The photo above is an actual screenshot of my voicemail transcription. My boss sent it to me with the caption “Cant talk now but thought you might this funny.” As much as I love a good “Reggie conversation,” it’s not exactly what I said in the voicemail. I was calling to strategize about an upcoming meeting and certainly wasn’t in the mood for foot fining at the technicalities in the testicles.
Anyway, seeing this got me thinking about the telephone game…the game where you start with a phrase or sentence and, after its passed around the room, turns into gibberish. This happens sometimes with corporate business intelligence (BI)initiatives. So-called “Self-service BI” tools make grand promises that fire up management but, by the time they’re executed, they become a distorted jumble that’s unrecognizable from the original goal.
I’m not saying Self Service BI is baloney. It is definitely a possible end game. But, you cant just plug in a software and go. You must develop a strategy that highlights the infrastructure in order to build high quality dashboards. Like a sports car without gas, a BI program is only as good as its input and underlying data structure. You need to actively build and maintain a strong foundation of business rules and ETL to achieve self-service.
There are three vital steps to maintaining a clear message and executing a successful BI initiative:
- Enterprise data integration. This is the foundation for supporting your “Single source of the truth” business intelligence structure. Developing a strong architecture consisting of quality ETL code and logical integration will empower your visualization tool and protect your company from future changes.
- Executive sponsorship. You can’t become a data-centric organization without top level buy in. Give your executives realistic expectations that the process will take years…not months. However, with a clear and concise data strategy and prioritized KPI’s, you could tackle the most important needs first to show some quick wins.
- Promote user adoption. Avoid the “New technology” trap. This is a process and a new way of conducting business. As with any new process, you will encounter three types of users; The early adopters, the skeptics and the doubters. Early adopters are to be showered with praise and promoted. Skeptics need training and some hand holding but can be guided across the bridge. Doubters…well, doubters are to become available in the open marketplace.
In my experience, many failed BI initiatives are the result of misguided focus. Empowering your data creates so many possibilities that overanxious teams cut corners on the infrastructure to speed up the end game. This is kind of like studying for the LSAT while in high school. It might be helpful but, if you don’t pass the basic courses, you’ll fail before getting to your goal.
Becoming a data-centric organization can be a reality but it won’t happen overnight. Make the process the focal point. Start by developing a strong data foundation and obtaining executive sponsorship to set the table for success. Commitment from your end users will follow when the foundation is built. Lastly, remember these important words, “Bi in a box, much like foot fining over at the technicalities in the testicles, is not a real thing.”