With thousands of employees, multiple product families, suppliers, manufacturers, and functional processes, what's the best approach of leveraging Business Intelligence tools to run a fortune 500 company?
BI teams are openly accommodating metrics requests from their business partners without understanding the business justification behind it.
The result: Thousands of metrics which over time become outdated, unused, and obsolete. Changes in the business mean changes in objectives and measures of productivity.
A BI solution needs to be flexible, require justification, and align to objectives of the management team. Dashboards and scorecards are supposed to allow management to measure, monitor, and grow their business by making fact-based decisions. Too many times have I seen dashboards and scorecards that host hundreds of metrics which aren't seen by senior management, aren’t used in operational reviews, and cost a ton to maintain and operate.
Keep It Simple Stupid
•Where does the buck stop? Scale back BI solutions to the decision maker level, those who can really make an impact in the business.
•BI team must understand how metrics requests will allow the business to measure, monitor, and grow their business more effectively than the previous model.
•Revisit dashboards & scorecards on an annual basis. Determine which metrics are still in scope/ which aren't, and EOL anything which doesn't have significant impact as a KPI or facilitate the comprehensive behavior change of an organization.
Large organizations tend to overthink things, it's important to take a step back from time to time and think about where the real impacts in the business are made. If you find yourself overthinking a problem just remember K.I.S.S.
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