Do you have all three layers of mobile BI security covered: device, app, and data? All of the convenience and benefits of mobile devices provide a particular security risk, complicating matters for the technology managers. When we think about the three layers of security in mobile BI, each layer plays an equally important role. Moreover, each layer represents a specific component of a user’s access profile. Therefore, it’s vital not only to understand how each layer completes the security picture, but also to make sure they work in tandem.
Today’s organizations face multifaceted problems that are part of increasingly complex business models. Continued expansion of global transactions, supported by partnerships that can span large ecosystems, create both unique opportunities and unique challenges for businesses.
These challenges demand multidimensional solutions and require going beyond basic applications of current products and services. This is where design thinking comes into play. By applying this framework, organizations can not only address everyday business problems and challenges but also gain a competitive edge.
When it comes to sports and analytics, I see two main slices of the pie: the game where it all happens and the operation that supports the organization. There is a lot written about the former; however, the latter may be overlooked because of its distance from where the action takes place.
Sure, winning the championship may make up for all other business decisions, but as I wrote in my post Fan Experience Matters, at the end of a long season, only one team gets to go home with the trophy. Therefore, I subscribe to the notion that operational excellence is as critical to the execution of the sports organization’s strategy as any game-winning move.
Of the ten mobile business intelligence (BI) questions I outlined in my last post, “Do we have an executive sponsor?” is the most important one because the success of a mobile BI journey depends on it more than any other. While the role of an executive sponsor is critical in all tech projects, several aspects of mobile BI technology make it easy for executive management to be involved closely and play a unique role. Moreover, although the CIO or the CTO plays a critical role in making sure the right technology is acquired or developed, the executive sponsorship from the business side provides the right level of partnership in order to run on all three cylinders of BI: insight into right data for the right role and at the right time.
Last week, in the first installment of my Sports and Analytics series, I detailed how sports and entertainment organizations are similar to industries such as retail or consumer products. In this second installment, I want to expand on this point and discuss key components that are part of a more holistic approach when it comes to running a sports (teams, leagues, venues) and entertainment (media organizations such as ESPN or Golf Channel) organization that promotes data-driven decision making.
Statistical analysis in sports has been around for a long time, but the topic of sports and analytics has attracted more attention in the last decade. The release in 2011 of the movie Moneyball (based on the book Moneyball: The Art of Winning an Unfair Game, by Michael Lewis, published in 2003) made the use of analytics a popular subject for public consumption.
The dynamics of a sports organization involve three main forces: the team, the game, and the fan. In essence, the team is the passion that gets the fan fired up, the game is where it all happens, and the fan keeps it alive. Of the three dynamics, the one the sports organizations can control the most is the fan experience.
The team and the game have many variables: Injuries can bench a quarterback or an unlucky miss of a three-pointer with two seconds left in the game could cost a team the championship. But the fan experience is the area sports organizations can shape the most by providing the right products and services the fans want at the right time and in the right format.
Is your mobile business intelligence (BI) strategy aligned with your organization’s enterprise mobility strategy? If you’re not sure what this means, you’re in big trouble. In its simplest form, enterprise mobility can be considered a framework to maximize the use of mobile devices, wireless networks, and all other related services in order to drive growth and profitability. However, it goes beyond just the mobile devices or the software that runs on them to include people and processes.
In my post “Mobile BI” Doesn’t Mean “Mobile-Enabled Reports” I highlighted two main areas that affect how organizations can go about realizing the benefits of mobile BI: enterprise mobility and BI maturity.
Today I want to focus on the latter and outline high-level strategies that require different avenues of focus, time, and resources.
Before an organization can execute these high-level strategies, it must have the following:
– An existing BI framework that can be leveraged
– Current technology (hardware and software) used for BI that support mobile capabilities
– A support infrastructure to address technical challenges.
Early in my career, I was encouraged to always ask even the simplest and most obvious questions, including questions about well-known topics that were assumed to be understood by everyone. With that in mind, let’s answer the question, “What is business intelligence (BI)?”
As you read this post, you probably fall into one of these three categories:
You know exactly what BI is because you eat, sleep, and breathe it every day. BI is in your business DNA.
The term means nothing more than the name of an exotic tech cocktail that might have pierced your ears, figuratively speaking of course.
You‘re somewhere in between the two extremes. You’ve been exposed to the term, but haven’t had a chance yet to fully digest it or appreciate it.
Do you have something to learn about BI? Let’s roll up our sleeves and get to work.