Business Continuity and Business Intelligence Presentation by: Caesar Mwangi (PhD)

Transcription

1 Business Continuity and Business Intelligence Presentation by: Caesar Mwangi (PhD) Uphold public interest

2 Overview Business continuity and intelligence (Context for Practitioners) Business Continuity (The what, why and how) Business Intelligence (The what, why and how) Discussion Implications for future (Road to success) 2

3 Continuity and Intelligence What is the common link? They Both Relate to business They both relate to achievement of business Objectives They are both essential for business success

4 Continuity and Intelligence Our Theme: Reclaiming Practitioners professional Glory Can Business Continuity and Business Intelligence help us reclaim our professional Glory? Reclaiming glory suggests.the glory that existed is now lost! Is this true?

5 Business Continuity Essential for Business Success What happened to the following practitioners? Anderson Consulting? Business discontinued!

6 Business Continuity Public company and bank audits conducted around the globe by units affiliated with the world s six largest accounting firms are persistently riddled with flaws, a group of international regulators have found. Article in New York times quoting: 2013 survey by the International Forum of Independent Audit Regulators

7 Business Continuity Overview I. Getting Started I. Getting Started II. Assess II. your Assess most your most critical business components components II. IV. Clear definition of what you need to protect II. Clear definition of what you need to III. Categorize and prioritize business protect functions Developing Your Business Continuity Plan III. Categorize and prioritize business functions IV. Developing Your Business Continuity Plan

8 Business Continuity Overview Focus on three categories of protection to I. Getting Started help survive a disaster: II. II. III. IV. Assess your most critical business components Clear definition of what you need to protect Human Resources Categorize and prioritize business functions Physical Resources Developing Your Business Continuity Plan Business Operations

9 Business Continuity Overview Focus on three categories of protection to I. Getting Started help survive a disaster: II. II. III. IV. Assess your most critical business components Clear definition of what you need to protect Human Resources Categorize and prioritize business functions Physical Resources Developing Your Business Continuity Plan Business Operations I. Which is most critical for practitioners?

10 Business Continuity Overview Human Resources Protect your employees and customers from injury on your premises. Consider the possible impact a disaster may have on your employees ability to return to work Alternate staffing plans How do you ensure your business stays functional when a large percent of your staff is unable to come to work? Consider how your customers can reach you or receive your services

11 Business Continuity Overview Physical Resources Natural Hazards i.e. floods, earthquakes, volcanoes, drought Political upheaval Essential services (Transport, power, water) Location (CBD or suburbs) Control over premises (own or rent)

12 Business Continuity Overview Business Operations Critical Inputs things needed to do your job Critical Outputs things you produce that others want or need to do their job Don t assume! A client will patiently wait for your output. If your output is critical to their operations and you can t produce, they will go somewhere else.

13 Business Continuity Overview Business Operations Critical Inputs things needed to do your job Critical Outputs things you produce that others want or need to do their job Don t assume! A client will patiently wait for your output. If your output is critical to their operations and you can t produce, they will go somewhere else.

14 Business Continuity Overview To create a complete business continuity plan, you Need to assess the impact of interruption on four components: People Physical Property Systems Data

15 Define what makes you unique Define your core competencies What makes you unique? People (skills and culture) Service (Exceeds expectations) Process (efficient) Different industries, different priorities.

16 What can cause failure? What causes businesses to fail? 68% Human error. 25% Technology failure. 5% Natural disaster. 2% Intentional causes. What is likely to cause your practice or business to fail? Unquoted study.

17 If disruption occurs. You can insure for property damage but you cannot insure for: Market share loss Business relationships with suppliers Regulatory compliance failure Increased cost when operations resume Replacement, restoration, recovery costs Severance pay costs Loss of employees Impaired cash flow Impaired communications with clients Loss of professional reputation Plan for likely issues that may disrupt your business and document the plan Example in agriculture drought, worker strikes, systems failure, corrupt employees, incompetent employees, politics.

18 If disruption occurs. Plan for likely issues that may disrupt your business and document the plan Examples in agriculture drought, worker strikes, systems failure, corrupt employees, incompetent employees, elections.

19 Personal Business Continuity It is about YOU as a going concern Possible disruptions: Physical Health Family Health Financial Health Mental Health Relationships and community Career Plan for likely issues that may disrupt your life in all its aspects. Document mitigation measures and implement them.

20 If disruption occurs. What is likely to disrupt your practice or business or life Can you plan for continuity? Lets discuss..

21 Business Intelligence Business intelligence (BI) leverages software and services to transform data into actionable intelligence that informs an organization s strategic and tactical business decisions.

22 Business Intelligence Information that supports effective decision making. Not restricted to Management accounts.

23 Business Intelligence BI offers a way for people to examine data to understand trends and derive insights. Insights enable better decision making and increases the chance of success.

24 Business Intelligence

25 Business Intelligence What decisions do practitioners need to make to grow their practices and businesses? Marketing efforts Offer appropriate services or goods Resource utilization (People utilized) Revenue streams (Multiple) Profitability (Margin management)

26 Business Intelligence All these require data to be captured over time Trends to be analyzed to aid in decision making. EXAMPLES: Coffee lounges Food costs, menu items Farms Yield per acre, factory yields Sales trends By item, by channel

27 Business Intelligence examples Marketing efforts How much time spent on marketing? Who spends time? How much does it cost us? What are the most successful marketing channels (In store, public bill boards)? What is impact of marketing spend?

28 Business Intelligence examples Execution of professional services Who works on which assignments? What does it cost us to deliver on the assignments? Which types of clients are most cost effective?

29 Business Intelligence examples Where is 80% of our revenue generated from? Who is responsible for generation of this revenue? What services/goods are most profitable? What should we focus on? What should we drop?

30 Business Intelligence Tools 1. Traditional or classic BI tools, where IT professionals use in-house transactional data to generate reports.(excel spreadsheets) 2. Modern BI, where business users interact with agile, intuitive systems to analyze data more quickly.(obtain insights into quickly changing dynamics)

31 Business Intelligence benefits (Business application research Centre)

32 In summary.. It is about knowing what is going on right now And About predicting what will happen in the future so that you can make the right decisions that will yield the desired results.

33 Business Intelligence and Business Continuity are essential for success