In the previous blog, I have mentioned two major significant, interrelated distinctions that may vary according to the data the manager requests. The manager sometimes wishes to look through glasses that reveal the process oriented view and at other times, he wants to view the data in a more structural way (Tideman, 1993).
Showing posts with label processes. Show all posts
Showing posts with label processes. Show all posts
Tuesday, August 2, 2011
Monday, July 25, 2011
Processes and business intelligence systems
Organizations accomplish their goals within the organizational structure by processing input into output in order to generate business and fulfill the needs of their customers . An organizational process is a collection of activities that is performed in order to reach a certain organizational goal or business objective (operational, strategic, tactical).
This transformation process adds a margin of value (referred to as the value chain model), enriches input and processes the input in a way that the output is more valuable compared to the input (Porter, 1985).
This transformation process adds a margin of value (referred to as the value chain model), enriches input and processes the input in a way that the output is more valuable compared to the input (Porter, 1985).
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