- Paperback: 240 pages
- Publisher: Morgan Kaufmann; 1 edition (December 19, 2006)
- Language: English
- ISBN-10: 0123724996
- ISBN-13: 978-0123724991
- Product Dimensions: 7.7 x 0.6 x 9.4 inches
- Shipping Weight: 1.2 pounds (View shipping rates and policies)
- Average Customer Review: 4.6 out of 5 stars See all reviews (13 customer reviews)
- Amazon Best Sellers Rank: #517,551 in Books (See Top 100 in Books)
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The Profit Impact of Business Intelligence 1st Edition
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'The ideas in The Profit Impact of Business Intelligence were central to our deployment of business intelligence applications that allowed us to manage revenue delivery and reduce costs.
--Kevin McCaughey, Vice President – Strategic Planning, McCormick & Company Global Industrial Group
One performance management approach we are taking is to leverage business intelligence to better serve our customers and to optimize our cost structure in relation to the services our customers value most. We have used the strategies described in The Profit Impact of Business Intelligence to align our BI program with our critical success factors and to drive our BI development efforts.
--Terry Lillis, Chief Financial Officer – Retirement and Investor Services, The Principal Financial Group
This is a "must read" book for anyone who wants to achieve real business intelligence. It advances the discipline of BI by focusing on business value built upon a strong foundation of technology best practices.
--David L. Wells, Director of Education, TDWI: The Data Warehousing Institute
Nancy and Steve Williams understand the “business in business intelligence. This book is a must for business leaders who require that their BI programs drive real business value.
--Barbara Wixom, PhD, Associate Professor, Director MS-MIT, University of Virginia - McIntire School of Commerce'
An A-to-Z approach for getting the most business intelligence from a company's data assets or data warehouse
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Top customer reviews
At the beginning, it appears like a copy of a specific book that has been a best-seller of this genre (unfortunately, I read that book; Competing on Analytics: The New Science of Winning). But little after going through the chapters - and passing my little disappointment - the reader finds that it is basically a summary of - maybe - all the major and must-read books of the genre in one place. Starting from strategic view and management (Business Intelligence Competency Centers: A Team Approach to Maximizing Competitive Advantage) to technical points (DWH lifecycle) to even famous articles and references to websites and online standards.
The authors clearly read (and most probably applied what in) each of these books and then said "why not put everything together in one place so everything will be understood". But while doing so, they actually pieced it together and produced a solid, actionable work, which is of their own.
To me, it was like a crash course in every area of BI with stressing on management and business value. Process Engineering & Opportunity Assessment are my favorite chapters in this book. And although all books nowadays provide you with a framework here or there, I find this one's rather interesting.
It is a nice read.
"I actually downloaded this book to my Kindle to prep for an interview and it turned out to be the best twenty odd bucks I spent. I have already tweeted my summary of this book as "Everything you always wanted to know about BI and were afraid to ask!" But beyond the 140 character restriction, I would like to add that this book should be required reading for all CXOs, VPs and other decision makers across a company's value chain. Especially mandatory reading for Corporate America's increasingly myopic management that lives and dies by the quarter and refuses to see the long term forest for the near term trees."
Beyond the LinkedIn review, I would like to add that the authors have established that there is a sustainable, long term profit impact that comes with the deployment of BI, which goes beyond the shorter term mechanical implementation of transactional IT applications such as CRM, ERP and SCM. However, it requires commitment from the top-down across the management, revenue-generating and operating processes of a company, which necessarily implies that BI demands a wider business focus and cannot be viewed as just another IT project.
Al the parties involved in a BI initiative must read this book.
Unfortunately for me the chances to attend a TDWI conference are (currently) very slim.
Like a previous "reviewer said", the book is a smart and intelligent way to put best known methods all together and deliver a real added value.
I'd like to see in a near future another book on their methodogy and tools.
The husband-wife team skillfully make the case that a successful Business Intelligence program needs to focus on building measurable and sustainable business value through coordinated change in workflow (business process), information flow (dashboards, scorecards, "reports", etc.), and decision structure. And that a Business Intelligence Program needs to be considered and managed as a "portfolio" consisting of multiple individual Business Intelligence projects, each characterized by both benefit and risk.
They argue that for a BI (Business Intelligence) project to add value it needs to enhance the organization's ability to deliver greater value to its customers. Each BI project delivers some benefit, and always at some risk. Both the benefit and the risk need to be measured and managed. The existence of multiple projects gives rise to the need to manage a "portfolio" of BI projects with varying degrees of risk and reward.
They point out that BI delivers information and that information is only beneficial if the information is useful to decision-makers. That is, it reduces the uncertainty surrounding a decision. Since the only thing information can do is alter a decision, one's need for information becomes a function of the decision and the business process to which it belongs. Thus new information often presents an opportunity to make a decision more efficiently bringing about a change in the way a decision is made (the decision structure). Furthermore, data used as input to one business process often originates in another. Hence, the need to consider possible changes in more than one business process in order to achieve the expected benefit from improved decision-making capability. Many of the challenges that have led to undesirable results in the past can be traced to the inability of the organization to deal effectively with this inter-related and often required simultaneous change in decision structure and work process. This inability is most likely attributable to focusing on specific technical objectives rather than the more encompassing value-building objectives of the investment. A value-focused approach helps anticipate this impact and resolve possible conflict.
This is one book that should be within easy reach of every BI professional, team-lead, business analyst, supervisor, manager, and CIO interested in building a value oriented organization.