University of Missouri Kansas City Ways of Improving Business Intelligence Essay Please find the attachment.In your own words, discuss the several ways of

University of Missouri Kansas City Ways of Improving Business Intelligence Essay Please find the attachment.In your own words, discuss the several ways of improving business intelligence.APA format, 1000 words. (abstract,body, concussion) Chapter 15
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A set of information manipulation
practices, such as query mining,
reporting, and interactivity that is linked
to but separate from information
management practices (including master
data management, information
architecture data, data quality, data
integration).
(Bitterer 2010)
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An evolving ecosystem around the data
vision.
Organizational capability that could be
used to bring the right data, information,
knowledge, and intelligence to bear on a
business problem, opportunity, or
decision.
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Anticipate the future, instead of reacting to
the past.
Empower employees’ memory, insight.
Sense what is happening in the
organization’s environment.
Connect internal and external functions and
resources.
Question the status quo and create new
opportunities.
Focus on the most relevant information.
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Information
Management
Data
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Transaction data
Internal structured data
Internal unstructured
data
External structured data
Master data
External unstructured
data
Real time data
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IM strategy and
principles
Enterprise informationarchitecture
Metadata
Data management
Data integration
Data quality
Data administration
Intelligence
Creation
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Reports
Dashboards
Data mining
Information – enhanced
processes
Queries
Graphics and
visualization
Real-time analysis
Historical, current, and
predictive analysis
Information – enhanced
products and services
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1.
The explosion of data – Amount and
type of data are increasing exponentially.
It is essential to be able to use IT tools
and skills to capture, manage, and
exploit these new forms of information.
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2.
Changing information needs –
Increased pressures to deliver “just-intime” information to make better and
faster decisions.
3.
Competitiveness – Organizations that
are “sophisticated exploiters of data and
analytics” are three times more likely to
be top performers (Hopkins et al. 2010).
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Perspective – Changing organizational
mind-sets and culture regarding data is
the biggest challenge.
Lack of business knowledge – “We
don’t know what we don’t know and it’s
difficult to be perceptive about BI without
a full range of knowledge”.
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Lack of sponsorship – In spite of the
demand for better information, businesses
have been slow to invest in BI.
Silo thinking – This thinking has been
exacerbated by the lack of governance
and enterprise perspective and has
resulted in fragmentation and duplication
of data.
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Lack of BI skills – BI sits between the
IT function and business and requires
both business and technical skills, a
combination that is hard to find.
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1.
BI strategy and planning – BI plans
and strategies need to be inclusive at the
high level. BI must integrate both with
other business strategies and with the
technology and information architectures
used by IT to guide its work.
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2.
Data acquisition and management –
The ‘holy grail’ of IT is to have a single
authoritative source for all data.
Duplicate data, multiple data marts, and
inflexible data warehouse cannot
incorporate new forms of data.
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3.
Information management – This
involves improving the value that can be
obtained from data by developing a
framework within which information can
be developed from it (e.g., data
integration, information architecture,
data integration, aggregation, quality,
privacy).
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4.
Intelligence delivery – This delivery
cannot be done in a structured way
because the business environment is too
dynamic. While IT can provide the data,
the tools to manipulate it, and the
mechanisms to present it, the right
questions or doing the right analysis still
need to happen.
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Learn from the past – Learning about
how people utilize knowledge for action
and then using this as the basis for
improving an organization’s intelligence is
critical for successful BI.
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Have a strategy for continuous
improvement – Successful BI initiatives
consistently anticipate the need to
maintain and improve the quality and type
of information provided.
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Focus – BI initiatives are challenging;
therefore, a clear focus on targeted
difficult points where BI can make a
difference is essential. Successful
initiatives take “a relentless focus on a
very limited set of burning business
questions to guide users to BI-enabled
decisions with maximum impact” (Roberts and
Meehan 2010).
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Cross-functional governance –
Effective governance processes (e.g., data
governance, BI governance) are central to
BI success. BI governance is needed to
focus BI and develop a plan for its
evolution.
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Acquire new IT and analytics skills –
IT staff need the skills to bridge the gap
between traditional business and technical
areas of expertise. Examples of skills
include: analytical to test hypotheses, to
predict future trends, and to discover new
patterns; visualization and simulation
skills.
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Take process views – The key to
success is to focus on a process that really
matters to the business and to design the
analytic capabilities needed to enhance it.
Move from the inside out – BI is still
maturing and should be implemented as an
experimental approach. It should grow
organically rather than as one-time
initiative.
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Tell stories to articulate value – The
value of BI is still difficult to document
with quantitative benefits. Thus, the value
is best articulated qualitatively.
Watch out for implementation–
Access to intelligence is not enough,
managers need “practical wisdom” to make
prudent judgments.
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BI is not a new idea, but it is one that
constantly gets renewed due to new
powerful technologies and constantlyincreasing data.
The holistic view of BI includes both IT
foundations of data and information
management and the uses to which these
can deliver value.
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IT has the opportunity to take a
leadership role in BI, but its ability to do
so will depend on how much it
understands about the business and the
integration of technical and business
knowledge.
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