The measure of insight
An international banking institution
improves performance with Deloitte’s
enterprise planning capabilities
Abstract Faced with the EA organization’s large scope, but lack of
A renowned international organization, which provides IT ownership, the client issued a request for proposal for
financial assistance to developing countries around the help in selecting the KPIs needed to measure enterprise
globe, sought a way to better measure the performance architecture activity and track results to drive convergence
of its business units against enterprise goals and standards. towards defined standards. The client required
The organization — composed of five closely associated methodology and frameworks to measure business
institutions operating on a global scale — required performance through the use of balanced scorecards, KPIs,
frameworks for its performance management system, and value measurements.
including key performance indicators (KPIs), an information
technology (IT) portfolio analysis, and balanced scorecards. How we helped
The Deloitte Analytics team, in conjunction with our
The Deloitte Analytics team led a project to define Security and Advisory practitioners, brought deep perfor-
standards and drive consensus within the organization’s mance management and EA experience to the project.
central enterprise architecture (EA) group. The initiative
also involved creating a visually interactive dashboard of Deloitte worked closely with EA leadership to assess
KPIs. In addition, Deloitte evaluated the maturity of the EA enterprise and organization strategy, and to select and
organization. cascade metrics to the various EA teams based upon the
services they provided.
The client’s IT teams operate globally, delivering IT
services to more than 140 offices around the world.
There are numerous business units with their own distinct
applications, processes, and business priorities.
There were two factors which differentiated this EA group
from a typical EA organization in terms of scope and span
• It had strategic responsibility for setting technology
direction, ensuring alignment of projects and spending,
and assuring transparency in the decision-making
• It lacked ownership or control of the majority of IT
assets that it oversaw and had limited ability to track and
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description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and
regulations of public accounting.
In order to develop the KPIs that would provide a balanced The results
and holistic view of EA performance across the enterprise, Upon selecting Deloitte for the engagement, the client set
the team compiled an exhaustive list of measures high expectations for defining KPIs that met the immediate
applicable to the project’s goals and objectives. These need for measuring business units against enterprise
were passed through two sets of predefined filters to make standards, while also designing a new dashboard. Deloitte
certain they were actionable, measureable, and achievable. not only meet this need, but also provided KPIs to track
Deloitte chose seven KPIs that were well balanced the performance of the EA organization, KPI selection
across the client’s objectives of “optimize cost,” “simplify frameworks for future use, and direction on how to classify
sourcing,” “increase agility,” and “reduce complexity.” KPIs the organization’s IT applications.
were then defined from a method of data collection and
measurement, calculation logic, and aggregation routine The Deloitte team shared its observations regarding the
into a single scorecard for the EA organization. EA unit’s place in the Deloitte maturity model for EA. Since
the organization was using the performance measure-
based approach for the first time, the business required a
roadmap with steps to gain enterprise-wide acceptance
Deloitte developed data of the initiative and put it into operation. By educating
the core client team on the Deloitte framework, Deloitte
consolidation templates, formulas, enabled the EA teams to update current KPIs and add new
measures as they progressed through the maturity model,
and an interactive dashboard for driving performance into the future.
presenting and analyzing KPIs. We shared with the client Deloitte’s analysis framework
regarding classifying IT applications on the basis of
business value, technical condition, and application cost,
in order to carry out an IT portfolio analysis. As a result
Deloitte performed a gap analysis to determine what of Deloitte’s performance management alignment and
data was readily available and what information was frameworks, applications and performance metrics were
still needed. Subsequently, we developed a roadmap rationalized, and the EA brand was enhanced across the
of initiatives to automate the process of gathering the institution.
scorecard data by implementing processes and technology
changes. For more information, please contact:
In order to present the KPIs to EA and enterprise Principal
executives, we developed an interactive dashboard with Deloitte & Touche LLP
drill up/drill down capabilities and “what-if” scenarios using +1 612 397 4774
SAP Xcelsius. This dashboard gave executives an overview email@example.com
for each of the KPIs, as well as information on each KPI,
including trend, definition, calculation logic, and current Jeff Torstenson
Deloitte & Touche LLP
+1 612 281 4000
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