Case Study – Mistaking Business Intelligence for Reporting

The problem

The business intelligence team were struggling to provide the type of in-depth analysis that could support the business in developing its strategic plans. Requests for information were slow in their production and all too frequently did not meet the internal customers requirements.

Whilst the team was knowledgeable and capable, they were often frustrated by the requests they received and the lack of understanding by the business of what was possible due to older system technology.

Findings

The business intelligence team had set up approximately 20 standard management reports which were distributed at a regular frequency.

It was also noted that in an average month the team were being asked for over 100 ad-hoc reports or data requests. These requests were typically submitted by email, with vague data requirements and an ‘urgent’ timeframe for completion. The requests had no meaningful rationale associated with them and the team had no way of knowing if the request aided company strategy or was simply an idea being looked at by one of the management or senior management team. There was no loop back on the usefulness or outcome of many reports and data requests.  

Further reviewing of the content of the data highlighted that the use was mostly operational reporting rather than strategic analysis.

The order and speed in which the report or data request was being completed had been influenced by 2 factors – the seniority of the person making the request, and the relationship between the requestor and the business analysis team. Any consideration for the reports supporting strategic goals were not discussed.   

The Solution

Firstly, we had to remove the reliance on the business intelligence team to be the ‘go-to’ for every report request. Analysis of the ad-hoc requests quickly showed that 4 departments were responsible for approximately 75% of the ad-hoc requests.

A meeting was set with the senior management teams of these departments to understand the reasons for the high volume of requests. It quickly became apparent that the requests were due to the standard reporting not delivering the requirements of the 4 teams.

A full scoping workshop was run for each of the departments to fully capture their reporting requirements. These were run with the following objectives:

·       The reports produced could be fully automated and scheduled. Therefore, no intervention would be needed by the business intelligence team once they were set up.

·       These reports would capture all the requirements of the department. Once fully scoped, built, tested, and signed off, the department would not be trying to amend or introduce ad-hoc reports.

·       The departments would only request any new reports which aligned to a strategic goal of the company.

Over a period of several weeks, these reports were created and signed off. In addition, a formalised request form was created and rolled out to ensure that any new requests for reports and data were in line with the company’s strategic plan. A framework of timeframe versus benefit for creation of the reports was built to ensure the priority given to any new requests was objective and in the best interest of the company.

The solution would also allow the structure of the team to be reconsidered as there would be a movement from operational to strategic reporting.

The outcome

The business intelligence team saw a significant reduction in the number of requests being sent through. They were also able to prioritise the work objectively which removed the ‘pressure’ from more senior employees pushing for quicker action.

Reporting became much more aligned with business objectives with new reports having a clearly documented justification process.

Finally, as the type of requests being sent to the business intelligence team was evolving, we were able to assist the client with a departmental re-design, and improved job descriptions with clearer roles and accountabilities.