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5 Key Building Blocks for a Successful Analytics Program
5 Key Building Blocks for a Successful Analytics Program
5 Key Building Blocks for a Successful Analytics Program
5 Key Building Blocks for a Successful Analytics Program
5 Key Building Blocks for a Successful Analytics Program
5 Key Building Blocks for a Successful Analytics Program
5 Key Building Blocks for a Successful Analytics Program
5 Key Building Blocks for a Successful Analytics Program
5 Key Building Blocks for a Successful Analytics Program
5 Key Building Blocks for a Successful Analytics Program
5 Key Building Blocks for a Successful Analytics Program
5 Key Building Blocks for a Successful Analytics Program
5 Key Building Blocks for a Successful Analytics Program
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5 Key Building Blocks for a Successful Analytics Program

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This webinar covers the five critical competencies a manufacturer should develop for a successful analytics program. The conversation compares and contrasts the roles and capabilities of MI and BI and …

This webinar covers the five critical competencies a manufacturer should develop for a successful analytics program. The conversation compares and contrasts the roles and capabilities of MI and BI and discusses the common focus on analytics-based management decision making.

What can be learned from the parallel discipline of Business Analytics that can be applied to increasing the EMI role in corporate management? Comparing and contrasting Business Intelligence and EMI provide insights into the training, culture and commitment needed to realize the benefits of analytics as a key decision support strategy.

On August 8, Sarah Gates, VP of Research at the International Institute for Analytics, discusses the five critical competencies businesses should develop to build a successful analytics program. Using the DELTA model framework, Sarah tells how successful executives develop and create significant business value from analytics, especially with predictive modeling and prescriptive capabilities that are essential for organizations to compete in the 21st Century.

Our Guest - Sarah Gates is the VP of Research at IIA. In this role, Sarah delivers leading analytics insights and guidance to companies in the US and abroad, helping them use analytics to improve decision-making. Prior to joining IIA, Sarah worked for 20 years in a variety of financial, analytical and operational leadership positions in business and in Oregon state government.

The recorded webinar is available at:
http://www.nwasoft.com/resources/webinars/five-key-building-blocks-successful-analytics-program

Published in: Business, Technology
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  • 1. Copyright © 2013 IIA All Rights Reserved
  • 2. Copyright © 2013 IIA All Rights Reserved
  • 3. Copyright © 2013 IIA All Rights Reserved IIA is an independent research firm that guides organizations to better leverage the power of analytics. Working across a breadth of industries, IIA uncovers actionable insights, learned directly from our network of analytics practitioners, industry experts and faculty. We deliver critical information that helps your business run smarter. IIA co-founder and Research Director, Thomas H. Davenport
  • 4. Manufacturing Intelligence • Real-time connectivity • Manufacturing analytics • Data-source independent • Manufacturing operations • Manufacturing processes • Plant floor level integration • Data source integration Business Intelligence • Static connections • Business analytics • Proprietary • Business operations • Business processes • ERP/Data warehouses • Constrained integration Copyright © 2013 IIA All Rights Reserved
  • 5. Copyright © 2013 IIA All Rights Reserved Adapted from Competing on Analytics, Davenport and Harris, 2007
  • 6. Copyright © 2013 IIA All Rights Reserved • Conceptually they are the same – insights into the operation to make better decisions. • At the system level – a traditional BI system may be different from a MI system • As with other industries, manufacturers are having to become more predictive and prescriptive in order to drive better performance HOW DOES BI/ANALYTICS RELATE TO MANUFACTURING INTELLIGENCE?
  • 7. Copyright © 2013 IIA All Rights Reserved MATURING YOUR USE OF ANALYTICS It is not just having the data or the talent…..
  • 8. Copyright © 2013 IIA All Rights Reserved Adapted from Competing on Analytics, Davenport, and Harris, 2007
  • 9. LEVELS OF ANALYTICAL MATURITY Copyright © 2013 IIA All Rights Reserved Adapted from Analytics at Work, Davenport, Harris and Morison, 2010
  • 10. Copyright © 2013 IIA All Rights Reserved LEVELS OF ANALYTICAL MATURITY 5. Analytical Competitors. “Analytical nirvana.” Use analytics across the enterprise as a competitive differentiator and in strategy. 4. Analytical Companies. “Good at analytics.” Highly data oriented, have analytical tools, and make wide use of analytics. Lack commitment to fully compete or use strategically. 3. Analytical Aspirations. “See the value of analytics.” Struggle mobilizing the organization and becoming more analytical. 2. Localized Analytics. “Use reporting.” And analytics or reporting is in silos. 1. Analytically Impaired. “Not data-driven.” Rely on gut feel and plan to keep doing so. They aren’t asking analytics questions and/or lacks the data to answer them.
  • 11. Copyright © 2013 IIA All Rights Reserved Adapted from Competing on Analytics, Davenport, and Harris, 2007
  • 12. BIG IDEAS • You need to think about each of the DELTA model competencies when evaluating analytics maturity • Measure your progress and set goals that will push you to continue to improve • Analytics for offense and defense are critical • Learn from other firms and industries • Take advantage of the power of predictive and prescriptive analytics. Copyright© 2013 IIA All Rights Reserved
  • 13. Copyright © 2013 IIA All Rights Reserved View Recorded Webcast

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