Stop Doing Business Intelligence!

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It seems that the term “busi­ness intel­li­gence” has beco­me a syno­nym for tech­nical solu­tions pro­vi­ding users with piles of reports and dash­boards. The mar­ket is floo­ded by dif­fe­rent data visua­liza­tion tools, mix & match tech­nical solu­tions and ser­vice pro­vi­des. The deci­sion maker is buried with tech­nical fea­tu­res and func­tio­na­li­ties when searc­hing for the one, true-match to help deve­lop their busi­ness. Not to men­tion the end­less pos­si­bi­li­ties of licen­sing the­se solu­tions…

I know my BI… or do I?

Luc­ki­ly, the­re is plen­ty of infor­ma­tion avai­lable for com­pa­ring a varie­ty of solu­tions, fin­ding out the crucial dif­fe­rences, and choo­sing the right solu­tion to suit the pur­po­se. But no tech­nical solu­tion, no mat­ter how complex or flexible, will ever sol­ve actual busi­ness problems if the­re is no wor­king Core Busi­ness Mana­ge­ment -process in the orga­niza­tion.

Not defi­ning the busi­ness problems befo­re imple­men­ta­tion” has been lis­ted as one of the most com­mon mis­ta­kes in imple­men­ting a busi­ness intel­li­gence -solu­tion to an orga­niza­tion. Well it wouldn’t be the first time, when asking about busi­ness deve­lop­ment tar­gets from cus­to­mer, the answer is: “We would like to impro­ve a bit of eve­ryt­hing.” -Not a very restric­ted deve­lop­ment area, eh?

BI is a sys­tem… NOT!

This is whe­re Core Busi­ness Mana­ge­ment process jumps in. Crea­ting a sys­te­ma­tic process of mana­ging and deve­lo­ping any busi­ness is the most effec­ti­ve way to actual­ly imple­ment the great phi­lo­sop­hy behind the term “busi­ness intel­li­gence.” In this way, you get the most out of your cho­sen BI -solu­tion.

A success­ful Core Busi­ness Mana­ge­ment-process is built on the­se main pil­lars:
1. UNDERSTAND

Gat­her and har­mo­nize your data into one place. This way you will have one truth and a bet­ter unders­tan­ding of the cur­rent sta­te of your busi­ness, des­pi­te the count of dif­fe­rent source sys­tems.
Crea­te a cul­tu­re of trans­pa­rency.

2. FOLLOW-UP

Ask ques­tions, and be sure to recei­ve answers based on the trans­pa­rent and accu­ra­te infor­ma­tion.
How did we end up here?

3. PLAN

Plan and set tar­gets.
What do we want to achie­ve? Whe­re do we need to go? How?

4. PREDICT

Make pro­jec­tions into the futu­re based on exis­ting data

5. LEAD

People pos­sess true intel­li­gence over any kind of reports. Set trans­pa­rent tar­gets and KPI’s. Discuss, com­mu­nica­te and inno­va­te.

6. SHARE

Even­tual­ly sha­re the right infor­ma­tion to the right people at the right time. Right?

Ins­tead of see­ing this as a pro­ject whe­re at the end eve­ry single busi­ness problem is sol­ved, Core Busi­ness Mana­ge­ment should be seen as a cons­tant­ly revol­ving and evol­ving -ongoing process. Just as busi­nes­ses grow and deve­lop! And even though the­re are six ele­ments lis­ted abo­ve, it doesn’t mean that all six aspects need to be imple­men­ted befo­re you can gain bene­fit. Just like Rome wasn’t built in a day.

First things first!

Befo­re jum­ping into enric­hing BI solu­tions with IoT or Big Data, it is impor­tant to take cont­rol and tru­ly uti­lize the basic busi­ness infor­ma­tion that your orga­niza­tion is pro­ducing dai­ly. Core Busi­ness Mana­ge­ment -process will reveal the bott­le necks and deve­lop­ment tar­gets of your busi­ness, allowing you to actual­ly imple­ment busi­ness intel­li­gence to your orga­niza­tion, ins­tead of inves­ting into just anot­her IT -pro­ject.

Aut­hor: Simo Ves­te­ri­nen, CEO of Vision­bay Solu­tions Oy

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