CHAPTER 2 CASE STUDY

   1. What are the business benefits of Business Sufficiency, Business Sphere and Decision Cockpits?

The business benefits for these three solutions are it will eliminate time spent debating different data sets, and instead use a system that allows leaders to focus on immediate and better business decisions using the most accurate data available.

                               I.            Business Sufficiency

·         Furnishes executives with prediction about P&G market share and other key performance metrics.

·         A series of analytics models showing what’s occurring in the business right now, why it’s happening and what actions P&G can take.

ü  Sales data at the country, territory, product line and store levels, along with drivers such as advertising and consumers consumption, factoring in specific economic data at the regional and country levels.

ü  The P&G can adjust pricing, advertising and product mix to respond to the predictions.

                            II.            Business Sphere

·         Interactive system designed to reveal insights, trends and opportunities for P&G leaders and prompt, focus business questions that be addressed with data on spot.

·         Everyone in meeting sees the same information.

·         The Business Sphere allows top executives to answer their own specific business questions, and to visualize data in a more intuitive way than a simple report allows.

·         The Business Sphere also envisioned as a kind of command center.

                         III.            Decision Cockpits

·        To eliminate time spent by P&G employees debating the validity of competing version of data found in emails, spreadsheets, letters and reports.

·         By providing a one-step source of accurate and detailed real-time business data.

·       Managers and employees are able to make faster and better decisions than previously possible.

   2. What people, organization and technology issues had to be addressed when implementing Business Sufficiency, Business Sphere and Decision Cockpits?

People

• The Decision Cockpits issue is there is less communication among the workers. It is because they used the technology to solve the problem that arising. So, there is no relationship between the workers.

Organization

• Knowledgeable employee is essential for P&G Company to launch these three systems. Organization need to prepared special course, mentor-mentee or another relate coaching method to introduce and guide employee on how to use the system effective and efficiently

Technology

• Organization need to bare high launching and maintenance cost for the three systems. Moreover, company need to make sure the handling of  data effective and efficiently to avoid system down which could affect daily operation and also escape from the spread of important data
• Ex: Company might need to spend for specialist fee to install anti-virus or protection software to ensure the safety of data.

  3. How did these decision making tools change the way the company ran its business? How effective are they? Why?

These decision making tools change the way of company gathers reports and interprets of the business. Moreover it is instantaneous, with gather peoples together or via video and pulling in the right experts to fix a problem the moment it arises.

 This decision making tools can help

• Managers and employees are now able to make faster and better decisions then previously possible.
• With the gathering of managers and employees via high quality video conference Technology like Cisco Telepresence could immediate determine main problems facing by the business and how could the best decision to solve the problems effective and efficiently.
• The projects have been reduced complexity involved in generating statistical report.

-      Decision Cockpits helps in statistical analyses in real time and “drill down” to more detail version of data. Therefore the generation of statistical report could be simplifying.

•  More quickly respond to market stimuli

-   Business Sufficiency helps in prediction market share and other key performance metrics six to twelve months into the future. P&G can adjust the pricing, advertising and product mix to respond to market stimuli

    4. According to P&G CEO Bob McDonald, P&G’s new approach to decision-making represents a “cultural revolution.” Discus of this statement.s the implications

• Executives of P&G transform new way in decision making across the company by adjusting price, advertising and improving product. By conducting new system, it increases speed of making decision. For example, Business Sphere is a virtual, instant-on war room, where people huddle in person or by video around the needed data, pulling in the right experts to fix a problem the moment it arises. On the other hand, the old IT model estimated which reports are wanted by people, capture the data, and deliver it to the key people weeks or days after the fact.
• Executives of company can make a good decision at faster rate in environment with high quality video conferencing to display data visualization, market share and change of sale. They easily find out the problems and discuss with each other to solve problems in unpredictable and stressful environment.
• Moreover, it creates learning consortium between companies who able manage performance of company well by using systems such as Business Sphere and Decision Cockpits to analyse, make right decision and solve the problems which are faced by company. Managers and executives from other companies can learn from each other and discuss about how they use analytic software to move company intelligence.

    5. How are these systems related to P&G’s business strategy?

Since the P&G’s business has its own goals the business strategy which is to digitize its process from end to end and to fundamentally change the way it gathers, reports, and interprets data, The systems used by P&G’s is related to its business strategy, it eliminates the time spent debating different data sets, and instead of use a system that allows leaders to focus on immediate business decisions using the most accurate data available at that precise moment. Next is, P&G’s business sphere uses an interactive system designed to reveal insights, trends and opportunity for P&G’s leader and prompt them to ask focused business question that can be address with able to focus on the business strategy by devoted time and energy when it is most needed trough these systems, the managers and employee are now able to make faster and better decision that were data on the spot. Other than that, instead on decisions for improving the business all P&G’s employees are previously possible. Lastly, the company enjoys a reduced complexity involved in generating a statistical report, as well as cost reductions from maintaining one standardized set of data across the enterprise instead of duplicated, redundant data. Employee-generated emails have dropped sharply because more workers can answer their own questions and obtain their own information. The company is also able to better anticipate future events affecting the business and more quickly respond to market stimuli.

Business Sufficiency

• First, they focus on exceptions, what’s doing better and worse than expected, so P&G executives can learn what’s working and copy it, while heading off the flops. Second, the models are all predictive, and delivered through dashboards, charts, and supplemental analytics served up through data visualization and analysis software. The predictions are continually refined toward the end of each quarter. Third, they show a range of possible outcomes, allowing for what-if scenario planning. This complex data is presented visually in business processes, allowing decision makers to view the data more easily, process the information faster, and quickly turn insights into actions.

Business Sphere 

• The visualization helps people to “see” the data in ways they would not have been able to with just numbers and spreadsheets. It challenges assumptions while simultaneously presenting the data in different ways, revealing potential solutions that previously may have not been apparent. This allows company leaders to harness massive amounts of data to make real-time business decisions.

Decision Cockpits 

• Decision Cockpit makes data available on the desktops of decision makers. With the success of the decision cockpit, P&G has been able to do away with more than 80% of the company’s standardized business intelligence reports. Most users embraced the new approach as more attractive and usable than spreadsheet-based reports sent by email, but in some cases users had to be “forced over the hump” of reliance on the old report