Abstract
The current paper aims to show how a Business Intelligence (BI) system implementation can improve the performance of a financial services department. Data was gathered through an intervention study conducted in the credit analysis department of a Central Credit Union, which provides its branches with services in a Shared Service Format. The current study made use of the crosschecking of information by using documented evidences, direct observation, and semi-structured interviews with managers. The outcome revealed the need to implement distinct mechanisms to control both performance and productivity. It was clear that the department performance was being negatively impacted, which resulted in slowness and idleness in the whole process. Additionally, the study exposed that the BI system implementation directly exerted influence on the department performance. The results showed that the time to complete the process plunged from 35 to 14 days on average, besides multiplying by approximately four the number of complete analysis carried out by the department.
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