Comments on: The problem with dashboards, and business intelligence segmented http://www.monashreport.com/2006/10/05/dashboard-business-intelligence-bi-segmentation/ Technology ... politics ... marketing ... strategy ... life Fri, 05 Mar 2010 04:00:49 -0500 http://wordpress.org/?v=2.8.4 hourly 1 By: The Monash Report»Blog Archive » Revolutionary trends in the analytics market http://www.monashreport.com/2006/10/05/dashboard-business-intelligence-bi-segmentation/comment-page-1/#comment-23005 The Monash Report»Blog Archive » Revolutionary trends in the analytics market Mon, 09 Jul 2007 12:54:18 +0000 http://www.monashreport.com/2006/10/05/dashboard-business-intelligence-bi-segmentation/#comment-23005 [...] A post about BI product segmentation. [...] [...] A post about BI product segmentation. [...]

]]> By: Curt Monash http://www.monashreport.com/2006/10/05/dashboard-business-intelligence-bi-segmentation/comment-page-1/#comment-3806 Curt Monash Tue, 28 Nov 2006 21:09:32 +0000 http://www.monashreport.com/2006/10/05/dashboard-business-intelligence-bi-segmentation/#comment-3806 Carl, If you're arguing for structured analytic business processes, integrated with more ad-hoc forms of BI, I agree. And there's no natural place for it in the taxonomy above, so the taxonomy is flawed. There should be a fifth category for "quick lookup/analysis" or whatever. Or else I should redefine and extend the "early warning" category to include it. Thanks, CAM Carl,

If you’re arguing for structured analytic business processes, integrated with more ad-hoc forms of BI, I agree.

And there’s no natural place for it in the taxonomy above, so the taxonomy is flawed. There should be a fifth category for “quick lookup/analysis” or whatever. Or else I should redefine and extend the “early warning” category to include it.

Thanks,

CAM

]]> By: Carl http://www.monashreport.com/2006/10/05/dashboard-business-intelligence-bi-segmentation/comment-page-1/#comment-3758 Carl Wed, 22 Nov 2006 13:06:27 +0000 http://www.monashreport.com/2006/10/05/dashboard-business-intelligence-bi-segmentation/#comment-3758 I don't entirely agree. The points of issue are not whether dashboards have value; that realtime information is important; that KPIs should be and need to be tracked; whether dashboards can indicate problems; that intervention or action needs to be taken when problems are identified, but is what action, and how action should be taken. Surely that is (or should be) determined by the organisation and not the dashboard, or solution provider? Value can be gained from dashboards and their providers in a number of ways at different levels of sophistication, but ultimately the most important thing, I believe, is that the organisational strategists are determining how data is displayed, how action should be taken and indeed that action IS taken. They are the people who need to be given a level of control that can scale to their level of technical ability, (that's where many dashboard providers often fall down, and solution providers like www.blueboxwidget.com make good sense). That's where the core issue is in my mind. The actual users are disempowered because they lack control over how dashboards are configured. I don’t entirely agree. The points of issue are not whether dashboards have value; that realtime information is important; that KPIs should be and need to be tracked; whether dashboards can indicate problems; that intervention or action needs to be taken when problems are identified, but is what action, and how action should be taken. Surely that is (or should be) determined by the organisation and not the dashboard, or solution provider? Value can be gained from dashboards and their providers in a number of ways at different levels of sophistication, but ultimately the most important thing, I believe, is that the organisational strategists are determining how data is displayed, how action should be taken and indeed that action IS taken. They are the people who need to be given a level of control that can scale to their level of technical ability, (that’s where many dashboard providers often fall down, and solution providers like http://www.blueboxwidget.com make good sense). That’s where the core issue is in my mind. The actual users are disempowered because they lack control over how dashboards are configured.

]]> By: James Taylor http://www.monashreport.com/2006/10/05/dashboard-business-intelligence-bi-segmentation/comment-page-1/#comment-2581 James Taylor Sun, 08 Oct 2006 21:39:44 +0000 http://www.monashreport.com/2006/10/05/dashboard-business-intelligence-bi-segmentation/#comment-2581 Curt I find myself in violent agreement, again. It amazes me how much time and money is spent in presenting information to people and how little is spent on actually doing something useful - performance monitoring but not performance management. I blogged a little on how <a href="http://www.edmblog.com/weblog/2006/07/edm_and_busines.html" rel="nofollow">Business Activity Monitoring</a> gets you some of the way and wrote an article on <a href="http://www.ebizq.net/topics/tech_in_biz/features/6923.html" rel="nofollow">shifting from monitoring to acting</a>. I also discussed the issue of <a href="http://www.ebizq.net/blogs/decision_management/2006/06/decision_technologies_and_acti.php" rel="nofollow">latency in decision making in the context of active data warehouses</a>. Curt
I find myself in violent agreement, again. It amazes me how much time and money is spent in presenting information to people and how little is spent on actually doing something useful – performance monitoring but not performance management. I blogged a little on how Business Activity Monitoring gets you some of the way and wrote an article on shifting from monitoring to acting.
I also discussed the issue of latency in decision making in the context of active data warehouses.

]]>