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Enterprise vs. Despite its priority, businesspeople routinely complain about information overload on the one hand and the inability to get to relevant data on the other. BI professionals complain organizational issues and limited time and resources prevent them from unleashing the full potential of BI.
As a technology, BI usage remains modest, with significant untapped potential. After I spoke at a user conference on the need for a better business—IT partnership, an.
IT person stopped me to say how inspired he was, that he felt motivated to talk more to the business users and was less intimidated by them.
And yet, I had forgotten how challenging the. IT—business relationship can be, particularly for BI, which lies at the crossroads between business and technology. In reading his book about what leads some companies to outperform others, it got me thinking about why some companies succeed with business intelligence and others fail. At the same time, I was judging the TDWI Best Practices awards—offering me previews of some who have delivered big impact—while consulting with companies who were struggling with basic information needs.
I continue to see a big disparity in companies who are exploiting BI and big data, and others who are floundering. While some of the same challenges remain, in , the influences of big data, cloud, mobile, and visual data discovery have had a profound influence on business intelligence. Leading organizations are doing more with less, finding insights faster, and working in a culture where everyone works as a team.
My hope for this book, then, is that it is a resource for both business users and the technical experts that implement BI solutions. In order for businesspeople to exploit the value of BI, they must understand its potential. The customer stories in this book are meant as much to inspire as to offer valuable lessons on both the successes and the pitfalls to avoid. These customers illustrate just how much value BI and big data can bring.
When BI is left only for the IT experts to champion, it can provide only limited value. The real success comes when people take action on the insights BI provides, whether to improve financial performance, provide best-in-class customer service, increase efficiencies, or make the world a better place.
Customers in this book and throughout the industry use a variety of products and technologies in their business intelligence deployments.
In describing BI components, I occasionally reference specific vendors and products as a way of providing concrete examples. Such references are not meant to be an exhaustive list of all the products available on the marketplace or an endorsement of specific solutions. This book is not a technical reference on how to architect a solution or implement the software.
For suggestions on more technical books, see Appendix B. If you are looking to understand ways BI can help your business, Chapter 1, Chapter 4, Chapter 5, and Chapter 9 should be on your must-read list. I hope this book will turn your BI and big data initiative into a wild success with big impact!
First and foremost, I want to thank the customers who willingly shared their stories and devoted their time so that others embarking on a busi- ness intelligence journey can benefit from their insights and avoid the pitfalls. While more and more companies have adopted BI and been successful, the number of companies who are either allowed to talk about their experiences or have the time to share their opinions has gotten smaller.
Competition for talent is tight, and in a fierce business environment, secrets to BI success are a competitive advantage. The successful BI companies walk a fine line in sharing their stories to improve the industry, motivate their teams, and attract top talent, while not giving away their competitive advantage. So I thank all of them for their commitment to the industry and to this book. In particular, thank you to Roger Groening, Andrew Dempsey, Mark Carter, Jonathan Rothman, Jim Hill, Jeff Kennedy, and Ed McClellan, who also spear- headed the efforts at each of their companies to allow me to talk to the right people and who have shared their insights and enthusiasm for BI with me for years.
Thank you to each of the vendors who have enabled me to meet so many exceptional customers over more than a decade. Survey data helped support trends and insights, so I thank everyone who participated in the survey and those who helped promote the survey. There seems to be a deluge of industry surveys, and with time a precious and limited resource, I am grateful for each response and tailored comment.
Thank you to Meg Johnson for juggling so many hats, helping me narrow the list of case studies, and researching all my obscure questions. A number of industry experts have allowed me to include references to their work within this book, all voices who have shaped my thinking and who share a similar goal to help companies make sense of all this stuff: Mike Ferguson, particularly on cloud and big data; Ralph Hughes on agile development; Curt Monash on SMP and MPP; Mark Madsen on the merits of columnar and a strong dose of big data reality; Jonathon Geiger on data governance; Richard Hackathorn on time to value; Jill.
Dyche and Phillip Russom on master data; and Colin White, whose talk in Rome on big data years ago was the first time I remotely understood it. Thank you as well to Stephen Few for weaning me off my use of pie charts and first encouraging me to use visual data discovery software years ago to better analyze survey results.
I owe my beginnings as an independent analyst to Wayne Eckerson, now of Tech Target, and to TDWI, who has provided me with so many opportunities to teach, to learn, to inspire, and to be inspired.
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