Business Intelligence
Term
4A
Sessions
14
Instructor
SHAZIB E. SHAIKH
E-mail
shazib@lums.edu.pk
Office
Room #155, Academic Block
Office Hrs
To be announced
Why BI?
“Knowledge is power” as the saying goes. While business professionals are quite able to
capture, store and (re-)use knowledge for themselves, undoubtedly “business intelligence” (BI)
management often presents challenges: more-so organizational than technical. It means
managing sources of power and decision rights.
Given the constant demand for analytical decision-making with entrance of powerful and
pervasive technologies (see MIT Sloan Review Chart below); managing the processes and
managing an enterprise so that it captures, stores, effectively and efficiently disseminates, and
encourages exploitation and growing business intelligence is therefore a hot topic.
Source of Figure: Kruschwitz & Schockley
(2011) “First Look: The Second Annual
New Intelligent Enterprise Survey” MIT
Sloan Management Review, Vol 52, No. 4
Any modern-day functional or
general manager should be
able to evaluate the business
intelligence needs of their
organizational unit.
When
presented with an information
technology or system, they
should be able to understand
the extent to which it serves
their needs? Is it worth the
(usually hefty) price? What are
the pre- and post-requisite
capabilities their organization
will
need
to
develop?
CLARIFICATIONS: (i) As
computer-related
decisionanalysis
techniques
have
already been covered in the
first year, this course focuses
on organizational and business
strategy aspects of adapting and exploiting the systems; (ii) In this revamped course, discussion
of actual IT terminology is perhaps only 20% of the course, minimized for those with relatively
little background knowledge of IT.
Objectives

Explore the questions: “What is business intelligence (BI): data, information, knowledge,
intelligence or wisdom? What’s the difference? What’s the point?”

Explore the role of different levels of management (especially non-IT-related) in selection,
adoption and exploitation of BI.

Develop the skill of creating a map of BI needs for any organizational level, function and
process (without being misled by vendor’s claims of their systems).

Practice valuation of benefits of information systems and technologies against BI needs
(gap analysis).

Become familiar with terminology of information systems that potentially deliver BI:
CRM, ERP, Knowledgement Management Systems (KMS), Executive Information
Systems, DSS, TPS.

Exposure to BI implementation process and challenges.
Grading
Class Participation ......................................................................... 35%
Quizzes............................................................................................ 15%
Assignment/Half-course Project ................................................ 20%
Final Exam ...................................................................................... 30%
Teaching Plan
#
Case
1.
Hilton Hotels: Brand Differentiation through CRM
2.
KPMG
Peat Marwick US: One Giant Brain
e
Readings
The Nature of Analytical Competition (skim)
3. Canyon Ranch
CRM Done Right
4.
Moore Medical Corp.
Mastering the Three Worlds of IT (skim)
5.
Business Intelligence at SYSCO
Targets: Picking Your Spots for Analytics
6.
Frito-Lay: A Strategic Transition 1987-89
Note on Management Support Systems
7.
Retail IT decisions at Jay-Kay’s: Leveraging
the Stylo Shoes Experience
The Architecture of Business Intelligence
8.
Implementation of the Symbols Project at MCB
When Too Much IT Knowledge is a Dangerous
Thing
9.
Amagansett (A)
10. BI at Canadian Tyre
11. Siemens ShareNet: Building a Knowledge Network
12. Wikis at Dresdner Kleinwort Wasserstein: (A)
Why Information Technology Inspired But
Cannot Deliver Knowledge Management (skim)
13. Business Intelligence at Telenor Pakistan (TBC)
14. ITC eChoupal
Enterprise 2.0: The Dawn of Emergent
Collaboration (skim)