Abstract
Managers are required to make fast, reliable, and fact-based decisions to encompass the dynamicity of modern business environments. Data visualization and reporting are thus crucial activities to ensure a systematic organizational intelligence especially for technological companies operating in a fast-moving context. As such, this paper presents case-study research for the definition of a business intelligence model and related Key Performance Indicators (KPIs) to support risk-related decision making. The study firstly comprises a literature review on approaches for governance management, which confirm a disconnection between theory and practice. It then progresses to mapping the main business areas and suggesting exemplary KPIs to fill this gap. Finally, it documents the design and usage of a BI dashboard, as emerged via a validation with four managers. This early application shows the advantages of BI for both business operators and governance managers.
Highlights
Over recent years, a benchmark approach has often been used in technology companies to carry out performance analysis based on cost indicators (e.g., IT cost over revenue, IT costs per employee)
This paper presents case-study research for the definition of a business intelligence model and related Key Performance Indicators (KPIs) to support risk-related decision making
This section describes a case-study on the application of business analytics (BA) and, business intelligence (BI) for a reporting system in the governance of a technology combusiness intelligence (BI) for a reporting system in the governance of a technology company pany (i.e., FSTechnology)
Summary
A benchmark approach has often been used in technology companies to carry out performance analysis based on cost indicators (e.g., IT cost over revenue, IT costs per employee) This approach does not necessarily consider the dynamic evolution of the current technological context, the complexities of organizational realities, and the actual value delivered to businesses. Governance acquires a crucial role because it is expected to improve interactions among business units, while guaranteeing a continuous alignment to the company’s strategic goals. In this context, IT governance has the main purpose of identifying the business value derived from investments in IT systems and ensuring the maximization of business value consistent with the corporate strategy. The development and implementation of a framework for IT governance is central for modern enterprises [2]
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