Organizations and executives have always been lured by new ideas, technologies and hot concepts that promise them competitive edge. New ideas and technologies are not created inside the walls of an everyday company, so when executives listen to promising concepts, they are dealing with high levels of ambiguity. When such a concept is initiated, the organization is taking a risk. Unfortunately, during the dot-com crash, the promise of the technology didn’t pay off (or at least that is the general consensus). The sales pitch: If you want to be profitable and remain competitive, you’ll have to implement "XYZ" is not a very compelling argument nowadays. But the truth is, in order to be profitable and competitive, one must make better business decisions. Technology will not make the decisions for us, at least not yet, but provides guidance in making the decisions.
Business intelligence has a different and unique promise than earlier "hot" concepts which lost their popularity over time. BI concepts are not a product of a few smart individuals. These concepts have been researched heavily in the academic world for several decades. It may not have been called BI, but it was the same idea. Decision science has been dealing with the use of technology to make better decisions for a long time. The problem was that the technology was too complicated to understand, and the business community needed training. Now, as the MBAs understand the technology and underlying concepts much better and as the technology became easier to use and highly available, the BI market started growing.
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