What is Business Intelligence? - Pikom

Business Intelligence 

to Drive 

Business Performance 

Management Consulting 

Jan 2012

Agenda: 

• What is Business Intelligence (BI) and 

Market View on BI 

• Information Challenges, Pitfalls and 

Success Factors for BI 

• Different approaches to Business 

Intelligence 

• Comparing various Approaches for BI 

• Our Point of view on BI 

• Our BI Framework and Thought 

Leadership 

• Case Studies 

The information contained herein is of a general nature and is not 

intended to address the circumstances of any particular individual or 

entity. Although we endeavour to provide accurate and timely 

information, there can be no guarantee that such information is 

accurate as of the date it is received or that it will continue to be 

accurate in the future. No one should act upon such information 

without appropriate professional advice after a thorough examination 

of the particular situation.

Introduction to the Speakers 

BRADLEY STYLES 

Partner, Management Consulting 

KPMG Advisory LLP, Singapore 

Bradley is a Partner in KPMG’s Management 

Consulting practice in Singapore. He has over 15 

years of experience in the information technology 

field. Brad is the leader for Business Intelligence & 

Enterprise Performance Management practice in 

KPMG Singapore. 

He is also the regional leader of KPMG’s ERP 

Advisory team and a member of KPMG’s global 

ERP Advisory leadership team. 

WOON TAI HAI 

Executive Director, Management Consulting 

KPMG Business Advisory Sdn Bhd 

Woon Tai Hai is a Partner and Chief Information 

Officer (CIO) in KPMG Malaysia and Executive 

Director for KPMG Management Consulting practice 

in Malaysia. He has over 28 years of experience in 

advising and deploying performance improvement 

strategies and Information Technology solutions for 

organizations and institutions in Asia Pacific. 

He is also the current Chairman of the Association 

of the Computer and Multimedia Industry Malaysia 

(‘PIKOM’) 

© 2012 KPMG Business Advisory Sdn. Bhd., a company incorporated under the Malaysian Companies Act 1965 and a member firm of the KPMG network of independent member firms affiliated with KPMG 

International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Printed in Malaysia. 

2

What is Business Intelligence and 

Market View on BI

What is Business Intelligence? 

Business Intelligence (BI) is the capacity to acquire, correlate and transform data into insightful and 

actionable information through analytics. It enables an organization and its business partners 

to make better, more timely decisions. 

“BI empowers the right people to receive the right information, at the right time, allowing them to make the 

right decisions”. 

By 2013: 

33% of BI functionality will be consumed via handheld devices 

15% of BI deployments will combine BI, collaboration and social software into decision-making 

environments 

Source: Gartner 



4

Executives are focused on BI 

BI Helps Meet Requirements and Improve the 

Business 

Reliable enterprise reporting 

Regulatory compliance 

Improved effectiveness and efficiency 

Informed decision making 

BI Helps Identifies Opportunity and Quickly 

React to Market Trends 

New markets / revenue sources 

Cost savings 

Proactive planning 

Predictive analysis 

CIOs ranked BI as their number one technology priority in 2009. 1 

“Over the next 24 months executives say they will focus on supplementing standard historical reporting of 

data with emerging approaches that convert information into scenarios and simulations that make insights 

easier to understand and act on.” 2 

1. Gartner EXP 2009 Survey of CIOs 

2. MIT Sloan Management Review : Findings from the 2010 New Intelligent Enterprise Global Executive Study and Research Project “Analytics: The New Path to Value 



5

But BI has not succeeded as promised 

70% of companies employ metrics that lack statistical validity and 

reliability. 1 

While 95% of companies forecast cash flows, only 14% of cash 

forecasts are accurate. 2 

Your BI/DW solution 

may have you looking 

at the wrong 

information. 

According to Gartner, there are five root causes for the gap between BI’s expected value and realized results 2 . 

1 

2 3 4 5 

A lack of 

coordination 

between IT and the 

business 

A lack of 

connection 

between BI tools 

and corporate 

strategy 

A lack of 

coordination 

between BI and 

business 

processes 

A lack of BI 

governance or, in 

some cases, too 

much governance 

A lack of skills in 

business users 

1. “Coming Up Short on Non Financial Performance Measurement,” Ittner and Larcker, HBR 

2. “Business intelligence not all it can be at most organizations, according to Gartner,” Jeff Kelly, SearchDataManagement.com, March 10, 2009. 



6

Therefore companies are focusing on access to Actionable Information 

Areas of improvement focus 

“The leading 

obstacle to 

widespread 

analytics adoption is 

the lack of 

understanding of 

how to use analytics 

to improve the 

business.” 

Source: MIT Sloan Mgmt 

Review & the IBM Institute 

for Business Value 



7

And Top Drivers for Analytics Investment 

Areas of prioritized spend 

High-quality, more-reliable management reporting 

60% 

More-robust analytical capabilities 

57% 

Improved efficiency 

More-timely, accurate indication of future performance 

56% 

52% 

Greater flexibility 

Greater control 

Reduced risk to business performance 

Reduced risk of noncompliance 

17% 

16% 

15% 

12% 

Other 

2% 

0% 10 20 30 40 50 60% 

Multiple responses permitted. Source: CFO Research Services/Lawson Software 2010 

1% 

“Top performing organizations use analytics five times more than lower performers.” 

Source: MIT Sloan Mgmt Review & the IBM Institute for Business Value 



8

Leaders and Challengers – The BI Market 

Business Intelligence CPM Data Warehouse Database Mgt. Systems 

The Magic Quadrant is copyrighted 2011 by Gartner, Inc. The Magic Quadrant is a graphical representation of a marketplace at and for a specific time period. It depicts Gartner's 

analysis of how certain vendors measure against criteria for that marketplace, as defined by Gartner. Gartner does not endorse any vendor, product or service depicted in the Magic 

Quadrant, and does not advise technology users to select only those vendors placed in the "Leaders" quadrant. The Magic Quadrant is intended solely as a research tool, and is not 

meant to be a specific guide to action. Gartner disclaims all warranties, express or implied, with respect to this research, including any warranties of merchantability or fitness for a 

particular purpose. 



9

BI – More than Reporting 

There are many benefits to the business at the surface, however a sustainable and defined infrastructure and 

governance framework is required to support the consistent delivery of effective Business Intelligence and 

Performance Management information. 

Supporting Framework 

Business Strategy Alignment 

Governance 

Integrated Information Mgmt. 

BI Platform 

Infrastructure – Database, 

Security, ETL 

Valued Business Information 

Dashboards, monitoring, insight 

KPIs, scorecards 

Real time reporting 



10

BI – Why do it? 

• Efficiency 

− 

− 

Reduced time to prepare 

information – formatting, 

reconciliation, compilation 

Reduces manual effort 

• Quality 

− 

− 

− 

Consistency – common 

definitions 

Reliability 

Accuracy 

• Leverage Wider Data 

Sources 

− 

− 

Unstructured 

External sources 

Better 

Decisions 



11

Information Challenges, Pitfalls and 

Success Factors for BI

Common Business Information Challenges 

“I receive a multitude of reports with conflicting information so we waste time debating which measures are 

correct instead of making decisions.” 

“I don’t have enough confidence in some of our information to make critical decisions.” 

“I can’t get the information I need quickly enough to react to quickly to events and changes in the market 

conditions” 

“ The organization does not understand the full breadth of the relationship our customers and suppliers have 

with us.” 

“It is too difficult to obtain all the information I need to make better decisions.” 

“The majority of our analyst’s time is spent gathering data instead of analyzing and the information to create 

insights.” 

“We run this business by “gut feel” rather than facts.” 

Board 

CEO 

CxO 

CFO 

CIO 

Management 

Associates 

Customer & 

Suppliers 



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Business Information Needs - Executive Perspective 

CEO 

Sets strategy 

Needs Visibility and Insight 

CFO 

Strategic Advisor 

Needs accuracy and 

transparency 

CIO 

Deliver Information 

Needs alignment with the 

business 

Management 

Execute Strategy 

Needs clear objectives and 

measures 

Employees 

Deliver against goals 

Need defined measures of 

performance 

• CEO’s and executive teams are faced with increasing pressures to improve 

performance and cut costs while dealing with decisions on a myriad of 

governance, risk and compliance issues without complete visibility into the 

supporting decision points. 

• CFO’s are taking on new roles in the execution of strategic goals and need 

clarity and transparency into the business’s financial and non-financial metrics 

in order to become a strategic advisor to the business. 

• CIO’s are working to deliver needed reports but users want autonomy from IT; 

and yet difficult to use tools, dispersed data and heavy spreadsheet usage 

create a dependency on IT for even the simplest report request. 

• Management is working to execute the strategy, but often don’t have a 

structured program for tracking performance and identifying trends that could 

significantly impact the business over the long term. 

• Employees don’t have a clear understanding how they are measured relative 

to their contribution to the corporate goals and objectives, and often don’t 

understand how what they do links to the overall corporate strategy. 



14

Lesson learnt from our previous initiatives 

P 

P 

P 

P 

P 

P 

P 

Establish principles of reporting 

and facilitate a high quality 

requirements gathering exercise 

Start by confirming a shared 

understanding and agreement on 

what to do to execute strategy 

Drive quickly for an 

outline solution 

Balance the size of the solution 

with the size of the problem 

Successful implementations 

consider more than the 

application itself 

More analysis on trends gives 

greater insight and meaning 

Ensure there is senior, visible 

sponsorship 

• Clients get real value when, along with defining the management information, they also 

establish how the organisation will use the information and will ensure it remains standardised 

as it changes over time 

• Differing opinions at senior levels will lead to delays in defining management information. 

We need to do this with you – not to you 

• Develop an outline solution quickly and bring people together to build, shape and buy into the 

solution. Use an approach which makes the most of peoples limited time and which 

demonstrates momentum 

• When delivering a reporting solution, keep it simple and except minor product shortcomings if 

the organisation can achieve better overall business benefits. 

• There are a small number of property system suppliers and less with international reach. 

Successful projects consider data, processes, reporting and user training as well as the 

application itself 

• Use insightful visualisations and trend analysis to help you focus on meeting both immediate 

and longer-term performance targets. Trend analysis will also help you set the performance 

targets 

• This will give this initiative authority, priority, momentum and will help remove any roadblocks. 

Ensure that sponsors are informed and understand the business requirements any 

implications and the roadmap before undertaking any detailed systems activity 



16

BI Success Factors 

Data 

• Define the key metrics with the greatest impact on business 

performance 

• Recognize and extract value out of data to make better, 

more timely decisions 

• Provide separate stakeholders groups with the data they 

need to make relevant decisions 

• Identify a “single version of truth” 

Processes 

• Advance a culture of decision making that makes use of the 

information and analytics 

• Design business processes based on industry best practices 

that facilitate data integrity 

• Help to select the best tools and technologies for your 

business 



17

Top Trends in Today’s Market 

Top 5 Trends in Data 

Warehousing 

Top 5 Trends in 

Management Reporting 


Analytics 


Business Planning 

•Pre-packaged warehouse 

environments delivered using 

data warehouse appliances 

•Demands for departmental 

analytics delivered quickly via 

data marts 

•Wider indexing and fast 

performance within clusters of 

data, delivered via column-based 

solutions. 

•Support a direct integration 

between financial consolidation 

and budgeting applications. 

•Consolidation of reporting 

software vendors 

•Operational reporting becoming 

pervasive reporting 

•Integration of data from disparate 

systems - ERP, CRM and SCM 

•Increased business focus on 

driving data quality 

•Data, systems and process 

governance increasing in 

importance 

•Predictive analysis on risk 

management and quality 

assurance 

•Intelligence alerts for problems or 

opportunities in digital marketing. 

•Mobile Intelligence analytics will 

boom in near future. 

•Social analytics as a hub if 

interactive marketing 

•Profitability, Cost & Spend 

analytics 

•Increased focus on timely 

information delivery (internal and 

external) 

•Clear linkages between strategic , 

operational planning and 

budgeting 

•Focus on business critical 

processes 

•Governance and communication 

(risk management) 

•Growing importance of high 

quality data 

•Global organizations seeking 

distributed solutions as potential 

architecture. 



18

Different Approaches to 

Business Intelligence

Various flavors of Business Intelligence 

Online Analytical Processing (OLAP): A data management 

method that allows the user to quickly analyze information that has 

been summarized into multidimensional views and hierarchies 

OLAP 

Advanced 

Analytics 

Visualization 

Advanced Analytics: Solutions that help to research potential 

trends, to analyse the effects of certain decisions or events, or to 

evaluate the performance of a given tool or scenario 

Visualization: Information organized in a narrative, graphic, 

tabular form, dashboard or web-based 

Data Mining 


Intelligence 

(BI) 

GIS 

Data Mining: Process of discovering new patterns from large 

data sets involving methods at the intersection of artificial 

intelligence, machine learning, statistics and database systems 

Geographic Information System (GIS): System designed to 

capture, store, manipulate, analyze, manage, and present all types 

of geographically referenced data 

DSS EIS MIS 

Decision Support System (DSS): A interactive system 

intended to help decision makers compile useful information from a 

combination of raw data, documents, personal knowledge, or 

business models to identify ,solve problems and make decisions. 

Executive Information System (EIS): A single system that is 

central to the organization and ensure that information can be 

shared across all functional levels and management hierarchy. 

Management Information System (MIS): A system intended to 

facilitate and support the information needed by senior executives 

by providing easy access to both internal and external information 

relevant to meeting the strategic goals of the organisation. 



20

How does BI systems support Decision making? 

Transaction Processing 

Systems (TPS) 

Decision Support Systems (DSS) 

Management Information Systems (MIS) 

Executive Information System (EIS) 

Operational 

Management 


Tactical 

Management 


Strategic 

Management 


Datawarehouse and Functional Data Marts 

Operational Mgmt Decision Tactical Mgmt Decision Strategic Mgmt Decision 

People • Middle-Managers to Supervisor 

• Self-Supervisors 

• Directed teams 

Decisions • Short-range planning 

• Production schedules 

• Day-to-day decisions 

• Use of resources 

• Enforce polices 

• Follow procedures 

• Business Unit Managers 

• Vice-President to Middle-Manager 

• Short-medium range planning 

• Schedules 

• Budgets 

• Policies 

• Procedures 

• Resource allocation 

• Board of Directors 

• C-Level Executive 

• Develop Overall Goals 

• Long-term Planning 

• Determine Direction 

– Political 

– Economic 

– Competitive 



21

Fitting BI Systems into the Organizational Information Landscape 

Internal Data 

OLAP 

Data 

Visualization 

External Data 

Enterprise 

Data Warehouse 

Data Marts 

DSS 

EIS 


Personal Data 

Data Marts 

MIS 

Knowledge 

Management 

Meta Data 

Data Mining 

Operational Data 

Source 

Data 

Integration 

Integrated Business 

Data Repository 

Function Specific 

Data Storage 

BI and Analytics Engines 

Outcomes 



22

Comparison of BI 

Approaches

Comparing various Approaches for BI 

MIS EIS DSS Datamart 

Definition 

Reports 

Periodic 

Typical 

Report 

A flavour Business Intelligence 

systems intended to facilitate and 

support the information and 

decision making needs of senior 

executives by providing easy 

access to both internal and 

external information relevant to 

meeting the strategic goals of the 

organisation 

A flavour Business Intelligence 

systems that is central to the 

organization and ensure that 

information can be shared across 

all functional levels and 

management hierarchy. 

A interactive software-based system 

intended to help decision makers 

compile useful information from a 

combination of raw data, documents, 

personal knowledge, or business 

models to identify and solve problems 

and make decisions 

Periodic reports or on demand Periodic reports or on demand Special reports that may only be 

generated once 

• Pre-specified report 

• Generic reports 

• Operational report 

MIS Reporting is all about giving 

managers feedback and doesn’t 

necessarily help directly with 

decision making 

• Spreadsheets and highlight 

charts 

• Web ready 

• GUI based 

Supports upper management in 

discovering problems and 

opportunities 

• Flexible & Adaptable reports 

• May not know what kind of report to 

generate until the problem surfaces; 

specialized reports 

Reports is produced through 

analytical modeling, not just 

computing an average, or plotting a 

graph 

A repository of data gathered 

from an enterprise-wide 

database or data warehouse or 

other data sources that is 

designed to serve a particular 

group of knowledge workers. 

Periodic reports or on demand 

• Dimensional reports 

• High level dashboard 

• Dynamic reporting 

Encourage user to do dynamic 

reporting independently 

Sample 

Output / 

Reports 

• Periodic Scheduled Reports 

• Exception Reports 

• Generic reports: Sales, Orders, 

Schedules, etc 

• Highlight charts 

• Top level financials 

• Detailed key performance 

indicator 

• Supply Chain Modeling 

• Price Point Modeling 

• What-if-analysis 

• sensitivity analysis 

• Goal-seeking analysis 

• Optimization analysis 

• Sales report by region, 

product, customer for a 

particular year 

• Organisational health 

dashboard 



24

Comparing various Approaches for BI 

MIS EIS DSS Datamart 

Benefit / 

Capabilities 

• Today MIS are becoming 

more flexible by providing 

access to information 

whenever needed 

• Monitoring performance (e.g. 

productivity information) 

• Corporate portals 

• Integrate internal and external 

applications 

• Web-based interface 

• Effective distribution of 

information 

• Encourage collaboration 

• Data visualization tools 

• Customized reports 

• Search engines 

• Speed up the process of decision 

making 

• Speeds up problem solving in an 

organization 

• Generates new evidence in 

support of a decision 

• Creates a competitive advantage 

over competition 

• Reveals new approaches to 

thinking about the problem space 

• Creates collective view by a group of 

users 

• Reporting and data analytic using 

segregated data from TP system 

without interfere its performance 

• Improve Slice and dice capabilities 

using dimension point of view 

• Better structure for historical data 

Weakness 

• Requires constant 

monitoring 

• Quality of outputs governed 

by quality of inputs 

• Lack of flexibility to update 

itself 

• High implementation costs 

• System may become slow, 

large, and hard to manage 

• Limited functionality, by design 

• Perceived as transferring 

decision authority to a software 

program 

• Unanticipated effects 

• Information overload 

• Data might be late because 

extraction / loading process 

• Get outdated relatively 

• There is possibility of fine line with 

operational system 

Tools & 

Technology 

• Any computerized processes 

that enable the department to 

run efficiently 

• Data resources such as 

databases 

• Integration services 

• enterprise level infrastructure 

• Forecasting & optimisation 

• Decision Tree Analysis 

• General Modelling and Problem 

Solving 

• Pre-packaged warehouse 

environments delivered using data 

warehouse/ mart appliances 

Trends 

• Risk Management Software 

(RMIS) 

• Claim, billing, policy admin on 

insurance management 

(iVOS) 

• IT outsourcing 

• Object-oriented applications 

development (OOAD) 

• Cloud computing 

• ERP 

• CRM 

• Spreadsheet Spatial Decision 

Support System (SDSS) was 

implemented as a Microsoft Excel 

Add-In 

• Wider indexing and fast 

performance within clusters of data. 

• Direct Integration of the 

consolidation process directly with 

forecasting 

Vendor 

• Aon Pte Ltd, Microsoft, SAP, 

Oracle, IBM, etc 

• SAS, IBM , SAP , Oracle etc • Vanguard Software Corp , IBM , 

SAP, SAS, Oracle, Analytica , etc 

• Microsoft, Teradata, Oracle, etc 



25

Our Point of View on BI

KPMG’s Integrated Approach to BI 

We have created an integrated Business Intelligence offering to help Companies realize the full 

business value of their information 

Performance 

& Risk 

Analytics & 

Decision 

Support 

Information 

Management 

Our perspective expands the focus of BI from basic 

reporting, dashboards and tools to a broader 

organizational capability. 

These capabilities allow organizations to: 

Capitalize on their information 

Apply relevant insight to respond to marketplace 

pressures 

Identify competitive advantages 



27

Analytics and Decision Support Key Elements 

KPIs, Metrics, Measures - measures are standard unit 

of performance utilized to guide the tactical business 

decisions, these summarize into metrics which are 

relied upon for the operational business decisions and 

finally consolidated into the KPI which is relied upon to 

manage the strategic performance of an organization. 

Predictive Analytics – make insights more 

understandable and actionable via scenario analysis, 

data exploration, regression analysis, discrete choice 

modeling, etc. 

Performanc 

e & Risk 

Analytics & 


Support 

Information 

Management 

Dashboards and Reporting – provide a real-time 

insight into operational and financial performance in 

order to facilitate timely, well-informed business 

decision-making 

Data Visualization – provides a mechanism to 

communicate organizational information in a clear and 

an effective manner through graphical means 



28

Performance and Risk Key Elements 

Performance Management – defined as the overarching 

activities performed with the objective of measuring, 

managing and optimizing enterprise-wide performance 

Planning and Analysis – financial planning and analysis 

of an enterprise address end-to-end needs in financial 

management, reporting, planning, forecasting and 

budgeting processes, profitability management and 

strategic finance 

Integrated Reporting and Consolidations – financial 

consolidation activities occur as organizations reconcile, 

consolidate, summarize and aggregate financial data 

based on different accounting standards and regulations 

Performance 


Analytics & 


Support 

Information 

Management 

Risk Management – encompasses the processes related 

to identifying, analyzing and managing a wide range of 

business risks within an organization 



29

Information Management Key Elements 

Data Management and Integration – includes the 

collection, organization and distribution of all types 

of data, to manage the full data life-cycle needs of 

an enterprise 

Data Quality – managing information as a 

corporate asset will maintain and enhance its 

value, using quality-driven organizations, 

processes, standards and supporting technologies 

Data Platform – represents the set of servers, 

databases, software, networks and storage used to 

deliver and maintain information 

Performance 


Analytics & 


Support 

Information 

Management 

Access and Distribution – the process of 

information management integration and 

distribution supports the movement, transformation 

and delivery of information from information 

sources to target consumers 



30

Our Enterprise BI Framework 

Our Business Intelligence framework is designed to strike the right balance of expenditure between technical and 

organizational infrastructure. There are six “components” to the framework, which, although interdependent, can 

also be applied individually. 

In providing “End-to-End Information Management” we 

help out clients to: 

1 

2 

3 

4 

5 

6 

Establish the value of business information and create a strategy 

for the use of information 

(Information Strategy and Roadmap) 

Understand roles, responsibilities, standards and controls to 

effectively use and govern business information 

(Information Governance and Control) 

Define reporting requirements, including / Metrics / KPIs / 

Dashboards to effectively track business performance 

(Performance Management Process & Reporting) 

Manage large volumes of underlying data and ensure its 

availability for decision making 

(Information Management and Quality) 

Identify and implement systems to support BI 

(BI Tools and Platforms) 

Understand the systems needed to support your BI 

(Infrastructure) 

 

 

 

 

 

 



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Ability to execute strategy 

Our perspective on managing corporate information 

Integrated Information Continuum 

High 

Low 

Financial Reporting 

•SOX 

•P/L 

•External 

•Shareholder 

Foundational 

•Operational reports 

•Internal 

•Multi-GAAP 

•Risk Analysis 

Managerial Reporting 

•10K 

Standardized/ 

Historical 

Comparative 

Analytics 

Information Scope 


Performance 

Improvement 

•Corporate Risk 

•Comparative Analysis analytics 

•Real-time Analysis 

• Budget-to-Actual 

•CRM 

Comparisons 

•Incentive Reviews 

•Marketing Analysis 

•Risk Reporting 

•HR Reports 

•IT performance 

•Marketing Reporting 

•Planning / 

Forecasting 

•Linkage to Strategy 

•Profitability analysis 

•Prior year analysis 

•Web Analytics 

•Industry analysis 

•Predictive Analytics 

•Performance review analysis 

Predictive, Integrated 

and Sustainable 



There is a clear link between the quality 

of the information insights and the ability 

of leadership to manage common 

business objectives and execute 

strategy. 

Financial Reporting – The baseline for 

every company 

Managerial Reporting - Delivers information 

to the Management Team 

Composite Reporting – Delivers business 

analytics 

Business Performance and Risk 

Management – Links strategy and execution 

32

Appendix

Our Thought Leadership 

KPMG frequently shares our Thought Leadership – white papers, surveys, articles – with clients and the marketplace. 

The examples shown here are some of the pieces that are relevant to the client’s work. 

Does your business intelligence tell 

you the whole story? 

Being the best: Thriving not 

just surviving. 

The Way Forward. 

Three D’s for Improving Your 

Forecasting Process. 

This is a comprehensive explanation of why 

some business intelligence projects are 

successful and why many fail. KPMG 

commissioned Cambridge University to perform 

one of the most extensive research projects on 

business intelligence. This KPMG point of view 

is a distillation of KPMG thought leadership, 

Cambridge research, and client experiences in 

the business intelligence 

area. 

KPMG wrote this building upon research 

conducted in 2006, when the firm and 

the Economist Intelligence Unit found 

that finance functions worldwide were 

making an important and challenging 

transition: from accountants with a focus 

on historical reporting to business 

partners who clarify the overall strategy 

and help drive value. 

KPMG conducted a share forum with a group 

of executives from major companies to 

discuss Financial Planning, Budgeting, and 

Forecasting challenges and opportunities in 

the current economic environment. 

This white paper builds on KPMG’s 

Forecasting with Confidence survey 

results and addresses why companies 

aren’t more successful in their forecasting 

efforts. It introduces the “Three D’s” of 

reliable forecasting – decisions, data, and 

discipline – and discusses what is 

required for each of these to achieve 

reliable financial data. 



34

What is Business Intelligence? - Pikom

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