Is there a connection between performance management and business intelligence effectiveness? | The Oxford Review

Is there a connection between performance management and business intelligence effectiveness?

Research Briefing

Keywords: business intelligence, performance management, decision-making, strategic decision making, artificial intelligence, data analysis

Whilst many organisations make use of business intelligence systems for activities such as budgeting, operational and financial reporting, service analytics, performance reporting, market and sales analysis, for example, using business intelligence systems for management decision-making within the organisation is less common. More recently, corporate performance management systems have started to evolve which amalgamate business intelligence data with management practice information to enable better performance management decision-making.

Hitherto, there have been few studies looking at the impact of such systems on dayto-day management practices within organisations. The advent of AI (artificial intelligence), and advanced analytics that use big data and data mining, has provided opportunities for new, more integrated business intelligence systems that go beyond the normal transactional information provided by more traditional business intelligence systems. These newer, more integrated systems are starting to help with:

    1. Planning
    2. Measurement
    3. Analysis

that has, in practice, traditionally been the preserve of business and management analytics.

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Disclaimer: This is a research review, expert interpretation and briefing. As such it contains other studies, expert comment and practitioner advice. It is not a copy of the original study – which is referenced. The original study should be consulted and referenced in all cases. This research briefing is for informational and educational purposes only. We do not accept any liability for the use to which this review and briefing is put or for it or the research accuracy, reliability or validity. This briefing as an original work in its own right and is copyright © Oxford Review Enterprises Ltd 2016-2019. Any use made of this briefing is entirely at your own risk.

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