important than the one.” That saying is true for BI organizations.
Unfortu-nately, many warehouse efforts focus on addressing and bringing
value to a particular department or even specific users, with little
regard to the overall organization. The rogue executive who has his or
her own agenda, business objectives, and budget is a perfect example of
this problem. Sup-pose the executive requests assistance from the
warehouse team. The team responds with a 90-day effort that includes not
only delivering the report-ing requirements defined by the executive but
ensures that all sourced data is blended into the atomic layer before
being fed into the proposed cube technology. This added engineering
ensures that the enterprise warehouse will grow and benefit from the
data necessary for this executive. However, the executive has been
talking with outside consulting firms who have pro-posed accomplishing a
similar reporting application delivered in less than 4 weeks. Assuming
that the internal warehouse team is a competent group, the executive has
a choice. He or she can either support the extra engineer-ing discipline
necessary to grow the enterprise informational asset or can choose to
implement his or her own solution quickly. The latter seems to be chosen
far too often and only serves to create information silos benefiting the
few or the one.
