From Business Intelligence to Performance Management

Business intelligence systems in banks have traditionally focused on analyzing accounting measures and intended solely for the production of information for decision support. In the current economic scenario, however, the evolution, extension and constant updating of Business Intelligence systems are essential conditions for ensuring the achievement of business objectives. Even more important is, in this context and in light of the opportunities offered by technology, the evolutionary adaptation of systems for monitoring business performance (BPM - Business Performance Management). Indeed, evolved BPM systems offer the possibility of supporting not only performance analysis from a historical perspective but also strategic planning and measurement in forecasting terms, broadening the function of BPM from an information tool for strategic planning to an effective "device" medium for planned strategy, capable of aligning the entire organization with high-level choices. In this perspective, there is a gradual decentralization to the user of BPM services, no longer intended for the exclusive support of top management but with the intention of supporting and transmitting to every level of the organization sensitivity to business objectives (including, for example, front-end positions in branches and on virtual channels). Therefore, performance measurement, understood as a dynamic process capable of supporting critical reflection on business strategies and results, is increasingly characterized by its systematic approach across different business areas, consequently proving to be a tool effectively aligned with the bank's strategies and making visible the contribution of its people and organizational units.