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Повышение эффективности BI-стратегии благодаря центру компетенций (BICC)

29 августа 2013 Business Intelligence Competency Center (BICC) – это структура, основными задачами которой являются управление бюджетом разработки и постоянное повышение производительности BI-стратегии в рамках организации. В разных компаниях название центра компетенций принимает разные обличья. Но несмотря на вариации в названиях, немногим компаниям удается создать эффективную структуру, способную выполнять все поставленные задачи. Почему одни компании успешны в создании подобного подразделения в то время как другие терпят фиаско? Какие основные «компоненты» успешных BICC? Ответы на эти и другие вопросы Вы найдете в брошюре компании Oracle, загрузить которую бесплатно Вы можете на нашем сайте. (Материал опубликован на английском языке)
Trends and Challenges

To remain competitive in a volatile and ever-changing environment, organizations are seeking ways to work more efficiently and more effectively, and to respond more quickly to opportunities and threats. Analytics can provide competitive differentiation, and taking an analytical approach to the business requires that the various components of an effective system be brought together in a collaborative and coherent structure. Information technology, rather than being limited to providing tools and technology support, can be an integrating discipline that enables the business to operate as a seamless, well-run machine. Companies that effectively use and govern information technology have been shown to produce profits that are 20% higher than the norm.

Embracing analytics can lead to more consistent, fact-based decision making allowing organizations like Proctor and Gamble to “apply the critical mass of expertise to its most pressing issues”. One recent study found that 75% of CIO’s wanted to eliminate silos of information and were seeking to develop an enterprise BI strategy. To bring about an enterprise wide view of performance that is broader and more valuable than a fractured perspective, companies must go beyond integrating data. They must “eradicate all of the limited, piecemeal perspectives harbored by managers with their own agendas, needs and fears – and replace them with a single holistic view of the company” to avoid the scenario where “Expediency overrides strategy”.

In a sense, we have arrived at a point of widespread adoption, and people are no longer wondering IF they will deploy BI in their organizations. They are wondering whether the BICC could be a mechanism for continuously improving insight and performance, and for leveraging their existing software investment. Some are unsure whether the BICC is just another administrative program or whether it can play a strategic role in the business. We hear questions like “How do we organize ourselves? How do we deal with some of the big issues that we see around BI? Where do we go from here?”


What are some of the main challenges that we confront in creating a BICC? At a high level, it’s necessary to clearly understand the strategic goals of the organization before it can be possible to align with them. For example, if the company’s goal is to deliver top-notch customer service, and the focus of measurement and operations is on cost reduction, the goal will likely be compromised. Strategic goals must be clearly stated and communicated.

Departmental silos can get in the way. People in HR may be comfortable with their HCM system and the supporting HR analytics capability, and Finance can rely heavily on purpose-built financial applications. But when it comes to getting on the same page about hiring and compensation costs, it can be difficult for departments to agree on the numbers. Behind this issue is the lack of consistent data definitions, performance measures and process standards. For example, does the company have a standard definition of “Employee” that includes full-time, part-time, contract, on-leave, hired, retired, etc?

Organizational and geographical boundaries can also make collaboration difficult. In the normal course of work there’s often no easy way to share ideas and information, especially when conducting analysis across time zones and different languages.

One of the biggest challenges surrounds the trade-off between flexibility and standards. For example, a large manufacturing company based in the Midwest US explained that their business units initially proved to be open to the concept of standards and common techniques, but resisted at the level of business specifics. People like to control their own destiny and to have flexibility in their work and systems. Lines of business (LOB’s) want to move quickly and not be slowed by IT mandates and corporate initiatives.

At the same time, independence can be sub-optimal over time because the company cannot easily get economies of scale and develop cross functional best practices. This is the tension that exists between flexibility and standards. As organizations mature in their ability to manage systems and adoption, they have the potential to provide users with the same (or a greater) level of productivity through standards, as they would have had working separately.


The BICC is an entity that brings together Business and IT and provides a visible, structured approach to analytics and fact-based decision support. It can mean gaining competitive advantage though deep performance insight, by aligning perspectives and by allowing people to spend less time chasing and rationalizing and more time solving problems. It can be a vehicle for rationalizing the systems environment, reducing the number of systems in use and controlling cost by standardizing business processes and software.

It can improve compliance by enabling the organization to align with regulations and simplify documentation. It can enable a more agile and confident organization. For a global financial services company, the BICC concept represented a way of bringing together the various views of a customer to create a 360 degree view and to improve cross selling and customer service. Developing a cross functional plan that included effective communication between business groups and IT required a mechanism for managing enterprise wide customer information and collaboration.

Source:  oracle.com
The Business Intelligence Competency Center: Enabling Continuous Improvement in Performance ManagementБрошюра компании Oracle на английском языке
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