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Increased Competitive Advantage through the Combination of E-Business and Business Intelligence Tools |
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| 100 % |
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This white paper examines the consequences and opportunities that arise from the convergence of two major technologies: 1) Business intelligence tools – technology that allows decision makers in an organization to access, analyze, and share corporate information 2) E-business applications – using the internet as the basis for interacting with customers, suppliers, and other business partners. This paper describes some practical, real-life examples of e-business intelligence applications and their role in the overall e-business plans of the organization.
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Software & tools | Competitive intelligence | Strategic planning |
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Business Intelligence Roadmap |
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| 87 % |
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Business intelligence (BI) initiatives are expensive endeavors. They call for new technology to be considered, additional tasks to be performed, roles and responsibilities to be shifted, etc. What is needed is a new methodology. A BI application is an engineering project; and engineering projects of any kind go through six stages between inception and implementation. This article from Larissa Moss talks about these six stages: Justification, Planning, Business Analysis, Design, Construction, Deployment.
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Methodology | Strategic intelligence |
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The Case for Business Intelligence Assessments |
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| 86 % |
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A business intelligence assessment is a low-cost, actionable examination of the three areas critical to the implementation of any BI initiative: Business needs analysis, Organizational analysis, Technical/methodology analysis. In this article, Tom Burzinski discusses the following topics: When to conduct a BI assessment, Justifying a BI assessment, The assessment process, Asking the right questions, Outsourcing versus in-house assessments.
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Analysis & assessment | Intelligence planning |
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The Limits of Business Intelligence: An Organizational Learning Approach |
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| 81 % |
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Published in DM Review, this article written by Jerry Kurtyka deals with the limits of BI, BI and organizational learning and the structure of organizational knowledge. It examines the theoretical limits of BI technology as an aid to the process of organizational learning. This involves looking at how BI technology models the business reality, how organizations and individual BI users define and access institutional memory and the limits to which BI technology can assist organizational learning.
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Learning | Business intelligence | Strategic intelligence |
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New Directions for Business Intelligence : Critical Lessons from the First Decade of Business Intelligence and Data Warehousing |
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| 80 % |
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Knowledge for its own sake does not help the organization unless it turns into action. To add value, give a competitive edge, create new opportunities and improve profit, organizations, teams and individuals have to make a real change in the way they see and do things. This means going beyond analyzing, reporting, benchmarking and sharing. They have to transform information and knowledge into action.
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Best practices | Content management | Competitive intelligence |
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