Companies and organizations that need temporary extra capacity or expertise can go to Passionned Group from the start of 2015 for quality specialists and interim managers who will optimally fit in the organization. The interim managers are among the best in their field and are ingrained in the Passionned DNA: they are enthusiastic, knowledgeable and results-oriented. The interim managers shall ensure that the changes are accepted by the organization, and that they thereby become entrenched.
When following the vertical business driven approach, the mission, strategies and goals of an organization are leading (top-down). This approach is based on the fact that the most elementary information needs and KPIs come to surface – and can actually be defined – when we take a few steps down and ‘descend’ to the operational level of the business processes: the mission of an organization translates into one or more strategies that in turn can be translated into short term and long-term goals (see figure below). A mission statement normally does not change over the years because it describes the primary function and added value of the organization in general terms. The mission does not specify ‘how’ but it answers the question “Why do we exist and for whom?” The strategy specifies how an organization wants to achieve its mission and the goal indicates more specifically, what an organization wishes to achieve. When a certain goal is achieved, an organization can employ other strategies to keep on pursuing its mission. It is thus a cycle of strategy and pursuing goals that maintain the mission: every goal reached becomes a means to setting new goals and achieving a higher level of ambition.
In a recent poll, we asked visitors to this website to vote on the statement “If Business Intelligence is successful it turns the organization upside down”. The outcome of this poll has surprised us positively; the majority of voters believe that with a successful implementation of Business Intelligence the organization is turned upside down. In other words, the organization is going to organize itself differently or regroup.
Since early 2014, the BI team of the Carante Group in the Netherlands has been working on the redesign of their 12-year-old BI environment. “On the one hand, it is about developing a new vision and a strategy, on the other hand we want to organize BI better and give it more body.” They are doing this with the help of Marc Wijnberg, senior BI consultant at Passionned Group. The Carante Group is a consortium of twelve autonomous, regional foundations that are active in the care sector. These organizations work together through their 20,000 employees to provide care, guidance and support, tailored to the needs of their 25,000 clients. The Carante Group is active in the care sector and provides services to people with a physical and/or mental disability, psychiatry, care of the elderly, welfare and youth assistance, in other words care in the widest sense.
Nico de Jonge is a Business Consultant at ABN AMRO Lease. At the end of 2013, he attended the two-day Passionned Business Intelligence training course. “In my job I have to work with financial data a lot,” he says. “I wanted to know for myself what is currently happening in the world of Business Intelligence and what is for sale. I was looking for some theoretical basis, but with a practical approach. Moreover, attending a two-day training course offers the opportunity to exchange ideas with colleagues from other companies.”
Automation is always about people. This is certainly true with regard to ‘automating’ decisions and transforming data into ‘actionable intelligence’. The point is that people will use this information and start acting differently. In order to create a proper (well-designed) Intelligent organization, we will need people in certain roles, with specific (behavioral) competencies, experience and knowledge, first on a project basis and later in the daily operations. In this article, we describe the ideal Business Intelligence project organization. Note that, in practice, we do not always require all roles or we cannot always facilitate all roles, due for example to budgetary constraints.
If we do not predetermine what we test and how we test the Business Intelligence system, then this testing process can be very time consuming. Precisely because Business Intelligence allows flexible reporting, we are initially tempted to test all possible combinations of indicators and dimensions. What we forget is that, even in small Business Intelligence systems with for example ten indicators that are linked to eight dimensions, the number of possible combinations can reach ten million!
It is important to determine whether and how Business Intelligence can be profitable within the organization and in which way we can achieve lasting success. In other words: what is the business case (for BI)? The benefits of Business Intelligence can be split into four categories (Liautaud and Hammond, 2001): immediately apparent; indirectly visible; not immediately apparent; unpredictable.
This article discusses the required project approach to the competencies and roles needed to merge the Business Intelligence processes, the architecture, the tools, and the applications into a lasting, working entity. Business Intelligence projects differ from ‘traditional’ system development projects in several ways, namely: They often go beyond the boundaries of departments, processes and even business units;
The aim of the collection process in the Business Intelligence cycle is to collect, filter, cleanse, combine, transform and aggregate data from different internal and external sources in order to increase the likelihood of good management information and useful knowledge during the process of analysis. This process is usually supported by a data warehouse, which includes a specific architecture that fits in with both the information needs and the technical infrastructure. The data warehouse must ensure that data is transformed into information and knowledge that encourages action.
Business Intelligence is not only about developing a better understanding of the organization; it has wider ambitions: improvement and innovation. Level 1 – understanding: provide insight into what is actually happening in an organization, for example by monitoring the customer response times and the number of complaints received. This gives a better view of how an organization is running and shows how various internal processes are intertwined.