Evaluation of key value drivers as a decision support tool for strategy implementation in BHP Billiton Manganese

• Main Author: Ralephata, Mpoti Abisaai
• Other Authors: Kay, Neil
• Published: Heriot-Watt University 2010
• Subjects: 658
• Online Access: http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.575203

This study evaluated the use of Key Value Drivers as a decision support tool for strategy implementation in BHP Billiton Manganese. The evaluation methods used in this study were subjective and were based on perception data collected from BHP Billiton Manganese Management. Three data collection methods were used, namely, survey questionnaire, archival search and interviews. The results obtained indicated that BHP Billiton Manganese managers perceive Key Value Drivers to be an effective decision support tool for strategy implementation, however the current Microsoft Excel model that has evolved over the past decade is perceived to be difficult to maintain with respect to data management and the support that is offered to users in the form of training material and on-line help is limited. The study indicated that Key Value Drivers as currently used in BHP Billiton Manganese, are an important integrator for a number of business processes such as Planning, Performance Management, Business Improvement and Management Information Systems. At a practical level, the study provided a method for identification and ranking of Key Value Drivers and a subjective evaluation process that can be used to get user input in design and implementation of management information systems. At a theoretical level, the study has shown that the relevance of Decision Support Systems and Value Based Management approaches still persists in contemporary managerial decision-making and that there is potential to use modern technologies such as Business Intelligence platforms to support these legacy systems. The empirical findings of this study were in general supportive of what could be expected based on the literature review covering Decision Support Systems, Key Value Drivers, Business Intelligence and Information Systems’ Evaluation Approaches. The Business Intelligence implementation project that is currently underway will benefit from the feedback generated by this study, particularly by ensuring that the two key shortcomings of the current KVD model are addressed. The study was a cross-sectional study limited to BHP Billiton Manganese. The study can be replicated in other Customer Sector Groups or repeated in BHP Billiton Manganese to create a longitudinal profile.