Relevant bibliographies by topics / Strategie Business Intelligence

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Strategie Business Intelligence'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 February 2022

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Journal articles on the topic "Strategie Business Intelligence"

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Knoll, Matthias. "Rezension „Von der Strategie zum Business Intelligence Competency Center (BICC)“." HMD Praxis der Wirtschaftsinformatik 53, no. 3 (January 29, 2016): 404–5. http://dx.doi.org/10.1365/s40702-016-0208-y.

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Bley, Christopher, Alexander Giesel, Uwe Munk, and Franca Ruhwedel. "Big Data & Co." Controlling 33, no. 1 (2021): 58–66. http://dx.doi.org/10.15358/0935-0381-2021-1-58.

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Die Einführung von auf „Big Data“ basierenden Business Intelligence-Lösungen greift tief in Prozessabläufe und Organisationsstrukturen ein und stellt das Controlling vor große Herausforderungen. Wissen über die IT-Strategie, die IT-Architektur und die Leistungsfähigkeit von Softwarelösungen ist erforderlich, damit der Controller den Implementierungsprozess als „Business Partner“ maßgeblich mitgestalten kann.
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Mashingaidze, Sivave. "Harmonizing intelligence terminologies in business: Literature review." Journal of Governance and Regulation 3, no. 4 (2014): 156–62. http://dx.doi.org/10.22495/jgr_v3_i4_c1_p8.

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The principal objective of this article is to do a literature review of different intelligence terminology with the aim of establishing the common attributes and differences, and to propose a universal and comprehensive definition of intelligence for common understanding amongst users. The findings showed that Competitive Intelligence has the broadest scope of intelligence activities covering the whole external operating environment of the company and targeting all levels of decision-making for instance; strategic intelligence, tactical intelligence and operative intelligence. Another terminology was found called Cyber IntelligenceTM which encompasses competitor intelligence, strategic intelligence, market intelligence and counterintelligence. In conclusion although CI has the broadest scope of intelligence and umbrella to many intelligence concepts, still Business Intelligence, and Corporate Intelligence are often used interchangeably as CI.
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Cochran, Henry T. "Strategic business intelligence." Competitive Intelligence Review 2, no. 1 (1991): 20–21. http://dx.doi.org/10.1002/cir.3880020111.

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Pranawukir, Iswahyu, and Agus Hitopa Sukma. "Strategi Corporate Social Responsibility Dompet Dhuafa dalam Membangun Brand Differentiation Lembaga." Jurnal Inovasi Ilmu Sosial dan Politik (JISoP) 3, no. 1 (April 6, 2021): 22. http://dx.doi.org/10.33474/jisop.v3i1.9000.

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The research aims to determine the Dompet Dhuafa Foundation's CSR strategy in building brand differentiation through the establishment of the Smart Ekselensia Republika school. It also concerns the dynamics of the Dompet Dhuafa Foundation's business paradigm which focuses on CSR programs to form brand differentiation. This type of research is case study with a qualitative descriptive method. It aims to describe the establishment of a school accompanied by an explanation of the process of occurrence, development and changes in various aspects of the dynamics of its CSR. Thus, there are peculiarities of cases which the researcher describes descriptively based on dynamic and contextual chronology. The results showed that the Dompet Dhuafa Foundation's CSR strategy in building brand differentiation is based on social awareness, that business contributions are social benefits; economic awareness, that the maximum profit from business is the maximum benefit in increasing charity in society; and legal awareness, that justice efforts that have been criticized by the pudblic can be maximally fulfilled because the efforts being carried out have a segment of the dhuafa. Differentiation is an achievement that combines the shared value business context in the three intelligences. Intellectual intelligence is proven in the provision of education, emotional intelligence by building social service businesses for the poor, as well as spiritual intelligence with the principles of trust, worship and Islam. So, business differentiation is a business that presents God in its operations.
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Alnoukari, Mouhib, Rakan Razouk, and Abdullatif Hanano. "BSC-SI, A Framework for Integrating Strategic Intelligence in Corporate Strategic Management." International Journal of Strategic Information Technology and Applications 7, no. 1 (January 2016): 32–44. http://dx.doi.org/10.4018/ijsita.2016010103.

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Integration of Strategic Intelligence with corporate strategic management is becoming of vital importance for modern and flexible organizations in the last few years. The main achievement of this integration is to help decision makers to systemically implement their corporate strategies, adapt easily to changes in the environment, and gain competitive advantages. This manuscript per the authors will extend the studies in this domain, and clarify the relationships between Business Intelligence, Competitive Intelligence with Strategic Intelligence. It will also explain the impact of Business Intelligence on Corporate Performance Management, Operational Business Process, Competitive Intelligence, and Strategic Intelligence. Finally, it will explain the new proposed framework BSC-SI that can facilitate the integration of Strategic Intelligence with Balanced Scorecard methodology.
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Alnoukari, Mouhib, Rakan Razouk, and Abdullatif Hanano. "BSC-SI." International Journal of Social and Organizational Dynamics in IT 5, no. 2 (July 2016): 1–14. http://dx.doi.org/10.4018/ijsodit.2016070101.

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Integration of Strategic Intelligence with corporate strategic management is becoming of vital importance for modern and flexible organizations in the last few years. The main achievement of this integration is to help decision makers to implement systemically their corporate strategies, adapt easily to changes in the environment, and gain competitive advantages. In this article, the authors will extend the studies in this domain, and clarify the relationships between Business Intelligence, Competitive Intelligence with Strategic Intelligence. They will also explain the impact of Business Intelligence on Corporate Performance Management, Operational Business Process, Competitive Intelligence, and Strategic Intelligence. Finally, the authors will explain the new proposed framework BSC-SI that can facilitate the integration of Strategic Intelligence with Balanced Scorecard methodology.
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Yermish, Ira, Virginia Miori, John Yi, Rashmi Malhotra, and Ronald Klimberg. "Business Plus Intelligence Plus Technology Equals Business Intelligence." International Journal of Business Intelligence Research 1, no. 1 (January 2010): 48–63. http://dx.doi.org/10.4018/jbir.2010071704.

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In this article the authors will show how the parallel developments of information technology at the operational business level and decision support concepts progressed through the decades of the twentieth century with only minimal success at strategic application. They will posit that the twin technological developments of the world-wide-web and very inexpensive mass storage provided the environment to facilitate the convergence of business operations and decision support into the strategic application of business intelligence.
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Cronin, Blaise. "Strategic intelligence and networked business." Journal of Information Science 26, no. 3 (June 2000): 133–38. http://dx.doi.org/10.1177/016555150002600302.

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Purity.U., Ndubuisi-Okolo, Anekwe Rita Ifeoma., and Theresa Anigbogu. "The Effect of Strategic Intelligence on Business Success in Selected Commercial Banks in South-East, Nigeria." International Journal of Trend in Scientific Research and Development Volume-1, Issue-6 (October 31, 2017): 87–98. http://dx.doi.org/10.31142/ijtsrd2502.

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Dissertations / Theses on the topic "Strategie Business Intelligence"

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Švec, Richard. "Zhodnocení stavu systému Business Intelligence a návrhy na jeho zlepšení." Master's thesis, Vysoká škola ekonomická v Praze, 2015. http://www.nusl.cz/ntk/nusl-264581.

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This thesis analyzes the situation in the area of Business Intelligence at O2 Czech Republic. It focuses on identifying key issues and finding solutions to the overall improvement of the service within the company. It can be a guide for managers on how to proceed in the analysis of the BI environment, finding opportunities for improving organization setup and technical aspects, especially in the data warehouse solution. Here one can also find recommendations on how to proceed with the definition of development methodologies and how to effectively set the tools and processes associated with the development of the data warehouse. This approach results in an efficient, clearly documented and sustainable development concept of the data warehouse in a large company.
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Ouhel, Radek. "Business Intelligence řešení pro síť čerpacích stanic." Master's thesis, Vysoká škola ekonomická v Praze, 2013. http://www.nusl.cz/ntk/nusl-198020.

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The main idea of this thesis is to find an optimal Business Intelligence solution for monitoring and analysis of petrol stations, which would be provided as a complementary product to the current production system, and would aim to contribute both to the business of the customer, and provider of this software. Main goal is to design the solution, as well as to develop consequent marketing strategy, all the while taking many factors into consideration. These factors are e.g. status of current production system, competitive environment, customer requirements and many others. In order to fulfill the goal, extensive research of relevant literature and academic publications has been performed. Main areas of interest in this research were marketing strategy development methodologies, licensing and pricing policies, IT project management methodologies and Business Intelligence theory. Thesis also uses a lot of company's internal information, such as the data structure and quality of the database, or prevailing needs and requests of current customers. Contribution is the sole demonstration of combining various internal and external factors, taking into account whilst designing the solution. The thesis demonstrates, that Business Intelligence in its broader definition, may for certain groups of customers result in an original and non-conventional solution. Non-conventional both from the perspective of features and components, as well as the tools and development environments used to implement it. Thesis begins by researching given sources. The research is followed by the theoretical part, describing general Business Intelligence principles relevant to the topic. Fourth chapter foreshadows the current status-quo, informing about features and architecture of current production system, data sources and also about a current business strategy of the company providing Europos software. Current status-quo in relation to the external environment is described in the next chapter, where competitive and market analyses are conducted. The sixth chapter sums up the facts from previous chapters, and transforms them into concrete customer requirements regarding the form and content of future solution. Based on those requirements, conceptual design of the solution is made in chapter seven, which also includes the solution's increment delimitation. Chapter eight describes selected tools for the solution, and refines the design by more specific physical data model diagrams. Final solution is depicted and described in chapter nine. Finally, the thesis ends with chapter eleven, where all categories of marketing mix are designed, therefore there is a clear vision of how, and for how much would the product be offered and sold to the customer.
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Knap, Pavel. "BI Governance." Master's thesis, Vysoká škola ekonomická v Praze, 2009. http://www.nusl.cz/ntk/nusl-11567.

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The thesis is focused on the area of Business Intelligence Governance that seeks to management BI as a complex environment in an organization. The goal of this thesis is to create comprehensive BIG framework that will help to understand and lead BI, to support business strategy execution. The fist part of this thesis is introduction to the area of BIG. It contains definition of the term BI, description of trends in BI, definition of the term BIG and the answer on question Why do we need to governance BI. The second part focuses on description and evaluation of existing BIG instruments. The third part handles about new BIG framework and authorities. It describes particular building blocks of the framework and discovers structure of BIG authorities.
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Reslová, Monika. "Podpora implementace strategie s využitím IS/ICT." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2017. http://www.nusl.cz/ntk/nusl-316936.

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The target of the thesis is to propose an appropriate information system that ensures the implementation of the business strategy for the garden division of the company AGRO CS a.s. Specifically it targets evaluating the use of enterprise information systems and the application of business intelligence according to the information base describing the company's business strategy. The thesis is divided into three parts. The first one is the theoretical part that outlines the methods used for analysing the business strategy and the theory background about business strategy itself. It also contains information system theory. The second part, the analysis part, presents the company and is based on the theoretical part. It also implements methods used for analysing the business strategy and analysing the appropriateness of the use of EIS systems or business intelligence applications. In the last part, the proposal part, an appropriate EIS or BI system is chosen based on consultations, requirements and targets that are the outcome of the previous part.
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Všetička, Martin. "Marketingová strategie firmy v oblasti CRM IS." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2008. http://www.nusl.cz/ntk/nusl-264903.

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The Master’s thesis deals with the issue of the proposal of a marketing strategy in Melzer company in the area of Customer Relationship Management (CRM) of Information Systems (IS). It concentrates on modern marketing conception and emphasizes the necessity of effective CRM. It explains important factors in connection with successful CRM IS implementation. It analyses domestic market of CRM IS including information system QI which is supplied by Melzer company as well as an internal CRM atmosphere in the firm. In the practical part there are analytical conclusions and recommendations leading to the proposal of the marketing strategy. This should significantly enable the firm to penetrate into the market of CRM IS and become successful.
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Bílková, Gabriela. "Posouzení informačního systému firmy a návrh změn." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2013. http://www.nusl.cz/ntk/nusl-223786.

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This work deals with the assessment of the company's information system in real business environment, consider the advantages, disadvantages and risks of introducing information systems. Theoretical basis of this work explain the basic concepts relating to information systems analysis, especially terminology, analysis and trends. In the next chapter is described in detail the company and primary object is to assess information system of company based on strategic analysis and to suggest improvements of current state of information systems and technologies in described company.
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Kirilov, Iglika. "Strategic Intelligence Strategies for Improving Performance in the Nonprofit Sector." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7104.

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Nonprofit leaders face competition, rapid changes, increasing complexity in their operating environments, and diminishing financial support, all of which threaten achievement of their organizational missions. The purpose of this single case study was to explore strategies nonprofit leaders used to develop plans for performance improvement based on strategic intelligence. The research sample was composed of 3 leaders of a nonprofit organization located in the midwestern region of the United States who implemented nonprofit strategic initiatives to improve their organization's performance. The conceptual framework used for this study was Maccoby and Scudder's strategic intelligence conceptual system for leading change. Data were collected from semistructured interviews and a review of public and internal documentation and performance outcomes. Data were manually coded and thematically organized. The results of data analysis showed leadership and organizational philosophy, foresight effectiveness, systems thinking and knowledge centricity, and smart motivation as the key themes. Findings provide evidence that developing and implementing strategic intelligence-based plans can assist nonprofit leaders in improving organizational performance. The implications of this study for positive social change include providing strategies to nonprofit leaders for how to guide their organizations through rapidly changing environments, compete successfully, and sustain delivery of high-impact goods and services to the public and communities that they serve.
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Brinkmann, Daniel. "Strategic capability through business intelligence applications." Thesis, University of Gloucestershire, 2015. http://eprints.glos.ac.uk/2736/.

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This thesis analyzes the potential strategic capability that can be improved from the deployment of business intelligence (BI) applications. AOK Niedersachsen (AOKN), a German health insurance company in the north of Germany (Lower-Saxony), is used as the case study for primary qualitative research and analysis. For many years, information and data have been considered even “factors of production” for companies; but data and information have become more complex, requiring processing and structural analysis to get the needed transparency in the company. Data from different operational sources must be extracted and structured to provide information for management accounting employees, top management, and end-users throughout an organization. In the healthcare industry, BI systems have played a crucial role for decades. For organizations such as AOKN, the application of BI tools and technologies can create and support sustainable capability. Several research questions are answered in this thesis through structured one-to-one interviews with different AOKN employees, and the resulting analysis of interview data. A qualitative approach to this case study is used, allowing the researcher to get in-depth information about a specific context. When case studies are conducted, the one-to-one interview is considered to be an optimal instrument and a significant source of evidence. BI technologies and tools are classified within an appropriate conceptual framework which integrates the complex BI demands and structures of AOKN, identifying different components as part of the framework - systems infrastructure, data provision, reporting, and information receiver. The framework is further enhanced by four factors of a competitive advantage model drawn from existing literature to develop capabilities. The use and integration of BI technologies and tools in the strategy development process are then analyzed. Different BI tools, that have an important function during the whole strategy process, are recommended for each strategy phase. The final area of research examines the possible addition of new functions and solutions to current BI technologies and tools to enhance the potential of these systems in gaining capabilities. Research findings encompass system access, report characteristics, and BI end users profiles and capabilities. To this end, a structured model gives examples of practical AOKN BI projects that have generated strategic capabilities for the organization. At the end, the conclusion chapter stresses the needs of contribution to knowledge (theory and practice).
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Kashora, Kudzai. "Leveraging mobile business intelligence to create strategic business value." Master's thesis, University of Cape Town, 2014. http://hdl.handle.net/11427/13218.

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Currently, there is a growing need for mobile Business Intelligence (BI) in the business world as the nature of work is changing and employees are more mobile than ever before. Mobile BI promises portability and pervasive access to BI, making it a topic high on many directors’ agendas; however the tangible and intangible benefits of mobile BI are still not well understood. Coupled with this, BI practitioners’ are sceptical about the real business value of delivering BI reports to mobile devices and how this undertaking can bring about organizational changes in the long run. As the field of mobile BI is still in its infancy, there is a lack of research which addresses the business value of mobile BI. The existing studies in this research area have been focused on adoption and implementation strategies. This study therefore attempts to address the gap by investigating how mobile BI can be utilised to enhance organizational performance and also contribute towards strategic business value. In light of this, an extensive literature review was conducted which revealed that mobile BI usage can result in benefits, such as improved employee performance management, organizational agility and customer satisfaction. A conceptual model was developed based on the literature and this model acted as the framework for investigating the research problem.
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Melichar, Jan. "Implementace Business Intelligence ve stavebnictví." Master's thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-161818.

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Diploma thesis is focused on the strategic performance management and Business Intelligence domain. Main objectives of the thesis are to define strategic goals of building enterprise by help of the Balanced Scorecard (BSC) concept and to assign specific metrics to these strategic goals. Another objective of this work is to design Business Intelligence (BI) implementation which means building a data warehouse upon company data, multidimensional cubes and user-defined reports. Initial theoretical principles are described in the first part of this work in which main issues of strategic performance management, BSC concept and BI domain are specified. In the practical part the strategic goals and specific metrics of building enterprise are defined. The output of this chapter is an overall strategic map containing strategic goals with assigned metrics and also comments describing mutual relationships of these goals. Next chapter deals with building a data warehouse upon company data, multidimensional cubes and user-defined reports with measured values interpretation. Contribution of the thesis consists in the enterprise management model upon BSC concept which helps specify strategic goals and also the design of BI implementation which should simplify monitoring of these strategic goals by the help of the metrics specified. Another contribution for building industry enterprise management can be an overview of main BI technologies and the ways and means of its practical application.
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Books on the topic "Strategie Business Intelligence"

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Gansor, Tom, Andreas Totok, and Steffen Stock. Von der Strategie zum Business Intelligence Competency Center (BICC). München: Carl Hanser Verlag GmbH & Co. KG, 2010. http://dx.doi.org/10.3139/9783446424869.

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Business analysis for business intelligence. Boca Raton, FL: CRC Press, 2012.

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Strategic intelligence: Business intelligence, competitive intelligence, and knowledge management. Boca Raton, FL: Auerbach Publications, 2006.

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Liebowitz, Jay. Strategic Intelligence. London: Taylor and Francis, 2006.

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Solberg, Søilen Klaus, ed. Market intelligence: Building strategic insight. [Frederiksberg, Denmark]: Copenhagen Business School Press, 2009.

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J, McGonagle John, ed. Improved business planning using competitive intelligence. New York: Quorum Books, 1988.

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Effective strategy execution: Improving performance with business intelligence. Berlin: Springer Berlin, 2012.

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Dutka, Alan F. Competitive intelligence for the competitive edge. Lincolnwood, Ill: NTC Business Books, 1999.

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Michele, Chambers, and Dhiraj Ambiga 1975-, eds. Big data, big analytics: Emerging business intelligence and analytic trends for today's businesses. Hoboken, New Jersey: John Wiley & Sons, Inc., 2013.

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Fuld & Co. CI strategies & tools: I3 : Internet intelligence index. Cambridge, Mass: Fuld & Co., 1996.

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Book chapters on the topic "Strategie Business Intelligence"

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Bär, Reinhard, and Philippe Purtschert. "Business-Intelligence-Strategie als Basis." In Lean-Reporting, 1–24. Wiesbaden: Springer Fachmedien Wiesbaden, 2013. http://dx.doi.org/10.1007/978-3-8348-2292-5_1.

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Totok, Andreas. "Entwicklung einer Business-Intelligence-Strategie." In Analytische Informationssysteme, 37–58. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-04816-6_3.

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Totok, Andreas. "Von der Business-Intelligence-Strategie zum Business Intelligence Competency Center." In Analytische Informationssysteme, 33–53. Berlin, Heidelberg: Springer Berlin Heidelberg, 2015. http://dx.doi.org/10.1007/978-3-662-47763-2_3.

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Gluchowski, Peter. "Ansatzpunkte zur Gestaltung einer Business Intelligence-Strategie." In Strategisches Management zwischen Globalisierung und Regionalisierung, 387–402. Wiesbaden: Gabler, 2008. http://dx.doi.org/10.1007/978-3-8349-8067-0_17.

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Finck, Wolfram M., and Marc Schomann. "Von der Business Intelligence zur E-Intelligence." In Strategic E-Business, 411–41. Wiesbaden: Gabler Verlag, 2001. http://dx.doi.org/10.1007/978-3-322-86973-9_13.

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Fleckenstein, Mike, and Lorraine Fellows. "Data Warehousing and Business Intelligence." In Modern Data Strategy, 121–31. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-68993-7_12.

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Jiang, Lei, Daniele Barone, Daniel Amyot, and John Mylopoulos. "Strategic Models for Business Intelligence." In Conceptual Modeling – ER 2011, 429–39. Berlin, Heidelberg: Springer Berlin Heidelberg, 2011. http://dx.doi.org/10.1007/978-3-642-24606-7_33.

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Bontempi, Gianluca, Souhaib Ben Taieb, and Yann-Aël Le Borgne. "Machine Learning Strategies for Time Series Forecasting." In Business Intelligence, 62–77. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-36318-4_3.

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Fischer, Ulrike, and Wolfgang Lehner. "Transparent Forecasting Strategies in Database Management Systems." In Business Intelligence, 150–81. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-05461-2_5.

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Kamolov, Sergey, and Kirill Teteryatnikov. "Artificial Intelligence in Public Governance." In Technology and Business Strategy, 127–35. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-63974-7_9.

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Conference papers on the topic "Strategie Business Intelligence"

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Olszak, Celina, and Ewa Ziemba. "Business Intelligence as a Key to Management of an Enterprise." In 2003 Informing Science + IT Education Conference. Informing Science Institute, 2003. http://dx.doi.org/10.28945/2672.

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The paper focuses on the Business Intelligence systems. At the beginning, knowledge as an important and strategic asset that determines a success of an enterprise is presented. Next, some characteristics of the Business Intelligence systems are discussed and their architecture is described. Purposefulness of applying such solutions in an enterprise is highlighted. An integrated approach to build and implement business intelligence systems is offered. The systems are shown in four dimensions: business, functional, technological and organisational
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Rovcanin, Adnan, Adna Mataradzija, and Amra Mataradzija. "Knowledge Management through the Implementation of Business Intelligence Tools." In Annual International Conference on Business Strategy and Organizational Behaviour. Global Science and Technology Forum (GSTF), 2012. http://dx.doi.org/10.5176/2251-1970_bizstrategy33.

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Haupt, Ross, Brenda Scholtz, and Andre Calitz. "Using Business Intelligence to Support Strategic Sustainability Information Management." In the 2015 Annual Research Conference. New York, New York, USA: ACM Press, 2015. http://dx.doi.org/10.1145/2815782.2815795.

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Najdawi, Anas, and Sree karan Patkuri. "Modeling Business Intelligence Process: Toward Smart Data-Driven Strategies." In 2021 International Conference on Computational Intelligence and Knowledge Economy (ICCIKE). IEEE, 2021. http://dx.doi.org/10.1109/iccike51210.2021.9410804.

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Creus, Fernando Luis. "The Digital Transformation of the Knowledge Worker." In SPE Annual Technical Conference and Exhibition. SPE, 2021. http://dx.doi.org/10.2118/205879-ms.

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Abstract Technological advances unveil a dual reality in the oil and gas Industry. On one hand, the benefits of blockchain and artificial intelligence (AI), among others, has arrived to revolutionize the industry. On the other hand, industry professionals remain trapped in bureaucratic processes that undermine their performance. The diagnosis: knowledge workers, responsible for optimizing the recovery and economic performance of the fields, are the missing link in the digital transformation chain. They are suffering the digitalization of the status quo. This paper puts forward a broad digital transformation framework designed to increase the knowledge worker's productivity. Digital transformation is not just about the implementation and use of cutting-edge technologies. It is also the response to digital trends, and about adopting new processes and redesigning existing ones to compete effectively in an increasingly digital world. Prioritizing technology as the ultimate goal puts the business processes and the knowledge workers aside from the discussion. The key to this proposal is rethinking the business model according to the possibilities of new technologies based on a six-dimension scheme:Corporate strategy: It defines the long-term vision and investment criteria for value creation. Technology is an element within a business scheme that should not be analyzed in isolation.Digital strategy: Within the corporate strategy, what operational and strategic role does technology play? Should it only support the company's operation, or should it drive strategic reinvention?Culture: While digital transformation is the company's response to digital trends, culture is the muscle that provides (or not) the attributes required to succeed in this transformation endeavor. Innovation and creativity should be promoted as part of the company's DNA.Knowledge processes: A business model, built on new technologies, will necessarily impose new and automated practices. While the automation of physical processes is a fact, the automation of knowledge processes is the weakest link.Data governance: It defines the necessary conditions that guarantee the quality of the information and its strategic acquisition. Two elements are a must: the automation of processes, thereby avoiding arbitrariness in data management; and centralized databases, thereby eliminating data duplicity and criteria discrepancy.Data Science: At this point in the model, the company has efficient, automatic, and fast processes, assuring the quality and availability of the data from its conception to the final storage. Then, data scientists will have all the means, and a clear and aligned vision (corporate strategy) to extract meaningful insights for the business.
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Dona, J. M., J. I. Pelaez, and L. G. Vargas. "Strategic Assessment of Business." In 2009 Ninth International Conference on Intelligent Systems Design and Applications (ISDA 2009). IEEE, 2009. http://dx.doi.org/10.1109/isda.2009.95.

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Sandholm, Tuomas. "Super-Human AI for Strategic Reasoning: Beating Top Pros in Heads-Up No-Limit Texas Hold'em." In Twenty-Sixth International Joint Conference on Artificial Intelligence. California: International Joint Conferences on Artificial Intelligence Organization, 2017. http://dx.doi.org/10.24963/ijcai.2017/4.

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Poker has been a challenge problem in AI and game theory for decades. As a game of imperfect information it involves obstacles not present in games like chess and Go, and requires totally different techniques. No program had been able to beat top players in large poker games. Until now! In January 2017, our AI, Libratus, beat a team of four top specialist professionals in heads-up no-limit Texas hold'em, which has 10^161 decision points. This game is the main benchmark challenge for imperfect-information game solving. Libratus is the only AI that has beat top humans at this game. Libratus is powered by new algorithms in each of its three main modules: 1. computing blueprint (approximate Nash equilibrium) strategies before the event, 2. novel nested endgame solving during play, and 3. fixing its own strategy to play even closer to equilibrium based on what holes the opponents have been able to identify and exploit. These domain-independent algorithms have potential applicability to a variety of real-world imperfect-information games such as negotiation, business strategy, cybersecurity, physical security, military applications, strategic pricing, product portfolio planning, certain areas of finance, auctions, political campaigns, and steering biological adaptation and evolution, for example, for medical treatment planning.
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Yucel, Sakir. "Modeling Digital Business Strategy." In 2018 International Conference on Computational Science and Computational Intelligence (CSCI). IEEE, 2018. http://dx.doi.org/10.1109/csci46756.2018.00047.

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Rudometkina, M. N., and V. G. Spitsyn. "Detection of processing model basic elements in intellectual analysis of flexible processes through business process intelligence." In 2014 9th International Forum on Strategic Technology (IFOST). IEEE, 2014. http://dx.doi.org/10.1109/ifost.2014.6991080.

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Daud, Salina. "Does Emotional Intelligence Effect Leaders Strategic Decision Making?" In IEBMC 2017 – 8th International Economics and Business Management Conference. Cognitive-Crcs, 2018. http://dx.doi.org/10.15405/epsbs.2018.07.02.55.

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Reports on the topic "Strategie Business Intelligence"

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Jones, Emily, Beatriz Kira, Anna Sands, and Danilo B. Garrido Alves. The UK and Digital Trade: Which way forward? Blavatnik School of Government, February 2021. http://dx.doi.org/10.35489/bsg-wp-2021/038.

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The internet and digital technologies are upending global trade. Industries and supply chains are being transformed, and the movement of data across borders is now central to the operation of the global economy. Provisions in trade agreements address many aspects of the digital economy – from cross-border data flows, to the protection of citizens’ personal data, and the regulation of the internet and new technologies like artificial intelligence and algorithmic decision-making. The UK government has identified digital trade as a priority in its Global Britain strategy and one of the main sources of economic growth to recover from the pandemic. It wants the UK to play a leading role in setting the international standards and regulations that govern the global digital economy. The regulation of digital trade is a fast-evolving and contentious issue, and the US, European Union (EU), and China have adopted different approaches. Now that the UK has left the EU, it will need to navigate across multiple and often conflicting digital realms. The UK needs to decide which policy objectives it will prioritise, how to regulate the digital economy domestically, and how best to achieve its priorities when negotiating international trade agreements. There is an urgent need to develop a robust, evidence-based approach to the UK’s digital trade strategy that takes into account the perspectives of businesses, workers, and citizens, as well as the approaches of other countries in the global economy. This working paper aims to inform UK policy debates by assessing the state of play in digital trade globally. The authors present a detailed analysis of five policy areas that are central to discussions on digital trade for the UK: cross-border data flows and privacy; internet access and content regulation; intellectual property and innovation; e-commerce (including trade facilitation and consumer protection); and taxation (customs duties on e-commerce and digital services taxes). In each of these areas the authors compare and contrast the approaches taken by the US, EU and China, discuss the public policy implications, and examine the choices facing the UK.
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