Continuing on the theme from the last post - a press release from C3 Business Solutions (a Melbourne-based BI consultancy) that includes some statements from me has been in the "wild" for some time now. Thought it was worth reposting here:
- The head of the BI department must report directly to the CEO. Not to Finance, Marketing or Information Technology. They need to have a direct line to the executive decision making processes; this is the only effective way for them to be able to develop processes and systems that will support the strategy of the organisation.
- If there are already BI groups in the organisation, perhaps groups located out in the business units (creating what today we would call data marts), don’t fight against them, and don’t replicate their efforts. They already will have a good understanding of their functional area and a good relationship with their clients. Allow the central team to (slowly) develop standards, and processes that those groups use. The central team can provide quality control, and also help to minimise areas of overlap and inconsistency. The central team can source data from those groups to allow for more “enterprise” views to be created.
- The BI team should be organised along the same functional lines as the business. This will allow members of to develop a deeper understanding of ‘their’ area of the business and to develop relationships with the people in that area.
- Have equal numbers of people in the BI team devoted to the design of processes of systems to source, transform and store data, and to design the reporting systems that users will actually interact with.