Caterpillar case study solution

I have attached a case study. Read the Caterpillar case study. and then do the followings-

1- Perform the analysis of the data

2- Interpret and communicate the results

3- Use dashboards to present the results

4- Show the references used for this paper.

Paper should be 4 pages, APA format

attachment_1
Unformatted Attachment Preview
For the exclusive use of R. Hussain, 2019. W13513 CATERPILLAR TUNNELING: REVITALIZING USER ADOPTION OF BUSINESS INTELLIGENCE Frances Leung and Murat Kristal wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. This publication may not be transmitted, photocopied, digitized or otherwise reproduced in any form or by any means without the permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Business School, Western University, London, Ontario, Canada, N6G 0N1; (t) 519.661.3208; (e) cases@ivey.ca; www.iveycases.com. Copyright © 2013, Richard Ivey School of Business Foundation Version: 2014-03-31 Caterpillar Tunneling Canada Corporation (CTCC), a subsidiary of the U.S. company Caterpillar Inc., had been experiencing a host of problems — e.g., data inconsistency, uneven reporting and poorly defined processes — with its outdated enterprise resource planning (ERP) system. Between 2011 and 2012, it planned to upgrade to its parent company’s SAP but had to cancel due to resource allocation issues. A business intelligence (BI) platform had been deployed locally as an intermediary solution to facilitate business decision making; after the cancellation, it became an even more critical tool to complement the troubled ERP system in transforming raw and disparate business data into actionable business insights. Faced with limited information technology (IT) resources, an inflexible ERP infrastructure, imbalanced user adoption of BI, and under pressure to generate timely financial and performance reporting to the corporate office, Jon McEwan, the CTCC’s business resource manager and head of the finance department, struggled to turn the existing BI solution into the platform of choice for trusted information distribution throughout the company. The BI platform allowed users to link disparate data sources successfully, but not all business units within the company were ready to adopt the software. As a result, the different levels of participation, technical aptitude and personal motivation created an imbalanced reporting landscape characterized by two types of users. On one hand, the analytics junkies who favoured slicing and dicing interactive datasets on their own and getting hands-on with the latest data visualization utilities. On the other, the canned report users who were passive in performing their own analyses or looking beyond the static results generated, and preferred receiving information from the traditional channels with which they were most familiar. Thus, the BI platform had become both the go-to platform for effective decision making for some and a source of multiple versions of the truth for others. This great divide fostered the emergence of “information insiders” who were more proficient in extracting business insights for decision making than those who were less technology-savvy or less adaptive to new tools and processes. To release the full potential of the existing BI platform, McEwan had to focus his energy on user needs and the flaws of the initial BI platform