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.
The Intelligent Organization observes well. It transforms incoming signals into information and knowledge and responds adequately. This is only possible when the different processes within the Business Intelligence cycle are supported by a good architecture. The architecture ensures that the processes run smoothly and that they are properly aligned. The Business Intelligence architecture forms the link between the processes we described earlier and the applications and Business Intelligence tools. Without a well thought out architecture, we cannot properly organize the processes of the Intelligent Organization and consequently, we cannot apply information and knowledge in the way we should.
Very large, unstructured, volatile data sets lead to complicated and sometimes messy information. This is why according to worldwide research 85 percent of Fortune 500 businesses will not be able to use Big Data effectively (until 2015) to create a competitive advantage. Collecting data and analyzing it is not enough, as data streams are expected to generate the right conclusions at the right time. The problem is that almost 80 percent of the data is unstructured and polluted with useless data. However, some businesses have pioneered the use of Big Data and have thereby profited from it.
Performance management systems are becoming increasingly popular in organizations. Performance management used to be synonymous with financial management. It was quite an ordeal to get your hands on non-financial management information. These days, it's the other way around. When managing their organizations, managers are increasingly dealing with information overload. New information systems can fill management dashboards, such as the balanced scorecard, with hundreds of KPIs without breaking a sweat. Technically, the amount of indicators is virtually limitless. The same can be said for the amount of aggregation levels and the information refresh rate. As a result, the possibilities of drilling down, zooming in, and updating are greater than ever before. It brings to mind the comparison to an F-16 that can do more than its pilot.
Passionned Group's brand-new report "Data as the key to excellent government performance" (Dutch) is all about how local government can benefit from using the ready-made Information and Performance Management Framework for Municipalities. It answers some important questions, framed by Professor Maes' model of information management processes. Performance management and policy maps: how do we organize performance management within the municipality from top to bottom?
Multiple research projects have shown that the methodology of a project manager is crucially important to the success of a project. Yet we've determined that project success rate hasn't increased over the past years. Research has also shown that every project is unique, and thus has its own unique properties. But the project staffing isn't based on that. We also found that the project environment influences its success. The interesting question, then, is how do we match the right project manager to the right project and project environment, for example designing a Shared Service Center, releasing a new service, or implementing a new production process?