Abstract
Global competition is intensifying and so companies need to optimize their operational business processes. But this is no longer enough because they must also be able to react quickly on a strategic level to new developments, considering alternatives and taking the correct decisions. In the latest few years, it has become obvious that only efficient enterprise management processes ensure the consistent realization of strategy and its continuing translation into the day-to-day activities, one of the most important success factors in enterprise management today. In the light of the above said considerations, and through the analysis of the taps and fittings sector of north-eastern Piedmont, with this work we want to display: the main perspectives of analysis companies should adopt for their business performance; the main key performance indicators (KPI) for each perspective; the organization of KPI in a business intelligence (BI) system to optimize strategic management.
This work has been carried out within the research project « ICT Converging on Law: Next Generation Services for Citizens, Enterprises, Public Administration and Policymakers » , sponsored by Piedmont Region (http://www.ict4law.org). Although this work is the result of a common will, every paragraph has been written by a single author; particularly: 1st and 2nd sections by Roberto Candiotto; 3rd and 4th sections by Silvia Gandini.
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Notes
- 1.
The Industrialist Association of Novara represents a selected partner for ICT4LAW, thanks to its strategic role in making the most of Piedmont territory.
- 2.
Literature analysis has been realized on the abstracts of about 9,000 paper, in the years from 2000 to 2011, of these publications: European Journal of Information Systems, Information Systems Journal, Information Systems Research, Journal of AIS, Journal of MIS, MIS Quarterly (first 6 excellence journal and review according to the ranking of association for information systems (AIS)). The analysis has shown that: (1) BSC is quite an interesting argument in the field of Information Sciences; (2) there is a good relation between the application of the BSC methodology and business opportunities offered by BI systems; (3) many sectors have been analyzed, but not the sector we’ve chosen in our research.
The relation between the BSC methodology and the implementation of BI systems is also confirmed by the analysis of the first 15 available Google Books, related to the keywords “Balanced Scorecard and Business Intelligence systems”, and on the first 20 pages of Google Scholar, related to the same keywords.
- 3.
In the last year (July 2011–June 2012), we have worked with Fima Carlo Frattini S.P.A. and Rubitor S.R.L. to create, according to the main characteristics of their processes, and their informative needs, a standardized set of KPI for the considered sector. Companies interviewed in the first step of our research are showing some interest for the KPI set and availability for the testing activities of future steps.
References
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Prickett, R.: Balanced scorecard provides ROI: A study has found the key to performance management. Financ. Manag. 4, (2003)
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Steele, J.: Assessment framework as a balanced scorecard approach. Int. J. Public Sect. Manage. 2 (2007)
Candiotto, R., Gandini, S., Business intelligence in the taps and fittings sector: organizational and technological aspects. In: De Marco, M., Te’eni, D., Albano, V., Za, S. (eds.) Information systems: Crossroads for Organization, Management, Accounting and Engineering, pp. 295–302, Springer, Heidelberg (2012)
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Candiotto, R., Gandini, S. (2013). Strategic Enterprise Management in the Taps and Fittings Sector: Application of the Balanced Scorecard Methodology to Business Intelligence Systems. In: Mancini, D., Vaassen, E., Dameri, R. (eds) Accounting Information Systems for Decision Making. Lecture Notes in Information Systems and Organisation, vol 3. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-35761-9_10
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DOI: https://doi.org/10.1007/978-3-642-35761-9_10
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