The measure of insight

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					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 challenge
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
of control:
•	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
  enforce standards.

As used in this document, “Deloitte” means Deloitte & Touche LLP, a subsidiary of Deloitte LLP. Please see for a detailed
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:
                                                                                                                       Vivek Katyal
                                       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              
                                       for each of the KPIs, as well as information on each KPI,
                                       including trend, definition, calculation logic, and current                     Jeff Torstenson
                                       value.                                                                          Principal
                                                                                                                       Deloitte & Touche LLP
                                                                                                                       +1 612 281 4000

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Description: An international banking institution improves performance with Deloitte’s enterprise planning capabilities