Managers of SMEs do not have to be computer nor IT system experts. However, the way they deal with the process of implementing BI plays a key role in determining success or failure.
Taking into consideration the following three bullet points is going to help managers to improve the software performance once they take the decision to invest in a BI application.
1. Prior to implementation, managers must rethink the essential information needed to run the business.Not always the existing fields in the company database are enough to ensure the complete control of the business, so the developer may consider other available options to include the lacking information. Deciding what kind of information is critical is not "to want it all ", but being able to extract from the jungle of data generated and handled those ones that really help to run effectively the business. This basic information will change over time and will need to adjust the BI at least once a year, or whenever there's a relevant change in strategy or environment.
2. Before and during implementation maintaining effective communication with the developer.BI Apps contribute to time savings and improvements in the quality and timeliness of information, but in my opinion its main contribution is helping on strategy and implementation of a effective General Manager leadership, although this not easy at all to achieve. It requires that the developer understands very well the needs (and normally he's not an expert in strategy and leadership) , and this knowledge can only be transmitted by the General Manager. Of course it is possible to adjust the BI after the set-up, but then this ability to support the implementation of the GM leadership is lost.
It is also important to remember that BI deployments can put black on white gaps in the information systems, but this does not mean that they can solve it.
3. During implementation, control all the demands and requirements of the responsible departments or areas.In many cases, sometimes even in a well-meaning way, there're ambitious requirements that can lead to paralysis of the project involved; even if the project goes ahead, dissatisfaction and reluctance to commitment may avoid obtaining the maximum performance of the application. In other cases, specific requirements from area managers may arise which are not aligned with the company strategy. Having the last say on these kind of "department requirements" allows the GM, (especially if he has done the homework on the key "1" set forth above ) , to get the BI fully aligned with strategy and leadership.
Taking into consideration the following three bullet points is going to help managers to improve the software performance once they take the decision to invest in a BI application.
1. Prior to implementation, managers must rethink the essential information needed to run the business.Not always the existing fields in the company database are enough to ensure the complete control of the business, so the developer may consider other available options to include the lacking information. Deciding what kind of information is critical is not "to want it all ", but being able to extract from the jungle of data generated and handled those ones that really help to run effectively the business. This basic information will change over time and will need to adjust the BI at least once a year, or whenever there's a relevant change in strategy or environment.
2. Before and during implementation maintaining effective communication with the developer.BI Apps contribute to time savings and improvements in the quality and timeliness of information, but in my opinion its main contribution is helping on strategy and implementation of a effective General Manager leadership, although this not easy at all to achieve. It requires that the developer understands very well the needs (and normally he's not an expert in strategy and leadership) , and this knowledge can only be transmitted by the General Manager. Of course it is possible to adjust the BI after the set-up, but then this ability to support the implementation of the GM leadership is lost.
It is also important to remember that BI deployments can put black on white gaps in the information systems, but this does not mean that they can solve it.
3. During implementation, control all the demands and requirements of the responsible departments or areas.In many cases, sometimes even in a well-meaning way, there're ambitious requirements that can lead to paralysis of the project involved; even if the project goes ahead, dissatisfaction and reluctance to commitment may avoid obtaining the maximum performance of the application. In other cases, specific requirements from area managers may arise which are not aligned with the company strategy. Having the last say on these kind of "department requirements" allows the GM, (especially if he has done the homework on the key "1" set forth above ) , to get the BI fully aligned with strategy and leadership.
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