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Developing an Analytical Mindset – Becoming an Analytical Competitor
 

Developing an Analytical Mindset – Becoming an Analytical Competitor

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Developing an Analytical Mindset – Becoming an Analytical Competitor presented by Greg Wood - Regional Product Marketing Director - SAS Asia Pacific.

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    Developing an Analytical Mindset – Becoming an Analytical Competitor Developing an Analytical Mindset – Becoming an Analytical Competitor Presentation Transcript

    • Developing an Analytical Mindset _Becoming an Analytical Competitor GregWood SAS Asia Pacific Copyright © 2011, SAS Institute Inc. All rights reserved. 1
    • “Nokia clung to the idea that mobilehandsets were mainly for phoning people.That was a disastrous call.” Bloomberg Businessweek September 2010 2
    • “Microsoft is becoming yourgrandma’s computer company” Infoworld October 2010 3
    • 4
    • “It should be evident by now that acorporate tragedy is underway…”“Perhaps the company should be calledResearch in Slow Motion.” The Wall Street Journal March 2011 5
    • 6
    • Why Develop an Analytical Mindset?_ Copyright © 2011, SAS Institute Inc. All rights reserved. 7
    • Make Better Decisions Copyright © 2011, SAS Institute Inc. All rights reserved. 8
    • ANTICIPATE OPPORTUNITY Copyright © 2011, SAS Institute Inc. All rights reserved. 9
    • ANTICIPATE OPPORTUNITY EMPOWER ACTION Copyright © 2011, SAS Institute Inc. All rights reserved. 10
    • ANTICIPATE OPPORTUNITY EMPOWER ACTION DRIVE IMPACT Copyright © 2011, SAS Institute Inc. All rights reserved. 11
    • Characteristics of an analytical competitor_ Hard to Better than Unique Adaptable Renewable Duplicate competitors Copyright © 2011, SAS Institute Inc. All rights reserved. 12
    • Five Stages of Development _Analytically Localized Analytical Analytical Analytical Impaired Analytics Aspirations Companies Competitors Copyright © 2011, SAS Institute Inc. All rights reserved. 13
    • Five Stages of Development Stage Organisatio n Human T echno lo gy Analytical Analytical Skills Spo nso rship Culture Objective P ro cess1 Analytically Impaired Limited insight into : Doesnt exist None None Knowledge allergic - pride Missing / poor-quality customers, markets, on gut-based decisions data, multiple defines. competitors Un-integrated systems.2: Lo calized Analytics Autonomous activity Disconnected, very Pckets of isolated Functional and tactical. Desire of more objective Recent transaction data builds experience and narrow focus. analysts (may be in data, successes from unintegrated, missing confidence using finance, SCM, or point use of analytics important information. analytics; creates new marketing / CRM) start to get attention. Isolated BI / Analytic analytically based efforts insights.3: Analytical Coordinated; establish Mostly separate Analytsts in multiple Executive - early stages Executive support for Proliferation of BIAspiratio ns enterprise anlaytic processes. areas of business but of awareness of fact-based culture - may tools. Datamarts / data performance metrics, Building enterprise- with limited interaction. competitive possibilities meet considerable warehouses established build analytically based level plan. resistance. / expands. insights4: Analytical Change program to Some embedded Skills exist, but often not Broad C-suite support Change management to High-quality data. HaveCo mpanies develop integrated analytics processes. aligned to right level / build a fact-based culture an enterprise BI plan / analytical processes right role. strategy, IT processes, and applications and and governance build analytical principles in place. capabilities.5: Analytical Deep strategic Fully embedded and Highly skilled, leveraged, CEO passin. Broad- Broadly supported fact- Enterprise-wide BI / BACo mpetito rs insights, continuous much more highly mobilised, centralised, based management based culture, testing architecture largely renewal and integrated outsourced grunt work. commitment. and learning culture. implemented improvement. Tom Davenport 14
    • Eight Imperatives for Analytics Copyright © 2011, SAS Institute Inc. All rights reserved. 15
    • ➊ Improve the flow and flexibility of data.➋ Get the right technology in place.➌ Develop the talent you need.➍ Demand fact-based decisions.➎ Keep the process transparent.➏ Develop an Analytics Center of Excellence➐ Transform the culture.➑ Revise your strategies – often. Copyright © 2011, SAS Institute Inc. All rights reserved. 16
    • Why SAS?_Copyright © 2011, SAS Institute Inc. All rights reserved. 17
    • Why SAS? COMMITMENT TO CUSTOMERS Copyright © 2011, SAS Institute Inc. All rights reserved. 18
    • Why SAS? COMMITMENT TO CUSTOMERS Copyright © 2011, SAS Institute Inc. All rights reserved. 19
    • Why SAS?COMMITMENT TO CUSTOMERS PEOPLE & SKILLS Copyright © 2011, SAS Institute Inc. All rights reserved. 20
    • Why SAS?COMMITMENT TO CUSTOMERS PEOPLE & SKILLS TECHNOLOGY Copyright © 2011, SAS Institute Inc. All rights reserved. 21
    • Who is SAS?_Copyright © 2011, SAS Institute Inc. All rights reserved. 22
    • Who is SAS? World’s largest independent business analytics company Copyright © 2011, SAS Institute Inc. All rights reserved. 23
    • Who is SAS? World’s largest independent business analytics company World’s leader in advanced analytics software and services Copyright © 2011, SAS Institute Inc. All rights reserved. 24