Por Que Una Estrategi de Inteligencia Económica

8/19/2019 Por Que Una Estrategi de Inteligencia Económica

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Por qué un plan de Inteligencia Económica?

Es realmente simple, pues tiene por objetivo dotar a los profesionales de una compañía conla información necesaria y suciente para !acer su trabajo con mayor ecacia"

#a Inteligencia del $egocio empie%a a ser una de las principales inquietudes en los m&s altosniveles ejecutivos de las grandes y medianas compañías" 'econociéndole un signicativo,directo y positivo impacto en el rendimiento de las operaciones de una empresa,

percibiéndose en tal implantación una dr&stica mejora en la capacidad del proceso de latoma de decisiones, aportando m&s inteligencia a todos los niveles del negocio, aportandom&s certidumbre a la estrategia corporativa, fortaleciendo la precisión de los procesosoperativos"

El desafío real en este proceso de despliegue del modelo eca% de Inteligencia Económica,obliga a poner especial atención en la combinación correcta de personas, procesos ytecnología" Para ello, adquiere relevancia la claridad en la denición de los objetivos aconseguir, denidos en el consiguiente plan estratégico, condición (sine qua non) paraconstruir un modelo de Inteligencia Económica eca%* lo que facilitar&, a los niveles ejecutivos

implicados en la toma de decisiones, una mayor precisión en el resultado cuyo objetivoinderogable es alcan%ar las metas deseadas* en caso contrario el esfuer%o no !abría servidopara nada"

+mbito de aplicación de la estrategia de I

-a de facilitar una mayor precisión de la información que alimenta las necesidadesestratégicas, t&cticas y operativas de una compañía" El verdadero propósito a la !ora deformular una estrategia pr&ctica y co!erente de Inteligencia Económica es ayudar a laplanicación a largo pla%o, ayudar a los niveles ejecutivos en la formulación y presentaciónde informes t&cticos y, de manera imperativa, dotar de m&s ecacia, al ganar mayorprecisión, a las operaciones de la compañía, con un mayor y m&s fundamentado criterio en latoma de decisiones del día a día" I" $ecesita ser proporcionado para satisfacer una amplia

gama de necesidades de una amplia gama de servicios de I" +mbito de aplicación de laestrategia de I debe ser determinado por los impulsores del negocio y los objetivos denegocio" +mbito de aplicación siempre debe tener en cuenta las necesidades cambiantes delnegocio para mantener la estrategia de I alineado con el negocio" $o se debe limitar lacapacidad de aplicar los principios de una estrategia de Inteligencia Económica restrictiva* lacual !a de incluir un amplio conjunto de procesos, tecnologías, y las partes interesadas pararecoger, integrar, acceder y anali%ar información con el propósito de ayudar a las empresas atomar mejores decisiones de negocio" .odo este proceso a ejecutar, permitir& a los usuariosser capaces de adaptarse r&pidamente a los nuevos requerimientos del negocio y a lasfuentes cambiantes de información"

Es de vital importancia para establecer una visión de IE para asegurar que la aplicación decomponentes especícos encaje en la estrategia general* la cual debe establecer ydocumentar las necesidades identicadas por las partes interesadas" /sí mismo, laformulación de esta estrategia !a de tener en consideración el marco adecuado, la


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metodología, los procesos, la gobernan%a, los sistemas y la tecnología para ofrecer el m&0imovalor alineado con los objetivos y prioridades del negocio"

-ay ciertas pr&cticas probadas que !an sido ampliamente aceptadas en el campo de I y que

deberían seguir estos procedimientos" Estos pueden servir como directrices generales entérminos de cosas que !acer y cosas que evitar para asegurar el é0ito de la iniciativa de I"

#os pasos para asegurar el é0ito de la estrategia de I1

2rear un modelo de negocio y resumen de lo esperado

3 benecios que obtienen las compras en el de los interesados, especialmente los de altonivel

3 #os ejecutivos tienen una perspectiva de toda la empresa

3 Establecer criterios para el é0ito

3 Información .ratar como un activo

3 /doptar mejor pr&cticas y normas

3 Establecer procedimientos de gestión del cambio

3 estrategia de I debe alinearse con la estrategia de .I y

3 la empresa objetivos generales !acen un estado actual, estado futuro, y an&lisis de lasdeciencias

3 Piense pasos de acción y del bebé

3 Establecer órgano de gobierno

3 uso enfoque de implementación iterativa con

3 paralelos pistas .rabaja con marcos y adoptar metodologías probadas

3 Evaluar la preparación de I de la organi%ación e identicar

3 las deciencias y los problemas relacionados con los documentos y anali%ar las limitacionesy supuestos

3 .enga en cuenta todos los componentes de I 4ver 5componentes esenciales de laestrategia de I 3 6para m&s detalles7

8os y no !acer 9 pr&cticas probadas

Peligros potenciales para evitar la !ora de diseñar la estrategia de I1 $o caiga en la trampade comen%ar con una visión estrec!a" 3 estrategia de I tiene que ser integral y preparado en

el conte0to de la denición m&s amplia de I" $o planee usar enfoque de implementación big9bang" 3 :e !a demostrado que la aplicación iterativa funciona mejor para las iniciativas de I"'ecuerde siempre que el alcance de I no se limita sólo a 3 la selección e implementación dela tecnología" / menudo error es cometido por los arquitectos de I para asociar las iniciativas


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de I a los componentes tecnológicos especícos, tales como la aplicación de la tecnología debase de datos de procesamiento paralelo o cubos ;#/P edicio o modelado tridimensional"iteraciones de I no se deben !acer en el a%ar 3 manera" 8ocumento de estrategia de I es la!oja de ruta necesaria para que sig&is a medida que comien%a el diseño de entorno de I" $osólo se centran en la integración de datos y el estado9de9 3 el arte !erramientas de I"estrategia de I debe ser integral y debe incorporar muc!o m&s que un almacén de datos o!erramientas de I" 8urante la planicación del almacén centrada, no perder de vista 3 la

visión amplia para garanti%ar el diseño de un activo de información con é0ito en toda laempresa" $o adoptar el enfoque in


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proven t!at iterative implementation =or>s better for I initiatives" /l=ays remember t!atscope of I is not limited to just 3 selection and implementation of tec!nology" ;ftenmista>e is made by I arc!itects to associate t!e I initiatives to specic tec!nologycomponents, suc! as implementing parallel processing database tec!nology or building ;#/Pcubes or dimensional modeling" I iterations s!ould not be done in t!e !ap!a%ard 3

manner" I strategy document is t!e necessary roadmap t!at you s!ould follo= as youbegin designing I environment" 8onAt just focus on data integration and state9of93 t!e9art I

tools" I strategy s!ould be compre!ensive and it s!ould incorporate muc! more t!an a data=are!ouse or I tools" 8uring =are!ouse9centric planning, donAt lose sig!t of 3 t!e broadvision to ensure t!e design of a successful enterprise9=ide informational asset" 8onAt adoptin


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:cope of I strategy B 8riven by business objectives

:cope of I s!ould include ma>ing t!e best use of information for strategic, tactical, andoperational needs" Cour purpose in building I strategy is to !elp business =it! long9termplanning, !elp middle management =it! tactical reporting, and !elp operations =it! day9to9day decision ma>ing to run t!e business eDciently" I is all about providing people =it! t!einformation t!ey need to do t!eir jobs more eectively" / =ide range of I services need to beprovided to meet a =ide range of requirements" :cope of I :trategy s!ould be determined byt!e business drivers and business goals" :cope s!ould al=ays account for t!e c!anging

business requirements to >eep t!e I strategy aligned =it! business" Cou s!ould not limit yourability to apply t!e principles =it! a restrictive I strategy" I strategy s!ould include a broadset of processes, tec!nologies, and sta>e!olders for collecting, integrating, accessing, andanaly%ing information for t!e purpose of !elping enterprise ma>e better business decisions" Isolutions s!ould enable users to be able to quic>ly adapt to ne= business requirements andevolving sources of information" ;verall, I vision s!ould be planned in advance of anyiteration being implemented" It is vital to establis! a I vision to ensure t!at implementationof specic components ts in t!e overall I strategy" I strategy s!ould state and documentt!e needs as identied by t!e sta>e!olders, !ig!lig!ting !o= I ts into t!e broaderenterprise vision" I strategy s!ould ta>e into consideration appropriate frame=or>,

met!odology, processes, governance, systems, and tec!nology to deliver value t!at aligns=it! t!e business objectives and priorities"

:cope of I strategy B 8riven by business objectives

usiness Intelligence

.ec!nology 8ecisions and actions

Fision and strategy

usiness divers

usiness planning

usiness process

8ata arc!itecture

Governance

;rgani%ation

.!ere are certain proven practices t!at !ave been =idely accepted in t!e I arena and you

s!ould follo= t!ese practices" .!ese can serve as broad guidelines in terms of t!ings to doand t!ings to avoid for ensuring success of t!e I initiative" :teps to ensure success of t!e Istrategy1 2reate a business case and outline t!e e0pected 3 benets ;btain buy in fromsta>e!olders, especially t!e senior 3 e0ecutives -ave an enterprise9=ide perspective3


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Establis! criteria for success3 .reat information as an asset3 /dopt best practicesand standards3 :et up c!ange management procedures3 I strategy s!ould align =it!t!e overall I. strategy and 3 enterprise goals 8o a current state, future state, and gapanalysis3 .!in> actionable and baby steps3 Establis! governance body3 seiterative implementation approac! =it! parallel 3 trac>s @or> =it! frame=or>s and adoptproven 3 met!odologies /ssess I readiness of t!e organi%ation and identify 3 relatedgaps and issues 8ocument and analy%e t!e constraints and 3 assumptions 2onsider all I

components 4see 6Essential 2omponents 3 of I :trategy6 for details78os and donAts B Proven practices

Potential pitfalls to avoid =!en designing t!e I strategy1 8onAt fall into t!e trap of starting=it! a narro= vision" 3 I strategy needs to be !olistic and prepared in t!e conte0t of t!e=ider I denition" 8onAt plan to use big9bang implementation approac!" 3 It !as beenproven t!at iterative implementation =or>s better for I initiatives" /l=ays remember t!atscope of I is not limited to just 3 selection and implementation of tec!nology" ;ftenmista>e is made by I arc!itects to associate t!e I initiatives to specic tec!nologycomponents, suc! as implementing parallel processing database tec!nology or building ;#/P

cubes or dimensional modeling" I iterations s!ould not be done in t!e !ap!a%ard 3manner" I strategy document is t!e necessary roadmap t!at you s!ould follo= as you

begin designing I environment" 8onAt just focus on data integration and state9of93 t!e9art Itools" I strategy s!ould be compre!ensive and it s!ould incorporate muc! more t!an a data=are!ouse or I tools" 8uring =are!ouse9centric planning, donAt lose sig!t of 3 t!e broadvision to ensure t!e design of a successful enterprise9=ide informational asset" 8onAt adoptin


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/s9is state analysis

2omplete assessment of processes, tec!nology, and people in t!e current state !as to bedone as t!ese =ill be critical to t!e success of any c!anges made to t!e current environment"

Cou s!ould discuss and document t!e current information systems, tec!nology, processes,and governance procedures being used" Cou s!ould detail !o= your organi%ation is currentlyutili%ing I, =!ic! s!ould include a complete inventory of all platforms, tec!nologies, and toolsbeing used to develop and deliver I content" 2urrent state s!ould include current users, userproles, and !o= users !ave been using information" It s!ould document current processes,structures for managing information" /ll of it put toget!er =ill !elp you determine t!e viabilityof t!e options based on overall enterprise objectives" /s part of current state analysis, you

s!ould gauge your current state of I capabilities" Cou s!ould determine !o= varioustec!nologies and governance procedures are being implemented" Cou can focus on !o=people are using t!e I solutions after analy%ing !o= I capabilities are being leveraged" Coucan visuali%e if users are currently receiving information in a format t!at allo=s t!em to ma>et!e best use of I resources" It also !elps to determine !o= t!e users are consuminginformation" /not!er important aspect to loo> at is t!e e0isting governance procedures andprocesses for data management to ensure proper denition and quality of t!e data" .!ese areall important questions to >eep in mind =!en you are gat!ering and documenting yourcurrent state information" 2urrent state analysis !elps you in !ig!lig!ting t!e pain points,=!ic! ma>es it easier to address t!em" Cou s!ould plan to do analysis of current I maturity

state" y documenting current I maturity model, you en!ance your capability to identify t!eproblem areas, =!ic! !elps you in coming up =it! solution denitions" It is also useful todetermine t!e I readiness of t!e enterprise" It is easy to ll in t!e gaps once you dene t!eissues t!at need to be addressed and you !ave a clear vision of t!e overall objectives and t!edirection to get to t!e future state"


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.o9be state analysis

/fter current state analysis, you understand t!e I environment t!at you !ave and no= youmust decide =!at you =ant your future environment to be in order to ac!ieve t!e I vision" Int!e current state analysis, you identied !o= sta>e!olders are currently accessing and usinginformation" $o=, you !ave to determine t!e best approac! for users to access and consumeinformation" Cou s!ould dene !o= users =ill s!are information and >no=ledge in t!e targetstate and t!e >ind of collaborative environment t!at =ill be made available to t!em for t!ebest utili%ation of I solutions" se of multiple tec!nologies and tec!niques could be needed

to come up =it! t!e desired met!od of delivery and t!e best t" Identifying businessprocesses and >ey sta>e!olders is a must for t!is eort as t!ese =ill be critical to obtainfunding and to progress t!e project for=ard" /s part of t!e analysis, you s!ould revie= Iplans to conrm =!et!er you are moving in t!e rig!t direction" Cou s!ould also assess t!eorgani%ational readiness, enterprise ability to leverage I to ensure success of t!e Iinitiatives" Hollo=ing t!e evaluation, you can begin to create a long9term program t!roug!recommended ne0t steps for detailed planning and design" .!e target state s!ould reno=ledge management, cross9functional informatione0c!ange, etc" uilding on t!e I9driven initiatives provides opportunities for performance

improvement and better business process management"/ssessment of imminent requirements, long9term business needs s!ould enable you tobrea>do=n I strategy =or> into multiple projects classied into p!ases" Cou must prioriti%et!e objectives for eDcient use of available I resources" Prioriti%ation of I objectives alsoprovides you and business =it! a better understanding of !o= t!e I environment =ill ta>es!ape as you progress for=ard" Projects s!ould be evaluated for t!eir overall contribution tot!e I strategy by determining !o= a particular project !elps you get a step closer to t!e Istrategic vision" Hor e0ample, a project to build a performance measurement system fornancials =ould align =it! t!e business strategy of eective utili%ation of funds" /s youprogress t!roug! t!e p!ases, you can see t!e focus of projects transitioning from addressing

t!e current requirements to t!e future needs

.ransformation roadmap

/ccording to t!e Fentana 'esearc! study, t!e biggest development c!allenges to I are data9related issues suc! as assuring data quality 4JK7, supporting !ig!ly comple0 conceptualdatamodels 4LMK7, and supporting access to intraday real9time data 4LK7"N 2urrent and future9state analysis s!ould !elp you =it! building a transformation plan to bridge t!e gap bet=een


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t!e current and future state" .ransformation plan establis!es t!e guidelines necessary forbuilding t!e proposed I structures and related tec!nologies" .!e sequence of implementationof core processes and data structures are laid out in t!is section" .ransformation plan canstart =it! a !ig!9level perspective, =it! detail being added to t!e plan as you progressfor=ard" .o transform from current to desired future state, plan s!ould include actionablesteps, i"e", it s!ould dene a set of projects to be underta>en, establis! governance andprocesses, set t!e conceptual, logical, and p!ysical arc!itecture, establis! t!e infrastructure

outline, develop information delivery projects, and incorporate information needs" @!endesigning t!e transformation roadmap, you s!ould ta>e into account information needs ofusers, !o= users =ant to receive and consume t!e information" In t!e transformation plan,you can formali%e !o= you plan to identify and prioriti%e I iterations" Plan s!ould account fort!e capacity, performance, data quality, data security, metadata control, data retentionpolicies, etc" Cou s!ould also consider t!e I implementation time frame, prioriti%ation ofindividual I projects, and resource availability for I9centric projects" road policy outlines intransformation roadmap =ill !elp you =!en you get to t!e details" /s an e0ample, !ig!9leveldecisions made on data retention =ill impact data arc!itecture suc! as partitioning of t!edata, as =ell as tec!nical arc!itecture suc! as dis> storage"

In t!e transformation plan, you must outline !ig!9level process issues, suc! as refres! rates,capacity plan, bac>up, recovery, arc!ive, =or>ed is !o= iterations =illbe tested before rollout" .opics s!ould include criteria for enterprise ad!erence and approval,criteria and plan for test data selection, capacity planning, scalability of t!e I solutions, !ig!9level testing plans and overvie= of unit, integration, performance, and user testing"

/s9is :tate

3 .ec!nology9driven I initiatives 3 Oultiple I systems 3 $o enterprise9=ide Istandards 3 #imited or no9data governance 3 8ata in silos resulting in multipleunsync!roni%ed reporting solutions 3 Eac! I system !as o=n set of governance andstandards 3 usiness collects data from multiple systems and spends a lot of time in dataprocessing 3#ac> of collaborative I environment

.o9be :tate

3 usiness9driven I 3 ;ne version of trut! 3 2ollaborative I environment 3Eective data governance 3 I initiatives align =it! t!e overall enterprise goals 3I adoption empo=ers all in t!e enterprise =it! better decisionma>ing abilities 3

:tandardi%ed enterprise9=ide I8@ met!odologies and tools 38ata quality issuesaddressed in !olistic manne

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Por Que Una Estrategi de Inteligencia Económica