Guessing is not a strategy: How to build decision velocity with AI and real-time data
June 10, 2026 | Live Webinar
Unfocused Questions, Unfocused Answers
Craig is based in Edmonton, Alberta, Canada and has worked with ProjectManagement.com for the last six years developing the various HEADWAY processes (Project, Change and Portfolio). He has hosted a series of webinars and is a business intelligence subject matter expert.
Why is it that business intelligence often fails to have the necessary staying power in a host of companies? In many cases, a large, expensive initiative is undertaken to establish a BI capability. Yet after many attempts, frequent frustrations and lots of time and money spent, the system will only provide limited value back to the organization. As a result, BI is blamed for being futile and is put out into the back shed to rot--at least until the next time--when the organization attempts it once again years down the road.
It is my belief that BI fails at the earliest and most important step in the business intelligence process: planning. In order to answer the questions that your company has, you will need to clearly understand what they are looking for. Far too many BI engagements fail to hit the mark because, right from the start, they have headed in the wrong direction. You need to understand the question being asked, understand the scope and have a plan on how you will find the answer. All others tasks in the process rely on you having that plan in place.
I need to make two points of clarification. First, BI is often viewed in its entirety as a system that has been developed to manage ongoing information and systemic issues. With this viewpoint, BI is seen as being both large and complex and does not necessarily have a defined end in place. In this article and the …
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"Of all the 36 alternatives, running away is best." - Chinese Proverb |