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Smart business intelligence strategy all about making better decisions
This article is part of the August 2011 Volume 9 issue of CIO Decisions
A long, long time ago I attempted to distill the role of IT down to a nice, concise motto. It took several years, a host of good and bad experiences, and several iterations; but I think I finally did it: IT has two, interdependent roles: to enable strategy and to achieve operational excellence. The Real Niel Niel Nickolaisen This motto helped me crystallize how I approach business intelligence (BI) strategy. To me, BI is all about making better decisions. In turn, better decisions directly and clearly enable the development of strategy. Here is my rationale. "The essence of strategy is competitive advantage," said Michael Porter, one of the most-admired gurus of business strategy. So, if one of their roles is to enable strategy, CIOs should directly support the ways their organization creates and maintains competitive advantage. One way to create competitive advantage is to consistently make better decisions -- about products, markets, operations, customers and so forth -- than our competitors. Better decision making is the key ...
Features in this issue
CIOs seeking competitive advantage must make better decisions about products, markets, operations and customers. The right BI strategy can guide them.
News in this issue
Cloud-based business intelligence delivers results like those from an enterprise BI system, but it allows businesses a chance to spin up results faster for less money.
Sentiment analysis tools are creating a kind of customer intelligence that online marketers are finding beats traditional market research.
Tapping collective intelligence, or crowd computing, can yield big value for businesses, but it also challenges the status quo.