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  • 1. IBM Global Business ServicesExecutive ReportIBM Institute for Business ValueBusiness Analytics and OptimisationAnalytics in the boardroomAccelerating competitive advantage
  • 2. IBM Institute for Business ValueIBM Global Business Services, through the IBM Institute for Business Value, developsfact-based strategic insights for senior executives around critical public and privatesector issues. This executive report is based on an in-depth study by the Institute’sresearch team. It is part of an ongoing commitment by IBM Global Business Servicesto provide analysis and viewpoints that help companies realise business value.You may contact the authors or send an e-mail to for more information.Additional studies from the IBM Institute for Business Value can be found
  • 3. IntroductionIn an environmentof accelerating complexity, organisations theworld over are feeling new pressures to act with speed and certainty. Three areas stand out asparticularly volatile, subject to uncertainty and critical to performance: customers, risk andregulation. Leading organisations are responding with carefully targeted analytics effortsdesigned for maximum strategic advantage in each area. In each case, analytics can beapproached with a common framework: Firstly, laying an information foundation to facilitatespeed of decision-making. Secondly, mining integrated data for sources of new value, and thirdly,detecting and exploiting opportunities with predictive analytics.For Board members, the opportunity to pose tough questionsto managers of the business – and expect precise answers inreturn – will grow exponentially as organisations increasinglybecome data-driven. Will customer defections derail a growthplan? What risk does inadequate capitalisation pose? Will newand unexpected regulations wipe out profitability? Toughquestions like these can be asked and answered with precision,but to get to the stage where they can do so, Board membersmust first understand what business analytics makes possible.Organisations that take a wait-and-see approach to analyticsare falling behind their more determined peers. As highlightedin the 2011 IBM/MIT Sloan Management Review (IBM/MITSMR) New Intelligent Enterprise study, the number oforganisations using analytics to create a competitive advantagehas surged 57 percent in just one year, to the point wherenearly 6 out of 10 organisations are now differentiatingthemselves through analytics (see Figure 1).1By Fred Balboni and Susan CookAccording to the 2011 IBM/MIT SMR study, these organisa-tions are also more than twice as likely to substantially outper-form their peers as those not using analytics.2This gap hasmajor implications for businesses seeking to make the bestpossible decisions in an increasingly uncertain and volatileworld.Note: Percentage of total respondents who rated the level that information and businessanalytics is able to create a competitive advantage for their organisation within their industry ormarket as either substantial or significant on a five-point scale from 1= very little extent to 5=significant extent compared with the responses to the same question in 2010. N=3236.Source: The New Intelligent Enterprise, a joint MIT Sloan Management Review and IBMInstitute of Business Value analytics research partnership. Copyright © Massachusetts Instituteof Technology 2011.Figure 1: The ability of organisations to create a competitiveadvantage with analytics has surged in the past 12 months.58%37%20112010Creating a competitive advantage57%increase
  • 4. 2 Analytics in the boardroomWhere leaders’ proven experience and instincts were oncetheir best guides, analytics can now confer laser-sharp acuityabout the environment companies operate in today – andwhere they will find themselves tomorrow. Analytics allowsorganisations to identify the components of complex activitiesand ecosystems, understand dynamics and interdependencies,predict what is likely to occur next, and even recommend thebest action to take. What once seemed impossibly uncertain isnow knowable.For many organisations, the biggest inhibitor is not tech-nology, but culture and the lack of a leadership mandate. Twiceas many companies find organisational challenges extremelydifficult to resolve than technological barriers (see Figure 2).3Integrating data across lines of business or functions is just oneexample of an organisational challenge. Getting commonagreement on data definitions and standards, coaxing dataowners to share, and even to trust the quality of informationthey don’t personally control make integrating data a thornyorganisational issue – one susceptible to political infighting. Yetit is a crucial first step in creating value from analytics: the2011 IBM/MIT SMR study found that 74 percent of analyti-cally sophisticated organisations do this well compared to just15 percent of those in the early, aspirational stage.4The ultimate organisational challenge is creating a culture thatthrives on decisions made with facts and, consequently, is opento the new ideas and new ways of doing things they suggest.Seventy-seven percent of analytically advanced organisationssurveyed have a culture in which people are open to ideas thatchallenge current practices, compared to 39 percent of thosethat have yet to apply analytics widely.5They do so, in part, byestablishing a top-down mandate, where leaders set theexpectation that decisions will be analytically derived andapplied to both day-to-day operations and future strategies.To support this, they provide access to relevant data andanalytics to employees, and particularly customer-facingemployees, for making decisions. In the 2011 IBM/MIT SMRstudy, 63 percent of analytically sophisticated companies saidthey do this well, compared to just 15 percent of those in theearly, aspirational stage.6This tells us that analytics is not aspectator sport. It grows exponentially in value as more peoplein every part of the organisation understand it, use it and applythe insights they gain.Analytics allows organisations to identify the componentsof complex activities and ecosystems,understand dynamicsand interdependencies,predict what is likely to occur next,and even recommend the best action to take.Source: The New Intelligent Enterprise, a joint MIT Sloan Management Review and IBMInstitute of Business Value analytics research partnership. Copyright © Massachusetts Instituteof Technology 2011.Figure 2: Changing the way people behave and interact with oneanother within an organisation poses a more difficult challenge thanchanging their tools or technologies.44%24%Organisational challengesTechnology challengesRespondents who rate these challenges as extremelydifficult to resolve1.8xgreaterdifficulty
  • 5. IBM Global Business Services 3Becoming a data-driven organisation requires the righttechnology, tools and skills, but it also requires a leadershipmandate. Board members should ask: How ready is theorganisation to adopt a data-driven approach and apply itdaily? What steps is it taking to apply analytics to activitiesmost exposed to the uncertainty and volatility of the currentenvironment? Three areas stand out as particularly critical:changing customer values, accelerating risk and regulatoryuncertainty. In each area, organisations can improve theiranalytics effectiveness by applying three principles:1. Lay the information foundation for fast and flexible responsesto the changing environment.2. Extract value from integration by aligning high-prioritybusiness objectives with integrated data.3. Detect and exploit opportunity through predictive analytics.Applying this framework, organisations can prioritise theirinvestments in areas of strategic interest, allowing them togrow profitably with reduced risk.Target maximum growth throughcustomer analyticsIn recent years, organisations’ customer strategies were hitwith a one-two punch. The global recession and a slow-growtheconomy eroded assumptions and flipped growth strategies onend. At the same time, the digital, mobile and social spheresbegan converging, connecting customers in new ways toinformation and each other – essentially redefining commerceas we know it.First, the impact of the economy. Despite efforts by establishedcompanies to maintain margins and protect customers,defection rates have risen. Newer organisations with differentbusiness models went on the attack with price-based valuepropositions. And in many industries such as Financial Servicesand Telecommunications, where growth was often made viaacquisition, the pool of viable acquisition targets became nearlynon-existent, forcing a return to organic growth. This combi-nation of a slow-growth economy in developed countries andthe absence of acquisition candidates created stagnant profitpools in many industries, requiring organisations to takemarket share.Challenges to customer loyalty have been further exacerbatedby the rapid rise of digital, mobile and social media. All of thesehave empowered customers, who value third-party or peer-to-peer information more than anything an organisation has tosay. These customers expect to do business on their own terms,and engage with organisations in ways they are largely unpre-pared for. Customers, for example, are turning to their smartphones, tablets and online communities for instant satisfaction– such as discounts and recommendations based on theircurrent locations and available to them the very instant theydecide to buy. All of this adds intense pressure for businesses toprovide value that is personalised and sensitive to the momentand the location chosen by customers – and to do so continu-ously.We see a new organisational model evolving – one that is trulycustomer-centric in the sense that it seeks and uses customerinput to inform and optimise activities along the value chain.To be successful with this model, organisations need to rethinkwhat constitutes value for customers, and have a fundamentalunderstanding of who their customers are and what relation-ships they have with them (see Figure 3). In every industry,customers increasingly want to be understood as individuals,not statistical entities. But most organisations wield analyticalapproaches that are too crude for that.
  • 6. 4 Analytics in the boardroomTraditional segmentation uses two or three dimensions, salesand transactions, for example, or income, age and geography.Today, however, it is possible to analyse dosens of dimensions,raising customer understanding to unprecedented levels ofgranularity. At the same time, organisations need to forgeconnections with customers at every stage and get far better at“listening” to the global conversations taking place online,which in turn, requires analytics to make sense of it all.Organisations should consider critical areas of opportunity,from laying an information management foundation forunderstanding customers as individuals and not markets, toapplying analytics predictively to anticipate new needs.Lay the foundation: Develop a single operational andanalytical view of your customersMost organisations don’t have a holistic view of theircustomers. Instead, they rely on sources of information that aresplit across lines of business or channels. In many cases,organisations segment data by product or channel rather thancustomer, making it difficult to understand, let alone anticipate,behavior. To meet this challenge, organisations should:1. Make the case. Can a customer service representativeunderstand the entirety of the relationship a customer haswith your organisation across product lines, across interactionchannels, across geographies, and over time? If not, you canoften establish a direct-cost self-funding business case tocreate a single view of the customer based on cost reductionalone. Achievement of this goal alone will typically generatecost savings. Applying analytically-driven insights to areas likeupselling and customer retention can generate, on average, 10times more value.72. Refresh insights continuously. Identify the insights you need tomeet your specific business objectives, such as increasingservice quality, improving retention, or targeting cross-sell andup-sell opportunities. Update those insights and synch themwith business processes to track changes in customerbehaviors, take corrective actions when needed and seiseopportunities as they occur.Extract value from integration: Use analytics to engageacross multiple touch pointsTypically, an organisation’s highest-spending customers arethe ones who take advantage of every channel, whether it’sthe web, a mobile device, or a kiosk on a showroom floor.8Unfortunately, these customers are most at risk for experi-encing a disconnect in navigating channels that are not yetintegrated. A unified multi-channel “bricks and clicks”approach can allow customers to move between website,smart phone app, or an in-store service counter with aconsistent quality of engagement.Today,it is possible to analyse dosens of dimensions forsegmentation,raising customer understanding tounprecedented levels of granularity.Engages acrossmultiple channelsSynchronises entirevalue chainImproves collaborationand visibilityHelps maximise insightsPlaces customerat the centreDrives growthIncreasesmarginsFigure 3: Analytics address eroding customer loyalty and expandingexpectations.Sources: IBM Institute for Business Value.
  • 7. IBM Global Business Services 51. Connect the dots. Understanding and anticipating customerbehavior to improve engagement requires a multi-channelapproach. A customer’s recent views on a website, for example,can provide valuable insight to the call centre representativewho engages with that customer on the telephone.2. Share the wealth. Analytically derived insights need to bedisseminated to the point of need, whether that’s a call centre,a web/mobile device or a salesperson. Research shows that theorganisations most skilled at using analytics have been themost successful at disseminating both analytical tools andinsights across the organisation to all who need them.9Apply analytics predictively: Be the first to understandrapidly changing customer valuesPredictive analytics requires the right technologies and tools,algorithms and models. But the biggest dependency is main-taining a tight focus on foresight instead of getting lost in thedata. Big data is getting bigger, and the temptation manycompanies face is to go on a fishing expedition – to collect asmuch information as they can, and see what turns up. The bestapproach is, in fact, the opposite – a tightly controlled andprecise understanding of what you’re looking for. 101. Start with the questions. Too often organisations get caught upin gathering all the available data before starting their analysis– an approach that is almost guaranteed to stall in investmentmode and endanger projects from ever getting off the ground.Instead, organisations should first define the precise insightsneeded, the questions they need to ask, and then identify thosepieces of data needed for answers intended to maximise thedesired outcome.2. Know the benefits. Once you’ve selected the challenges thatmatter most to your customer strategy, you still must knowwhy they matter. In order to build the right models, you willneed to ensure that you have agreement on the precisebenefits you expect to achieve. It is important to consider bothquantitative and qualitative measures – for example, revenuesand satisfaction – when assessing the value generated throughanalytics.3. Work the algorithms. Algorithms often work well on arelatively small number of key data points. They alloworganisations to make very precise predictions, frompinpointing at-risk customers to recommending specificretention strategies. And embedded into processes, theyautomate activities to reduce or eliminate the need for humanintervention, and optimise activities with complex sets ofdependencies.Reduce your exposure to accelerating riskIn an interconnected marketplace, where one failurecompounds another, risk is accelerating – outpaced only bysocial networks that broadcast the hit to your organisation’sreputation when you fail to manage risk well. And even asorganisations reap the benefits of new organisational struc-tures, with more extensive partnering as well as alternatives totraditional command-and-control management, they havegrown uncomfortably aware that increased exposure to risk isnot just inevitable, but likely. Even the most superior riskmitigation strategy will not prevent negative events fromoccurring.Too often, risk remains the purview of the CFO, despite thefact that less than 20 percent of risks are financial, legal, orcompliance-related in scope. A report from the CorporateExecutive Board underscores the point. It found that strategicrisks were responsible for 68 percent of severe market capdeclines from 1998 to 2009.11Yet an IBM study with APQCfound that 56 percent of the respondents admitted they wereleast prepared to manage these kinds of risks (see Figure 4).12Doing so calls for clear sight into every aspect of the organisa-tion, from events in the supply chain to changes in themarketplace. Of course, a better line of sight is not in itselfsufficient. Organisations must be prescient – even in the faceof what appears to be growing uncertainty.
  • 8. 6 Analytics in the boardroomAnalytics allows organisations to precisely isolate and identifythe components of risk to understand what’s occurring, andwill probably occur, in the different parts of an organisation, itsecosystem and the wider marketplace. As a result, analytics haselevated risk from a defensive play to a fundamental aspect ofperformance. The 2011 IBM/MIT SMR study showed thatanalytically-advanced organisations are intensely focused onbalancing risk and performance, a practice virtually ignored bytheir less analytically sophisticated peers.The study also found that leading organisations adopt anend-to-end enterprise approach, and with the co-operation ofthe C-suite, address the full spectrum of risk. Applyinganalytics, they can manage risk holistically across the organisa-tion to monitor events, and automate actions or detectemerging issues. Some can even drill down to activities assophisticated as the use of risk-based pricing to create servicesthat once would have been deemed too difficult to develop.Managing strategic risks calls for clear sight into everyaspect of the organisation,from events in the supply chainto changes in the marketplace.Lay the foundation: Learn to isolate risk at the centre, notthe areas around itAnalytics applied to risk can achieve high levels of precision.Too often, organisations use this power to uncover only thesmall risks. But more importantly, analytics allows organisa-tions to identify the triggers, individual acts or activities thatset off a chain reaction or signal impending risk events.Organisations should:1. Identify the top 25 concerns. Get consensus across your companyon your organisation’s biggest risks. What will curtail futureopportunities or erode profitability and reputation today?2. Avoid reinvention. Identifying key risks requires organisationalconsensus, which at first may seem hard to achieve. However,a growing body of information is available by industry toshare known risks and their potential impacts. Take advantageof the information and measurements available from theserisk-related best practice bodies, and focus your attention andinvestment on understanding the activities that are unique toyour company and are potential triggers.3. Distribute tools and insight broadly. Manage the risk across yourentire enterprise – with up-to- date information feeding acommon repository and available to stakeholders who areempowered to manipulate data to build what-if scenarios.Provide a forum for sharing insights on what’s been learned,as well as a measurement and feedback loop to continuemaking progress.68%of severemarket capdeclines weredue to strategicrisk issues from1998 to 200956%of respondentsadmitted theywere leastprepared tomanagestrategic risksPast PresentFocus onbig risksRisk asan elementof everydecisionSources: Corporate Executive Board “Organising for Risk Management”; and IBM Institute forBusiness Value-APQC Study.Figure 4: Increased complexity and interdependencies createsuncertainty about the consequences of every decision.
  • 9. IBM Global Business Services 7returns for accepting predicted risks. As organisations get moreadept at applying analytics, they isolate risk components withfar better precision and make quite sophisticated decisions.The ability to introduce new services that factor in precisedegrees of risk can be a rich source of advantage.1. Ask “what if?” Use predictive analytics to prescribe ahead oftime the right actions to take for risks that are likely to occur.Employ what-if scenarios: A car manufacturer, for example,might explore what would happen if its primary suppliers werehit by a natural disaster. To reduce supply disruptions, applyanalytics to factor in seasonality, price and macroeconomics indetermining suppliers you should switch to.2. Make it real-time. For areas that are most critical to thebusiness, and where risks are hardest to mitigate, such as anextended supply chain for a consumer products company,monitor performance as close to real-time as feasible. Utilisedashboards and automate business rules to detect and managerisk swiftly.3. Tap into your true reputation. Understand the consequences ofreputational risk and be prepared to engage customers,partners and stakeholders immediately. Social media, forexample, is a rich source of customer opinion. Analyticsapplied to the “Twittersphere” and other online channels canreveal shifting sentiment early in the game.Break through the paralysis of regulatoryuncertaintyAs regulations multiply and morph, the complexity ofmanaging regulatory compliance is exacerbated by globalisa-tion and the difficulty of managing cross-border, andsometimes conflicting, regulations. For years, organisationshave been structuring themselves to operate as globallyintegrated enterprises. But, in reality, underneath that architec-ture lies a tangled web of legal entities. For example, somebanks have as many as 1,500 legal entities as part of theiroperations. And regulatory bodies require that you reportcompliance at the level of the legal entity, not the overallorganisation.Extract value from integration: Consider risk managementa growth opportunityToo often, risk is viewed as a defensive play. But analyticsapplied to integrated information across the enterprise allowsorganisations to practice risk-adjusted performance manage-ment – managing risk while achieving revenue or profitopportunities. Integrating this data can lead to surprisingresults. To get started:1. Always take an enterprise view. With the application of analytics,organisations can identify even the smallest risks, which arefrequently overlooked. These risks are often leading indicatorsof bigger or future challenges, and in cases where they impactmultiple parts of the organisation, could have a compoundingeffect.2. Segment risk into meaningful operational components. Instead ofmanaging risk as a big pool of averages, segment by customertypes, for example, or the region, or even the type oftransaction.3. Measure the upside and downside. Identify, prioritise andcontinuously monitor in tandem those key metrics that bothimpact your business performance and risk exposure tounderstand the relationship between them.Apply analytics predictively: Don’t just mitigate risk,identify ways to manage through itToo often, an organisations’ approach to risk focuses solely onavoidance or mitigation. While important, it is impossible toeliminate risk. And an approach that tries to do so will oftenend in minimising growth and putting new stresses on theorganisation to achieve profitability. Managing the risk –predicting ahead of time what will happen and what actions totake when the inevitable occurs – and doing so swiftly canpreserve reputation and good will. Where risk cannot beeliminated, organisations must also strive to earn incremental
  • 10. 8 Analytics in the boardroomDespite the need to manage regulatory complexity broughtabout by multiple operating entities and jurisdictions, a recentstudy found that 80 percent of financial institutions – anindustry barraged by new regulatory expectations – had not yetintegrated their governance, risk and compliance processes.13Most organisations face a steep learning curve just to achievethe basics that will be required, such as flexibility in general-purpose reporting platforms. Just as important – and far moredifferentiating – will be the need to identify and act ahead ofthe sudden and seemingly constant changes introduced byregulations.Organisations view regulations as an enormous challenge,because so many of them are yet to come. For example, in theU.S., the Dodd-Frank Wall Street Reform and ConsumerProtection Act that became law in 2010 consists of 2319 pagesand its content is still being widely analysed. It is expected toresult in 386 new rules, requiring 67 studies;14only 5 percentof these rules have been written to date (see Figure 5).15Uncertainty such as this is unlikely to be adequately addressedthrough approaches that rely on experience or best practicesalone. In the face of uncertainty, analytics help surface the factsnecessary to make sound decisions.In addition to using analytics predictively to better understandthe regulations that are likely to emerge, organisations can alsoapply analytics to foresee the shape they will take as they arecodified, and their overall impact to the business. Armed withsuch knowledge, organisations can proactively explore changesto their operations, strategy, products and services well inadvance. They can even seise the opportunity to create newproducts or services – far ahead of their competitors. In thisway, analytics creates a platform for the speed and agilityneeded to keep up with and even stay ahead of pervasiveregulation, and becomes a source of competitive advantage.Lay the foundation: Ensure flexibility firstThe foundation of any regulatory endeavor is a more uniformstructure to create flexibility and speed in reporting. Standards,order and discipline are needed to integrate data into an agilecross-company platform that allows companies to reportinformation in as many ways as current and future regulationsrequire.1. Establish an integrated platform. Reporting flexibility isdependent on data integrated across a common platform, withconsistent standards or definitions applied to every piece ofdata. To enable speed and flexibility, establish uniform butcustomisable structures for reporting. Analytics can then beused to verify data across different regulations, including bothexisting and future requirements.2. Govern data for certainty. Robust information governancemanaged through a centre of excellence is critical to anyendeavor, but particularly important to analytics applied toregulations, where even small errors can be costly.Figure 5: Regulations can transform markets, government andindustries; focus on opportunities created.Sources: IBM Institute for Business Value; Regulatory Reform Bulletin No. 1, State StreetGlobal Services (see endnote 15 for URL).66Sarbanes-Oxley2319Dodd-FrankNumber of pagesin regulationDodd-Frankwill produce386 new rulesTo date, only 5% of the newrules have been written
  • 11. IBM Global Business Services 9Extract value from integration: Shift the view oncompliance as a cost centreTake the opportunity to be strategic. New regulations inevi-tably require you to collect new types of information. How canyou put that information to use to detect and leverage futureopportunities or challenges? Some leaders in the insuranceindustry, for example, responded to EU Solvency II regulationsby creating new services from the data they were required tocollect.16In your planning, consider how your competitors willfare under new conditions. What new patents or products arethey developing in response to regulations? What are theirlikely pricing actions?1. Understand market dynamics. Instead of viewing regulatoryissues in isolation, ask: How does the combination of newregulations, potential risk events, changes to demographics,economies, laws and customer preferences coincide to createan environment favorable or unfavorable to your business?Will it create a competitive advantage or disadvantage for you,or for your competitors?2. Get intelligent. Monitoring a diverse array of factors fromunemployment to patent laws lays the foundation. Butunderstanding which factors prevail, influence or set off achain reaction requires optimisation techniques and scenarioplanning to model the trade-offs and outcomes. Thisfrequently requires historical data and a model to associatedisparate data with outcomes.3. Sweat the small stuff. Identify and model the most significantchallenges to your business, but don’t neglect small changesthat have outsised effects because they impact multiple partsof your business.Apply analytics predictively: Identify business dimensionsthat matter most and are likely to spark regulatoryinterventionToo often, organisations fall back on the excuse that futureregulations are largely unknowable. Nothing could be furtherfrom the truth. The sources of future regulation in anyindustry typically align with well-known societal and govern-mental interests, be they health and dietary issues for aconsumer packaged goods company, environmental impacts forthe automotive industry or consumer protections for financialservices.How well do you understand the concerns of the broad set ofpeople, governments and communities you depend upon? Aproactive and predictive approach to anticipating regulationsand taking action beforehand is heavily reliant on externalinformation. To get started:1. Get smart on basics. Identify your stakeholders’ primary sourcesof concern, and break those areas down to manageablecomponents. For example, in the packaged foods industrythose areas might involve dietary health, such as fat or saltcontent. Use analytics to create world-class intelligence radarsthat monitor specific areas of concern, the intensity ofsentiment, new breakthroughs in R&D, and the like.2. Scan the globe. Monitor regulations that are emerging in otherparts of the world. Understand demographic and economicchanges that can impact sentiment and increase likelihood ofthe regulations reaching other regions, or becoming moresweeping.3. Get ready to change. Consider what you would do if theseregulations came about. Are there viable alternativeapproaches you could adopt now to get ahead of regulationsand take a leadership position in your industry?Just as important as flexible reporting platforms – andfar more differentiating – will be an organisation’s abilityto identify and act ahead of sudden and seemingly constantchanges introduced by regulations.
  • 12. 10 Analytics in the boardroomConclusionSenior executives want businesses that run on data-drivendecisions. They want scenarios and simulations that provideimmediate guidance on the best actions to take when disrup-tions occur – from the entry of unexpected competitors to anearthquake in a supply sone, to a customer signaling it mayswitch providers.These expectations can be met, but with a caveat. Foranalytics-driven insights to be consumed – that is, to trigger newactions across the organisation – they must be closely linked tobusiness strategy, easy for end users to understand, andembedded into organisational processes to enable action at theright time. That’s no small task. It requires painstaking focuson the way insights are infused into everything from manufac-turing and new product development to credit approvals andcall centre interactions.To assess the extent of your organisation’s progress, ask thesequestions:1. How can leadership establish a mandate to apply analytics tosupport business strategy and operations?2. How is data shared and integrated across the organisation’slines of business and functions?3. To what extent do employees have access to the informationthey need to make decisions?4. What is your plan to develop analytics to expedite andautomate your regulatory compliance?5. How are analytics embedded into processes to automate andoptimise activities?The path to value is set by the expectations and actions ofsenior executives. They must be as assiduous in understandingand removing organisational obstacles as technological ones.And they should approach the task strategically. One commoncharacteristic distinguishing companies that have successfullyapplied analytics to transform their organisations from allothers is their approach to selecting analytic projects: Nine outof ten have established a rigorous and structured prioritisationprocess, compared to 5 out of 10 of all other organisations.17The benefits are widely understood. Analytically sophisticatedorganisations are also far more likely to approach analyticswith a focus on risk and regulation as they relate to perfor-mance. Such organisations are focused on understandingcustomers – to attract them and retain them – and groworganically. They have learned that the best response toincreasing uncertainty and volatility is straightforward:Successful enterprises attack it head on. They develop anenterprise view of all things important to a sustainable perfor-mance that outpaces their peers. They apply analytics tounderstand and predict what’s next. And when they askquestions, they have confidence in the answers.This study was written by the IBM Institute for Business Value.You can also browse a full catalog of our research among the first to receive the latest insights from the IBMInstitute for Business Value. Subscribe to IdeaWatch, ourmonthly e-newsletter featuring executive reports that offerstrategic insights and recommendations based on IBV
  • 13. IBM Global Business Services 11ContributorsJonathan Breul, IBM Global Business ServicesGlenn Finch, IBM Global Business ServicePatrick Johnsen, IBM Global Business ServicesChristine Kinser, IBM Global Business ServicesPeter Korsten, IBM Institute for Business ValueEric Lesser, IBM Institute for Business ValueThomas Mangan, IBM Global Business ServicesDavid Notestein, IBM Global Business ServicesBjorn Pettersen, IBM Global Business ServicesRebecca Shockley, IBM Institute for Business ValueAndrew Warzecha, IBM Software GroupKatharyn White, IBM Global Business ServicesThe right partner for a changing worldAt IBM, we collaborate with our clients, bringing togetherbusiness insight, advanced research and technology to givethem a distinct advantage in today’s rapidly changing environ-ment. Through our integrated approach to business design andexecution, we help turn strategies into action. And withexpertise in 17 industries and global capabilities that span 170countries, we can help clients anticipate change and profit fromnew opportunities.About the authorsFred Balboni is the Global Leader for Business Analytics andOptimisation (BAO), IBM Global Business Services. Launchedin April 2009, IBM’s BAO services draw on the company’s deepexpertise in vertical industries, research, mathematics andinformation management to help clients improve the speedand quality of business decisions while better understandingthe consequences and business outcomes of those decisions.Susan Cook is a Partner and Global Leader for customer, risk,finance and fraud analytics in IBM Global Business ServicesBusiness Analytics and Optimisation organisation. She isresponsible for driving strategic growth and business outcomesfor IBM’s largest clients. For nearly two decades, Ms. Cook hasconsulted with large global enterprises across many industriesincluding banking, insurance, retail, consumer products,manufacturing, communications, media, travel and others.United Kingdom ContactOwen TebbuttBAO Marketing Leader, IBM Global Business Services& UKI
  • 14. 12 Analytics in the boardroomNotes and sources1 Kiron, David, et al. “Analytics: The widening divide.” IBMGlobal Business Services in collaboration with MIT SloanManagement Review. November 2011. Organisational performance is a self-assessed measure thatdelves into the organisation’s competitive position relativeto its industry peers. Respondents are asked to select oneoption from five choices: substantially outperformingcompetitive peers, significantly outperforming competitivepeers, on par with competitive peers, slightly underper-forming competitive peers, or significantly underper-forming competitive peers. See Kiron, David, et al.“Analytics: The widening divide.” IBM Global BusinessServices in collaboration with MIT Sloan ManagementReview. November 2011. Kiron, David, et al. “Analytics: The widening divide.” IBMGlobal Business Services in collaboration with MIT SloanManagement Review. November 2011. Ibid.5 Ibid.6 Ibid.7 Teerlink, Dr. Marc and Dr. Michael Haydock. “Customeranalytics pay off: driving top-line growth by bringingscience to the art of marketing.” IBM Institute for BusinessValue. September 2011. Ibid.9 Kiron, David, et al. “Analytics: The widening divide.” IBMGlobal Business Services in collaboration with MIT SloanManagement Review. November 2011. Lavalle, Steve, et al. “Analytics: The new path to value.”MIT Sloan Management Review and IBM Institute forBusiness Value knowledge partnership. October 2010. and Corporate Executive Board. “Internal Audit’s Role inERM.” CEB Views. Accessed on October 21, 2011.12 Torok, Robert. “Improving enterprise risk managementoutcomes.” APQC. 2011.13 “Governance, risk and compliance in financial services.”Economist Intelligence Unit. June 2008.14 Library of Congress: Thomas. Dodd-Frank Wall StreetReform and Consumer Protection Act (Enrolled Bill [Finalas Passed Both House and Senate] - ENR)[H.R.4173.ENR]. Accessed on November 11, 2011.
  • 15. IBM Global Business Services 1315 Regulatory Reform Bulletin No. 1, State Street GlobalServices. FSA. Solvency II. AccessedNovember 11, 2011.17 Kiron, David, et al. “Analytics: The widening divide.” IBMGlobal Business Services in collaboration with MIT SloanManagement Review. November 2011.
  • 16. Please Recycle© Copyright IBM Corporation 2012IBM Global ServicesRoute 100Somers, NY 10589U.S.A.Produced in the United States of AmericaJune 2012All Rights ReservedIBM, the IBM logo and are trademarks or registered trademarksof International Business Machines Corporation in the United States, othercountries, or both. If these and other IBM trademarked terms are markedon their first occurrence in this information with a trademark symbol (® or™), these symbols indicate U.S. registered or common law trademarksowned by IBM at the time this information was published. Such trademarksmay also be registered or common law trademarks in other countries. Acurrent list of IBM trademarks is available on the Web at “Copyright andtrademark information” at company, product and service names may be trademarks or servicemarks of others.References in this publication to IBM products and services do notimply that IBM intends to make them available in all countries in whichIBM operates.GBE03466-GBEN-00