Third edition of the Business Intelligence book, 100% revised
An intelligent organization focuses its senses on the things that matter to them. It uses its brains to process signals into meaningful information and knowledge, and its limbs to implement and perform specific actions. To begin with, two aspects are important: proper data registration, and determining what information is truly relevant in order to achieve better results.
Knowing what might happen tomorrow is essential
The ever-growing mountain of data, the increasing (market) dynamics, and the (often) limited time to make decisions are major challenges. Having the ability to quickly obtain reliable insight into what is (currently) happening, why it is happening, and what might happen tomorrow is no superfluous luxury, it’s necessary to stay competitive.
Making better decisions, faster – at all levels
Business Intelligence (BI) and performance management, using clever filters, meaningful indicators, role-based reports, integrated dashboards, customer sheets, and flexible analysis, can make the necessary difference. Whether it concerns daily information about logistics performance, or weekly reports on product margins or process lead times, it all comes down to this: making better decisions, faster – at all levels. Discussing performances becomes more important than ‘hard’ figures. Behavioral changes, as well as an analytical culture, are critical for success.
This Business Intelligence book is a must-read for both business managers and IT professionals. The 3rd edition is even more practical than previous ones.
This business intelligence book covers all the major principles
This business intelligence book covers the most important basic principles, organizational processes, architectures, tools, and conditions needed to create a truly Intelligent organization: from awareness to successful applications, from social infrastructures to tested and proven technologies such as data warehouses, enterprise portals and data integration. The organization can pivot and start to think and work market and process-oriented. The customer will get online access to both relevant information and applications in the back office and is ultimately in the driving seat.
Organizational intelligence is not the sum of its intelligent employees
Steer intelligence at a human level
Admittedly, intelligence is a complex concept. It’s difficult enough to define, make tangible, and steer intelligence at a human level, let alone at an organizational level. We attempt to grant organizations characteristics that are similar to those that distinguish intelligent people from less intelligent people: acting on the basis of knowledge, anticipating developments in their (direct) environment, developing a learning ability, and being able to reflect on one’s own position within the environment, to name a few. Business Intelligence provides organizations with these elements, and thus contributes to a more intelligent organizational structure.
Intelligent management with KPIs
In the past few years, not all the elements of what we call an Intelligent Organization have received equal attention. Many books have been written about performance management, data management, and project management, while the adaptive and sensitive elements of the Intelligent Organization have often remained underexposed. Many organizations still have much to gain in the areas of competitive intelligence, innovation, social infrastructures, knowledge management, and intelligent management with KPIs.
Key concepts that contribute to smarter organizations
In this book, Daan van Beek consistently works out some key concepts that can contribute to the development of smarter organizations. He divides his attention evenly between the motor and sensory elements of the Intelligent Organization. Furthermore, he supports a development model in which the various elements of the Intelligent organization progress through the different stages hand in hand. The author provides important tools and contributes greatly to the central question that all Business Intelligence professionals should address: how can we get organizations to perform better, structurally?
Reading guide for the Intelligent organization
The book ‘The Intelligent Organization’ aims to get you started with both the concept and the implementation of Business Intelligence to ultimately grow towards an intelligent, adaptive organization. The key themes are dealt with in ten chapters:
- Business Intelligence: importance and objectives (chapter 1) looks at the benefits of Business Intelligence for organizations and at the opportunities BI offers. We emphasize both the value and the importance of Business Intelligence from four different perspectives: market, organization, people and technology.
- BI processes and the Intelligent organization (chapters 2 to 5): these chapters deal with the organizational, managemental and information related aspects of Business Intelligence. How do we determine our information needs and indicators? What approaches do we apply? What does an Intelligent organization look like and what key processes play a role? What characterizes the behavior of managers and employees in an Intelligent organization and how important is good information (and BI) for them? Finally, what organizational changes will we face if we truly want BI to succeed?
- The architecture of the Intelligent organization (chapter 6) provides a picture of the infrastructure an Intelligent organization uses in order to support the Business Intelligence processes permanently. The infrastructure consists of many elements including data warehouses and portals – enabling organizations to pivot -, metadata and reflex architectures and more.
- Business Intelligence tools and applications (chapter 7) provides an overview of the most important tools and applications of Business Intelligence: reporting, balanced scorecards, dashboards, in-memory interactive analysis, business analytics, data mining, visualization, simulation, BI for the supply chain and analytical CRM.
- BI projects (chapter 8): in this chapter, we describe how the Intelligent organization combines and integrates the Business Intelligence processes, infrastructures and tools in its projects. This chapter also covers the main projects risks, the key success factors and the competences that are specific to BI projects.
- BI strategy and governance (chapter 9) looks at the different levels of ambition and at the organizational and strategic aspects of Business Intelligence that are critical for achieving the highest degree of intelligence. In this chapter, we also discuss the roles and responsibilities of the BI competence centre.
- Future prospects (chapter 10): finally, we look into the future. We paint a picture of both Business Intelligence and (intelligent) organizations in the future.
Chapter 1 to 5 and chapters 7, 9 and 10 are mainly intended for the senior managers and directors of the organization, whereas chapters 6 and 8 are specifically intended for readers who wish to know how the Intelligent organization can be supported technically.
Who should read this book?
This book is intended for anyone who wishes to get more value from data and information; who wants to benefit from Business Intelligence and who is interested in the correlation between theory and practice in this field. People who have read this book are (likely) to ‘sell’ the concept of Business Intelligence within the organization much easier and collaborate with colleagues much more focused in order to implement BI successfully. Our mission is accomplished if our readers manage to effectively apply the concept of the Intelligent organization in their own organizations – or the organizations of their clients – and – in doing so – achieve substantially better results.
The book focuses particularly on managers and professionals who deal with IT and Business Intelligence or who operate on the cutting edge of business processes, performance management and ICT: CEOs, CFOs, policy development managers, CIOs, ICT managers, information managers, knowledge managers, business analysts, quality managers, controllers, architects, project managers, consultants and program managers.
The book also aims to provide IT personnel with a better picture of the goals and aspects of the Intelligent organization and how such an organization can be technically realized. This requires good understanding of the relationships between data, information, knowledge and action.
Think differently and work together better
In this way, the effectiveness of the organization can increase significantly: the relatively small group of managers will be extended, as it were, by employees, customers, suppliers, and other stakeholders, all of whom will also act as ‘involved’ managers. Top-down control and bottom-up commitment will then converge. Based on the concept of Business Intelligence, we will not only think differently and work together better, we will also increasingly organize ourselves around processes and target audiences. Many of organizations worldwide have already embraced the concept of Business Intelligence.