Organizational design around business intelligence and business analytics has been evolving over the last few years. We have seen many different types of formations and naming conventions around the business intelligence competency center (BICC), the Business Analytics Center of Practice, the Center of Excellence. They may be virtual or structured. They may report to the CIO, CFO, the CEO or a line of business. However, in a recent survey by the Business Applications Research Center, it has been found that organizations who have this formation in their organization outperform in every area that was measured.
And, regardless of the exact details of how it is configured, it appears that the most successful design is when there is both a shared service center and a larger community of stakeholders that keep in regular communication. Perhaps is it a Business Analytics Community of Excellence? We would love to share thoughts, organizational design ideas and best practices in this area. How is your organization currently structured for success?
I often get asked about the importance of having your data in excellent shape - accurate, complete, relevant, etc - before you start using BI. The conventional wisdom, usually in IT, is that the data has to be right or the users will not trust it. Of course, that's true - to a point. The success of any reports, dashboards, scorecards or analytics often rests on the quality and trust people have in the data they see through that BI content. But the reality is that the data is never perfect. The "single version of the truth" (something I question as a goal but that's another day) is a journey that will never be reached 100%. So waiting until the data is completely trustworthy before rolling out BI is a folly that, in fact, will slow down the realization and need for data quality to be addressed where it needs to be addressed - in the business.
The truth is that data quality is often improved because of BI. While the first reaction might be to "blame the messenger" - the reports or tools that were used - the reality is that exposing data quality issues and discussing how to address them is essential to establishing the sense of ownership in the business and the subsequent need for governance programs that will continually improve the quality over time.
To be clear, we cannot build BI on top of truly bad data and expect that to be acceptable. Our data warehouses and data marts must meet a sufficient level of quality to make the use of that data valuable and meaningful. But don't let the quest for "the best" prevent us from starting our journey towards "the better".
Which means we need to move to both a information governance mandate and a BI governance (e.g. BICC) mandate that work in concert and alignment with each other. And that means that our information management strategy and our BI strategy have to be viewed together. Each depends on the other.
And yet too often companies are more focused on one or the other. Some companies start headlong into a BI strategy without any real consideration of the information management strategy that goes with it. The result is a truly failed BI initiative that will struggle to regain credibility. And there are probably just as many companies who invest a tremendous effort on data warehouse design and development, MDM, and data governance with little attention to how the business can effectively use all that data with BI.
So which comes first - the need for information governance and information strategy or the need for BI governance and BI strategy? Chicken or egg?
We are conducting a BICC research study over the next month. If you have any information you would like to share on BICC org structures or any other best practices and/or would like to be a part of this research study, please drop me a line here.
Some of the preliminary content we will be looking at for the research study include:
Do you currently have an organization in place that will support the initiative and provide the proper communication and functions you need to achieve success?
If so, do you follow an in-source VS out-source BICC format?
How many people are in your BICC relative to the size of your company?
Who does the BICC report too? CFO? CIO?
What type of org structure do you follow?
I would be happy to hear any feedback/comments on this research study, drop me a line on this thread and I will contact you for more information.
Exercise daily. Star in your own sitcom. Visit the Great Pyramids. Run a marathon. Go hand-gliding. Drive the Pacific Coast Highway. Climb K2. Attend the Winter Olympics...Shoot...Compete in the Winter Olympics!
Goals. They can be our rudder out in the high seas of life that give us purpose and direction.
For the ones that don’t ever get accomplished the reasons vary but for a lot of us the reason for the missed goal is as simple as, “life just gets in the way”. We get distracted with other tasks that seemed more pressing - and even more interesting.
One of the perennial goal making exercises we all go through is the New Year’s resolution...Do you even recall what your New Year’s resolution was this year??? Notice I said was and not is. That was intentional. :) So many things come up over time that these things just get buried until we finally forget them completely. Harmless usually. They're usually fun things we'd like to start or stop doing.
All well and good if these are personal goals but what about your work-related goals? Suddenly, it is much more important that they get accomplished. That’s for certain. Even more importantly, how are these work-related goals measured so you and others can track your progress? (Are they even measured?) Well, I’m sure they’re being measured and monitored in some capacity which may be fine for you as the individual employee but how good is that for the organization if the company has little or no visibility into what your measurements are and how these measurements role up to support achieving the top-line corporate goals?
In a time where companies and ‘the Street’ are so margin conscious in expecting more to be accomplished with less resources, purposeful action by the workforce has never been more important. Ensuring a productive workforce operating efficiently is critical to survive and succeed in today’s marketplace.
I've seen many organizations successfully and unsuccessfully deploy this Strategy Execution business practice. When done right, a Strategy Execution Framework can do many performance enhancing things to improve a company's bottom line. This Framework has a foundation built around using a collaboratively defined set of KPIs for each individual employee. In this framework, these KPIs as displayed in a scorecard tool are collectively 'networked' and aligned to the rest of the workforce’s scorecards which can all be aggregated together showing a direct causal tie to the company’s top-line goals.
Said differently, whatever the top-line strategy is, the contributing components, i.e. sales, marketing, services, finance, product development, etc. including the individuals within those contributing components, have a common framework in place to ensure the organization is marching along to the beat of the same drummer and not playing their own songs as they see fit. Without this framework the company loses valuable horsepower through reduced productivity because the workforce isn't aligned and fully accountable for meeting enterprise strategy-supporting targets. As a result, you’ll have employees doing what they think are the right things without any accountability and inherent strategy alignment. Worse, what happens as the enterprise strategy changes? How quickly is your organization able to realign itself to course-correct the direction of the ship so it’s headed towards the new target??? What are the consequences if your competitors are adjusting more quickly to these changes?
Well, hopefully the reasons for getting started on this initiative are clear. Still, it's surprising that there are not many companies responding to the need for greater accountability, sharper alignment, and more nimble adaptability of its most important resource, its workforce.
So, what are some tips for getting started with this initiative? Well, there are some clear must-haves when starting a project like this including getting C-level executive sponsorship. Without it, you'll fail. This initiative spans the entire enterprise and you'll need someone sponsoring it that has that kind of gravitas to make it happen when others don't want it to happen. Another critical gotta-have-it-in-place is that there needs to be an owner of the overall “Strategy Execution Framework” initiative. This individual needs to not only be a project leader but also needs the intellect to be able to translate what these KPIs are going to be as derived from the top-level strategy. This translation will be required rom the enterprise- to the individual contributor-level across all functions and roles and outline where the cross-functional alignment is for those 'shared' metrics where multiple functions and/or individuals are necessary to achieving the result. Please know that this is no small chore and, as a result, without this leadership in place companies will continue to struggle deploying an enterprise-wide Strategy Execution Framework. In my opinion, until companies start adopting this type of "management" and "measurement" methodology they will have workforce productivity struggles whereby their workforce will be end up loosely focused on the "right" things and, worse, as the enterprise strategy changes, they'll be slow to adjust...even more worse will be if it's slower than their competition. This Framework through the use of integrated scorecards provides executives, functional leaders, and managers visibility into the actual versus the targets to assess how the individual, the function, and the company is performing to better anticipate potential shortfalls while allowing for greater adaptability as these early warning signs appear.
Perhaps if we all implemented more personal scorecards for accomplishing our New Year’s resolutions we might have a higher success rate at that too but that's for another time.
Ever been the San Francisco? Great place, huh. Well, even if you haven't I'm sure you'd recognize an image of the Golden Gate Bridge without fail. Among many other unique characteristics it's got that unmistakeable burnt orange exterior and seems to perfectly blend in with the environment around which it stands. Stunning. Built AND assembled in America soup-to-nuts. A feat of engineering representing man's force of will in de facto equilibrium with nature. The same can be said about the Golden Gate Bridge's lesser known sister bridge, the Bay Bridge. But, the Made In America stamp on the Bay Bridge is soon going to change. As reported by David Barboza in yesterday's New York Times, the massive outsourcing project that's in place today to build the "eastern span" of the San Francisco Bay Bridge - Yuerba Buena Island to Oakland - is being done not in America or Canada or close by Mexico (Hello NAFTA!) but in...(wait for it)...China. Shocked? Doubtful.
This 21st century go-to-production model is certainly not a new wave in business strategy but it's certainly a trend emerging more and more as the rule more than the exception. Think Apple and its product development and manufacturing strategy for starters. Many others are right there too but this is the first multi-billion dollar municipal project farmed out to a foreign country thousands of miles away in Shanghai, China. As Bob Dylan said, "The Times They Are A Changin" ...and are gonna keep on...
I am not looking to discuss the virtues of outsourcing nor am I wanting to discuss the potential risks resulting from a heavily-weighted strategy leveraging a long line of supply chain partners in a corporate build strategy. What I'm more interested in is that there are changes in the way we run our businesses to adapt to this new outsourcing, global supply chain-dependent strategy that we need to consider. The changes are that the United States and many, many other countries around the globe are becoming more and more knowledge-based in their corporate philosophy and less and less manufacturing-based. We certainly can't stop this tide as there are serious downstream consumer benefits that exist that must be appreciated as the big box retailers take over the world and deciding on the cheapest yet best quality alternative. There is a sheep mentality out there where companies better find a way to produce high quality products at a low price or they'll be extinct before you can say Edsel.
Given these shifting sands, what we can do is think about whether or not we now have the proper instruments in place to measure and monitor how these businesses are operating and performing. Currently, our external reporting requirements here in America are based upon early-twentieth century created Generally Accepted Accounting Principles, or GAAP, which are designed to reveal important information about companies (think railroads, automobile makers, and manufacturing enterprises of all kinds) that then dominated the U.S. economy. These companies were from the old school industrialized economy model where their value was inherently based upon the assets on their balance sheet. (Think purchasing plant, machinery, equipment, rolling stock, and other units of production from suppliers.) WYSIWYG. 'What you see is what you get' transparency where the costs of these assets were recorded on balance sheets and depreciated over time as they were used to generate revenues. Balance sheet values thus roughly reflected the cost of replacing the company as a whole, and the company’s earnings reflected the costs of producing the goods and services that were responsible for its revenues. Pretty simple, huh? Nice. Well, that reporting model works nicely when you're in a simple manufacturing-based economy but what about now when we've changed the game and added complexities like outsourcing, deeply entrenched supply chains, and global operations all doing mostly knowledge-based work where the real building is done in far flung locations by 3rd parties?
This is the Knowledge Economy. A change as profound as the Industrial Revolution in eighteenth-century Britain. We're at a new juncture and yet we don't have the right instruments in place to manage, report, and analyze our businesses differently given this monumental change in global business strategy? Do we really look at the business with an up to date view or are we just doing what we're told. Frankly, I think the entire finance department should rethink the reports they're generating in partnership with their IT counterparts and ask what the viability of these reports really is. Love this one, "We do things this way because it's what we've always done." Imagine if that's how the Beatles or Elvis or even the Rolling Stones thought. Heck, forget them. Imagine if that's how David Bowie thought. He's masterminded the art of adaptation over the years. Cha-cha-cha-changes...In rock 'n roll or business survival tactic #1 is adapting quickly to the changing landscape. As conditions change, update your strategy and rethink the way you're running your business.
As Winston Churchill said, "Now this is not the end. It is not even the beginning of the end. But it is, perhaps, the end of the beginning." This is your strategy. This strategy is never unbending or unwavering. A good strategy is adaptable with risk assessments forall sorts of business impacting events. As a result, the workforce needs to be setup to adapt as the strategy changes. This Strategy Execution Framework can help get people doing the right things as quickly and purposefully.
For more information on strategy execution frameworks, please visit this URL with some superior resources for you to access.
Leveraging IBM OpenPages & Cognos Clarity for Risk Management, Disclosure Management and XBRL
In yesterday’s Financial Performance Insider Webcast, a monthly webcast series brought to you by Business Analytics software at IBM, we delivered business content to our global customer community highlighting important business practice updates about today’s ever-evolving regulatory, compliance, financial reporting and risk management landscape and how finance, IT and risk management teams can better prepare and arm themselves for effective stewardship of these market realities. In addition, we touched on how enterprises can leverage IBM solutions, in this case, IBM OpenPages and IBM Cognos Clarity FSR, as part of the Business Analytics software solution suite to enable these practices most effectively. As mentioned, these IBM solutions can help automate and manage these related processes driving value through improved efficiencies and greater transparency to ensure proper regulatory compliance is in tact and enterprise risk is effectively managed and monitored. This ability to deliver integrated solutions across these critical practice areas all in the face of changing business strategies and the evolving external demands on the enterprise is critical to IBM delivering business value in its solutions for its customer community. Peppered throughout the webcast customer success stories were discussed proving the real-world value these solutions deliver for organizations worldwide. In addition, empirical research about the state of enterprise risk management, disclosure management and XBRL were discussed to provide greater context for how critical these processes are and are only going to get more and more complex over time thereby reinforcing the urgency to start building a more robust infrastructure around these vital business processes.
In the webcast, we featured the 3 IBM Product Marketing leaders including IBM’s Doug Barton, WW Product Marketing Lead for Financial & Risk Analytics, Dan O’Brien, Product Marketing Director for IBM Clarity Systems, and John Kelly, Product Marketing Director for IBM OpenPages.
There were many valuable nuggets of information to extract from each of their presentations too numerous to mention but to summarize their presentations down to a few topic areas would be that they each highlights that there are certainly traditional challenges facing finance and risk departments in today’s business environment only now with emerging complexities becoming more and more demanding on these departments as we look down the road at what’s coming. These summarized areas discussed were:
Transparency, rating agency and regulatory demands for risk and compliance information;
Electronic filing requirements (Think XBRL); yet
No relief on what Doug called, “the “performance imperative”.
Many of those present on the webcast work in publicly traded organizations and have seen shorten filing deadlines and an ever expanding workload…and yet the “last mile of financial reporting” has largely lacked true, analytic and collaborative technology support.
That was clear. Yet there is hope. Doug mentioned the results from the CFO Executive Board survey at the end of 2010, discussing the changes in finance budgets to reflect these new concerns for finance and risk management teams.
There are certainly many challenges facing finance, IT, and risk management professionals today to address myriad practices on their agendas today. As Doug, Dan and John reinforced throughout the webinar, Business Analytics software at IBM has a solution portfolio through solutions like IBM Clarity FSR and IBM Openpages that can harness, automate and enable effective management of these practices.
Click the image to find out more about IBM Cognos Clarity
What ROI have other IBM Cognos customers gained from using our solutions?
There are many, many IBM customers leveraging IBM OpenPages and IBM Clarity FSR solutions to enable their disclosure management, XBRL and risk management practices, some of which are discussed during this webcast.
A few customer success stories discussed were:
Omnicom Group - In first two years Omnicom was able to increase cash flow by $200M by lowering accounts receivable balances greater than 60 days by 3.5%.
United Technologies - 20% savings efficiently addressing new XBRL and “last mile” demands putting into practice IBM Clarity FSR. They use IBM Clarity FSR to deliver all of their required regulatory filings 10 Qs and 10 Ks – pulling information from dozens of G/Ls and supplemental data sources. Automating this process to supported both core external reporting process and integrated XBRL tagging in a single solution without errors
Barclays - Reduced cost, improved efficiency and effectiveness, a better overall view of risk and compliance posture and the dependencies between them, and implemented a IBM Business Analytics platform used extensively by the business, particularly when completing risk and control assessments.
In addition, the presenters drilled deeper into our solutions that address these key processes:
Click the image to find out more about IBM OpenPages
How much of a learning curve is there with FSR? Very little – since you will be using the familiar tools of excel and word with added functionality
Does IBM Cognos Clarity FSR have SEC EDGAR HTML as an output option? Yes, our latest release of FSR supports EDGAR conversion – giving our SEC reporting customers a single integrated solution for report building, XBRL tagging, and EDGAR conversion
(XBRL) Do I have to tag every Q and K that I produce in FSR? You will do most of the heavy lifting during the mapping and tagging of your first XBRL filing – after that you can re-use the tags when you roll forward the report to jump start the next period’s report
IBM Cognos Clarity FSR: Does FSR only automate consolidated external reports? Do you have any customers that use FSR for automating internal reporting? FSR can be used to automate and enhance controls over any multi-author process driven reporting. We have many customers that use FSR for external reporting, as well as internal reporting.
Hope you enjoyed. Please let me know if there's additional information you need or questions.
1. If you write a book about analytics, they’ll make a movie about you. It may even star Brad Pitt: For the second year in a row, the event’s keynote speakers are co-authors of a famous book about analytics. Last year, the unlikely duo of “Dubner and Levitt” recounted their insights from the world of Freakonomics. Hollywood made that book into a documentary. This year, IOD welcomes Billy Beane and Michael Lewis of Moneyball fame. Beane, you may recall, was the general manager of the perennially cash-strapped Oakland A’s baseball team who found a new (and controversial) way to win by analyzing player statistics that other teams both overlooked and undervalued. A bestselling author, Lewis transforms a discussion about sports stats into an exploration of the nature of talent and how to identify it to maintain your competitive edge. Hollywood made Moneyball into a movie, too. Here's the preview:
3. There are precisely 46 days left to take advantage of the Early Bird Discount: Actually, it’s less than that. Take away the 12 weekend days when you’re unlikely to be at your desk, there are in fact 34 days. Of course, you can register after Aug. 31, but why pay more? Click here for registration info.
4. You can save another $100 off your registration with a single tweet: Yes, it is just that simple. Follow @IODGC2011 and tweet with the hashtag #IOD11 and we’ll send you a code through direct Twitter message (That is, if you’re OK with us following you as well).
5. You can get IBM-certified for free: Take up to three IBM software certification exams at no charge and take as many more as you’d like at half-price. You’ll save $100 per exam and come home with certificates suitable for framing.
6. Information On Demand boasts IBM’s largest EXPO. Explore more than 300 exhibitors, meet with IBM experts and see hands-on demonstrations to see what’s possible with our software, get answers to your toughest questions and try the latest products that until now you’ve only heard about. There's lots more about the EXPO here.
7. It’s not just for Business Analytics:Information on Demand 2011 is also home to Information Management and Enterprise Content Management Forums, with in-depth introductions to IBM solutions for data management, enterprise content management, information integration, master data management and data warehousing. These capabilities are fundamental to successful analytics deployment, so be sure to attend some of their breakout sessions or demo peds as well.
8. It’s even better when you bring your team: Attend with your colleagues to maximize your learning and professional networks. Divide and conquer when you can’t decide between sessions. See more of the EXPO and get more of your team excited about what’s possible with IBM solutions. Collaborate on alibis if necessary. Plus, sign up six of your colleagues and the seventh conference pass is on us! Contact the IOD 2011 Event Team for more information on our company pass discounts.
What if you knew tomorrow’s winning lottery ticket number? Imagine the possibilities. Quit your job? Travel the world? Buy that convertible Bentley you’ve always wanted? Addition to the house? Pay off those nagging debts? Think about the impact of knowing what a stock price will be next week, or knowing when your car is going to break down, or exactly when your roof is about to start leaking? Better, what about if you had early insight into your future health condition? Now, wait a minute! Something seems different here. With regard to the winning lottery ticket number that seems a lot more unpredictable than say, picking a stock or determining when your car is going to break down not to mention forecasting potential health concerns. It certainly is different.I’m sure you can guess the difference between predicting the winning lottery ticket number and the other examples. I’ll state it anyway. It’s because in these other examples we can draw from historical data, analytical research, individual’s input based on their experience, and a vast array of data to more accurately determine what is likely to happen. Once you know this information you can begin to do some planning for these possibilities or scenarios. Seems pretty logical, right? We know how much information is being captured today by companies about their customers, employees’s insights, internal operations and external market conditions that there’s obviously not a problem with lack of data to do this predictive analysis. Yet, in a lot of companies today this practice does not happen with regularity. Companies aren’t using their most valuable resources available for forecasting – their people and their data – to develop this in-house capability.
Look, I don’t need to tell you the advantages of knowing what’s likely to happen and how an organization can exploit this knowledge. If you’re an investment bank in 2006 and have a large amount of CDO’s and mortgage-backed securities on your books it might have been helpful to hear from these traders and other knowledgeable people in your operations that these speculative instruments were bound to go belly up. In hindsight the information was all there but there wasn’t a culture in place to gather this feedback. Prescience. Only helpful to the enterprise if there’s a platform in place to capture these insights and communicate them up the corporate tree so all are aware. Without this kind of enterprise forecasting platform the enterprise won’t die…not overnight that is. But, in the long run, it might suffer from multiple missed opportunities which could lead to a slow death by a 1,000 cuts.
The more unbiased participation you can glean from the relevant stakeholders and knowledge experts the more likely you’re going to be able to predict what will likely happen. The key is reaching out into your workforce across functional areas, remote operations, corporate support units, to gather feedback as far out into the future as they can most accurately predict with some likelihood which can then be leveraged by business unit managers, executives and other stakeholders to make decisions NOW based on this feedback. If you know something’s likely to happen in the future, say a hurricane, are you going to remain in your home if your home is in the hurricane’s direct path? No, of course not. You’re going to do everything you can to save all of your earthly possessions – maybe even your home, if possible – and get out of there. You’re acting now. Not waiting for the day of the hurricane to do something about it. This is the basis for business forecasting.
Only in obtaining honest, unbiased feedback from your workforce will you be able to trust this information to take action on it. If it’s not unbiased – meaning the figures that are produced from this effort were top-down dictated (think sales manager telling their sales rep what their next quarter’s sales figures MUST be vs. what this sales rep believes the figures WILL MOST LIKELY be – it ends up with little use for decision making. It becomes a performance contract.
This is not your mother’s forecast. You should not be repeating the same process you’ve gone through in your annual budget cycle. This forecast process has a different intention (insights for decision making) than the budget (annual objectives typically tied to performance contracts) and therefore needs to be designed and administered differently than the budget. With a forecast, benefactors of this process include more than just the executive management team but also the actual contributors to the forecast and their managers. This is because there’s now a formal means of submitting honest and real feedback about what’s really coming. Managers can then take that information and have a real discussion about the difference between what the direct report said was likely to happen and what the targets are. That gap between the two is where the real golden nugget of value exists in delivering a forecast. This changes the conversation from “this is your target, now go get it done” to something like “your targeted number which we captured in the annual budget is different than your newly forecasted number for the same thing…let’s discuss this difference and see how/if we can make up the shortfall”.
Think of the Titanic and the benefits of an early detection system. Would it have been helpful to identify that fatal iceberg well in advance of its arrival??? Duh. It was later learned that the captain of the Titanic saw the hulking iceberg well before the actual impact but, because of the sheer size of the Titanic and how much open sea was needed for it to veer off course, it was too late to veer away. This is just like your business. If the Titanic knows that it can only change course with at least 500 yards of open sea in front of it then the captain should at least be forecasting and re-forecasting in increments of 500 yards because that’s the space it needs to react. Otherwise, we know what can happen. Your business forecasting time horizon and the frequency which you update the forecast, or re-forecast, should be planned similarly.
Other related resources:
Execution: The Discipline of Getting Things Done by Larry Bossidy & Ram Charan
Implementing Beyond Budgeting by Bjarte Bogsnes
Switch: How to Change Things When Change Is Hard by Chip & Dan Heath
Lastly, don’t let the perfect be the enemy of the good. There’s no simple way to go about doing this right. Every company is different with its own politics and culture. The key is to get started with some small wins and build from there. I’d suggest you start in an area of the business that could benefit from a forecast more than others. What department needs the most help? Partner with IT and/or Finance depending on where you sit in the organization and make it happen. Get a quick win and expand. Baby steps.
Wanted to write something, so chose to write something about Cognos BI, I am new to blogging so please be considerate if you fell the content is not great enough to read or something. These are something basic about Cognos BI Reports.
IBM Cognos is the world leader in business intelligence (BI) and performance management software for the enterprise. Cognos BI provides the capability to distribute reports and dashboards with personalized content for each recipient from a single report
nDistribute reports on-demand or based on a time or calendar-based schedule, events or an external trigger
nSchedule simultaneous or sequential batch reporting jobs for multiple output formats, destinations, and views
nSupports industry standard security authentication sources and data and communication protocols and encryption standards
nCognos 8 has a scalable, multi-tiered architecture:
Single API lets programmers customize , expose, or hide any BI capability using any programming language, e.g. Java, MS .Net, C, C+.
1. Before saving the websheet, make sure Excel calculation mode is set to ‘Manual’.
2. Delete all Rows and Columns beyond the last used cell before saving. Excel does not do a good job in cleaning up and there is no point having web render more than it needs to. Use Excel’s Go To Last Cell feature to find the last used cell. If the Last Cell includes empty rows and columns, delete the unused ones.
3. Use the subsets in the view when creating the Activeform, especially on the rows. This will eliminate the need for Active Form to insert a hidden sheet with the element names.
4. Delete any Named references with #Ref in them, do an Excel find to see if there are any #Ref in cell formula, check for external links and change/delete
5. Keep SUBNM formula to a minimum
6. Dynamic subsets puts a lock on the cubes which the dimension is part of. Use MDX instead.
The article or script provided on the blog can be used for any no of times in any environment , but it doesn’t guarantee of success or damage caused to your environment.
It is recommended to test the content of the site in the lab, before making use in the production environment & use it completely on your risk.
The articles/scripts/suggestions/tricks published on the site is provided AS-IS with no warranties or guarantees and confers no rights.
A tag is a keyword you assign to make a blog or blog content easier to find. Click a tag to find content that has been assigned that keyword. Click another tag to refine the search further. Click Find a tag to search for a tag that is not displayed in the collection.