If careers in business intelligence can exist, then BI must be recognized as a skill and a function within an organization. A recognized art presupposes knowledge and know-how acquired through training, whereas a function reflects an identified need for skills formalized by a job description. Career training requires professional recognition in the form of a diploma or certificate. A function meanwhile demands qualifications and the recruitment process.

This therefore implies a direct relationship between skill and function, training and qualification, diplomas and recruitment. The situation appears simple and it in many cases it is: coppersmith, dentist, pastry chef, airline pilot or accountant are just some occupations that are perfectly defined functions on the job market.

Things get a little more complicated, however, in the area of business intelligence. In terms of careers, we can make a distinction between those that require the implementation of a BI approach: careers in the field of research/operations (monitors, analysts, investigators, etc.?) those in the field of protection (lawyers, IS engineers, safety managers, etc.?) and those in the field of strategy (lobbyists, etc.?). ?). This aggregated approach is clearly very limiting. Consequently, careers exist independently of BI and any interrelation is only theoretical, unless the organization has set up a coordination function (and supposing that the latter has the appropriate means to carry out its purpose). The question marks are there to reflect the emergence of specific but as yet unidentified occupations.

In terms of skills, it is not enough to just say that it is everybody's business to exploit or develop know-how in the area of BI. The efforts need to be coordinated or BI will simply be constrained to being a passing trend. However, in practive, we have seen that BI has revealed not so much a problem with skills as a change in working methods and even people's mentalities. This is because collective skills related to BI are essentially supported by the sharing of information and knowledge between all individuals within an organization. All of this seems highly theoretical, but you only need to go to Vietnam, for example, to see first hand what in our country is merely at the concept stage.

Without hesitation, yes. To implement a public business intelligence policy, the method itself needs to be recognized, notably by encouraging businesses to define new functions or organize those already instated.

This is the very essence of this policy: to arrive at a defintion of careers not by reinventing them but by giving them a new dimension in view of creating new synergies. Some will argue that the process is cosmetic or an attempt at reappropriation - or even encroaching on existing jobs.

The answer is clear: if competitiveness is made possible by restructuring the management or functions of a company and creating specific positions, there should logically be no need for anyone to complain.

A person or organization exercising an activity relating to the research, translation, storage or dissemination of written or oral information in one or more areas of skill, on request or on their own initiative, full or part time in the public or private sector. Monitors contribute to the performance, innovation, risk and threat prevention and protection of an organization.

A person or organization exercising an activity relating to the validation, interpretation and analysis of written or oral information in one or more areas of skill, on request or on their own initiative, full or part time in the public or private sector. Analysts contribute to the performance, innovation, risk and threat prevention and protection of an organization.

Person or organization called upon to audit the collective intelligence of an organization or group of organizations. This will be in reference to a methodology recognized by the signatories of this list in order to install or reorganize a business intelligence system.

Person or organization called upon to provide decision-making advice in areas relating to business intelligence thanks to their skills as a monitor or analyst and expertise in asset protection.

A person who has the power of deletation and multi-disciplinary experience and is tasked in a company to coordinate and organize the work of monitors, analysts and networks in order to help an organization make decisions, influence others, perform well and stay protected.

Person exercising the director-level functions in business intelligence within a territory, administration or group of organizations (competitiveness center, professional sector, union, regional conglomeration, etc.).