Knowledge Management. Building a corporate culture at a high level is not enough to achieve Best-in-Class performance. Best-in-Class companies have also supported this culture with knowledge management activities that provide end-users with the training and resources necessary to attain success. This includes the establishment of a BI center of excellence (or competency center) to continuously steer BI strategies in the right direction, ensure involvement of all affected business units, and drive the creation of training programs designed to meet specific end-user needs.
Performance Management. Operational BI initiatives offer the ability to detect performance changes automatically, and therefore take corrective action before real harm is done. This is particularly important in customer-facing activity. Companies that can detect and act upon performance changes (such as customer satisfaction and response time) are therefore able to identify and solve problems, often before the customer is aware of them.
Best-in-Class organizations are planning to drop their reliance on static reporting and Microsoft Excel in favor of a broad range of technology enablement. The planned technology investments, such as automated alert reporting and notification, align with planned capability investments. As companies strive to attain a faster time-to-information and time-to-decision, they are therefore also heavily investing in technologies and services that deliver enhanced automation capability.
Whether a company is trying to move its operational performance from Laggard to Industry Average, or Industry Average to Best-in-Class, AberdeenGroup offers advice on actions will help spur the necessary improvements in Chapter Three of "Operational BI: Getting 'Real-Time' About Performance," which is available as a free download at this link (registration required).