IMM Level Numbers - Function Type & Access Strategies Based on Presentation

1. Make it Happen                     Transactions Primary Batch with Predefined Queries Data Hardcopy
2. What Happened                     Reporting  Increase in Adhoc Queries and Electronic Information
3. Why did it happen                 Analysing  Analytical Modelling Grows Analytics Desktop - Excell, Access
4. What will happen                   Predictive Continuous Update & Time Sensitive Queries Gain Importance Data Warehouse & Data Marts
5. What is Happening                 Operationalize Event Based Triggering, Trend Analysis, Data Mining, OLAP Exceptions, Trends Portals, Dashboards
6. What do we want to happen   Collaborative Predictive Modelling Engines Portlets
7. How do we do it                    Closed Loop
8. What should we do next         Foresight Action

“When the rate of change outside exceeds the rate of change inside, the end is in sight.”  Jack Welch, CEO, GE 

The Rules

A strategic document, must define a strategy or process.
Do not attempt to elaborate on the sub components or try to educate or influence the audience with recognized industry principles or new technologies.

The following underlying principles should define your document.
The benefit(s) of this strategy to the recipients/organization.
I.e. there is a motivating principle or strategy that you want the organization to adopt.

The BI industry continues to provide strategies and methodologies that should be continuously reviewed, and where applicable, adopted to influence your orgs initiatives. The reason for these continually changing methods is based on the principles of experience feedback loops and the fact that globalization is breaking down industry silos and communities are becoming more hybrid by nature.

As author and representative of a local, or regional BICC (Business Intelligence Competency Centre), you advocate the ideas and principles in taking ownership of this strategic role.      
The BI Dpt wants the organization to understand the role of a BICC, and to acquire the responsibility of this pivotal role, be it within a global, regional or singular organization.
Make this YOUR objective of the document.
Provide a high level, draft strategy on how the organization is to accomplish the correct level of IMM (Information Maturity Model) with the use of a BICC.

The Next Steps will be the process of listing specific deliverables that require further detailed investigation and analys.

The primary discipline is to not let the enthusiasm FOR the endeavour, overshadow the benefit OF the strategy when dealing with the Enterprise or Organisation. 

”Once you attach your personality to a proposition, people start reacting to the personality and stop reacting to the proposition” - Harvey Mackay (Swim With The Sharks Without Being Eaten Alive)      

Strategic Goal
The creation of a strategic framework for implementing BI at a regional level, within a global enterprise.

BICC Responsibilities
Established entity for delivering strategic ways to measure the organisations use of data and business intelligence, and to use that information to help the Steering Committee determine the optimal next steps to enhance and improve the results.

The BICC is the hub that enables the INTEGRATION and ALIGNMENT of:

1.      Business Intelligence.

2.      Enterprise Business Intelligence Architecture.

3.      Delivery Approach.

4.      Governance.

Caveat: This department should not be overly technically staffed, as the focus is on the transformation of Data into Information:

• Data can no longer be managed manually, data is not relevant unless you know how and where to find it.
• Corporate data sources become an enormous asset, which increases competitiveness when developed and deployed correctly.
• Corporate and market data represent an untapped corporate advantage.
• Data needs to be viewed as a process moving through information creation to value creation.

The guiding principles of iterative development, phased approaches and proper planning of task deliverables will enable the department to tap into specific local or regional resources, as and when required.   
 

BI Strategy Objectives
The implications of Enterprise AND Regional endeavours should be considered. This will reduce or eliminate redundant and conflicting technologies, as well as ensuring that the correct business prioritisation and ROI is achieved.

The primary deliverable of this document will be the structure encompassing the following objectives:

• Organizational Readiness
  Alignment to Visions and Strategies
  Organizational, cultural and political alignment
  (The implications of the above to remote and/or external organisational components such as Head Offices, Regional B2B & B2C etc)
• Skills development and sharing (knowledge management, methodologies)
• Technical Readiness
  Infrastructure
  Security
  Data
• BI Readiness.
  IMM
  BI Index
  Analytic End User Profiling and Producer vs Consumer identification

 BICC Plan Components

• BI Asset inventory.
  Detailed descriptions of the BI solutions currently implemented throughout the enterprise.
  Categorized according to Enterprise, Local and Regional.
  Include mention of additional solutions in the pipeline or those being considered or scoped for future consideration. Should include intended release dates.
• BI Value Definition.
  An End user assessment of the value related to specific functions associated with BI solutions.
• BI Deployment Map.
  A logical distribution of functionality by user constituency.
• BI Measurement Criteria.
  A formal mechanism that can be used by IT to quantifiably gauge the success of individual solutions.
• BI Enhancement Targets.
  The going forward timeline for next phase projects, technology consolidation, and new BI initiatives for the next 18 – 36 months.

By adhering to a simple clear approach, you should be able to keep the organisation focussed on a complete soluton.