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Build a Reporting and Analytics Strategy

Deliver actionable business insights by creating a business-aligned reporting and analytics strategy.

  • In respect to business intelligence (BI) matureness, you can’t expect the whole organization to be at the same place at the same time. Your BI strategy needs to recognize this and should strive to align rather than dictate.
  • Technology is just one aspect of your BI and analytics strategy and is not a quick solution or a guarantee for long-term success.

Our Advice

Critical Insight

  • The BI strategy drives data warehouse and integration strategies and the data needed to support business decisions.
  • The solution to better BI often lies in improving the BI practice, not acquiring the latest and greatest tool.

Impact and Result

  • Align BI with corporate vision, mission, goals, and strategic direction.
  • Understand the needs of business partners.
  • BI & analytics informs data warehouse and integration layers for required content, latency, and quality.

Build a Reporting and Analytics Strategy Research & Tools

Start here – read the Executive Brief

Read our concise Executive Brief to find out why you should create or refresh the BI Strategy and review Info-Tech’s approach to developing a BI strategy that meets business needs.

1. Understand the business context and BI landscape

Lay the foundation for the BI strategy by detailing key business information and analyzing current BI usage.

2. Evaluate the current BI practice

Assess the maturity level of the current BI practice and envision a future state.

Member Testimonials

After each Info-Tech experience, we ask our members to quantify the real-time savings, monetary impact, and project improvements our research helped them achieve. See our top member experiences for this blueprint and what our clients have to say.


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Sturdy Memorial Hospital

Guided Implementation




I only have the best parts to share, experienced and friendly staff!

Rocky View County

Guided Implementation




HR Green, Inc.

Guided Implementation




The fact that I forgot to include our Director of Operations from HR Green :-)

Water District #1 of Johnson County





This workshop was very valuable for us. It provided a framework for us to continue exploring our approach to BI. The team felt very satisfied wit... Read More

Correctional Service of Canada






Bob Barker Company, Inc.

Guided Implementation




Just Born Inc

Guided Implementation




Igor gave me some solid advice for getting started on our data management and analytics journey, and he pointed me to some useful blueprints.

Guttman Energy, Inc.

Guided Implementation




Igor provides a very good combination of theoretical and practical guidance ... and this helps us focus in on developing a solid plan for our Data ... Read More

First Merchants Corporation

Guided Implementation




I enjoyed the insights on the business considerations that I need to take into account now, including the metrics that should be created to define ... Read More

Western Canada Lottery Corporation

Guided Implementation




Being able to tap into Raj's knowledge and get advice on best practices and a path to move forward has been very valuable. The InfoTech templates h... Read More

University of Western Cape

Guided Implementation




I really enjoyed the engagements and the thorough explanation from the advisor.

Hikma Pharmaceuticals PLC

Guided Implementation




Cross Country Mortgage, Inc.

Guided Implementation




Please note that the time & financial impact portions are marked as "N/A", as I cannot provide an accurate assessment at this time. However, I did... Read More

LMI Aerospace





S2 Yachts, Inc.





Having access to the best practice information, InfoTech templates, and Reddy's wealth of experience will give us a great jump start on successfull... Read More

Cascades, Centre des Technologies

Guided Implementation




AJIL Financial Services Company

Guided Implementation




Sunday's River Citrus Company

Guided Implementation




The value selection of 6 is not a reflection on the presentation, but rather SRCC's readiness for such a project.

Platte River Power Authority





Best - Workshop leaders, they did a very good job. The understanding gained by organization regarding the scope of this endevor. Worst - Probably... Read More


Guided Implementation




They were both very knowledgeable on the subject and it was a productive conversation. Given the direction we have decided to move internally, the ... Read More

Ring Power Corporation

Guided Implementation




He was able to provide validation that we are headed on the right path and provide some Excel tools to help with planning and organizing.

Ariens Company

Guided Implementation




Best was answers were given in real time with reference and experience. Most vendors I have researched were mentioned or within Info-Tech guidelines.


Guided Implementation




Colorado Housing And Finance Authority

Guided Implementation




The frameworks and experience the analysts provide from having done this process with other organizations is hugely valuable. It would be very diff... Read More

Alabama Department of Corrections

Guided Implementation




Igor broke the important concepts down to a point we all understood the key components we need to address. Next, he's going to lead us in developin... Read More

Helen of Troy L.P.

Guided Implementation




Colorado Housing And Finance Authority

Guided Implementation




It was great to see Infotech's expertise in helping organizations with their BI and analytics blueprints. I'm looking forward to our future calls.

National Institute of Communicable Disease

Guided Implementation




City Of Topeka

Guided Implementation




very knowledgeable consultant, very useful tools

VGM Group, Inc.





Best - Evaluation of our business and the flexibility to change course and break down our customer ID project. Worst - There weren't really any ... Read More

Business Intelligence & Reporting

Put the business back in business intelligence by injecting new BI use cases.
This course makes up part of the Data & BI Certificate.

Now Playing:
Academy: Business Intelligence & Reporting | Executive Brief

An active membership is required to access Info-Tech Academy
  • Course Modules: 4
  • Estimated Completion Time: 2-2.5 hours
  • Featured Analysts:
  • Crystal Singh, Research Director, Applications Practice
  • David Piazza, VP of Research & Advisory, Applications Practice

Workshop: Build a Reporting and Analytics Strategy

Workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.

Module 1: Establish Business Vision and Understand the Current BI Landscape

The Purpose

  • Document overall business vision, mission, and key objectives; assemble project team.
  • Collect in-depth information around current BI usage and BI user perception.
  • Create requirements gathering principles and gather requirements for a BI platform.

Key Benefits Achieved

  • Increased IT–business alignment by using the business context as the project starting point
  • Identified project sponsor and project team
  • Detailed understanding of trends in BI usage and BI perception of consumers
  • Refreshed requirements for a BI solution




Gather key business information (overall mission, goals, objectives, drivers).

  • Articulated business context that will guide BI strategy development

Establish a high-level ROI.

  • ROI for refreshing the BI strategy

Identify ideal candidates for carrying out a BI project.

  • BI project team

Undertake BI usage analyses, BI user perception survey, and a BI artifact inventory.

  • Comprehensive summary of current BI usage that has quantitative and qualitative perspectives

Develop requirements gathering principles and approaches.

  • BI requirements are confirmed

Gather and organize BI requirements

Module 2: Evaluate Current BI Maturity and Identify the BI Patterns for the Future State

The Purpose

  • Define current maturity level of BI practice.
  • Envision the future state of your BI practice and identify desired BI patterns.

Key Benefits Achieved

  • Know the correct migration method for Exchange Online.
  • Prepare user profiles for the rest of the Office 365 implementation.




Perform BI SWOT analyses.

  • Exchange migration strategy

Assess current state of the BI practice and review results.

  • Current state of BI practice is documented from multiple perspectives

Create guiding principles for the future BI practice.

  • Guiding principles for future BI practice are established, along with the desired BI patterns linked to functional requirements

Identify desired BI patterns and the associated BI functionalities/requirements.


Define the future state of the BI practice.

  • Future BI practice is defined

Establish the critical success factors for the future BI, identify potential risks, and create a mitigation plan.

  • Critical success factors, potential risks, and a risk mitigation plan are defined

Module 3: Build Improvement Initiatives and Create a BI Development Roadmap

The Purpose

  • Build overall BI improvement initiatives and create a BI improvement roadmap.
  • Identify supplementary initiatives for enhancing your BI program.

Key Benefits Achieved

  • Defined roadmap composed of robust improvement initiatives




Create BI improvement initiatives based on outputs from phase 1 and 2 activities. Build an improvement roadmap.

  • Comprehensive BI initiatives placed on an improvement roadmap

Build an improvement roadmap.


Create an Excel governance policy.

  • Excel governance policy is created

Create a plan for a BI ambassador network.

  • Internal BI ambassadors are identified

Build a Reporting and Analytics Strategy

Deliver actionable business insights by creating a business-aligned reporting and analytics strategy.


As the reporting and analytics space matured over the last decade, software suppliers used different terminology to differentiate their products from others’. This caused a great deal of confusion within the business communities.

Following are two definitions of the term Business Intelligence:

Business intelligence (BI) leverages software and services to transform data into actionable insights that inform an organization’s strategic and tactical business decisions. BI tools access and analyze data sets and present analytical findings in reports, summaries, dashboards, graphs, charts, and maps to provide users with detailed intelligence about the state of the business.

The term business intelligence often also refers to a range of tools that provide quick, easy-to-digest access to insights about an organization's current state, based on available data.

CIO Magazine

Business intelligence (BI) comprises the strategies and technologies used by enterprises for the data analysis of business information. BI technologies provide historical, current, and predictive views of business operations.

Common functions of business intelligence technologies include reporting, online analytical processing, analytics, data mining, process mining, complex event processing, business performance management, benchmarking, text mining, predictive analytics, and prescriptive analytics.


This blueprint will use the terms “BI,” “BI and Analytics,” and “Reporting and Analytics” interchangeably in different contexts, but always in compliance to the above definitions.


A fresh analytics & reporting strategy enables new BI opportunities.

We need data to inform the business of past and current performance and to support strategic decisions. But we can also drown in a flood of data. Without a clear strategy for business intelligence, a promising new solution will produce only noise.

BI and Analytics teams must provide the right quantitative and qualitative insights for the business to base their decisions on.

Your Business Intelligence and Analytics strategy must support the organization’s strategy. Your strategy for BI & Analytics provides direction and requirements for data warehousing and data integration, and further paves the way for predictive analytics, big data analytics, market/industry intelligence, and social network analytics.

Dirk Coetsee,

Director, Data and Analytics Info-Tech Research Group

Our understanding of the problem

This Research is Designed For:

  • A CIO or Business Unit (BU) Leader looking to improve reporting and analytics, reduce time to information, and embrace fact-based decision making with analytics, reporting, and business intelligence (BI).
  • Application Directors experiencing poor results from an initial BI tool deployment who are looking to improve the outcome.

This Research Will Also Assist:

  • Project Managers and Business Analysts assigned to a BI project team to collect and analyze requirements.
  • Business units that have their own BI platforms and would like to partner with IT to take their BI to an enterprise level.

This Research Will Help You:

  • Align your reporting and analytics strategy with the business’ strategic objectives before you rebuild or buy your Business Intelligence platform.
  • Identify reporting and analytics objectives to inform the data warehouse and integration requirements gathering process.
  • Avoid common pitfalls that derail BI and analytic deployments and lower their adoption.
  • Identify Business Intelligence gaps prior to deployment and incorporate remedies within your plans.

This Research Will Help Them:

  • Recruit the right resources for the program.
  • Align BI with corporate vision, mission, goals, and strategic direction.
  • Understand the needs of business partners.
  • Assess BI maturity and plan for target state.
  • Develop a BI strategy and roadmap.
  • Track the success of the BI initiative.

Executive summary


BI drives a new reality. Uber is the world’s largest taxi company and they own no vehicles; Alibaba is the world’s most valuable retailer and they have no inventory; Airbnb is the world’s largest accommodation provider and they own no real estate. How did they disrupt their markets and get past business entry barriers? A deep understanding of their market through impeccable business intelligence!


  • In respect to BI matureness, you can’t expect the whole organization to be at the same place at the same time. Your BI strategy needs to recognize this and should strive to align rather than dictate.
  • Technology is just one aspect of your BI and Analytics strategy and is not a quick solution or a guarantee for long term success.


  • Drive strategy development by establishing the business context upfront in order to align business intelligence providers with the most important needs of their BI consumers and the strategic priorities of the organization.
  • Revamp or create a BI strategy to update your BI program to make it fit for purpose.
  • Understand your existing BI baggage – e.g. your existing BI program, the artifacts generated from the program, and the users it supports. Those will inform the creation of the strategy and roadmap.
  • Assess current BI maturity and determine your future state BI maturity.
  • BI needs governance to ensure consistent planning, communication, and execution of the BI strategy.
  • Create a network of BI ambassadors across the organization to promote BI.
  • Plan for the future to ensure that required data will be available when the organization needs it.

Info-Tech Insight

  1. Put the “B” back in BI. Don’t have IT doing BI for IT’s sake; ensure the voice and needs of the business are the primary drivers of your strategy.
  2. The BI strategy drives data warehouse and integration strategies and the data needs to support business decisions.
  3. Go beyond the platform. The solution to better BI often lies in improving the BI practice, not acquiring the latest and greatest tool.

Metrics to track BI & Analytical program progress

Goals for BI:

  • Understand business context and needs. Identify business processes that can leverage BI.
  • Define the Reporting & Analytics Roadmap. Develop data initiatives, and create a strategy and roadmap for Business Intelligence.
  • Continuous improvements. Your BI program is evolving and improving over time. The program should allow you to have faster, better, and more comprehensive information.

Info-Tech’s Suggested Metrics for Tracking the BI Program

Practice Improvement Metrics Data Collection and Calculation Expected Improvement
Program Level Metrics Efficiency
  • Time to information
  • Self-service penetration
  • Derive from the ticket management system
  • Derive from the BI platform
  • 10% reduction in time to information
  • Achieve 10-15% self-service penetration
  • Effectiveness
  • BI Usage
  • Data quality
  • Derive from the BI platform
  • Data quality perception
  • Majority of the users use BI on a daily basis
  • 15% increase in data quality perception
  • # of integrated datasets
  • # of strategic decisions made
  • Derive from the data integration platform
  • Decision-making perception
  • Onboard 2-3 new data domains per year
  • 20% increase in decision-making perception

Intangible Metrics:

Tap into the results of Info-Tech’s CIO Business Vision diagnostic to monitor the changes in business-user satisfaction as you implement the initiatives in your BI improvement roadmap.

Your Enterprise BI and Analytics Strategy is driven by your organization’s Vision and Corporate Strategy

Formulating an Enterprise Reporting and Analytics Strategy requires the business vision and strategies to first be substantiated. Any optimization to the Data Warehouse, Integration and Source layer is in turn driven by the Enterprise Reporting and Analytics Strategy

Flow chart showing 'Business Vision Strategies'

The current state of your Integration and Warehouse platforms determine what data can be utilized for BI and Analytics

Where we are, and how we got here

How we got here

  • In the beginning was BI 1.0. Business intelligence began as an IT-driven centralized solution that was highly governed. Business users were typically the consumers of reports and dashboards created by IT, an analytics-trained minority, upon request.
  • In the last five to ten years, we have seen a fundamental shift in the business intelligence and analytics market, moving away from such large-scale, centralized IT-driven solutions focused on basic reporting and administration, towards more advanced user-friendly data discovery and visualization platforms. This has come to be known as BI 2.0.
  • Many incumbent market leaders were disrupted by the demand for more user-friendly business intelligence solutions, allowing “pure-play” BI software vendors to carve out a niche and rapidly expand into more enterprise environments.
  • BI-on-the-cloud has established itself as a solid alternative to in-house implementation and operation.

Where we are now

  • BI 3.0 has arrived. This involves the democratization of data and analytics and a predominantly app-centric approach to BI, identifiable by an anywhere, anytime, and device-or-platform-independent collaborative methodology. Social workgroups and self-guided content creation, delivery, analysis, and management is prominent.
  • Where the need for reporting and dashboards remains, we’re seeing data discovery platforms fulfilling the needs of non-technical business users by providing easy-to-use interactive solutions to increase adoption across enterprises.
  • With more end users demanding access to data and the tools to extract business insights, IT is looking to meet these needs while continuing to maintain governance and administration over a much larger base of users. The race for governed data discovery is heated and will be a market differentiator.
  • The next kid on the block is Artificial Intelligence that put further demands on data quality and availability.

RICOH Canada used this methodology to develop their BI strategy in consultation with their business stakeholders


Industry: Manufacturing and Retail

Source: RICOH

Ricoh Canada transforms the way people work with breakthrough technologies that help businesses innovate and grow. Its focus has always been to envision what the future will look like so that it can help its customers prepare for success. Ricoh empowers digital workplaces with a broad portfolio of services, solutions, and technologies – helping customers remove obstacles to sustained growth by optimizing the flow of information and automating antiquated processes to increase workplace productivity. In their commitment towards a customer-centric approach, Ricoh Canada recognized that BI and analytics can be used to inform business leaders in making strategic decisions.

Enterprise BI and analytics Initiative

Ricoh Canada enrolled in the ITRG Reporting & Analytics strategy workshop with the aim to create a BI strategy that will allow the business to harvest it strengths and build for the future. The workshop acted as a forum for the different business units to communicate, share ideas, and hear from each other what their pains are and what should be done to provide a full customer 360 view.


“This workshop allowed us to collectively identify the various stakeholders and their unique requirements. This is a key factor in the development of an effective BI Analytics tool.” David Farrar

The Customer 360 Initiative included the following components

The Customer 360 Initiative includes the components shown in the image

Improve BI Adoption Rates

Graph showing Product Adoption Rates


Reasons for low BI adoption

  • Employees that never used BI tools are slow to adopt new technology.
  • Lack of trust in data leads to lack of trust in the insights.
  • Complex data structures deter usage due to long learning curves and contained nuances.
  • Difficult to translate business requirements into tool linguistics due to lack of training or technical ineptness.
  • Business has not taken ownership of data, which affects access to data.

How to foster BI adoption

  • Senior management proclaim data as a strategic asset and involved in the promotion of BI
  • Role Requirement that any business decision should be backed up by analytics
  • Communication of internal BI use case studies and successes
  • Exceptional data lineage to act as proof for the numbers
  • A Business Data glossary with clearly defined business terms. Use the Business Data Glossary in conjunction with data lineage and semantic layers to ensure that businesses are clearly defined and traced to sources.
  • Training in business to take ownership of data from inception to analytics.

Why bother with analytics?

In today’s ever-changing and global environment, organizations of every size need to effectively leverage their data assets to facilitate three key business drivers: customer intimacy, product/service innovation, and operational excellence. Plus, they need to manage their operational risk efficiently.

Investing in a comprehensive business intelligence strategy allows for a multidimensional view of your organization’s data assets that can be operationalized to create a competitive edge:

Historical Data

Without a BI strategy, creating meaningful reports for business users that highlight trends in past performance and draw relationships between different data sources becomes a more complex task. Also, the ever growing need to identify and assess risks in new ways is driving many companies to BI.

Data Democracy

The core purpose of BI is to provide the right data, to the right users, at the right time, and in a format that is easily consumable and actionable. In developing a BI strategy, remember the driver for managed cross-functional access to data assets and features such as interactive dashboards, mobile BI, and self-service BI.

Predictive and Big Data Analytics

As the volume, variety, and velocity of data increases rapidly, businesses will need a strategy to outline how they plan to consume the new data in a manner that does not overwhelm their current capabilities and aligns with their desired future state. This same strategy further provides a foundation upon which organizations can transition from ad hoc reporting to using data assets in a codified BI platform for decision support.

Business intelligence serves as the layer that translates data, information, and organizational knowledge into insights

As executive decision making shifts to more fact-based, data-driven thinking, there is an urgent need for data assets to be organized and presented in a manner that enables immediate action.

Typically, business decisions are based on a mix of intuition, opinion, emotion, organizational culture, and data. Though business users may be aware of its potential value in driving operational change, data is often viewed as inaccessible.

Business intelligence bridges the gap between an organization’s data assets and consumable information that facilitates insight generation and informed decision making.

Most organizations realize that they need a BI strategy; it’s no longer a nice-to-have, it’s a must-have.

– Albert Hui, Principal, Data Economist

A triangle grapg depicting the layers of business itelligence

Business intelligence and business analytics: what is the difference and should you care

Ask 100 people and you will get 100 answers. We like the prevailing view that BI looks at today and backward for improving who we are, while BA is forward-looking to support change decisions.

The image depicts a chart flowing from Time Past to Future. Business Intelligence joins with Business Analytics over the Present
  • Business intelligence is concerned with looking at present and historical data.
  • Use this data to create reports/dashboards to inform a wide variety of information consumers of the past and current state of affairs.
  • Almost all organizations, regardless of size and maturity, use some level of BI even if it’s just very basic reporting.
  • Business analytics, on the other hand, is a forward-facing use of data, concerned with the present to the future.
  • Analytics uses data to both describe the present, and more importantly, predict the future, enabling strategic business decisions.
  • Although adoption is rapidly increasing, many organizations still do not utilize any advanced analytics in their environment.

However, establishing a strong business intelligence program is a necessary precursor to an organization’s development of its business analytics capabilities.

Organizations that successfully grow their BI capabilities are reaping the rewards

Evidence is piling up: if planned well, BI contributes to the organization’s bottom line.

It’s expected that there will be nearly 45 billion connected devices and a 42% increase in data volume each year posing a high business opportunity for the BI market (BERoE, 2020).

The global business intelligence market size to grow from US$23.1 billion in 2020 to US$33.3 billion by 2025, at a compound annual growth rate (CAGR) of 7.6% (Global News Wire, 2020)

In the coming years, 69% of companies plan on increasing their cloud business intelligence usage (BARC Research and Eckerson Group Study, 2017).

Call to Action

Small organizations of up to 100 employees had the highest rate of business intelligence penetration last year (Forbes, 2018).

Graph depicting business value from 0 months to more than 24 months

Source: IBM Business Value, 2015

For the New England Patriots, establishing a greater level of customer intimacy was driven by a tactical analytics initiative


Industry: Professional Sports

Source Target Marketing


Despite continued success as a franchise with a loyal fan base, the New England Patriots experienced one of their lowest season ticket renewal rates in over a decade for the 2009 season. Given the numerous email addresses that potential and current season-ticket holders used to engage with the organization, it was difficult for Kraft Sports Group to define how to effectively reach customers.

Turning to a Tactical Analytics Approach

Kraft Sports Group turned to the customer data that it had been collecting since 2007 and chose to leverage analytics in order to glean insight into season ticket holder behavior. By monitoring and reporting on customer activity online and in attendance at games, Kraft Sports Group was able to establish that customer engagement improved when communication from the organization was specifically tailored to customer preferences and historical behavior.


By operationalizing their data assets with the help of analytics, the Patriots were able to achieve a record 97% renewal rate for the 2010 season. KSG was able to take their customer engagement to the next level and proactively look for signs of attrition in season-ticket renewals.

We're very analytically focused and I consider us to be the voice of the customer within the organization… Ultimately, we should know when renewal might not happen and be able to market and communicate to change that behavior.

– Jessica Gelman,

VP Customer Marketing and Strategy, Kraft Sports Group

A large percentage of all BI projects fail to meet the organization’s needs; avoid falling victim to common pitfalls

Tool Usage Pitfalls

  • Business units are overwhelmed with the amount and type of data presented.
  • Poor data quality erodes trust, resulting in a decline in usage.
  • Analysis performed for the sake of analysis and doesn’t focus on obtaining relevant business-driven insights.

Selection Pitfalls

  • Inadequate requirements gathering.
  • No business involvement in the selection process.
  • User experience is not considered.
  • Focus is on license fees and not total cost.

Implementation Pitfalls

  • Absence of upfront planning
  • Lack of change management to facilitate adoption of the new platform
  • No quick wins that establish the value of the project early on
  • Inadequate initial or ongoing training

Strategic Pitfalls

  • Poor alignment of BI goals with organization goals
  • Absence of CSFs/KPIs that can measure the qualitative and quantitative success of the project
  • No executive support during or after the project

BI pitfalls are lurking around every corner, but a comprehensive strategy drafted upfront can help your organization overcome these obstacles. Info-Tech’s approach to BI has involvement from the business units built right into the process from the start and it equips IT to interact with key stakeholders early and often.

Only 62% of Big Data and AI projects in 2019 provided measurable results.

Source: NewVantage Partners LLC

Business and IT have different priorities for a BI tool

Business executives look for:

  • Ease of use
  • Speed and agility
  • Clear and concise information
  • Sustainability

IT professionals are concerned about:

  • Solid security
  • Access controls on data
  • Compliance with regulations
  • Ease of integration

Info-Tech Insight

Combining these priorities will lead to better tool selection and more synergy.

Elizabeth Mazenko

The top-down BI Opportunity Analysis is a tool for senior executives to discover where Business Intelligence can provide value

The image is of a top-down BI Opportunity Analysis.

Example: Uncover BI opportunities with an opportunity analysis

Industry Drivers Private label Rising input prices Retail consolidation
Company strategies Win at supply chain execution Win at customer service Expand gross margins
Value disciplines Strategic cost management Operational excellence Customer service
Core processes Purchasing Inbound logistics Sales, service & distribution
Enterprise management: Planning, budgeting, control, process improvement, HR
BI Opportunities Customer service analysis Cost and financial analysis Demand management

Williams (2016)

Bridge the gap between business drivers and business intelligence features with a three-tiered framework

Info-Tech’s approach to formulating a fit-for-purpose BI strategy is focused on making the link between factors that are the most important to the business users and the ways that BI providers can enable those consumers.

Drivers to Establish Competitive Advantage

  • Operational Excellence
  • Client Intimacy
  • Innovation

BI and Analytics Spectrum

  • Strategic Analytics
  • Tactical Analytics
  • Operational Analytics

Info-Tech’s BI Patterns

  • Delivery
  • User Experience
  • Deep Analytics
  • Supporting

About Info-Tech

Info-Tech Research Group is the world’s fastest-growing information technology research and advisory company, proudly serving over 30,000 IT professionals.

We produce unbiased and highly relevant research to help CIOs and IT leaders make strategic, timely, and well-informed decisions. We partner closely with IT teams to provide everything they need, from actionable tools to analyst guidance, ensuring they deliver measurable results for their organizations.


Overall Impact

Average $ Saved

Average Days Saved

After each Info-Tech experience, we ask our members to quantify the real-time savings, monetary impact, and project improvements our research helped them achieve.

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What Is a Blueprint?

A blueprint is designed to be a roadmap, containing a methodology and the tools and templates you need to solve your IT problems.

Each blueprint can be accompanied by a Guided Implementation that provides you access to our world-class analysts to help you get through the project.

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Guided Implementation 1: Understand the business context and BI landscape
  • Call 1: Discuss Info-Tech’s approach for using business information to drive BI strategy formation
  • Call 2: Review business context and discuss approaches for conducting BI usage and user analyses
  • Call 3: Discuss strategies for BI requirements gathering

Guided Implementation 2: Evaluate the current BI practice
  • Call 1: Discuss BI maturity model
  • Call 2: Review practice capability gaps and discuss potential BI patterns for future state

Guided Implementation 3: Create a BI roadmap for continuous improvement
  • Call 1: Discuss initiative building
  • Call 2: Review completed roadmap and next steps


Dirk Coetsee


  • Albert Hui, Principal, DataEconomist
  • Cameran Hetrick, Senior Director of Data Science & Analytics, thredUP
  • David Farrar, Director – Marketing Planning & Operations, Ricoh Canada Inc.
  • Emilie Harrington, Manager of Analytics Operations Development, Lowe’s
  • Sharon Blanton, VP and CIO, The College of New Jersey
  • Raul Vomisescu, Independent Consultant
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