The article by Chandler (2015) “The Business Intelligence and Analytics Leader 's First 100 Days” hit a cord with me after a talk with a friend of mine who was just added to the BI team at his company. The new BI director at my friend’s company could have used this article to help him with his new role of BI director. My friend’s boss came in with prebaked ideas and thought he knew what the company needed from the BI department, but after 380 days the department is still feeling its way around in the dark.
The article breaks down five tasks that a new BI leader should be performed during his/her first 100 days at the helm of the department. The tasks that are to be performed are Prepare, Assess, Plan, Act and Measure. The tasks have some overlap within the 100 day period to help move the process along and provide the ability to adjust during the 100 day period.
Chandler actually suggests that the new BI leader start the Prepare step prior to the first 100 days at the helm. Before taking on the new role, the new BI leader should talk with key players in the company to get a feel for what is expected and to setup the first set of meetings and discussions with his/her boss, sponsors, the stakeholders and other key players. On day 0 to day 15 the BI leader should be getting the lay of the land of the BI environment as it sits currently. He/she should also solidify their role and responsibilities as the new BI leader and meet with the sponsor, stakeholders and key
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Information – business intelligence – is no longer the exclusive domain of IT or research departments. From marketing and finance to management and operations, intelligence is applied strategically throughout the enterprise. And professionals who know how to gather and leverage it are the ones who will lead organizations, control decisions, and be relied upon to steer their companies.
* The first thing that Michael Thomas needs to do is to go back and review the vision and mission of this project. Once he has a clear plan it might be a good idea to put in a visual format such a flowchart with time frame and names of people involved in each project stage. Present this idea with his staff with enthusiasm and get everyone excited about the new vision. He needs to reiterate that respect, discipline, professionalism, responsibility and accountability are expected from everyone.
As the new leader, my first step is to create a transition plan by accessing the current state of the organization and by asking critical questions and getting the answers from the best and most unbiased sources available. Numerous people assuming control of new leadership positions or those with the background to guide them, do not thoroughly consider the changeover process. They
The primary test business insights appearances are assembling the vital information about the business. The key for get-together information is computerizing the methodology.
The current primary leader of the organization is the CEO. He has many years of leadership experience in various healthcare settings. With a master’s degree in healthcare administration and a primary degree in nursing he has a broad array of knowledge pertinent to running the organization. As far as leadership practices as strengths, experience is his greatest strength. The CEO communicates to the senior management team, the goals and direction of the organization. He shares regional and corporate directives and deadlines for project completions. Each week a senior management meeting is held to discuss existing action plans or projects, their progress and any new or added areas of focus. He acts as a liaison between the organization and the community. He keeps abreast of developing business in the community that could either be a competitor or a potential referral source for generating new business. He monitors the organizations goals and progress and directs change at the facility level based on reported metrics performance measures. The role of the CEO is to direct the senior management teams’ efforts to run the organization and meet corporate performance
Planning the change – Ensure that all research has been completed; examine the organisational structure, job descriptions, and performance and compensation systems to ensure they are in line with the vision.
He would anticipate any issues that could arise in along the process. He will then assign business partners and specific resolutions to each potential issue so that if one of these problems occurs, there is already a plan in place to resolve it. This is a more proactive approach to the BI implementation. The only drawback here would be that there would need to be business partners available to tackle these problems. They would need to be taken away from their day-to-day responsibilities without any notice. This could result in business interruption, if a backup is not assigned.
The concept of Business analytics is a component of business intelligence, it has evolved in recent years and now in the for front center of business. With the growth of technology and the continuing improvement
The Board of Directors value the dedication of longtime employees however they realize the movement of some operations off shore will reduce costs. Specifically discussed in this paper will be foundational theories of leadership, assessment and adaptation of foundational theories and leadership skills deemed most effective in a changing and competitive health care environment.
He should do detailed analysis come up with a plan to devise methods for implementing the strategy for better coordination and team work. He should continuously follow up pending issues and monitor events by keeping a record of the activities and experiences to benefit from them in future. Networking, with in and outside the organization to eliminate issues arising from personal conflicts and biases. He should enhance team spirit motivate employees by promising his team a significant reward on achieving a target. He should improve his negotiation and persuasion skills and should not be afraid of speaking to his boss for more human resource. He should continuously relate to his previous experiences and use his intuition in tackling daily conflicts. He should adopt a proactive approach rather than a reactive approach to problems. Finally he should propose to have weekly managers meetings in which all VP and department managers sit and discuss issues and then devise steps to overcome those issues.
SYSCO was a highly decentralized business composed of over 100 operating companies. Senior executives believed in treating these companies as largely independent businesses whose leaders should be entrepreneurial and growth oriented. Consequently, operating company managers had substantial autonomy; they could market to customers and invest in their businesses as they saw fit.2
Walmart is the biggest retailer in the world and handles more than one million customer transactions every hour and generates more than 2.5 petabytes of data storage (Venkatraman & Brooks, 2012). To put this into perspective, this data is equivalent to 167 times the number of books in America’s Library of Congress (Venkatraman & Brooks, 2012). So how can Wal-Mart use this massive amount of data and what useful information can this data provide? This paper will provide a brief overview of the importance of Business Intelligence (BI) and how the largest retailer in world, Walmart, is using it.
This paper illustrates the concept of Business Intelligence as a stored knowledge of the company that can be developed and organized for better and effective decision making process. It synthesizes the concept of business intelligence and introduces the BI information system software that can harness all the needed information and data for decision makers. This process is placed in the context of mid size companies in Saudi Arabia for them to gain competitive advantage.
With information streaming in from a seemingly endless array of applications and devices, organizations face the daunting task of extracting insights from new data sources and types, including structured and unstructured sources. There’s also the challenge of the speed in which data is coming in and how quickly you need to be able to capitalize on it. In this environment, competitive advantage hinges not only on your capacity to access data quickly, but your ability to analyze and act upon this information in a timely manner.