Lessons learned
According to the lessons learnt, business intelligence (BI) is a lifetime process that combines theories, processes, technologies for gathering, storing, and analyzing data, and tools for processing data into information that could be used to help in decision making (Konitzer, 2011). BI provides a roadmap for organizations to understand past and current business trends and predict future business situations and make decisions as exemplified in the “Microsoft” and “Using Analytics to Improve Patient Outcomes and Billing Accuracy at Marshfield Clinic” case studies (Microsoft Case Study: Microsoft Dynamics AX – Exclusive Resorts, LLC, 2011).
The position taken on business intelligence is that BI is a process that is created, implemented and practiced using business analytic tools to analyze past and present data and enable effective decision making at all organizational decision making levels to meet organizational business needs to improve business processes in the context of people, processes, and technology (Microsoft Case Study: Microsoft Dynamics AX – Exclusive Resorts, LLC, 2011).
Here, BI incorporates programs which enable the development of business strategies based on the Bi strategic assessment, BI readiness assessment, and a BI maturity model. The rationale for the above approach is based on the case study in which Konitzer (2011) details the approach used to create, implement, and use BI at Marshfield Clinic (Konitzer, 2011). According to Konitzer (2011), BI enables accurate and consistent recording of data using BI tools. The BI concept which includes processes, technology, and methodologies is implemented using BI tools. The distinction here includes implementing the BI concept using tools and specific methodologies (Konitzer, 2011).
According to Konitzer (2011), BI is a conscious approach blending organizational resources which is not driven by organizational objectives, but reliable, consistent, and complete sources of information. It is a blend of business objectives and requirements. Here, Konitzer (2011) shows the need to establish a strategy before integrating other issues. Typically, Konitzer (2011) use the approach situational awareness to create BI for the specific case study organizations. The salient features in this case include analyzing the current business situation which required performance improvements.
In the first phase, the critical components include brainstorming on the best methods to use BI, conducting an investigation to identify the business benefits to be gained by implementing BI, convincing the top management on the benefits of using BI, creating an enterprise-wide need on the use of BI, provide a clearly understood criteria for success, integrate the best standards into the process with the underlying best practices, create an effective management process, create the best governance to achieve the strategy, and establish strategies to bridge the gaps and issues that could the potential bottlenecks in creating and implementing BI (Konitzer, 2011).
An as-is analysis as the next phase in creating, implementing, and using BI provides for a thorough analysis of the technology and tools that fit into the business needs and requirements of the organization as evidence by Konitzer (2011) and Microsoft Case Study: Microsoft Dynamics AX – Exclusive Resorts, LLC (2011) show. One could understand that the business requirements, benefits and implementation strategies could provide the best approach for creating, implementing, and using BI.
It is critical to understand the critical benefits of implementing BI, which include a precise description and analysis of current business trends, changes in customer needs and behavior, understanding of customer preferences, a deep and detailed comprehension of company capabilities and market conditions. By connecting the case studies with the core elements of BI, the technology most appropriate for implementing accurate collection and analysis of the required BI data include software programs that have been tailored to meet the business needs of the organization (Konitzer, 2011). It is critical to note that the use of the programs provides customized interactive business reports that enable the user to identify any problems in the organization and other critical information requirements within the organization (Konitzer, 2011).
The BI technology is scalable, reliable, and efficient. However, it is important to note that the software business analytic tools should provide visual displays that enable management to make appropriate and real time decisions to improve patient outcomes. Typically, implementing and using BI requires a strategy that integrates BI models using appropriate tools and technologies. In this case the problems are solved based on the purpose of the tool and business need. Here, reporting and analysis includes tools for querying and reporting business situations and presenting such reporting in the most appropriate manner.
Best practices
The study by Grouw (2013) shows that creating, implementing, and using business intelligence requires early planning, identifying the real business needs and the data that could be processed to provide effective decisions making which address the identified business needs. The best approach to implement BI that could be beneficial to the business organization is to identify the actual repository of data, which is difficult to monitor and to use to generate data in real time (Grouw, 2013). A critical analysis of BI in the context of tools and business analytic techniques shows the need for additional hardware and software in organizations. That requires the management to be aware of the actual sources of data and the best and cost effective methods of accessing and extracting the data for real time decision making Grouw (2013).
Rationale for the conclusions made
The rationale for the conclusion that BI is a program that incorporates theories, methodologies, and technologies and tools to collect, store, and analyze data and present it in an appropriate format for decision making based on the past and present data is based on a number of facts. The critical elements in this case include the common facts and elements that are found in all BI cases. Deloitte: Business intelligence (BI) (n.d) argues in support of the position that BI is defined in the context of the business data, which is the most critical component in decision making. Deloitte: Business intelligence (BI) (n.d), shows that the past and present data sources provide the basis for predicting and making future decisions. The BI initiative is driven by the objectives and business needs of an organization. The business needs which are aligned to business goals and objectives enable organizations to integrate the best of BI elements to optimize value in decision making. The best decisions are made depending on business strategy, BI vision provides organizations with the ability to predict the future and implement the best strategies to achieve the best business goals.
In the argument that BI is based on creating a transformation roadmap for the future of the organization, it is critical to note that ensuring that the quality of data is appropriate and supports the BI models which address the actual organizational needs. Typically, the BI transformation roadmap enables organization to change from the current to the desired future state. The underlying physical, logical, and conceptual components in the implementation of BI requires that the most appropriate technologies and tools are used. The data can only be analyzed based on data profiling, business rules engine, enterprise application integration, data integrity, web services, ability to extract, transform and load data, and the use of documents and image content generation. A common feature for processing and transforming data include data management services which cover issues related to enterprise data warehouses, and real time data generation and presentation tools, which are critical components of data management services.
The position that BI is a conscious process is supported by the fact that BI is an iterative process that requires formal processes to prioritize all BI iterations. The basis of the formal plan is to ensure accuracy and reliability of the data sources. The rationale for the argument is that the BI initiatives which are technology driven, limited and without any data governance, need to be overhauled to reflect the actual needs of the business and reflect the face of a collaborative BI environment. According to the Deloitte: Business intelligence (BI) (n.d) case study, BI provides standardized tools and abilities in decision making, complete alignment of BI initiatives to organizational goals and objectives, and effective data governance.
The position that implementing BI requires brainstorming to determine the best implementation approach to generate the best benefits for the organization based on the specific business requirements of the organization.
The complete picture of the presented in this case on BI is that it is a process that integrates technology, people in the context of management, and processes to transform data into information for effective decision making. The critical components in this case include the ability to integrate data to support business goals, and identify the best methods to collect and generate data with appropriate quality for decision making.
Counter arguments
The counterarguments on business intelligence (BI) are based on the position held by Grouw (2013) which regards BI to be a strategic assessment tool for determining the business needs of the organization using interviews, assessing and creating mitigation strategies to effectively improve the performance of the organization. Contrary to Konitzer (2011) who argues that business intelligence is a program that strictly focuses on the use of data in decision making, Grouw (2013), argues that BI is a strategic and readiness assessment tool tools to effectively implement BI and achieve organizational goals and objectives. However, Grouw (2013) shows a radical departure from the perspective by Konitzer (2011) who views BI as a program that is defined by a combination of theories, tools, and methodologies to achieve effective business performance and processes. Konitzer (2011) argues in the context of the quality of data to implement the BI processes. Konitzer (2011) and Grouw (2013) converge at the point that BI is a program and not simply a strategy to assess effective business strategies to achieve organizational goals and objectives.
Grouw (2013) regards the strategic assessment outcomes which include business goals and objectives which describe models and conceptual frameworks on the best approach for organizations to implement BI. Grouw (2013) argues that business libraries, conceptual data analysis, system records, high level business activity, flow, Information technology infrastructure review, and implementation plan provide a comprehensive assessment of BI from the perspective developed by (Grouw, 2013). Grouw (2013) shows a clear deviation from the approach used by Konitzer (2011) to describe BI. The deviation from the argument provided by Grouw (2013) and that provided by Konitzer (2011) show that the approach developed by Konitzer (2011) as the most comprehensive. The rationale is that the views of Konitzer (2011) are comprehensive and include technology, processes, people, and data as the critical components to consider. In this case, the position taken is that the view by taken Konitzer (2011) is complete and satisfactory.
Review of the original position in view of counterarguments
A review of the original arguments presented on BI as a program that incorporates data, people, processes, and technology, theories, and methodologies shows that BI is a program that incorporates technology to capture and process data to enable effective and accurate decision making. The quality of the data presented, the tools used to capture, analyze, and present the data in the most appropriate format and in real time are critical in enabling accurate decision making to achieve organizational goals and objectives.
Conclusions
The motivation to study and evaluate arguments and counter arguments for creating, implementing and using business intelligence is based on the need to develop the most effective BI development and implement strategy to meet organizational goals and objectives. Typically, business intelligence is a critical component for organizations to identify business process problems and identify the best strategies to solve the problems.
References
Deloitte: Business intelligence (BI). (n.d). How to build successful BI strategy. Web.
Grouw, G.L. (2013). Business Intelligence Strategic Assessment. Web.
Grouw, G.L. (2013). The Business Intelligence Guide. Web.
Grouw, G.L. (2013). BI Best Practices. Web.
Konitzer, K. (2011). Case Study – Using Analytics to Improve Patient Outcomes and Billing Accuracy at Marshfield Clinic. Web.
Microsoft Case Study: Microsoft Dynamics AX – Exclusive Resorts, LLC. (2011). Web.