A 4 Step Approach for Selecting the Right BI solution

Boris Evelson  in his Information Management Blog - Forrester Muse, titled "Use a Four-Step Approach to Select the Right BI Services Provider" contests that the fast-paced business environment often introduces new requirements, enhancements and updates before you're even done with your first Business Intelligence implementation. 

Therefore, we typically recommend doing sufficient due diligence upfront when selecting a BI services provider — as you may be stuck with them for a long time.

We recommend the following key steps in your selection process:

Social Business Intelligence: The Pipeline Dream

James Kobielus in his Information Management Blog "Social Business Intelligence: The Knowledge Management Connection" contests that Business intelligence (BI) has always had a “pipeline” orientation- known as “simplex” information transfer; in other words, a primary focus on the one-way flow of data, information and insights from “sources” (e.g., your customer relationship management systems, enterprise data warehouses, and subject-area data marts) to “consumers” (e.g., you).

However, many real-world intelligence flows are full-duplex, many-to-many, and person-to-person in orientation. This fundamental truth will continue to drive the spread of “social” architectures in core BI and advanced analytics...

Performance Management is not just another Business Process

Mark A. Smith in his Information Management Blog "Performance Management Is a Business Process That Requires Dedicated Applications" shares his professional experience that organizations continue to struggle to operate efficiently and effectively from an executive’s strategic perspective or the close-up tactical views of the lines of business, as opposed to the more efficient way of  treating performance management a business process - not just as a management process; an integral part of how the organization functions, not only a tool for evaluating the quality of work after the fact.

Strategy Execution in times of Uncertainty

	In this unpredictable economic climate, leaders must be capable to lead their companies to quickly adapt to new market forces. Business models are changing to catch up with the emerging drivers of competition. Success hinges first and foremost on "Thinking-Ahead" strategy  and robust execution. Because execution plays such a critical role in success or failure, especially during a crisis, many companies are turning to new technology solutions to ensure they can deliver on strategies and emerge even stronger. Any company that fails to adapt quickly and efficiently to market changes can miss important opportunities ir risk their very survival. Here are some key points to consider: A new strategy is not enough - executing under these extreme market conditions is not enough, meaning you need to make sure you touch every point of the strategy timeline and product offering. Align your workforce with what you want to accomplish - workforce alignment and performance is critical. Be prepared to change course or rethink your strategy monthly - it is difficult to get your strategy right the first time so review religiously.  Leverage performance and talent management solutions for business execution - this will help you attain the top and bottom line results.    Key points from Workforce Magazine (June 2010)
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Integrative Leadership: A collaborative model that delivers results

"In the twenty-first century a new vision of leadership is needed more than ever. Leaders must integrate knowledge and talent from individuals in the private, not-for-profit, and government sectors to advance the common good."   Marilyn Carlson Nelson, Chairman Carlson School of Management Integrative Leadership  = leadership that promotes innovative, responsible, and effective solutions to cross-sector challenges locally, nationally, and globally.     Integrative leadership identifies the common ground among sectors and leverages their unique influence and resources to better move organizations, communities, and society forward in times of increased interconnection and rapid change. The Center for Integrative Leadership at the Carlson School of Management - University of Minnesota aims to better understand how collective action across sectors (business, government, nonprofits, media, academia) and geographic boundaries can solve some of the world’s most pressing and complex societal problems. Integrative leadership is driven by the following key concepts: Inclusion Involving stakeholders who can affect change in the process is a crucial task. Shared purpose Getting key stakeholders to agree on common purpose is critical to building sustainable solutions. Systemic thinking Helping members of a group to see the interdependencies of various actions and contributions they make to resolve a problem contributes to greater understanding of a problem and increased support for the solution. Sometimes, the least obvious factors are the most important. Inquiry Questioning all of the stated or unstated assumptions about the problem and facilitating an open and honest analysis of alternative points of view leads to fuller engagement by stakeholders. Consideration should be given to multiple working hypotheses. Constructive dialogue Choosing language and methods of developing shared meaning is important. Innovation Creatively resolving differences among opposing ideas can lead to innovative outcomes. Many problems are solved when a group uses inquiry to discover a new solution or a variation of a solution that is acceptable to members of the group.   O2ibm > Learn & Lead

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