Commonly BI/EPM  solutions connect strategy and goals to metrics and  analytical applications but we would argue that this falls short of what is needed. This is because it is also crucially important for managers to know that decisions/corrective actions can be implemented and to be able to monitor the impact of their decisions.

Consider when a doctor analyses symptoms and test results. He makes a diagnosis, decides on remedies from what is available in terms of medicines or operations having a reasonable understanding of the risks and possible secondary effects of a proposed treatment. Often at this stage a second opinion is necessary or indeed a number of opinions are sought from specialists. After treatment the next and equally crucial stage is following up closely the reaction to the treatment. This involves monitoring the improvements or side effects and taking additional action as and when  necessary.

Back to the enterprise, the effectiveness of BI/EPM solutions rely on the available performance improvement facilities (policy amendments, process change, new resources or business networking)   that managers know that can be used within a certain time and cost.  Optimisation on what should be done, given prevailing constraints and interrelationships between processes, is a complex issue and therefore support from specialised tools can result in significant benefits. Next, the key to success is feedback; monitoring the expected and actual values in the relevant performance indicators.     

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