Great insights in regards to change management. It is difficult to get people to understand that Tableau is not set to replace other tools as much as it is to compliment. The immediate expectation, when discussing creating items in Tableau, is to make it a static dashboard or report and just recreate old reports so that they are now accessible in Tableau. The discussion needs to be made about what makes sense to develop in Tableau and what may be best developed in a report writer or kept as is. Getting people to realize that Tableau is not a report writer is essential when implementing and seeking user adoption, otherwise users won’t see the value in the analytical functions.
Originally posted on itelligence blog:
With this modified quote by Valentin I would like to contradict with all clarity, all claims that the fruits of a successful BI-project are just a few mouse clicks away because modern tools support in a smart and intelligent way, the design process of a BI-solution so that a) you do not have to do much anymore and b) you can hardly do anything wrong. Comment (a) is complete nonsense and (b) is also complete nonsense.
If you read something somewhere along that line, forget it, regardless where you read it.
BI is a wide field and a more exact definition of what could be meant with it, is nearly impossible. Roughly speaking, it is about a system for the support of decisions on all levels of the operational and strategic management. To achieve that, data from internal and external sources are conveniently analysed and prepared in such a way…
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Originally posted on Gigaom:
I often ask people whether they know what Netflix, Harrah’s, Amazon and Wal-Mart have in common? The answer is pretty simple. They use data analytics to leave their competitors in the dust. Many other businesses are trying to do the same, spending millions of dollars on data software.
It takes more than a steep investment, however, to squeeze business value out of data. Companies have to establish an entire system to use data to drive competitive advantage. I believe that the head of this system should be the Chief Data Officer (CDO), an executive whose time to shine has finally come. The sooner businesses can empower a CDO, the sooner they can turn data into a business weapon to achieve business success similar to the aforementioned companies.
The data imperative
You simply can’t run fast in modern business if you’re not using data effectively. From logistics to gambling, every industry…
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