Organizational roles | Smarter working | Business Intelligence
Passionned Group is a leading analyst and consultancy firm specialized in Business Analytics and Business Intelligence. Our passionate advisors assist many organizations in selecting the best Business Analytics Software and applications. Every two years we organize the election of the smartest company.

Research has shown that the success of an organization has a strong correlation to the assignment of roles with accompanying tasks, authorities, and responsibilities in relation to information. And the translation of that into the necessary insights and smart, role-based systems.

Role-based steering and working

Yet we often cling to a functional way of information analysis. We keep allowing professionals to be slowed down by having to search search all kinds of systems for the information they need to adequately help customers. Functional thinking is clear – at least, so we think. But from the User eXperience (UX) it’s anything but. Information should be organized around roles. It simplifies matters for the analyst, enables reuse for IT, is very user-friendly to the professional, and saves time for administrators.

Roles play a part in processes

A role is someone who plays a certain part in a process and needs certain insights at certain times in order to create value for the company. This can be formal or informal. That’s why it’s important to first create an inventory of the roles inside the organization. That could be a sales manager in the South region; a manager for a specific distribution center; a customer service rep; a hospital director; a sales manager for a specific product group; etc. The higher up in the organization, the more roles a function can fulfill to keep the organization going.

Insights to execute the strategy

The next question is which insights a role needs to adequately do its job. Insights can consist of operational or management information or data that is needed at that particular moment in the process to make it go efficiently and effectively. On top of that, both types of insights have to be connected to the strategy so that steering can happen more or less automatically (self-steering and self-organization).

Roles & authorization

By connecting the roles and insights to the specific hand-off moments in the process, authorization is managed automatically. A therapist can (at first) only see which of their clients are (or will soon be) in treatment. The East region manager can only see the indicators relevant to them on their dashboard. The labor-intensive and error-prone process of managing authorizations by administrators is a thing of the past with a role-based approach.

Insights in the library

First, the insights will be uncoupled from their roles and made generic where relevant, thus building up a standard library from reusable components. When configuring the roles, for example in an enterprise portal, the insights will then be connected to a role once again. Parameters can ensure that the insight is custom tailored. This approach allows components (the insights) to be reused by multiple roles in different processes: an example of how to make smarter IT & processes and smarter business intelligence.

Contact us to learn more about how we can implement organizational roles in your company.

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Daan van Beek, Managing Director


Managing Director

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