The authors recognise that there is no "one-size-fits-all" approach to implementing business intelligence strategy within universities. Elements of best practice have been taken from a case study of Imperial College, which may be applied across other institutions. The process starts with implementing and developing systems that capture robust data and provide a platform for enhanced reporting capabilities. Once this platform has been established, people, process and systems need to be harmonised with each other. Systems need to capture the information in fine detail, which can then be used to underpin reporting at other levels within the organisational hierarchy. By doing this the same information can be circulated throughout the organisation at different levels of granularity, and consistency of understanding can be achieved about how analysis has been carried out and how decision-making has been informed. As the organisation's business intelligence strategy develops over time it is crucial to establish mechanisms to revisit and appraise success and/or limitations. Universities do not exist in a vacuum and must continually adapt and respond to the environment they inhabit. Reporting needs are likely to change and the organisation must develop system capabilities and regularly engage with users of management information to ensure relevance and buy-in. However, the guiding principles discussed in this paper of consistent data, stakeholder participation and information policy frameworks are likely to remain significant factors for those leading business intelligence initiatives. (Contains 13 figures.)