Jaguar Land Rover drives better business decisions with a first-of-a-kind solution from IBM

Published on 14-Jun-2012

Validated on 01 Dec 2013

"Working with IBM, we’ve introduced an innovative set of tools for visualising and analysing complex data from multiple sources. The MIS Dashboard is a great step forward in unlocking the value of data and harnessing its power to drive better and faster executive decisions." - Richard Shore, Director, Business Transformation Office, Jaguar Land Rover

Customer:
Jaguar Land Rover

Industry:
Automotive

Deployment country:
United Kingdom

Solution:
BA - Business Intelligence, Enabling Business Flexibility, Transforming Business

Overview

The Management Information Systems Dashboard at Jaguar Land Rover (JLR) is a first-of-a-kind innovation, developed specifically by IBM in response to CEO Dr Ralf Speth’s directive for enhanced business information based on cutting-edge technology. The IT department at Jaguar Land Rover was challenged to provide Dr Speth’s leadership team with enhanced business information, that would enable it to ‘feel the pulse of the business’ and make decisions based on timely, accurate information.

Business need:
Jaguar Land Rover (JLR) wanted to collate both internal business data and external media sources to provide its executive team with accurate, current, integrated information, anytime and anywhere, from large touch screens in the board room and senior executives’ offices, to smart mobile devices such as iPhone and iPad devices.

Solution:
IBM Global Business Services and IBM Emerging Technology Services delivered a demonstrator model before being commissioned by Jaguar Land Rover to fully develop a formal solution. The outcome was the creation of a highly innovative and intuitive Management Information Dashboard, developed using IBM MashUp Center, which integrates traditional business and manufacturing data with external sources such as media content, social sentiment and industry chat forums.

Benefits:
Better-informed business decisions, thanks to reliable, instantly distributed business metrics, independent of device or location. Improved cross-enterprise collaboration, thanks to the easy availability of reusable business metric information. Faster decision making and greater efficiency, thanks to real-time business intelligence.

Case Study

The Management Information Systems Dashboard at Jaguar Land Rover (JLR) is a first-of-a-kind innovation, developed specifically by IBM in response to CEO Dr Ralf Speth’s directive for enhanced business information based on cutting-edge technology. The IT department at Jaguar Land Rover was challenged to provide Dr Speth’s leadership team with enhanced business information, that would enable it to ‘feel the pulse of the business’ and make decisions based on timely, accurate information.

JLR wanted to collate both internal business data and external media sources to provide accurate, current, integrated information, anytime and anywhere, from large touch screens in the board room and senior executives’ offices, to smart mobile devices such as iPhone and iPad devices.

JLR turned to IBM as one of the company’s Strategic Systems Integration Suppliers with a high-level brief. The project required a working proof of concept in a matter of weeks, so that the needs across each of the business divisions could be developed iteratively in line with solution development.

Tailor-made solution
IBM Global Business Services and IBM Emerging Technology Services, based in the IBM Hursley Software Labs, reacted quickly to the business brief, mobilising a team and supplying infrastructure and technology to build a demonstrator model.

The outcome of this initial development phase was the creation of a first-of-a-kind Management Information Systems (MIS) Dashboard, developed using IBM MashUp Center. This is an end-to-end enterprise platform for the rapid assembly of dynamic web applications. It enables end users to create new mashups — combining existing content and functionality in new ways — by simply dragging and dropping widgets.

Within weeks, a working prototype was presented to the JLR board. This prototype demonstrated the aggregation of sales figures from China and North America using innovative data visualisation techniques.

A multi-disciplinary approach
Following the success of the proof-of-concept, JLR formally engaged IBM to implement and enhance the MIS Dashboard capability. A diverse project team was assembled from both IBM and JLR resources, across multiple skillsets, including IT and Emerging Technologies. This multi-disciplinary team was appointed to work closely with the JLR Business Transformation Office itself to identify stakeholder requirements and iteratively build up the scope of the solution.

IBM is one of Jaguar Land Rover’s Strategic Systems Integration Suppliers, and this engagement closely follows the IBM Unified Method. From this foundation, the implementation of the project was managed in three distinct phases:

  • Phase 1 – Defined a subset of some 300 core metrics that are used to evaluate the state of the business. These metrics included 16 different functional categories and delivered the first phase of the MIS Dashboard. This subsetting approach promoted fast time-to-value.
  • Phase 2 – Expanded the subset of metrics covered in the solution and made the information available to more people. It also provided enhanced access security through the use of standard logon details for pre-defined users.
  • Phase 3 – Improved the user interface look-and-feel for greater ease in accessing information. This included adopting the JLR brand look-and-feel, and restructuring the dashboard with cosmetic changes to allow users to easily access information in their preferred way. Initially implemented on LCD screens, this phase made the solution more usable on the Intranet, and on touch screens such as those on iPhone and iPad devices.

Valuable skills transfer
Adopting its Rational Unified Process (RUP) to fit the wide-ranging scope of the project, IBM worked closely with business stakeholders at JLR’s Business Transformation Office, local IT and the end user community. This type of innovation project required a combination of specialist skills, such as auto industry consulting, specialist product knowledge and technology innovation. These skills were important in enabling not only the initial requirements, but also the adaptation to new requirements, as the Proof of Concept and solution testing prompted new directions and functionality.

IBM was keen to make sure that JLR had the required understanding of the solution and technical know-how to ensure that many new requirements could be delivered by JLR personnel with the required configuration skills. The IBM team worked with JLR employees to ensure there was a comprehensive understanding regarding the configuration of data feeds and how these could be integrated into the MIS Dashboard as customised widgets. This skills-transfer approach ensures that MIS Dashboard users are able to manage the solution themselves, reducing long-term costs and risk for JLR. It also focuses power in the hands of the people who are in the best position to undertake further innovation.

Driving better business decisions
IBM delivered a highly innovative solution, which the JLR Executive Committee uses to consume timely and accurate business and operational information, along with the capabilities to access this information securely at an appropriate touch-point — whether it be mobile, desk-based or for meeting support. The solution connects multiple data sources, each containing numerous individual metrics. These metrics are assembled to form pages of related metrics in IBM Mashup Center. The solution turns each of the data sources into reusable feeds, and presents them to JLR business executives. The information is refreshed when any change is made to the source data.

The tangible business benefits of implementing this innovative mashup technology in JLR include:

  • Better-informed business decisions, thanks to reliable, instantly distributed business metrics, independent of device or location, from the manufacturing trackside in the production facility right up to the boardroom.
  • Standardisation of presentation, thanks to the integration of a number of separate data sources from owners across the business functions into web pages with a common look-and-feel.
  • Improved cross-enterprise collaboration, thanks to the easy availability of reusable business metric information.
  • Faster decision making and greater efficiency, thanks to real-time business intelligence.
  • Better focus on core competencies: JLR can focus on business management and objectives while IBM provides a fully outsourced service.

Events at global companies in recent years have demonstrated the need for executives operating far from the source of major incidents to have better information. To fully understand the impact of external events, they require both traditional business data and real-time external media content from news reports, social networking sites and industry forums. Having an integrated, real-time view allows leaders both to harness new opportunities that may arise, for example at the point of a new product launch, and to assess risks and successfully respond to them.

With ambitious growth plans which will see the business deliver 40 significant product actions in the next five years, the outlook for the MIS Dashboard remains bright. The solution roadmap includes capabilities for business simulations and business process monitoring dashboards.

The MIS Dashboard solution continues to set new standards for industry best-practice, and demonstrates the strategic value that advanced IT can contribute to an organisation such as JLR.

Products and services used

IBM products and services that were used in this case study.

Service:
IBM Global Business Services

Legal Information

© Copyright IBM Corporation 2012 IBM United Kingdom Limited PO Box 41 North Harbour Portsmouth Hampshire PO6 3AU Produced in the United Kingdom June 2012 IBM, the IBM logo, ibm.com and Global Business Services are trademarks of International Business Machines Corporation, registered in many jurisdictions worldwide. A current list of other IBM trademarks is available on the Web at “Copyright and trademark information” at: ibm.com/legal/copytrade.shtml. Other company, product and service names may be trademarks or service marks of others. References in this publication to IBM products, programs or services do not imply that IBM intends to make these available in all countries in which IBM operates. Any reference to an IBM product, program or service is not intended to imply that only IBM’s product, program or service may be used. Any functionally equivalent product, program or service may be used instead. All customer examples cited represent how some customers have used IBM products and the results they may have achieved. Actual environmental costs and performance characteristics will vary depending on individual customer configurations and conditions. IBM hardware products are manufactured from new parts, or new and used parts. In some cases, the hardware product may not be new and may have been previously installed. Regardless, IBM warranty terms apply. This publication is for general guidance only. Photographs may show design models.