Designing an integrated framework to align business intelligence with the organization's strategy

Abstract

In today's competitive and data-driven environment, organizations need analytical and information capabilities more than ever before to make big decisions and respond to rapid market changes. Business intelligence, as one of the most important decision-support approaches, enables the collection, integration, analysis, and presentation of data; however, the main problem for many organizations is that business intelligence systems often remain at the level of reporting, operational dashboards, and retrospective analyses and do not find a systematic link with the organization's strategic goals and decisions. The purpose of this research is to design an integrated framework for aligning business intelligence with the organization's strategy. This research is applied-developmental in terms of purpose and qualitative and conceptual in nature, and combines concepts related to business intelligence architecture, implementation success factors, data-driven decision-making, and strategic management using an analytical review of the literature. The main finding of the research is the presentation of the proposed SABI framework that explains the relationship between strategy, data needs, business intelligence processing, analytical insight, decision making, execution and strategic feedback. This framework shows that the real value of business intelligence is created when data is defined from the beginning based on strategic decision making needs and the results of decision execution are fed back into the learning and strategy modification process. The research results can be a basis for designing, evaluating and improving business intelligence systems in large organizations and industrial holdings.