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Business intelligence–the use of sophisticated software to analyze complex data–is no longer the domain of a centralized group of IT staff or advanced data analysts. Today, powerful and Web-based BI tools are accessible to a wide range of business users.
BI is everywhere, and it’s everyone’s job. But with this proliferation comes new challenges. Teams of BI users today often lack the structure, guidance and leadership to effectively mine data. In this article, I’ll share four steps to establish guidelines, organize teams, delegate data management and allow the success of the BI team to permeate and drive innovation throughout the business.
“I agree with his 4 points, however there is no mention of a bigger problem; Now that you have all this data to mine, what should be measured?
Just because you can measure it, doesn’t mean it should be measured. In my experience, companies that implement BI, whether it be from a software system or home grown data dumps, tend to become over zealous with the amount of data now available to them. Correlations are made between data and dollars, performance and productivity, than may or may not tell give you a clear picture for the affectivity or efficiency of your business. The results can leave management drowning in data and unable to make clear decisions. One report might tell you where you need to focus, another may contradict the first, leaving you in the dark. Data can be twisted and turned to benefit any party involved. Politicians have been doing it since the dawn of time.
With the implementation of a new BI system, I would first and foremost consider what is important to the customer. THAT is what should be measured. Take that data and build on what effects that data. Everything you measure should be able to be traced to what is important to the customer.”