Operational Business Intelligence: de volgende generatie

intromediates — Wed, 13 Aug 2008 21:22:04 +0200

Het lijkt onontkoombaar dat de informatiestroom de komende jaren exponentieel zal blijven groeien. De meeste traditionele BI-oplossingen sluiten echter vaak onvoldoende aan bij de dagelijkse informatiebehoefte.

De auteurs bespreken in dit artikel aan de hand van een praktijkvoorbeeld wat de nieuwe technologieën te bieden hebben en waar u op moet letten als u een nieuw BI-systeem wilt aanschaffen.

U kunt de hele artikel lezen door de pdf file te downloaden.

Door: Steven Loewy & Marcel Wieddenbrugge

Bron: Finance & Control Magazine June 2008

Integral performance management: locating the missing link in the process

sloewy — Thu, 04 Dec 2008 09:26:09 +0100

You are in complete control of your company. There is a common
purpose. Everyone is aware of the strategic objectives. All daily
activities support these objectives. Employees are motivated to go
the extra mile. Management information offers insight into how well the
objectives have been achieved. Information and communication technology
ensure that data is always available. Only projects that contribute to your
objectives have been launched. You know perfectly well what is happening
in your company. You can act quickly when things change in your business.
For many companies this is a Utopian dream, so they introduce
performance management. Objectives and performance indicators are
defined. Derivative objectives and performance indicators are drawn up
and incorporated at lower levels. But does all this actually grant you a more
powerful grip on your company? How well are you able to work with this
new management information? You may consider making it bonus-related,
thus motivating employees to meet the targets. Then you ask yourself once
more: “Have I gained more control over the company’s performance?”

Source: Peter Geelen - CEO CPM Partners ; iPM South Africa Journal vol 7 no 1

Resources

Operational Business Intelligence: de volgende generatie

Integral performance management: locating the missing link in the process