Monday, November 10, 2014

Does BI require Business to be Intelligent ?

“This is awesome, I love it ! Let’s make this live next week; and don’t tell me that it cannot be done in that timeframe ! After that we will work upon models for the other parts of the business and zap them with data that they have never seen before”. So said the CXO who had just been given a demonstration of the Proof of Concept that the vendor and the IT team had developed to highlight the capabilities of the tool. The Business Intelligence lead tried to get in a few words sideways and was brushed aside brusquely with a wave of the hand.

The company had history of failed projects and challenged BI implementations with business users running berserk. A new CIO had brought some semblance of order to the chaos with an IT governance framework. With some fresh talent as the journey progressed, the information needs started getting addressed which in turn raised the expectations bar. Earlier attempts at BI had faced multiple challenges which resulted in their being shelved. The new resources the CIO brought in had a pedigree of success and the result was visible.

In the initial stages of education the primary requirements revolved around reporting; can fragmented systems deliver consolidated reports from the data warehouse ? Any amount of persuasion would not deter them from their resolve for reports; so the first set of milestones did reports that did not require large investments in tools or great amount of intelligence. Some of the newer business users who had experienced a different reality in the world outside craved for dashboards and analytics. They were heard but not prioritized by the powers that be.

Seeing an opportunity the BI Subject Matter Expert worked with the business members to define the landscape and put in the extra effort post work hours to build the cubes and models. He sought new tools which were granted and with renewed vigor he created working prototypes that excited him and the business users who helped him. Tentatively they approached the self-professed technophile CXO who they felt would be excited with the new way of looking at information. They were however not prepared for the reception they received !

The CXO in his inimitable way was seen as the person who exuded overdoses of confidence and threw technology jargon liberally in every meeting. Know it all, been there done that was what he wanted everyone to believe; for the knowledgeable it was massacre with unrelated keywords interspersed with unverifiable anecdotes and visions of peaks achieved in the past. He was closed to ideas from others, derogatorily critiquing the world at large for not believing in him. The team feared his acidic behavior and kept away to whatever extent they could.

Recovering from the ridiculous, the BI SME stood firm that Proof of Concepts are exactly that and they cannot be deployed or scaled. He explained that for analytics to work effectively, he needed to build the model, test all data sources for efficacy, check for exception conditions and stress test for load. Almost all – barring the sycophants and the ignorant – agreed with him silently, putting the CXO in a spot. Taken aback not used to being challenged, he directed one of the minnows to ensure that his wish and command be done and huffed away.

Put in a spot the team member frantically looked around for a solution to his predicament. Gathering information from multiple sources to create a strong argument, she was able to enroll the business champions into her cause; they too wanted the new BI solution. It took some time and effort by the business champions to educate the CXO who reluctantly agreed to let go of his tantrum. Back on track the team worked together to build the solution which promised to open up new possibilities for the business.

The generally accepted new belief is that business knows what they want; the level of awareness and understanding has improved. Decisions are now information and data driven; BI solutions deliver this and more. Change management is a critical success factor towards adoption and the journey on the evolution curve. The data deluge and associated tools to manage them has created new challenges and opportunities; the ability of enterprises to leverage these will be determined by their maturity towards analytics.

The BI solution was a great success; everyone loved it. The CXO was last seen ranting about why the team did not use Big Data !

1 comment:

  1. Anonymous11:47 PM

    To digress from the topic a bit:

    I picked up this bit from the article: "...she was able to enroll the business champions into her cause..." and it struck me that this is a brilliant example of the principle of consensus (one of the six principles of persuasion defined by Brian Ahearn). It illustrates a powerful technique that can be employed as a tool of influence.