Because you can…doesn’t mean you should

14 04 2009

We do a number of things in the name of business intelligence.  We say we have to have real time information.  We have to have hundreds of reports.  We have to be able to look at everything in every direction.

Business Intelligence software promises us this and make this seem like an achievable goal.  And yes it would be great to know everything about everything and get a perfect 360 degree view of the organization.

Yet it is not really achievable, actually not even close.  Instead ask what are the goals & objectives of the organization, and how does this support that end.  We are very quick to say “we can do that” but we need to temper that with “why should we do that?”  Think of the goal of a dashboard – to providereal-time information on a specific subject.  I have known many managers that constantly stare at the screen to see if anything moved.  

What we really need is to understand how to use the function of time and integrate that into a analytical management process.  What would you get more out of, a tactical dial that shows us one KPI, or a meeting at the end of the day to review a number of KPIs?





Scorecard or Fact sheet

10 04 2009

A common Scorecard design is to list a bunch of business facts – how many customers, total square feet, total employees, inputs, etc.  While these can be important business facts that executives need to know, they may not be manageable numbers.  By adding them to the scorecard, they take up valuable real estate and misdirect focus.  

As you are thinking through your scorecard design, take some time to consider if an item is a REAL KPI, or just a business fact.  Then design the scorecard to focus on objectives with potential links to business fact report(s).