we all know so well, the market where the technology is very important because you can get the results we all hope and then the liquid has a huge market with great potential to operate I can say that the market for government bonds, where we can manage the technology, only to gives an indication of size, 3500-3800 operations per second, the marketing authorization of credit cards, etc. where he ran an average of about 700-800 transactions per second.

So you ask, how can we grow.  we use a lot of technology, but technology has become a product that everyone can have it, the only difference is the people, can make the technology better than anyone else. This is the first principle we think to build growth beyond national boundaries.

We assume that the knowledge and reputation are key factors to guarantee growth, and the facts necessary to establish this, let’s together with the innovation that we call a smart company and supported by business intelligence. That means building an intelligent enterprise, considering the 4 pillars that support the business, but with a little “different, or only through their characters who work in these pillars. In the end, growth is usually provided by a series of phenomena, several exogenous factors that companies own and endogenous factors. This phenomenon is the appeal of the state, we all know, today’s “Today, our country is not very interesting, we hope that with everything you’re trying to do to be interesting and we can build the attraction base as one the basic conditions for businesses to grow.

The second problem is that management leadership capable of innovating, the third issue is the ability to develop competitiveness and the fourth theme is the ability to exploit new technologies. Well, the only common denominator in all this are the people who work with passion, perseverance and supported by the talent will make a positive difference in the company. Now, try to read the five pillars that support the company through logic and talent, we analyze the first pillar is the pillar of knowledge. Company filled with all knowledge, all: the problem is a management problem, namely, the problem is always a problem for everyone, the people who have experience can extract the knowledge and expertise. In this way, knowledge becomes a driving force to bring innovation, discipline is the first weapon for competitive company and the leading of its competitors. Here, the theme of knowledge in relation to the people who work in business must be a culture, must be a way of life and management of the company should be able to accumulate in a person’s ability to factor common knowledge that all ‘in the company. This is the first key point, the first pillar that we started working with the people in this business and I must say we have to start changing business management, business management within a culture. The company’s management from the 2000s rather than the 80 management, management of the 2000s should be a management that can handle a variety of leadership, management must be able to manage the diversity of people within the company, because everyone can contribute to achieving results. The second point we have discussed the four pillars of a smart, as mentioned, is the factory. Plants, whatever it is, has a software factory is a factory service and so on, we are treated not as a workshop, as he had in the past, but as a central conceptual and productive. That is, we considered the construction of identity and the center through a competitive ideation which we can directly go to the product of evolution. the ability of people to look around you how investing in business, the biggest increase innovation that might be taken, as a revolutionary innovation does not do the things that have the ability to see things you do every day with slightly different eyes, and thus the real and completely new innovation.

The third pillar: we watched with one eye working in a profession and professionalism. Currently, there are risks of internationalization, there are risks of globalization and so on, we tried to lift the company by focusing on job satisfaction and personal satisfaction of individual subjects. We want to give everyone a role in the company, an important role for the growth. With management tasks, we try to make people understand the importance of their role in growth. For us, the issue of management training has enabled smart to answer the question in a different way from the 2000s from the 90′s and 80′s. Second thing: the ability to develop talent and talent is something lacking today. What are we trying to do the whole process is to develop a mechanism within the company can exploit and the people who make the people of this talented. Talent we are the people who can work with a better service than our competitors and other entities. The only difference is: we only use the technology and the technology available to all people, you have the money and you buy it from IBM by Microsoft, for all those who can provide. But the real difference lies in the people who can make it work. Here, we try to build a mechanism that would allow people to have a passion to have the accreditation will be given credit for what they do and what they do, so we have to trigger the mechanism that has brought our company a company with the highest reputation in Europe , of course one of the companies operating in our sector. Thus, knowledge and reputation, built only with the method of examination through a process of management and operational talent. If so there will be a second round, then I will talk about technology, because it is the key to growth and business success.

romote the competitive advantage in market. In short, the Business Intelligence enables organizations to take better decisions faster.

In the best of worlds, the managers, from the lowest caposupervisore administrator delegate, make decisions ba

sed on their experience, the perception of business, business plan, and information available. Often experiences, perceptions and strategies used in decision making is rather static: that is, change very slowly. The information, however, are always new, which means that often changing rapidly and so important. It is often difficult to control these changes and understand their meaning. Make better decisions mean better one or all parts of the process: this has also resulted in fewer decisions poor and a greater number of exce

llent ones. Best decisions have resulted better achievement of corporate objectives, such as improving the value shareholder base.

Business intelligence helps to better policy making by analyzing whether, Indeed, the actions taken are going hand in hand with the objectives of the company. Deciding what is a better decision for an organization is best achieved by a set of cle

arly defined objectives and a plan to achieve them. This relationship between the general plan of a company and the Business Intelligence is not a one-way street, with Business Intelligence simply receiving the plan and uses it as a balance to measure the quality of decisions. Business Intelligence has a major role in creation of these strategies and plans. It is faster to take best decisions, and more strategic decisions are those in which business intelligence is more essential.

What is a well-conceived plan of action if it’s just too late to achieve competitive advantage? Most sectors are highly competitive, and business opportunities are extremely sensitive to the schedule. Companies highlighting opportunities but too slowly decide how to exploit lose against rivals faster. Need to take decisions not only best but also better decisions faster. The need for spe

ed also applies to obtaining feedback in an organization. If is not available, neither a quick nor a complete circle of information, decisions shall be taken either without the support of information or outdated information. The negative consequences of not having information or to dispose of obsolete information can be enormous, for example losing a major customer or continue to produce a product that consumers no longer want. While having a perfect information support every decision is a goal not achievable, the

re is no doubt that taking regularly best decisions soon provide a competitive advantage.

Convert data into information To make better decisions faster, executives and managers need to have important and useful facts at hand. But often there is a big gap between the information decision makers require, and the mountains of data that companies collect every day. This phenomenon we call gap analysis. To fill this gap analysis, organizations make significant

investments in development of BI systems to convert raw data into useful information. The most effective systems BI accessing huge volumes of data (the order of Gigabytes and even Terabytes) and provide instant subsets relevant to decision makers in a form in which these people can easily put them in the report. Some call this process “Analysis at the speed of thought” to be able to get an answer to a question almost simultaneously with the wording of the question. This makes possible a jump quantum in the qualit

y of which can be performed, which leads to an understanding much better activity. In Chapter 2, “Bridging the gap analysis,” explains how BI systems support “analysis at the speed of thought.” Some consider the contribution of technology to provide useful information as basic definition of Business Intelligence: systems, applications, processes and procedures which collect and convert large volumes of data into useful information for management and control of business activities in departments, divisions and business units. We believe it is a vision too limited.

While technology is a significant part of this process, often the most Business Intelligence is difficult to be able to define which information is useful and relevant to a decision. Enterprise-wide BI solutions are entrusted collection and production of reports of most critical metrics of a company, sometimes called key performance indicator (KPI), which is a leading indicator of performance. KPIs drive companies to make decisions that affect particular business unit and also the company in general. Explain better the KPI later in this chapter in the paragraphs on the measurement. In addition to KPI, now more than ever, the vision of Business intelligence has expanded beyond the measures that traditionally have intrinsic characterized the production of management reports. With the progress of e-commerce, transaction systems business-to-business (B2B) and business-to-consumer (B2C) Business Intelligence is increasingly to provide actionable information to people outside the organization: often as an additional source of income. Throughout the book, including case studies in Part II and practical advice in Part III, we provide the details to help you understand the importance and the technical specifications conversion of raw data into useful information to support decision making.