Centralized Data Reporting Infrastructure
Do you make the decisions from a headquartered base, or do you assign it out to different divisions? Report system consultants around the world, now debating that age-old argument related to centralization versus decentralization; except now, it’s the use of data and the enterprise reporting system that is the focal point of this captivating argument. Senior vice president at New York Community Bank, and an experienced data analyst, Zhongcai Zhang, says that centralization is the path to take when it comes to business intelligence. Except that, in this case centralized management takes on a new meaning. A Centralized Data Reporting Infrastructure is key.
Because a reporting systems infrastructure works best when key members of different areas work together; decentralizing the reporting systems team and projects, often causes inconsistencies. IT and report system consultants have a harder time configuring the needed communications, networking and required collaborations with other area management executives. Placing different types of analysts around the organization may cause too many discrepancies in the business reporting system, eventually, causing the enterprise analytics to go nowhere.
While these opinions may be a bit strong for many experts, other report consulting companies say, the rationale is sound. For analytics to work well there needs to be a foundation of strong data integrity; a 360° view of the customer’s activities; a strong enterprise educational foundation and collaboration with the report system consultant.
IT teams feel this is a little idealistic, as it is practically impossible to get all the data in one place. But experts like Zhang Fei say centralized analytics don’t work the way other centralized systems do. It is more about using tools from one centralized location to access data located at different resource areas – and not necessarily that of placing all the needed data under one roof.
It means accessing the data efficiently through sets of application tools and technologies. While IT should support and manage the data, it needs to access this data from within a centralized location – and this data shouldn’t be restricted solely to the varying IT business analysts and their departments. Data-driven decisions require a centralized team with a strong local reporting analyst leading to a single path to upper management. If upper management decision-makers receive analytical data from multiple locations, it becomes too confusing for them, and consequently, loses its effectiveness.
Creating this centralized environment is challenging and requires a clear analytical leader to organize, and bring about cooperation from the different IT departments. The goal would work similarly to that of a pyramid, with a base of operations reporting to middle tier management, then following through to the analytical manager, followed by the management team.
Organizations that don’t have centralized IT reporting system, should work toward this goal. Understandably, every business is different, but team leaders need to be innovative and figure out how to integrate analytics into every department of the organization – and the foundation of all of this lies in the reporting systems analyst’s lay out of the reporting system.