In the previous articles in this series we looked at technology fit, information centricity, demand management and delivery. In each of the installments, we touched upon the interplay of demand for information, organizational cultures and learning, information-driven decision-making, assessment of existing investments and the right technology focus. We will wrap up our series by looking at the role of strategy in guiding business intelligence.
All organizational decisions should be a result of how the company wants to position itself and what it wants to accomplish. Every company does this by developing a strategic vision first. Right or wrong, activities and people organize themselves around it and commit themselves to it. There’s a time to strategize and a time to execute. Companies typically assess their strategic plan once every couple of years, and then focus on the execution. These days, when companies are thinking of performance management, they tend to look at the enabling technologies too soon. But it’s important to first look at the organization’s culture and ask some fundamental questions. How metrics-driven is the company to begin with? How much does this permeate the organization? Are there any challenges with the data capture and reporting of the metrics? Is the organizational strategy clear and consistent? There’s no point in measuring performance if the activities are not the right ones to begin with. These questions are more important to answer than which dashboards, scorecards and reporting to use.
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