My colleague Glenn Hardy has written a piece for the Daily Telegraph Business Club which explains how Business Intelligence has widened and deepened into corporate performance management. You will have to register (it’s free) to read the article, but the Telegraph Business Club has enough in it to make it worthwhile.
Click to continue reading “Sun Tzu and the art of corporate performance management”
Being a consultant is like being a eunuch in a harem.
You get to see all the action but don’t have the wherewithal to get involved. Sometimes you wistfully think about what you would do if you were running the organisation. What if the day-dream came true? Well it turns out that you have less and less time to make a difference and this day-dream may quickly turn into a nightmare.
According to Mark Gottfredson, Steve Schubert and Hernan Saenz in their February 2008 Harvard Business Review article ‘The New Leaders Guide to Diagnosing The Business’ they pointed out that 1 in 5 of the CEOs who left their jobs in 2006 had only been in position for 8 months. This is hardly enough time to get your new office furniture, the corner room redecorated and your Blackberry fully functional.
Click to continue reading “Act now to find out where your business is going wrong”
Business Intelligence is a misnomer.
A lot of implementations that I see, and the discussions that I have with practitioners who have implemented them, seem to offer little to the business and display only a passing acquaintance with anything that could remotely be termed as intelligence.
Click to continue reading “The Seven Deadly Sins of Business Intelligence”