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PE
RF
OR
MA
NC
E &
TE
CH
NO
LO
GY
AD
VIS
OR
Y
Bu
sin
es
s I
nte
llig
en
ce
A g
oo
d s
erv
an
t b
ut
a b
ad
ma
ste
r
Dav
id S
lán
ský
28th
Ap
ril 2
010
2
Inst
ead
of
intr
od
uct
ion
–th
e re
al w
orl
d t
od
ay
Two thirds of executives
feel that the quality of and
timely access to data is
poor and inconsistent
Up to halfof executive
managers place no
confidence in the numbers
presented to them.
Combined development of management and
inform
ation infrastructures results in a34%
perform
ance improvement.
Less than 50%of UK firms
believe that their
enterprise perform
ance
management systems
deliver useful insight
Despite the evidence presented to
support the success of BI, there is ample
evidence that many organisationshave
made little progress towards effective BI.
More worrying still is that of those whom
have tried have failed to achieve the
expected benefitsEstimates suggest that 75
percentof Business
Intelligence projects ere
perceived to have failed
3
Ke
y q
ue
stio
ns
Wh
ere
will
yo
u g
o?
What
do y
ou n
eed t
o o
verc
om
e?
Ho
w t
o g
et r
eport
s unders
tandin
g u
nd
er
contr
ol?
4
Mo
der
n B
I so
luti
on
s sh
ou
ld p
rove
its
val
ue
and
incr
eas
e b
usi
nes
s fl
exib
ility
Ma
nag
em
en
t re
port
ing
Sta
nd
ard
bu
sin
ess
re
port
ing
Re
gu
lato
ry r
epo
rtin
g
Ris
k m
ana
gem
en
t
Ch
urn
ma
nag
em
ent
Ca
mpa
ign
m
an
age
me
nt
Wh
ile
typ
ica
l B
I s
olu
tio
ns
su
pp
ort
…
Fle
xib
le in
form
atio
n
de
live
ry
Ah
ea
d th
inki
ng s
upp
ort
De
cisi
ons
and
re
aso
nin
g
Co
llab
ora
tion,
mu
tua
l u
nd
erst
and
ing
Tru
st
…m
od
ern
so
luti
on
sh
ou
ld b
rin
gA
re
cen
t su
rve
y o
f 70
0
au
tom
otiv
e d
istr
ibu
tors
fou
nd
tha
t th
ere
are
a n
um
ber
of
op
era
tion
al p
ract
ice
s th
at
corr
ela
te p
ositi
vely
to
hig
h p
erf
orm
anc
e.
In a
ma
jor
initi
ativ
e, t
he
re w
as
est
ablis
hed
a c
ompl
ete
ne
w
stru
ctu
re f
or
cont
rolli
ng t
he
finan
cia
l re
po
rtin
g sy
ste
ms
of
this
larg
e U
.S.
Au
tom
otiv
e
Dis
trib
uto
r. T
he
co
mpa
ny
lack
ed
con
sen
sus
on
ho
w t
o
imp
rove
its
repo
rtin
g, a
nd
wa
s su
fferi
ng f
rom
an
exc
ess
of
ma
nua
l wo
rk, a
hig
h le
vel o
f e
rro
rs, a
nd a
va
riety
of
diff
ere
nt a
pp
roac
hes
acr
oss
the
bu
sin
ess.
Re
cen
t te
chn
olo
gy
inve
stm
en
ts h
ad
b
ee
n p
erc
eiv
ed a
s m
issp
ent
an
d c
onf
lictin
g.
Th
e r
evi
ew
invo
lve
d
inte
rvie
win
g k
ey
exe
cutiv
es
an
d d
eve
lop
ing
a b
usin
ess
ca
se f
or
a n
ew
ap
pro
ach
tha
t co
uld
ge
ne
rate
ove
r U
S$
6
mil
lio
n i
n p
rod
uc
tivi
ty
sa
vin
gs
an
d o
ver
US
$2
m
illi
on
in
co
st
savi
ng
s.
5
Th
e fu
ture
will
bri
ng
tru
st a
nd
co
llab
ora
tio
n
1.F
orm
al g
ove
rnan
ce e
nvi
ron
men
t fo
r in
crea
sed
rel
iab
ility
2.S
oci
al B
I
3.B
ette
r b
us
ines
s ad
op
tio
n /
sem
anti
c
4.In
crea
sed
em
ph
asis
on
fle
xib
ility
an
d
tim
e-to
-mar
ket
red
uc
tio
n
5.S
hif
t to
dec
isio
n m
akin
g s
yste
m
6.In
teg
rati
on
in a
ll as
pec
ts
7.T
igh
ter
alig
nm
ent
to s
trat
egy
exe
cuti
on
If y
ou
are
usi
ng m
ulti
ple
in
form
atio
n s
yste
ms,
ho
w d
o
you
acc
ura
tely
me
asu
re
finan
cia
l pe
rfo
rman
ce a
cro
ss
diff
ere
nt a
reas
of
you
r o
rga
niza
tion
?
Th
e c
ons
olid
atio
n o
f in
form
atio
n n
eed
s a
nd
subs
equ
ent
co
nso
lida
tion
of
de
cisi
on
su
ppo
rt s
yste
ms
into
o
ne
ma
nag
emen
t in
form
atio
n
syst
em a
llow
ed
fo
r fa
r g
rea
ter
au
tom
atio
n b
y re
duc
ing
the
n
ee
d fo
r tim
e c
on
sum
ing
m
anu
al p
lan
nin
g a
nd
co
nso
lidat
ion
pro
cess
.
Th
is m
ean
t th
at t
he
clie
nt a
lso
h
as
a c
om
mo
n g
lob
al f
ina
nce
p
latfo
rm d
eliv
eri
ng e
ssen
tial
finan
cia
l da
ta t
o h
elp
the
m
tra
ck p
erf
orm
anc
e b
oth
at
a g
rou
p a
nd s
ub
gro
up
leve
l in
th
eir
glo
ba
l ope
ratio
ns.
Fu
rth
erm
ore
, th
e
impl
em
en
tatio
n o
f th
e n
ew
sy
stem
res
ulte
d in
a 2
0
pe
rce
nt
red
uc
tio
n i
n c
os
ts.
6
Ke
y q
ue
stio
ns
Where
will
you g
o?
Wh
at d
o y
ou
nee
d t
o o
verc
om
e?
Ho
w t
o g
et r
eport
s unders
tandin
g u
nd
er
contr
ol?
7
Bu
sin
ess
use
rs a
mo
ng
org
aniz
atio
n a
re f
acin
g s
imila
r is
sues
Los
s of
cre
dib
ility
Undere
stim
ate
d co
mm
unic
atio
n a
nd P
R
Los
s of
cre
dib
ility
Uncl
ear
data
linea
ge
Dis
illusi
on
/ lo
ss o
f cr
edib
ility
Repeat
ed r
equire
ment
sW
ork
aro
und
Out
put
s don
’t m
eet
the
qua
lity
require
ment
s (a
lso
due
to s
ourc
e sy
stem
s pr
oble
ms)
Work
aro
und
sD
isill
usi
on
/ lo
ss o
f cr
edib
ility
Uncl
ear
prio
ritie
s an
d deliv
ery
ter
ms
Use
rs d
on’t
trust
the
solu
tion
Use
rs r
equire
redu
ndan
t w
ork
Manag
em
ent
->
con
solid
atio
n
Use
rs d
on’t
unde
rsta
nd
solu
tion
cont
ent
in t
he
sam
e w
ay
Long
deliv
ery
ter
ms
Solu
tion
arch
itect
ure
infle
xible
(se
ries
of
loose
ly
linke
d dat
a m
art
s)
Require
men
ts f
lood
Silo
-base
d ap
pro
ach;
user
req
uire
ment
s is
ola
ted
Imp
acts
Cu
rren
t si
tuat
ion
Th
is g
lob
al m
inin
g c
om
pa
ny
fou
nd
th
at a
sim
plifi
ed
da
ta m
od
el w
as
the
an
swe
r to
su
rviv
ing
in a
tu
rbul
en
t ma
rke
t.
Fo
r e
ven
the
mos
t ad
ept
ma
nag
er,
h
avi
ng
to m
ana
ge
com
mo
dity
p
rice
s th
at f
luct
uate
ove
r 2
00
pe
rce
nt i
n o
ne
ye
ar
is m
ore
tha
n
just
a c
hal
len
ge
. Fo
rtu
na
tely
, th
is
glo
bal m
inin
g h
ouse
wa
s p
rep
are
d.
Th
rou
gh
a t
imel
y e
xam
ina
tion
of
the
dri
vers
of
valu
e,
the
y w
ere
ab
le t
o id
en
tify
wh
ich
we
re t
he
ke
y to
thei
r b
usi
nes
s a
nd
wh
at
ha
d to
be
re
po
rte
d to
the
boa
rd a
s th
e
ma
rke
ts c
han
ged
. B
y us
ing
the
in
sig
hts
ga
ine
d f
rom
the
val
ue
-d
rive
r a
naly
sis,
the
clie
nt
wa
s a
ble
to
dis
till t
he
ke
y e
lem
en
ts o
f the
d
ata
mod
el r
eq
uire
d fo
r fa
st
de
cisi
on
mak
ing
.
A f
ast
er
data
co
llect
ion
pro
cess
w
as
est
ablis
hed
. B
y us
ing
a
com
mon
dat
a m
ode
l, w
ith c
lear
ly
ag
reed
co
mm
on
de
finiti
ons,
the
o
rga
niza
tion
wa
s a
ble
to m
ake
im
me
dia
te d
ecis
ions
ab
out
st
opp
ing
, re
sum
ing
, an
d s
tart
ing
in
vest
me
nts.
Th
ey
cou
ld c
lea
rly
fore
cast
th
e im
pac
t o
f th
e tu
rbu
lent
m
ark
et
plac
e a
nd
ha
d th
e a
bili
ty t
o
ma
ke c
ritic
al o
pera
tion
al
de
cisi
ons
.
8
Th
ere
is n
o o
ne
size
fit
s al
l so
luti
on
…b
ut
ther
e ar
e st
ill
som
e g
ener
ic “
wh
at h
as w
ork
ed”
hin
ts…
So
luti
on
o
per
ati
on
sE
nvi
ron
men
t d
eve
lop
men
t
Bu
sin
ess
use
rs
un
der
sta
nd
ing
�C
on
ten
t u
nd
ers
tan
din
g
�F
un
ctio
na
lity
un
de
rsta
nd
ing1
Ch
an
ge
man
age
men
t
Co
ns
oli
da
tio
n,
pri
ori
tiza
tio
n
2
So
luti
on
Arc
hit
ec
ture
�B
Ic
om
po
ne
nts
�In
vo
lve
d i
nE
A�
De
sig
n s
ec
uri
ty
3S
olu
tio
n A
rch
ite
ctu
re
�B
Ic
om
po
ne
nts
�In
vo
lve
d i
nE
A�
De
sig
n s
ec
uri
ty
3
De
velo
pm
ent
pro
jec
ts
4
De
velo
pm
ent
pro
jec
ts
4
Ru
nn
ing
app
lica
tio
n
�A
va
ilab
ilit
y�
Sec
uri
ty�
Re
so
urc
es
, bu
dg
et
5
Budget,resources
6 Budget,resources
6
Use
rs r
eq
uir
eme
nts
A c
lien
t w
as
at
a lo
ss to
exp
lain
su
dde
n a
nd
une
xpe
cte
d
vola
tility
in k
ey
cost
lin
es
du
ring
th
e r
ecen
t ec
ono
mic
tu
rbul
enc
e.
Ma
na
gem
ent
had
a
lso
ofte
n fa
iled
to n
otic
e p
oo
r p
erf
orm
anc
e o
f ke
y in
dic
ato
rs
in t
ime
to m
ake
ne
cess
ary
d
eci
sio
ns a
nd c
ha
nges
.
Po
or
info
rma
tion
, go
vern
an
ce
an
d in
ade
qua
te p
roce
sses
had
si
gnifi
can
tly c
on
trib
ute
d to
poo
r m
ana
gem
ent
dec
isio
ns
tha
t ‘c
ost’
the
org
aniz
atio
n o
ver
US
$7
2 m
illio
n.
Th
ey
pri
orit
ize
d fr
om
hu
ndre
ds o
f pe
rfo
rma
nce
m
eas
ure
s to
pro
duc
e a
m
ana
gea
ble
num
ber
such
as:
vo
lum
e o
f cus
tom
ers
; ch
urn
ra
te;
reve
nu
e; m
arg
in.
Th
is
he
lpe
d th
e c
lien
t to
cre
ate
a
sim
ula
tion
mo
del
wh
ich
e
na
ble
d h
im t
o a
sses
s th
e
ou
tco
me
of c
han
gin
g v
aria
ble
s su
ch a
s p
rice
and
cu
sto
me
r se
rvic
e,
and
lea
rn h
ow
va
rio
us
me
asu
res
are
inte
rrel
ate
d.
As
a r
esu
lt, th
e b
usin
ess
no
w
ha
s a
n u
nde
rsta
ndi
ng
of
how
a
chan
ge
in p
rice
an
d s
pee
d o
f cu
sto
me
r se
rvic
e re
spo
nses
a
ffec
t th
eir
pe
rfo
rman
ce.
9
Ke
y q
ue
stio
ns
Where
will
you g
o?
What
do y
ou n
eed t
o o
verc
om
e?
Ho
w t
o g
et r
epo
rts
un
der
stan
din
g u
nd
er c
on
tro
l?
10
Ma
y b
e yo
u h
ave
the
“déj
àvu
”fe
elin
g
PaidMovement
OSMovementIncurredMovement
IncurredFrom
Incurred As At
SettCcyISO
ReportingClass1
ReportingClass2
EventCodeEventName
44092
99488
68852
50000
67166USD
Personal Accident
Personal Accident
60007tetewrtwert
94591
90460
87270
50000
12588USD
Personal Accident
Personal Accident
60007tertwertwer
77146
4872
50671
50000
63242USD
Personal Accident
Personal Accident
60007gsdfgsdhg
91854
36637
48384
50000
36584USD
Medical Expenses
Medical Expenses
50149jdfhfdsgsf
63759
32479
26252
50000
25704USD
Contingency
Contingency
50315ewrtwertre
37632
81494
67870
50000
89962USD
Personal Accident
Personal Accident
60005gsdfgdsggg
20096
46492
80184
50000
79246USD
Personal Accident
Personal Accident
60004gbbvscbbsdfb
14257
31754
47366
50000
44500USD
Medical Expenses
Medical Expenses
50298gsdgdsfgsdfg
2919
40800
37178
50000
99374USD
Personal Accident
Personal Accident
50299gdsgsdfgdfsgds
61176
91362
40666
50000
8043USD
Medical Expenses
Medical Expenses
50149gsfdgsfdgdfg
47536
25570
9927
50000
7049GBP
Bloodstock
Bloodstock
50325fdgsdgdsfgd
60923
86863
6586
50000
56982GBP
Bloodstock
Bloodstock
60002rewtwretrwe
34803
71609
50302
50000
45870GBP
Bloodstock
Bloodstock
60002trewtrwtrt
86536
55742
21684
50000
79503GBP
Bloodstock
Bloodstock
60002twertwretwr
What is the
difference?
This is
incorrect!
Can I see
the detail?
I have slightly
different
number. W
hy?
What are other
classes?
What does
this mean?
What is the
difference?
This code
should not
apply here
You m
ay
consi
der
usi
ng
fram
ew
ork
s fo
r ca
sh
report
ing a
nd fore
cast
ing
wh
ich r
educe
d the fin
anci
al
close
period f
rom
25 to 1
1
da
ys.
By
doin
g s
o,
you m
ay
be
able
to r
ele
ase
up to
US
$29.2
mill
ion in
cash
. A
fter
thre
e w
eeks
a c
lient
dia
gnose
d the is
sues
and
began w
ork
ing o
n
redefin
ing the K
PIs
alig
ned
to the s
trate
gic
obje
ctiv
es
to d
esi
gn a
moc
k-up b
oard
re
port
ing p
ack
.
This
cre
ate
d a
tra
nspare
nt
vie
w o
f w
ork
ing c
apita
l and
cash
man
agem
ent w
hic
h
gave
inve
stors
cla
rity
on
perf
orm
ance
.
11
Wh
at d
o y
ou
mis
s?
Transparency
Structure
Highlights
Decision
making
simplification
Storyline
Common
understanding
Is it
poss
ible
to a
chie
ve a
coh
ere
nt
view
of
the t
ruth
in a
cost
-eff
ect
ive
manner
wh
en y
our
busi
ness
has
more
than a
hu
ndre
d b
illio
n d
olla
rs
of
reve
nu
e,
ove
r 50,0
00
em
plo
yees,
glo
bal o
pera
tions
with
hun
dre
ds
of
pro
duct
s and
chann
els
? F
or
this
glo
bal o
il co
mpany
the a
nsw
er
was
an
em
phatic
“ye
s.”
Aft
er
many
years
of
signifi
cant
syst
ems
inve
stm
ents
, th
e c
lient
still
fo
un
d t
he
y ha
d in
consi
stent
report
ing m
eth
ods
—th
ey
were
no
close
r to
obta
inin
g a
“si
ngle
vers
ion
of
the t
ruth
.”T
he p
rolif
era
tion o
f sy
stem
s, d
ata
ware
ho
use
s, a
nd
report
s se
em
ed t
o b
e g
ett
ing
wors
e.
It w
as
clear
that
contin
uin
g
with
the s
am
e a
ppro
ach
.
Segre
gatio
n t
he g
ove
rna
nce
model
into
thre
e la
yers
help
ed.
The f
irst
w
as
to id
entif
y w
ho r
eally
ow
ned
and c
ontr
olle
d t
he in
form
atio
n,
the
se
cond w
as
to lo
ok
at
who u
sed
the in
form
atio
n,
and t
he t
hird w
as
wh
o p
rod
uce
d it
. B
y usi
ng
adva
nce
d f
aci
litatio
n m
eth
ods
an
d
tools
, th
is o
rganiz
atio
n w
as
able
to
defin
e c
lear
role
s an
d
resp
onsi
bili
ties
for
ow
ners
hip
an
d
use
d a
share
d s
erv
ice c
apabili
ty t
o
deliv
er
mast
er-
data
managem
ent.
T
he o
utc
om
e le
d t
o s
ignifi
cant
impro
vem
ents
in d
ata
qu
alit
y and
consi
stency
, lo
wer
cost
, and f
ast
er
deci
sion m
aki
ng.
12
Co
mm
on
un
der
stan
din
g e
nvi
ron
men
t
Wha
t do
yo
u d
o if
yo
ur
com
pan
y h
as
gro
wn
th
rou
gh
mul
tiple
a
cqu
isiti
on
s —
and
inve
sto
rs
wa
nt
you
to
driv
e s
yne
rgy
be
nef
its —
but
you
ca
n’t
get
glo
bal o
r re
gio
nal i
nsi
ght
into
ke
y o
pe
ratio
na
l com
pon
ent
s?
Yo
u n
ee
d to
focu
s. A
lead
ing
g
loba
l bre
we
r g
rew
th
rou
gh m
ore
th
an
twe
nty
acq
uisi
tion
s,
ho
we
ver,
ea
ch a
cqui
red
co
mp
an
y ha
d d
iffe
ren
t wa
ys o
f d
efin
ing
ch
ann
els
, cu
sto
me
rs,
an
d p
rodu
cts.
Th
is m
ade
inte
rna
l b
enc
hm
ark
ing
diff
icu
lt, if
no
t im
poss
ible
. H
avi
ng
trie
d to
st
and
ard
ize
the
info
rma
tion
se
vera
l tim
es,
the
y re
aliz
ed
tha
t a
diff
ere
nt
app
roa
ch w
as
req
uire
d.
Th
e w
ay
ou
t w
as
to
be
com
e e
xplic
it a
bou
t th
e
req
uire
me
nts
of e
ach
ke
y cl
ient
st
ake
hold
er
to e
xecu
te th
e
stra
teg
ic p
lan
.
As
a r
esu
lt, th
ey
we
re a
ble
to
red
uce
the
vo
lum
e o
f in
form
atio
n
req
uire
me
nts
sig
nific
an
tly.
Th
is in
tu
rn le
d to
the
ad
op
tion
of
sim
plif
ied
pro
cess
es,
sys
tem
s,
an
d d
ata
mod
el t
o d
eliv
er
the
info
rma
tion
re
qui
red
to m
ake
st
rate
gic
de
cisi
on
s fo
r th
eir
glo
bal o
pe
ratio
n.
Ce
ntr
al
En
cycl
op
ed
ia
Bu
sin
es
s d
icti
on
ary
Sin
gle
bus
ines
s d
efin
ition
Ap
plic
ati
on
po
rtfo
lio
Co
nso
lida
ted
Vo
dafo
ne s
yste
ms
des
crip
tion
Re
po
rts
po
rtfo
lioC
ons
olid
ate
d re
port
s ca
talo
gue
Us
ers
cat
alo
gu
e
An
y o
the
r ca
talo
gu
e
Re
po
rt d
es
cri
pti
on
Re
por
tX
YZ
Re
po
rtX
YZ
+
He
ad
er
•N
am
e, typ
e, purp
ose
, o
wn
er,
auth
or,
use
r gro
ups,
cert
ifica
tion d
ate
etc
.
Da
ta l
inea
ge
dia
gra
m:
Rep
ort
’s d
ata
ov
erv
iew
:
Rep
ort
’s e
lem
en
ts o
ve
rvie
w:
•N
am
e•
Typ
e•
Update
mec
hanis
m,
etc
.
13
Th
ere
is n
ot
that
mu
ch e
nc
yclo
ped
ia e
lem
ents
Is it
poss
ible
to b
e m
ore
eff
ect
ive a
nd
eff
icie
nt
at
the s
am
e tim
e? A
glo
bal
auto
motiv
e s
upplie
r has
learn
ed t
hat
a
sharp
focu
s on w
hat
matt
ers
can
pro
vid
e m
ore
inci
sive
info
rmatio
n a
t a
signifi
cantly
low
er
cost
.
Rath
er
than t
he c
lass
ic s
yste
ms
appro
ach
of
colle
ctin
g m
ass
es
of
confli
ctin
g b
usi
ness
requirem
ents
and
then t
ryin
g t
o r
eco
nci
le t
his
into
a
cohere
nt
set
of
requirem
ents
, th
is
glo
bal s
upplie
r ch
ose
to s
tart
with
the
core
info
rmatio
n r
equire
d t
o e
na
ble
the
busi
ness
model.
This
invo
lve
d a
deta
iled a
naly
sis
of th
e e
xist
ing
busi
ness
model a
nd t
he s
trate
gy.
By
re-d
efin
ing t
he m
easu
res
that
refle
ct
real v
alu
e,
the c
om
pany
set
new
key
perf
orm
ance
indic
ato
rs (
KP
Is),
co
vering p
erf
orm
ance
fro
m a
fin
an
cial,
opera
tion
al,
and r
isk
pers
pect
ive.
Report
s w
ere
sta
nd
ard
ized a
nd t
he
num
ber
and s
ize o
f d
ocu
ments
we
re
reduce
d,
elim
inatin
g u
nn
ece
ssary
in
form
atio
n.
The r
esu
lt w
as
a s
ignifi
cant
reduct
ion
in t
he n
um
ber
of
rep
ort
s and le
ss
duplic
atio
n o
f re
dun
da
nt
info
rmatio
n.
The c
lient
is n
ow
aw
are
that,
to s
teer
the b
usi
ness
and t
o s
up
port
its
stra
tegy,
it n
eeds
more
than ju
st K
PIs
: it
mus
t harm
oniz
e it
s pla
nnin
g,
fore
cast
ing,
and r
eport
ing s
o t
hat
all
link
into
the s
ame in
form
atio
n.
14
Alt
ho
ug
h it
loo
ks c
om
plic
ated
it
is n
ot
A la
rge e
nerg
y co
mpan
y w
as
exp
erienci
ng lo
ng a
nd
inco
nsi
stent pla
nnin
g a
nd
fore
cast
ing c
ycle
s part
ially
as
a r
esu
lt of
poo
rly
conf
igure
d p
lannin
g
tech
nolo
gy.
he
y re
duce
d d
ata
and
syst
em
pro
lifera
tion b
y decr
easi
ng the to
tal
num
ber
of a
pplic
atio
ns
by
more
than 5
0 p
erc
ent
and
the tota
l num
ber
of r
eport
s fr
om o
ver
700 to le
ss tha
n
125.
With
this
sig
nifi
cant
reduct
ion in
applic
atio
n
com
ple
xity
, su
pport
hours
w
ere
reduce
d b
y 15
perc
ent and
their p
lannin
g
cycl
es
are
fiv
e d
ays
sh
ort
er.
15
So
yo
u h
ave
exp
erie
nce
d t
hat
…
…m
odern
B
I so
lutio
ns
take
th
e
line
of
flex
ible
, an
tici
pat
ive,
co
llab
ora
tive
part
ner
for
your
deci
sion
maki
ng p
roce
ss a
t any
poin
t of
your
org
an
iza
tion.
…all
of
you f
ace
co
mm
on
tee
thin
g p
rob
lem
sw
hic
h c
an
be s
olv
ed w
ith b
usi
ne
ss in
volv
em
ent.
…yo
u
will
get
the
desi
red
eff
ect
as
soon
as
you
w
ill
un
der
stan
d a
nd
tru
st y
ou
r so
luti
on
.
…si
mplic
ity
and
ou
t of
the
box
thin
kin
g
are
th
e
key
su
cces
s en
able
rs o
f yo
ur
BI
gove
rnance
ch
ang
es.
16
Wh
at t
o d
o n
ext?
Ide
ntif
y h
ot a
rea
s a
nd
invo
lve
d c
olle
agu
es.
Get
the
bu
sin
ess
reas
on
ing
–
it is
pos
sib
le!
Fin
d o
ne
are
a w
her
e y
ou w
ill b
rin
g im
me
dia
te a
nd
ta
ng
ible
eff
ect
an
d d
o it
.
Th
ink
abo
ut e
atin
g a
n e
leph
an
t.
To
mo
rro
w
Have
your
stra
teg
ic p
lan
fo
r B
I im
pro
vem
en
tre
ad
y. B
e p
repare
d f
or
ne
xt
steps.
Eva
luate
yo
ur
initi
ativ
es,
com
munic
ate
succ
ess
, u
se t
he
ben
efit
sfo
r ju
stify
ing n
ext
pro
ject
s. G
et
more
peo
ple
on b
oard
.
Sta
rt n
ext
roun
d o
f pro
ject
s –
both
gro
win
g t
he
top
lin
eand
support
ing
info
rmatio
n w
ork
ers
.
In s
ix m
on
ths
17
Da
vid
Slá
nsk
ý
KP
MG
Čes
káre
pu
blik
a, s
.r.o
.
+42
0 22
2 12
4 24
9
dsl
ansk
y@kp
mg
.cz
ww
w.k
pm
g.c
z
Th
e i
nfo
rma
tion
co
nta
ine
d h
ere
in i
s of
a g
en
era
l n
atu
re a
nd
is
not
in
ten
de
d t
o a
dd
ress
th
e c
ircu
mst
an
ces
of
an
y p
art
icu
lar
indi
vidu
al
or
en
tity.
Alth
ou
gh
we
e
nd
ea
vor
to p
rovi
de
acc
ura
te a
nd
tim
ely
info
rma
tion
, th
ere
ca
n b
e n
o g
ua
ran
tee
tha
t su
ch in
form
atio
n is
acc
ura
te a
s o
f th
e d
ate
it is
re
ceiv
ed
or
tha
t it
will
co
ntin
ue
to
be
acc
ura
te in
th
e fu
ture
. N
o o
ne
sh
ou
ld a
ct o
n s
uch
info
rma
tion
with
ou
t a
pp
rop
ria
te p
rofe
ssio
na
l ad
vice
aft
er a
tho
rou
gh
exa
min
atio
n o
f th
e p
artic
ula
r si
tua
tion.
Info
rma
ce z
de
ob
saže
né
jso
u o
be
cné
ho
ch
ara
kte
ru a
ne
jso
u u
rče
ny
k ře
šen
ísi
tua
ce k
onkr
étn
ío
sob
y či
su
bje
ktu
. A
čko
liv s
e s
na
žím
e z
ajis
tit,
ab
y p
osk
yto
van
éin
form
ace
byl
y p
řesn
éa
akt
uá
lní,
nel
ze z
aru
čit,
že
bu
do
u o
dp
oví
da
t sk
ute
čno
sti
kd
atu
, ke
kte
rém
u j
sou
do
ruče
ny,
či
že b
ud
ou
pla
tné
i v
bu
do
ucn
ost
i. B
ez
dů
kla
dn
éh
o p
roše
tře
ní
kon
kré
tnís
itua
ce a
řá
dné
od
bo
rné
kon
zulta
ce b
y n
em
ěla
na
zá
kla
dě
těch
to in
form
ací
být
čin
ěn
a ž
ád
ná
op
atř
ení
.
©2
00
9K
PM
G Č
esk
áre
pu
blik
a, s
.r.o
., th
e C
zech
me
mb
er
firm
of
KP
MG
In
tern
atio
na
l, a
Sw
iss
coo
pe
rativ
e. A
ll ri
gh
ts r
ese
rve
d.
Pri
nte
d in
the
Cze
chR
ep
ub
lic.
.
