A BI strategy with passion and precision
As a director, BI manager, or consultant, you need to plot a Business Intelligence strategy (or BI policy) for the next few years. One that serves the ambitions of your organization, supports the latest technological developments, and takes advantage of (open) data possibilities. But you also know that a BI strategy has to be agile, because the world changes fast. These are the kinds of challenges you might face:
- The BI team is efficient using reports and dashboards, but doesn’t have the skills to work with Predictive Analytics and Big Data.
- The BI team has plunged into the data warehouse and lacks the business affinity to land on a new BI strategy, let alone execute it.
- End users are faster using BI self-service than the BI team, and more or less do as they please. They’re downloading QlikView, R, or Power BI, and are analyzing away.
- There’s no unifying vision for Business Intelligence, let alone one that carries across the entire organization.
- There is no holistic view for the meaning of BI, Analytics & Big Data – there’s miscommunication.
These are difficult challenges, but you’re not alone in them. Our BI consultants would love to help you face these challenges to find a BI strategy that works for you and your organization.
The route to Business Intelligence success
Based on the Business Intelligence strategy, we’ll plot a BI roadmap that fills in the details. This roadmap describes the current and future situation, and the way to get there. This comprises the complete development of the BI strategy. Read more…
Strategy development from multiple perspectives
Business Analytics isn’t just about technology – the experts understand that part. The Business part of BI should be a component of your Business Intelligence strategy. When formulating a strategy, multiple perspectives can provide insight.
- The why-question: Why should the organization take their Business Intelligence plan to a higher level? What’s the connection to company strategy and the business model?
- Technology versus organization: The BI strategy addresses both the technology needed to execute the strategy as well as the data, insights, skills, processes, and roles needed.
- Internal versus external data: BI without open data or external data can’t render long or strong enough. A BI strategy will need to address the data purchasing policy.
- Cloud versus on-premise: Business Intelligence in the cloud isn’t a commonplace yet, as it still comes with caveats, but a Business Analytics strategy should consider if and how cloud solutions can help.
- Data quality: How should you deal with bad data quality, and how can your BI strategy account for it?
- KPIs versus readings: The art of Business Analytics is focusing on what really matters – the essentials. A good BI strategy finds a balance between directing based on genuine KPIs for process improvement and policy information based on readings.
- BI self-service versus standard reporting: What latitude does the organization give to its end users to make their own (complex) analyses and reports? And what about one version of the truth? A BI strategy has a vision and an answer to this.
That’s just a few of the perspectives. Our approach ensures that the perspectives that really matter to your organization are accounted for: tailored for you.
5 tips for a successful BI strategy
Based on our many years of experience and research, we know why some BI projects fail and some succeed like no others. Here are five tips to creating a successful BI strategy:
1. Don’t strategize in a vacuum, but incorporate Business and IT.
2. For optimal results: intertwine the BI strategy and the company strategy.
3. Don’t look past the next 3 years – the world can look completely different by then.
4. Use a maturity model to secure the foundation.
5. Peek in on the most successful BI companies.
Tools to accelerate your Business Analytics strategy
We’ve developed several helpful tools to help you achieve success in formulating and executing your Business Analytics strategy. To name a few:
- Our Business Analytics book
- Determine the right KPIs using the SMART KPI Toolbox
- The 3-day Business Analytics master class (also offered as in-company training)
- The Business Analytics tool guide
- The data warehouse and data governance training course
You can also contact us for 100% independent advice.
“Excellent. Passionned Group provided insight & a set of best practices plus an approach that put a BI strategy and a data warehouse within reach.”
Creating alignment with a BI strategy
The Intelligent Organization will both develop and maintain a Business Intelligence strategy and will apply the principles of BI governance in order to ensure that the efforts put into Business Intelligence produce lasting results. BI governance (compass) and BI strategy (map) are mostly about ‘alignment’ between the processes registering, processing and responding, between internal and external information and between business and technology. The map and compass enable us to make better choices when it comes to desired BI projects and their order, which leads – among other things – to a higher return on these projects.
BI-ambition levels exhibit a clear relationship with the environment
The five levels of ambition – incomprehension, local understanding, coordinated organizing, integral improving and intelligent innovating – generally exhibit a clear relationship with both the environment and the type of organization. Reaching a higher level of ambition paves the way for organizations to start organizing – pivoting – and operating differently. Business Intelligence can then be seen as an ‘enabler’ for a different organizational structure, a different management style, etc. However, the different organizational characteristics of the levels of ambition do not exclusively belong in the domain of Business Intelligence.
Good balance between the 3 basic processes of the BI cycle
For BI governance to be effective, the organization divides its attention evenly between the three basic processes of the BI cycle and aims for a good balance between contextual (external) and transactional (internal) information. The point here is that we must create a closed-loop process for both the major and the minor Business Intelligence cycle. Based on the gathered data, the Intelligent Organization will gain (new) insights, which in turn will lead to a demand for additional data that we will need to collect or register (either internally or externally).
Ladder of ambition of BI
As the organization climbs the ‘ladder of ambition of BI’, the phenomenon of BI Governance becomes increasingly important. If we ‘just’ wish to understand the organization, than we do not necessarily, need to change anything or react differently. In addition, we need little or no external information. The nearer we get to the top of the ladder, the more external information we need and registering and responding will become more a part of Business Intelligence.
The BI Competence Centre (BICC), led by the BI manager, should be responsible for both the BI strategy and governance. The BI manager both initiates and coordinates all BI projects in close consultation with relevant stakeholders. He also manages the ‘day-to-day BI operations’. Furthermore, the BICC raises awareness with regard to both the significance and the benefits of Business Intelligence, develops a ‘corporate intelligence strategy’, decides what applications to use, specifies the business cases, standardises the Business Intelligence tools and methods and last but not least aligns the BI projects with both the goals and the strategy of the organization.
Choosing Passionned Group is choosing quality
Our BI specialists are battle-scarred in BI strategy and Data Science. Our BI approach is agile and suffused with elements from design thinking and system thinking. The motto is: think big, talk little, start small. Together, we’ll build an intelligent organization as we go. More than 1000 satisfied customers preceded you.
Contact us freely for an appointment and let us surprise you with our fresh outlook, unique approach, and practical knowledge.