When business transformation occurs, many business improvement projects are initiated. Reporting is a key subject in such cases as you cannot improve on what you cannot measure. Replacement of the reporting tool can seem an obvious starting point in such instances, as the current reporting tool used may be slow and cumbersome. Therefore replacing it with a tool that has all the bells and whistles attached could solve all the current issues and deliver what the business wants.
However purely focusing on the tool may solve many issues, but without first understanding the requirements of the business, a new tool will not be able to deliver the strategic benefits that the business needs.
One factor that may prevent adequate analysis of requirements undertaken is pressure to make a difference quickly from stakeholders. Expectation management is required when this occurs, so that the improvement project is not setup for failure. Tactical quick wins will be required as part of this, along with additional long-term improvements, however they should all be geared to what the business explicitly needs, rather than what a new tool can do.
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