A shortcoming of the original DSS systems was that they were developed by different business units, resulting in disagreement between users on data definitions. Thus, no organisational view on data existed. These different data definitions also lead to i

A shortcoming of the original DSS systems was that they were developed by different business units, resulting in disagreement between users on data definitions. Thus, no organisational view on data existed. These different data definitions also lead to inconsistent reports that cannot be used by management for decision making. In turn, the inconsistent reports cause users not to trust reports and organisational data. These problems were aggravated by the fact that data that went into the DSS systems were sometimes 'dirty' or inaccurate as there was no 'scrubbing' or cleansing process to ensure accurate data, presented in a uniform format. Lastly, data were shared reluctantly in business-unit-centric systems, and the data were not integrated, requiring complicated bridges to share data [citing Moss & Adelman 1999a]. The shortcomings of DSS systems became profound as the users of these systems changed from administrators at a tactical level to analysts and managers at the strategic level.