Global Business Intelligence

How to define and execute business intelligence priorities?

The challenge

Maersk Oil was seeking STRONGER CLARITY AND DIRECTION WITHIN BI, in order to improve the reporting and analytics ability, its aptitude in engaging management and in mobilizing the organization to effectively drive strategic BI initiatives.

The organization was facing data inconsistencies, an unclear governance model, lacked a central competency center and found its projects driven and defined by separate business units.

As a result, the right information was not available to the right people and prevented them from consistently making the right and timely decisions on behalf of the business.

 20 MIL.↘

Locked capital

$20 million reduction in locked stock-capital.

 

 

The approach

Conducted 1:1 interviews with 39 key stakeholders across four business units to assess BI perception.

BUILT A GLOBAL BI STRATEGY based on in-depth AS-IS and TO-BE analyses.

Realized value by defining and executing BI projects to meet defined strategic objectives.

Key focus

1) Architecture & Technology
2) Organization & People
3) Processes & Governance

The outcome

Delivered recommendations within identified key focus areas:
1) Architecture & Technology
2) Organization & People
3) Processes & Governance

Established an ACTIONABLE 24-MONTH TRANSFORMATION PLAN.

Anchored ownership with stakeholders around identified initiatives.

Cases

Business Intelligence in strategy 2021

DLG

Next Level Business Intelligence

Nordisk Film

Global BI & Analytics Strategy

LEO Pharma

Managing Change Engagement

Maersk Line

Increasing User Adoption

Maersk Oil

Global Performance Optimization

Novo Nordisk

Creating a Business Insights Portal

Novo Nordisk

Value in Strategy Execution

Ramboll

All cases