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Southwest Airlines IT and business leaders believed their Business Intelligence (BI) efforts were not meeting the needs of the business. As a result of a “diagnostic” effort, Hitachi Consulting learned this was due to multiple factors, including the organization, structure, governance, technology and business partnerships.
The diagnostic showed Southwest Airlines was experiencing execution issues in their ability to deliver meaningful and valuable BI results to their business customers. It uncovered many interrelated root causes such as:
Southwest Airlines’ IT and business leaders believed these issues would continue to worsen over time unless significant changes were made. So, they engaged Hitachi Consulting to lead a newly formed, central Business Intelligence team through a multi-stage change process to correct the issues, enabling the BI team to become self sufficient in their leadership.
Together, Southwest Airlines and Hitachi Consulting leaders addressed the roadblocks to successful execution— planning, organization, alignment with business priorities, governance, methodology, technology, architecture and data management. During this process, leaders from Southwest Airlines’ IT team and Hitachi Consulting:
Since Southwest Airlines’ BI initiative began, and after implementation of the change initiative, the number of investment projects being delivered per year has jumped from three to eight and the average cost of each strategic project being delivered has dropped more than 45%. Other benefits of the change leadership initiative include the:
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