Over the last few years Data Warehousing and Business Intelligence implementations have become more prevalent. The reasons why organizations take the plunge into the complex and tangled world of organizational data vary, with some citing improved operational reporting, others citing the desire to see all information in one place, others purporting to want real BI and to derive strategic benefit from it.
Following a more appropriate strategy development and deployment-based process is the only way that organizations will gain significant long-term value from their investment in BI tools. Research shows that strategic failings are 80% due to a failure in the deployment stage rather than the analysis and determination stages and the role that BI can play in improving the effectiveness of strategy deployment is significant.
However, driving such technology enablement from a bottom-up perspective, as our experience suggests most organizations try to do, is a route to recouping investment if you are one of the lucky ones, or project failure if you are not. Those that follow an IT led, ERP upwards, technology implementation route and believe that a tool labeled "Strategy Manager" is the same thing as strategy development and deployment are naive to say the least.
This article is part of HCL EAS's Enterprise Performance Management Process. To view other articles in this process please visit the Enterprise Performance Management page.