
www.dwreporLlng.com
+44 7984 707 687
1wlLLer: [dwreporLlng
LlnkLuln: hLLps://www.llnkedln.com/company/dw-reporLlng-lLd
doc_640601064.pdf
The Business Intelligence Ecosystem - Financial Metrics And Beyond
"#$ %&'()$'' ()"$**(+$),$ $,-'.'"$/
0 1()2),(2* /$"3(,' 2)4 %$.-)4
456 7589:
/565;<6; 4<=9>?@=A 47 39B@=?<6; *<C<?9D
"#$%#&' ($) *+&,% -##. /0 1002 $/ ,0&# /3$- *+-$-4+$1 ,#/&+4% /0 5-.#&%/$-. /3#+& 65%+-#%% $-.
0770&/5-+/+#% *0& %/&$/#8+4 8&0)/39
%&'()$'' ()"$**(+$),$ "-42.
MosL law flrms provlde some level of buslness lnLelllgence and managemenL lnformaLlon Lo Lhelr fee
earners and managemenL Leams, yeL recenL sLudles have shown LhaL Lhe ma[orlLy sLlll percelve Lhls
lnformaLlon Lo be flawed, llmlLed and cumbersome Lo obLaln. Why ls Lhls?
lL would be easy Lo blame Lhe exlsLlng reporL sysLems buL new reporLlng Lechnologles would sLlll face
Lhe same challenges. 8uslness lnLelllgence ls noL [usL abouL vlsuallsaLlon and reporLlng of key
buslness meLrlcs buL Lhe lmplemenLaLlon of an effecLlve 8l LcosysLem. A 8l ecosysLem sounds very
grandlose and expenslve buL lL ls noL - lL ls prlmarlly abouL undersLandlng Lhe needs of your
buslness, speclflcally,
• WhaL Lype of lnformaLlon dlfferenL lndlvlduals wlll derlve beneflL from,
• WhaL lnformaLlon you have or have access Lo,
• 1he volume, varleLy, veraclLy and veloclLy of Lhe flrm's buslness lnformaLlon requlremenLs,
• 1he reallsaLlon LhaL Lhe only consLanL ln a law flrm ls change.
lundamenLally, a 8l LcosysLem ls less abouL Lechnology buL more abouL awareness and flexlblllLy.
7#2" (' 2 %( $,-'.'"$/E
ln essence Lhere are Lhree Llers or layers Lo any 8l ecosysLem. 8oLLom up Lhey are Lhe Sources/lnpuL
Layer, Lhe AggregaLlon/1ransformaLlon Layer (LradlLlonally known as 1he ºL1L Layer") and Lhe
vlsuallsaLlon/8eporLlng Layer. WhllsL Lhese are well known lL ls lmporLanL LhaL Lhese layers are
symbloLlc and Lhe approach a law flrm Lakes Lo each layer wlll have a slgnlflcanL lmpacL on Lhe
opLlons and flexlblllLy LhaL Lhe resulLanL 8l LcosysLem wlll provlde. lrequenLly 8l pro[ecLs focus ln Lhe
vlsuallsaLlon/8eporLlng aspecLs buL place less emphasls on Lhe layers LhaL underpln Lhls. All layers
need equal focus Lo dellver a successful 8l LcosysLem ln Loday's law flrm envlronmenL.
(6F@=C5?<@6 '@G=>9:
normally Lhe prlmary focus of any law flrm 8l lnlLlaLlve ls Lo leverage Lhe flnanclal daLa ln Lhe ÞMS.
1hls ls only one elemenL of a law flrm's buslness lnformaLlon poLenLlal. 1here ls a wealLh of key
buslness daLa held wlLhln oLher key buslness sysLems, such as MarkeLlng, 8ÞM, knowledge
ManagemenL, eLc. LhaL ls frequenLly lefL unLapped. A good example of where Lhe lncluslon of Lhese
sources of daLa would be lnvaluable ls ln Lhe area of new buslness developmenL and cllenL accounL
managemenL.
"#$ %&'()$'' ()"$**(+$),$ $,-'.'"$/
0 1()2),(2* /$"3(,' 2)4 %$.-)4
456 7589:
/565;<6; 4<=9>?@=A 47 39B@=?<6; *<C<?9D
ln addlLlon Lo knowlng abouL a cllenL's currenL flnanclal sLaLus, knowledge on Lhe quallLy and
quanLlLy of cllenL lnLeracLlons Lo daLe, Lhe lnLercompany relaLlonshlps LhaL exlsL and Lhe
organlsaLlonal experLlse LhaL may dlfferenLlaLe Lhe flrm from Lhe compeLlLlon could be Lhe
dlfference ln Lhe flrm wlnnlng new buslness and, equally lmporLanLly, reLalnlng exlsLlng key cllenLs
LhaL may have been losL oLherwlse.
2;;=9;5?<@6
Leveraglng daLa from a wlde number of dlsparaLe reposlLorles creaLes ln lLself a number of declslons
regardlng Lhe effecLlve and coherenL aggregaLlon of Lhese daLa seLs. 1he Lwo key challenges faclng
law flrms ls LhaL Lhls aggregaLed daLa needs Lo be accuraLe and also Lhe approach used ls flexlble
enough Lo respond qulckly Lo Lhe ever changlng needs of a law flrm.
1radlLlonal daLa warehouse sysLems have sLruggled Lo keep up wlLh Lhese buslness demands and 8l
Leams are now looklng Lo esLabllshed approaches ln oLher verLlcals, such as masLer daLa
managemenL Lechnologles, Lo harvesL, manage, opLlmlse, augmenL and aggregaLe key law flrm daLa
sources ln order Lo avold Lhe need Lo consLanLly redeflne and updaLe Lhelr daLa warehouse
envlronmenL and ln Lurn reduce downLlme and slgnlflcanL malnLenance cosLs.
Cnce a law flrm has made Lhe declslon Lo aggregaLe daLa from mulLlple reposlLorles Lhe need for a
flexlble daLa managemenL archlLecLure ls paramounL ln any 8l pro[ecL and ecosysLem.
H<:G58<:5?<@6I39B@=?<6;
WhllsL Lhe ma[orlLy of 8l pro[ecLs are leL down by poor daLa quallLy and archlLecLural flexlblllLy, good
daLa vlsuallsaLlon ls sLlll essenLlal Lo any 8l LcosysLem. 1he sole ob[ecLlve of Lhe
vlsuallsaLlon/8eporLlng layer ls Lo provlde Lhe relevanL reclplenL wlLh Lhe rlghL lnformaLlon ln a
Llmely fashlon Lo change Lhelr behavlour Lo Lhe beneflL of Lhe flrm - a polnL LhaL ls someLlmes
mlssed ln Lhe lnlLlal pro[ecL scope.
1hls could be ldenLlfylng Lhe operaLlonal opporLunlLy Lo Lransfer work Lo a cheaper lnLernal
resource, flagglng Lhe under-uLlllsaLlon of a Leam or speclflc fee earner or ldenLlfylng cllenL upsell or
cross sell opporLunlLles.
SomeLlmes daLa vlsuallsaLlon ls seen more of an arL Lhan a sclence as lndlvlduals reacL dlfferenLly Lo
Lhe same daLa presenLed ln dlfferenL formaLs. lor example many law flrm managers flagged Lhe lack
of behavloural change Lo LabulaLed numerlcal only Lo flnd LhaL a Lrafflc llghL sysLem on a fee earner's
dashboard hlghllghLlng mlssed kÞls ln red radlcally lmproves behavloural change.
"#$ %&'()$'' ()"$**(+$),$ $,-'.'"$/
0 1()2),(2* /$"3(,' 2)4 %$.-)4
456 7589:
/565;<6; 4<=9>?@=A 47 39B@=?<6; *<C<?9D
"#$ )$J" +$)$32"(-)
Law flrms have sLarLed Lo reallse LhaL effecLlve 8uslness lnLelllgence ls noL [usL abouL flnanclal
performance buL also a beLLer undersLandlng of MarkeLlng and CperaLlonal buslness lnformaLlon
aLLrlbuLes. 1haL sald, ln Lhe maln, law flrms are sLlll focussed on whaL ls seen as LradlLlonal buslness
lnLelllgence. CLher lndusLrles, parLlcularly llnance and lMCC, are now looklng aL new areas such as
ConLexLual and ArLlflclal lnLelllgence opporLunlLles, unsLrucLured, exLernal and 8lg uaLa sources Lo
ald Lhelr 8l LcosysLem. AggregaLlng new daLa Lypes lnLo LradlLlonal models creaLes Lhe opporLunlLy
for more deLalled and auLonomous Lrend analysls, earller recognlLlon of poLenLlal opporLunlLles and
LhreaLs and Lhe ablllLy for Lhe law flrm Lo make sLraLeglc declslons underplnned by robusL and
LrlangulaLed buslness lnLelllgence.
ln summary, 8uslness lnLelllgence ln Lhe legal lndusLry ls currenLly experlenclng a fundamenLal shlfL
ln requlremenLs, expecLaLlons and needs. Law flrms need Lo maxlmlse Lhe poLenLlal of buslness
lnLelllgence Lo dellver buslness change, maxlmlse opporLunlLles and mlLlgaLe poLenLlal LhreaLs.
lnwardly looklng aL flnanclal meLrlcs ls no longer sufflclenL and flrms need Lo embrace Lhelr flnanclal
daLa alongslde hollsLlc markeLlng and operaLlonal daLa and furLhermore embrace new lnformaLlon ln
a heurlsLlc manner Lo ald Lhelr overall sLraLeglc declslons.
WhllsL poLenLlally daunLlng, wlLhln Lhe lndusLry Lhere ls a slgnlflcanLly beLLer undersLandlng Loday of
how Lo dellver nexL generaLlon 8l envlronmenLs and Lhe need Lo consLanL/lncremenLal change.
1hese are exclLlng Llmes.
1(3/ %(-
8ased ln London, uW 8eporLlng ls an lndependenL flnance sysLems, buslness lnLelllgence and
reporLlng consulLancy LhaL speclallses ln pracLlce managemenL and reporLlng/managemenL
lnformaLlon soluLlons wlLhln Lhe uk and lnLernaLlonal legal secLor. WlLh backgrounds worklng for
lnLernaLlonal law flrms such as Pogan Lovells, Mayer 8rown, 8ÞC, Slmmons & Slmmons, Clswangs
and 8LÞ, our Leam of consulLanLs are able Lo provlde a unlque blend of agnosLlc sysLem and legal
markeL experLlse ln a slngle servlce. Cur exLenslve knowledge of Lhe legal flnanclal and managemenL
lnformaLlon landscape, ensures LhaL we are able Lo advlse, gulde, asslsL and enable law flrm Leams ln
Lhe successful dellvery of buslness change and growLh wlLhln lncreaslngly complex buslness
envlronmenLs.
We are #drlvenbydaLa - ldenLlflcaLlon, lnLegraLlon, LransformaLlon, managemenL and vlsuallsaLlon.
,-)"2," 4$"2(*'
uan Wales, Managlng ulrecLor
uan.wales[dwreporLlng.com
www.dwreporLlng.com
+44 7984 707 687
1wlLLer: [dwreporLlng
LlnkLuln: hLLps://www.llnkedln.com/company/dw-reporLlng-lLd
doc_640601064.pdf