Business Intelligence Success Factors

Wiley and SAS Business Series

Book 18
Sold by John Wiley & Sons
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Praise for Business Intelligence Success Factors: Tools forAligning your business in the Global Economy

"Olivia Parr Rud does a remarkable job of weaving together manytopics in a strategic way. As 'quants,' we're fascinated with dataand fact-based decision-making. But success only comes when youconsider the human factor, especially effective communications.Making topics like evolutionary biology, complexity science, andsystems thinking relevant for business success is a unique andcompelling view. As Max Frisch said, 'We hired workers and humanbeings came instead.'"
Anne Milley, Senior Director, Technology ProductMarketing, SAS

"Business Intelligence Success Factors is a must-read foranyone implementing BI on an organizational level. This bookexplains the business landscape and the underlying reasons for ourcurrent volatility, offering clear guidance on navigating ourinformation rich global economy."
Ron Powell, Editorial Director, Business IntelligenceNetwork

Transform challenges into opportunities with emergingBusiness Intelligence technologies

Written by an expert in data mining and statistical analysis,this valuable resource unveils the connection between the increaseduse of BI and the need for new, proven theories and models in BI,as well as the guidance to implement them successfully in yourorganization.

Are you ready to become adaptable? Learn how to harness today'srapidly evolving global economy with Business IntelligenceSuccess Factors.

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About the author

Olivia Parr Rud is the President and founder of OLIVIAGroup, a consulting firm that helps companies maximize business potential. Through OLIVIAGroup, she works with organizations to fully leverage the power of Business Intelligence by offering organizational alignment assessments, leadership development and skill building in the areas of communication, innovation, and adaptability. Her organizational consulting is offered in partnership with leading experts in the areas of leadership development, personal development, and organizational alignment.
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Additional Information

Publisher
John Wiley & Sons
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Published on
Apr 27, 2009
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Pages
256
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ISBN
9780470488409
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Language
English
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Genres
Business & Economics / Decision-Making & Problem Solving
Business & Economics / Management
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Content Protection
This content is DRM protected.
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Available on Android devices
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Praise for Praise for Performance Management: IntegratingStrategy Execution, Methodologies, Risk, and Analytics

"A highly accessible collection of essays on contemporarythinking in performance management. Readers will get excellentoverviews on the Balanced Scorecard, strategy maps, incentives,management accounting, activity-based costing, customer lifetimevalue, and sustainable shareholder value creation."
—Robert S. Kaplan, Harvard Business School; coauthorof The Balanced Scorecard: Translating Strategy into Action, TheExecution Premium, and many other books

"Gary Cokins demonstrates in this book that performancemanagement is not a mysterious black art, but a structured,process-oriented discipline. If you want your performancemanagement system to be a smoothly running analytical machine, readand apply the ideas in this book—it's all you need."
—Thomas H. Davenport, President's DistinguishedProfessor of Information Technology and Management, Babson College;coauthor of Competing on Analytics: The New Science ofWinning

"Drawing on a deep reservoir of knowledge and experience gainedfrom hundreds of customer engagements around the world, Gary Cokinsoffers an authoritative examination of the major dimensions ofperformance management. Cokins not only paints a rich and texturedview of the major principles and concepts driving performancemanagement implementations, he offers a nuanced look at theimportant subtleties that can spell the difference between successand failure. This is an informative and enjoyable text toread!"
—Wayne Eckerson, Director of Research, The DataWarehouse Institute (TDWI); author of Performance Dashboards:Measuring, Monitoring, and Managing Your Business

"[In this] very insightful book, the view of an integratedperformance management framework with a goal to link variousoperational activities with business strategy is an excellentapproach to manage and improve business. Gary's explanation ofrisk-based performance management, for providing the capability toachieve long-term objectives with reliably calculated risks, isdefinitely thought provoking."
—Srini Pallia, Global Head and Vice President ofBusiness Technology Services, Wipro Technologies, Bangalore,India

"Gary Cokins is clearly one of the world's thought leaders inthe area of performance management, and the need for integratedperformance management, improvement and execution is clearly at apremium in these challenging economic times. This book is a mustread for CEOs, CFOs, and management accountants around the globeseeking higher levels of sustainable business performance for theirstakeholders."
—Jeffrey C. Thomson, President and CEO, Institute ofManagement Accountants

"Clark and Mingyuan start with an insightful and comprehensivedescription of how market participants contributed to the currentcrisis in the residential mortgage markets and the root causes ofthe crisis. They then proceed to develop a new residential mortgagelending system that can fix our broken markets because it addressesthe root causes. The most impressive attributes of their new systemis its commonsense return to the basics of traditionalunderwriting, combined with factors based on expert judgment andstatistics and forward-looking attributes, all of which can beupdated as markets change. The whole process is transparent to theborrower, lender, and investor." —Dean Schultz, President andCEO, Federal Home Loan Bank of San Francisco

"The credit market crisis of 2008 has deeply affected theeconomic lives of every American. Yet, its underlying causes andits surface features are so complex that many observers and evenpolicymakers barely understand them. This timely book will helpguide nonspecialists through the workings of financial markets,particularly how they value, price, and distribute risk."—Professor William Greene, Stern School of Business, New YorkUniversity

"This book is a well-timed departure from much of what is beingwritten today regarding the current foreclosure and credit crisis.Rather than attempting to blame lenders, borrowers, and/or federalregulators for the mortgage meltdown and the subsequent impacts onthe financial markets, Clark and Mingyuan have proposed agroundbreaking new framework to revolutionize our current lendingsystem. The book is built on the authors' deep understanding ofrisk and the models used for credit analysis, and reflects theircommitment to solve the problem. What I find most profound is theirpassion to develop a system that will facilitate new and betterinvestment, especially in underserved urban markets that have beendisproportionately impacted in the current crisis. I applaud theauthors for this important work, and urge practitioners andtheorists alike to investigate this new approach." —JohnTalmage, President and CEO, Social Compact

"In the wake of the credit crisis, it is clear that transparencyis the key to not repeating history. In Credit Risk Assessment: TheNew Lending System for Borrowers, Lenders and Investors, ClarkAbrahams and Mingyuan Zhang describe a new lending framework thatseeks to connect all the players in the lending chain and provide amore holistic view of customers' risk potential. As the financialservices industry recovers from the mortgage meltdown, theAbrahams/Zhang lending model certainly offers some new food forthought to laymen and professionals alike." —MariaBruno-Britz, Senior Editor, Bank Systems & Technologymagazine

The intensified used of data based on analytical models to control digitalized operational business processes in an intelligent way is a game changer that continuously disrupts more and more markets. This book exemplifies this development and shows the latest tools and advances in this field

Business Analytics for Managers offers real-world guidance for organizations looking to leverage their data into a competitive advantage. This new second edition covers the advances that have revolutionized the field since the first edition's release; big data and real-time digitalized decision making have become major components of any analytics strategy, and new technologies are allowing businesses to gain even more insight from the ever-increasing influx of data. New terms, theories, and technologies are explained and discussed in terms of practical benefit, and the emphasis on forward thinking over historical data describes how analytics can drive better business planning. Coverage includes data warehousing, big data, social media, security, cloud technologies, and future trends, with expert insight on the practical aspects of the current state of the field.

Analytics helps businesses move forward. Extensive use of statistical and quantitative analysis alongside explanatory and predictive modeling facilitates fact-based decision making, and evolving technologies continue to streamline every step of the process. This book provides an essential update, and describes how today's tools make business analytics more valuable than ever.  Learn how Hadoop can upgrade your data processing and storageDiscover the many uses for social media data in analysis and communicationGet up to speed on the latest in cloud technologies, data security, and morePrepare for emerging technologies and the future of business analytics

Most businesses are caught in a massive, non-stop stream of data. It can become one of your most valuable assets, or a never-ending flood of missed opportunity. Technology moves fast, and keeping up with the cutting edge is crucial for wringing even more value from your data—Business Analytics for Managers brings you up to date, and shows you what analytics can do for you now.

Praise for Praise for Performance Management: IntegratingStrategy Execution, Methodologies, Risk, and Analytics

"A highly accessible collection of essays on contemporarythinking in performance management. Readers will get excellentoverviews on the Balanced Scorecard, strategy maps, incentives,management accounting, activity-based costing, customer lifetimevalue, and sustainable shareholder value creation."
—Robert S. Kaplan, Harvard Business School; coauthorof The Balanced Scorecard: Translating Strategy into Action, TheExecution Premium, and many other books

"Gary Cokins demonstrates in this book that performancemanagement is not a mysterious black art, but a structured,process-oriented discipline. If you want your performancemanagement system to be a smoothly running analytical machine, readand apply the ideas in this book—it's all you need."
—Thomas H. Davenport, President's DistinguishedProfessor of Information Technology and Management, Babson College;coauthor of Competing on Analytics: The New Science ofWinning

"Drawing on a deep reservoir of knowledge and experience gainedfrom hundreds of customer engagements around the world, Gary Cokinsoffers an authoritative examination of the major dimensions ofperformance management. Cokins not only paints a rich and texturedview of the major principles and concepts driving performancemanagement implementations, he offers a nuanced look at theimportant subtleties that can spell the difference between successand failure. This is an informative and enjoyable text toread!"
—Wayne Eckerson, Director of Research, The DataWarehouse Institute (TDWI); author of Performance Dashboards:Measuring, Monitoring, and Managing Your Business

"[In this] very insightful book, the view of an integratedperformance management framework with a goal to link variousoperational activities with business strategy is an excellentapproach to manage and improve business. Gary's explanation ofrisk-based performance management, for providing the capability toachieve long-term objectives with reliably calculated risks, isdefinitely thought provoking."
—Srini Pallia, Global Head and Vice President ofBusiness Technology Services, Wipro Technologies, Bangalore,India

"Gary Cokins is clearly one of the world's thought leaders inthe area of performance management, and the need for integratedperformance management, improvement and execution is clearly at apremium in these challenging economic times. This book is a mustread for CEOs, CFOs, and management accountants around the globeseeking higher levels of sustainable business performance for theirstakeholders."
—Jeffrey C. Thomson, President and CEO, Institute ofManagement Accountants

Good Strategy/Bad Strategy clarifies the muddled thinking underlying too many strategies and provides a clear way to create and implement a powerful action-oriented strategy for the real world.
 
Developing and implementing a strategy is the central task of a leader. A good strategy is a specific and coherent response to—and approach for—overcoming the obstacles to progress. A good strategy works by harnessing and applying power where it will have the greatest effect. Yet, Rumelt shows that there has been a growing and unfortunate tendency to equate Mom-and-apple-pie values, fluffy packages of buzzwords, motivational slogans, and financial goals with “strategy.”

In Good Strategy/Bad Strategy, he debunks these elements of “bad strategy” and awakens an understanding of the power of a “good strategy.” He introduces nine sources of power—ranging from using leverage to effectively focusing on growth—that are eye-opening yet pragmatic tools that can easily be put to work on Monday morning, and uses fascinating examples from business, nonprofit, and military affairs to bring its original and pragmatic ideas to life. The detailed examples range from Apple to General Motors, from the two Iraq wars to Afghanistan, from a small local market to Wal-Mart, from Nvidia to Silicon Graphics, from the Getty Trust to the Los Angeles Unified School District, from Cisco Systems to Paccar, and from Global Crossing to the 2007–08 financial crisis.

Reflecting an astonishing grasp and integration of economics, finance, technology, history, and the brilliance and foibles of the human character, Good Strategy/Bad Strategy stems from Rumelt’s decades of digging beyond the superficial to address hard questions with honesty and integrity.
Much of our business thinking is shaped by delusions -- errors of logic and flawed judgments that distort our understanding of the real reasons for a company's performance. In a brilliant and unconventional book, Phil Rosenzweig unmasks the delusions that are commonly found in the corporate world. These delusions affect the business press and academic research, as well as many bestselling books that promise to reveal the secrets of success or the path to greatness. Such books claim to be based on rigorous thinking, but operate mainly at the level of storytelling. They provide comfort and inspiration, but deceive managers about the true nature of business success.

The most pervasive delusion is the Halo Effect. When a company's sales and profits are up, people often conclude that it has a brilliant strategy, a visionary leader, capable employees, and a superb corporate culture. When performance falters, they conclude that the strategy was wrong, the leader became arrogant, the people were complacent, and the culture was stagnant. In fact, little may have changed -- company performance creates a Halo that shapes the way we perceive strategy, leadership, people, culture, and more.

Drawing on examples from leading companies including Cisco Systems, IBM, Nokia, and ABB, Rosenzweig shows how the Halo Effect is widespread, undermining the usefulness of business bestsellers from In Search of Excellence to Built to Last and Good to Great.

Rosenzweig identifies nine popular business delusions. Among them:

The Delusion of Absolute Performance: Company performance is relative to competition, not absolute, which is why following a formula can never guarantee results. Success comes from doing things better than rivals, which means that managers have to take risks.

The Delusion of Rigorous Research: Many bestselling authors praise themselves for the vast amount of data they have gathered, but forget that if the data aren't valid, it doesn't matter how much was gathered or how sophisticated the research methods appear to be. They trick the reader by substituting sizzle for substance.

The Delusion of Single Explanations: Many studies show that a particular factor, such as corporate culture or social responsibility or customer focus, leads to improved performance. But since many of these factors are highly correlated, the effect of each one is usually less than suggested.

In what promises to be a landmark book, The Halo Effect replaces mistaken thinking with a sharper understanding of what drives business success and failure. The Halo Effect is a guide for the thinking manager, a way to detect errors in business research and to reach a clearer understanding of what drives business success and failure.

Skeptical, brilliant, iconoclastic, and mercifully free of business jargon, Rosenzweig's book is nevertheless dead serious, making his arguments about important issues in an unsparing and direct way that will appeal to a broad business audience. For managers who want to separate fact from fiction in the world of business, The Halo Effect is essential reading -- witty, often funny, and sharply argued, it's an antidote to so much of the conventional thinking that clutters business bookshelves.
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