The term 'Big Data' covers virtually all articles about information technology and management information. The candidates for the Dutch BI Award have also shown in recent years that they are serious about Big Data. But what exactly is Big Data? Many, including myself, struggle with the term. There is a lot of confusion about Big Data because there is no generally accepted definition. We all know that it has to deal with large volumes of data involving fast processing time and several different manifestations. This doesn't say much, because what is a large volume? What is fast and what are several different manifestations?
Customer-oriented business is crucial when it comes to CRM and the proper approach to the customer. Much has been written about customer-oriented business, but actually putting it into practice remains difficult. In this article, Dick Pouw presents the 7 main causes and provides tips on how to deal with it. By Dick Pouw, Associate Partner with Passionned Group If you want a successful customer-oriented business, it should be clear what you stand for. The client's vision must be inspiring for employees, customers, and other stakeholders of an organization. This must be the dot on the horizon, where everyone can work towards. Employees, customer-oriented processes, and the supporting systems should be focused on this goal.
If you want actionable management information, you need genuine KPIs. To ensure that users understand the information as quickly as possible and that they can define actions, the Intelligent Organization will have to take into account a number of generic requirements (see below) that should be imposed on management information and key performance indicators: Keep the number of indicators manageable. Not too many, not too few. A rule of thumb here is: it's better to have set of four meaningful KPIs than to have forty indicators showing arbitrary information. Initially, managers as well as employees seem to need a lot of information to be able to steer well. Research has shown that managers who are capable of scanning a wide range of information perform better. Question is, though: does this mean they also need a wide range of indicators?
Through carefully examining the business processes, the horizontal business-driven approach offers insight into the added value of an organization and on how we can measure the performance of activities. The business processes are an important point of action for defining the information needs and for improving the organization’s performance. Practical experience also shows this: business processes form a significant point of engagement for the mapping of information needs. In this way, we obtain the ‘certainty’ that the information we need is actually relevant for the people that are part of these processes or who are responsible for them. “Every company on earth consists of processes. Processes are what companies do.”(Hammer, 1995).
A higher level of maturity requires a well thought out and integral form of Business Intelligence. After all, maturity level 2 already requires data integration from various sources - different tasks and processes now need to be aligned. To be able to perform tasks better, we frequently need data from parallel processes. The next two levels of maturity, ‘improving’ and ‘innovating’, demand that internal and external data, such as information about the market or about technological developments, merge.
How can you get a better grip on business processes and transform your company into an organization where the customer comes first? The idea of role-based portals can provide new thinking and give you a fresh perspective on your organization. Nowadays it is important for every company to put the customer first. It is all about companies listening carefully to the customer, understanding what the customer needs and ensuring that the customer’s needs are met quickly. All companies, both profit and non-profit, wish to excel in this and thus distinguish themselves from the competition.
Business Intelligence (BI) is described, both appropriately and inappropriately, as a way to ‘bring the right information in the right form at the right time to the right person’. That is right four times, but formulated very abstractly. By applying the aforementioned combination, information becomes meaningful and relevant for the end user. The practical translation shows just how complex the implementation of the combination is: the number of possible variations is in fact very large!
When people talk about agile business intelligence, then they are often talking about the software development framework Scrum: the project management perspective. Or is it about the idea that BI can make the business more agile: the business perspective. There is still little attention given to making the BI process itself more agile, faster and cheaper. Nowadays this is quite simple. Then you need to keep out the traditional builders of report factories and dashboard collections (for now), because they often have little interest in minimising reports and dashboards. Business Intelligence frameworks can help you here.
Much has been spoken and written about cloud computing, as well as about Business Intelligence (BI). You can expect a specialized BI research company and consultancy to follow developments closely and to share clear and stimulating views on various topics with you. In this way, we can help you to separate the wheat from the chaff and to make a good choice. In this article, we look at the ‘BI in the cloud’ phenomenon.
From the outside a portal looks a bit like a stained glass window. The little windows within it – the so-called portlets – represent the different parts of the portal. Portals offer direct, centralized access to relevant information and business applications through intranets or secured extranets (pull). Portals also ensure that the relevant information – or a reference to it – is sent to users (push).
The architecture of a Business Intelligence system is guided by a good number of basic principles that specifically apply to Business Intelligence systems. A basic umbrella principle here is the well-known phenomenon of ‘structure follows function’: the indicators that are derived from either the business processes or the strategy as well as additional management information largely determine the architectural structure of the Business Intelligence system. In other words: the content of the system determines its architecture and structure.
In a recent poll among the visitors to this website, it has become clear that mobile Business Intelligence (BI) is no longer just a hype. More than 75% of those who voted, expressed that they believe that Business Intelligence will become completely mobile in the near future. This is hardly a strange outcome since the business case for mobile Business Intelligence is very strong. In addition, managers love gadgets like smartphones and tablets. The future of Business Intelligence is mobile. We asked visitors: "Business intelligence will become completely mobile in the near future".