As the number of organizations understanding the value of business intelligence grows, the need to adopt a BI strategy and a governance of BI tools and methods grows along with it.
In a recent blog, I referenced the tremendous impact of mobile devices, and the tablet in particular, on the BI space. Having immediate access to dashboards, analytics, and other critical information can be a big advantage in dealing with problems before they can cause major damage. However, this benefit does not override the need to still analyze the best platform for a given BI solution.
Similarly, I spoke of the benefits of using the tablet for social collaboration. But, more important than whatever tool or technology is used, it is the promulgation of a collaborative culture within the organization that will best inculcate the attitudes of sharing and openness to discussion and debate that is needed for the success of cooperative efforts.
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One factor that can undermine these efforts is the trend away from centralized IT generated solutions and control toward more decentralized and independent solutions arrived at within each end user department. For a department or groups to have the autonomy to select their own tools and support to meet their unique needs can obviously have a lot of appeal. But, this autonomous approach can suffer if there a lack of BI expertise and seasoned judgment within the group in choosing and implementing the best tools and solutions. And, from an organizational standpoint, this can lead to a proliferation of redundant tools as each group goes its own way. A continuing collaboration with IT and others can head off some of these issues.
The temptation and promise of predictive analytics can lure an organization to give short shrift to the foundational first step of fully understanding what has gone on in the past. It is important to identify from real world historical data what conditions led to certain outcomes, whether good or bad. And, of course, even when properly used, predictive analysis can only show a probable outcome, not a certain one.
Ideally, organizations will want to find ways to leverage their BI solutions, not just for the intelligence or even just for better decision making, but also to make those solutions part of their actual business execution. Streams of real time data streams can be analyzed and compared to predetermined standards, based on historical data. Any deviations or abnormalities can be instantly reported, and the appropriate actions taken.
To execute an effective BI strategy and implementation, it is necessary to create a foundation that can be extended to meet the growing business needs of the organization on a continuing basis. It is in this way, rather than through an ad hoc or piecemeal approach, that the organizational BI challenges can be successfully met. This requires a holistic end-to-end information management solution that will leverage leading functionality, processes, and best practices, using the best BI products currently available.
It is important to establish priorities in terms of reporting and dashboarding needs. Then, having a reference architecture, data and organizational governance, BI programs and analytics, and rationalization requirements gathering that engages super-users on a regular basis will all serve to create the foundation for the continued building of newer BI applications that are based on true business needs. The result should be an ongoing continuous loop between strategy, methodology and sustained success.
