This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole...
This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole...
Focus.
Focus. Connect.
Focus. Connect. Lead.
Nexus of Forces Drives Innovation
Key Issues1. What business drivers should you focus on to getmore value from information?2. How can the IT leaders connect...
Key Issues1. What business drivers should you focus onto get more value from information?2. How can the IT leaders connect...
Focus.
Improving Business PerformancePrescriptiveAnalyticsPredictiveAnalyticsDiagnosticAnalyticsWhathappened?What willhappen?How ...
Forming, Strengthening and SolidifyingRelationshipsCUSTOMERSPARTNERS SUPPLIERSEMPLOYEESRelationshipManagementGOVERNMENTTRA...
Managing Governance, Risk andComplianceCorporate GovernanceInformationGovernanceITGovernancePrinciplesGuidelinesStandardsP...
Fueling Transformation By UnleashingDigital ValueInnovationCollaborationIntegrationElimination•Revolutionize processes•Ent...
Business analytics-centered tomorrowAnalyticCapabilitiesBusinessApplicationsBusinessApplicationsBusinessApplicationsBusine...
Key Issues1. What business drivers should you focus on to getmore value from information?2. How can the IT leaders connect...
Connect.
Connect IT and BusinessInfo-FueledOpportunitiesInsightsDecisionsAutomation
Connect with a Common LanguageInformation is oneof our biggestbusiness assets.Information is oneof our biggestbusiness ris...
Connect Information SourcesOperationalEnterprise"Dark Data"Public CommercialSocial MediaEconomicPopulationEmailContractsMo...
Connect Information With StrategyI waited to seewhat leaders inour industrywere doingwith dataI came up withsome great ide...
Key Issues1. What business drivers should you focus on to getmore value from information?2. How can the IT leaders connect...
Lead.CIOSupply chain/ProcurementSalesCEOCMOCustomerServiceManufacturingCFOHRCOOLegal, Risk andComplianceProductDevelopment
Create a New Information Leadership RoleOne day Alice came to a fork in the road and saw a Cheshire cat in a tree. "Which ...
Understand the Information InnovationPuzzleINFRASTRUCTUREARCHITECTURERISKSANALYTICSSKILLSLEADERSHIPINVESTMENTORGANIZATIONI...
Implement the Principles of InfonomicsInfonomics is the economic theory ofinformation as a new asset class, and thediscipl...
Adopt A Capabilities-Focused Approachto Information Infrastructure
Business Analytics FrameworkBusiness Strategy and Enterprise MetricsInformationProgramManagementMetadataandServicesConsume...
The New StackEnterprise DataSocial Data, News Feeds, Web Logs, Call CenterEmail, Documents, Video, Speech, etc.IntegrateDa...
Use a Pace-Layered Information StrategyInformation of DifferentiationInformation of RecordInformation of Innovation"I know...
Establish a Competency CenterBusiness Skills• Metrics and decisions• Organization andprocessInformation Skills• Data/conte...
Recommendations• Focus the accumulation, administration andapplication of information on broad, balanced andselect busines...
Recommended Reading Operationalizing the Information CapabilitiesFrameworkDebra Logan, Anne Lapkin (G00234554) Informati...
Upcoming SlideShare
Loading in...5
×

SMART Seminar - The Future of Business Intelligence: Information 2020

508

Published on

A SMART Seminar conducted on 3 May 2013 by Ian Bertram.

Leveraging information for decision making, assessing its value and ensuring frictionless sharing of information within the enterprise and beyond is what will fuel success in the current and future economy. New use cases with insatiable demand for real-time access to socially mediated and context-aware insights make information management in the 21st century dramatically different.

For more information, see http://goo.gl/a6F2c

Published in: Education, Technology, Business
0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
508
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
0
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide
  • Although recent Gartner research shows that CEOs have an ever greater focus on information as a business differentiator, we frequently find that their direct reports and other business leaders still have a very silo-ed view of 'what information is important'. In original research done for his 2003 Harvard Press book, "Heads Up," Gartner analyst Ken McGee discovered that CEOs can almost always answer the following question with barely a pause for thought: "If there was one additional piece of information you could use, what it would be?" The need is already evident to them, and the answer is already on their lips. This is a very powerful probe for anyone trying to target information and technology to better effect in a business. We used it in this year's CEO survey, and the results were fascinating. Customer, competitor and sales intelligence were the top three items on the list, although in North America, CEOs were also very concerned about legal and regulatory information. IT and IT systems tend to be very good at producing tactical, focused information: what the CFO needs, what HR needs, what sales needs. What we are less good at producing is information that takes a cross business view in a longer time frame. That is not because it cannot be done. It is because we are busy responding to the tactical requests thrown at us by focused business leaders. Similarly, many CEOs know what information they need right now, but not what they may need in the future. Therein lies the opportunity for the CIO to become an information innovation leader.
  • Although recent Gartner research shows that CEOs have an ever greater focus on information as a business differentiator, we frequently find that their direct reports and other business leaders still have a very silo-ed view of 'what information is important'. In original research done for his 2003 Harvard Press book, "Heads Up," Gartner analyst Ken McGee discovered that CEOs can almost always answer the following question with barely a pause for thought: "If there was one additional piece of information you could use, what it would be?" The need is already evident to them, and the answer is already on their lips. This is a very powerful probe for anyone trying to target information and technology to better effect in a business. We used it in this year's CEO survey, and the results were fascinating. Customer, competitor and sales intelligence were the top three items on the list, although in North America, CEOs were also very concerned about legal and regulatory information. IT and IT systems tend to be very good at producing tactical, focused information: what the CFO needs, what HR needs, what sales needs. What we are less good at producing is information that takes a cross business view in a longer time frame. That is not because it cannot be done. It is because we are busy responding to the tactical requests thrown at us by focused business leaders. Similarly, many CEOs know what information they need right now, but not what they may need in the future. Therein lies the opportunity for the CIO to become an information innovation leader.
  • Although recent Gartner research shows that CEOs have an ever greater focus on information as a business differentiator, we frequently find that their direct reports and other business leaders still have a very silo-ed view of 'what information is important'. In original research done for his 2003 Harvard Press book, "Heads Up," Gartner analyst Ken McGee discovered that CEOs can almost always answer the following question with barely a pause for thought: "If there was one additional piece of information you could use, what it would be?" The need is already evident to them, and the answer is already on their lips. This is a very powerful probe for anyone trying to target information and technology to better effect in a business. We used it in this year's CEO survey, and the results were fascinating. Customer, competitor and sales intelligence were the top three items on the list, although in North America, CEOs were also very concerned about legal and regulatory information. IT and IT systems tend to be very good at producing tactical, focused information: what the CFO needs, what HR needs, what sales needs. What we are less good at producing is information that takes a cross business view in a longer time frame. That is not because it cannot be done. It is because we are busy responding to the tactical requests thrown at us by focused business leaders. Similarly, many CEOs know what information they need right now, but not what they may need in the future. Therein lies the opportunity for the CIO to become an information innovation leader.
  • Big data isn't the only stream of innovation in IM. We are in the middle of what Gartner calls "The Nexus of Forces." It is in the combination of various areas of innovation where new opportunities arise. The four forces that Gartner identified are Mobile, Social, Cloud and Information. What do we see happening in the world of information, when combined with the other areas?
  • The control and differential exploitation of new forms of information will be a defining capability of the most successful companies of the future. CIOs must make this a key part of their role in the firm. This presentation will cover the new types of information that will define competition in the coming decade, how to position your enterprise to win, and how the CIO can capture these opportunities.What FOUR business drivers should you focus on to get more value from information?How can the CIO connect with the business leaders who most need this information?What can you do to prepare to be an information leader and to gain competitive advantage?
  • The control and differential exploitation of new forms of information will be a defining capability of the most successful companies of the future. CIOs must make this a key part of their role in the firm. This presentation will cover the new types of information that will define competition in the coming decade, how to position your enterprise to win, and how the CIO can capture these opportunities.What FOUR business drivers should you focus on to get more value from information?How can the CIO connect with the business leaders who most need this information?What can you do to prepare to be an information leader and to gain competitive advantage?
  • Although recent Gartner research shows that CEOs have an ever greater focus on information as a business differentiator, we frequently find that their direct reports and other business leaders still have a very silo-ed view of 'what information is important'. In original Gartner research discovered that CEOs can almost always answer the following question with barely a pause for thought: "If there was one additional piece of information you could use, what it would be?" The need is already evident to them, and the answer is already on their lips. This is a very powerful probe for anyone trying to target information and technology to better effect in a business. We used it in this year's CEO survey, and the results were fascinating. Customer, competitor and sales intelligence were the top three items on the list, although in North America, CEOs were also very concerned about legal and regulatory information. IT and IT systems tend to be very good at producing tactical, focused information: what the CFO needs, what HR needs, what sales needs. What we are less good at producing is information that takes a cross business view in a longer time frame. That is not because it cannot be done. It is because we are busy responding to the tactical requests thrown at us by focused business leaders. Similarly, many CEOs know what information they need right now, but not what they may need in the future. Therein lies the opportunity for the CIO to become an information innovation leader.
  • Key Issue: What business drivers should you focus on to get more value from information?According to the customer reference survey for the Gartner Magic Quadrant for BI platforms in 2012, organizations predominantly use BI technologies that measure the past — such as reporting, ad hoc analysis, and dashboards — with around one-third of organizations reporting extensive use of diagnostic capabilities for interactive visualization and online analytical processing (OLAP). Only a small percentage of organizations (13%) currently report extensive use of predictive analytics. Moreover, Gartner estimates that an even smaller percentage of organizations (under 3%) use prescriptive capabilities such as decision/mathematical modelling, simulation and optimization. This trend is changing as organizations express an interest in increasing their use of advanced styles of analytics including: diagnostic styles of analysis (OLAP, interactive visualization, descriptive modelling); prediction (statistics, predictive modelling machine learning); and prescription (decision/mathematical modelling, simulation, optimization), because of their significant potential to create business value and competitive advantage. This shift in usage and investment toward the more advanced end of the analytics continuum, in which line of business owners will play a dominant role, will require substantially different processes, resources, technologies, vendors and skills than traditional report development. Action item: Investigate the skills necessary to support advanced analytics and start training both IT and LOB leaders.
  • Key Issue: What business drivers should you focus on to get more value from information? Although customer relationship management remains a big focus and the technology category most likely to attract IT investment over the next five years, focusing ONLY on the customer is a narrow view. Don't become fixated on customer intimacy. Leading edge organizations are also seeking and analyzing information about suppliers, partners, government regulators, the media, local and national communities, industry organizations and employees. Ensure a balance across the entire spectrum of stakeholders and influencers. One of the most promising areas for discovering and applying new types of information is within a company's employee base. Numerous studies show a clear link between employee engagement and company success as measured by revenue and profitability. While customer sentiment analysis is a growing field, we have not yet seen organizations deploying tools to analyze employee email and social media interaction to provide a measure of employee engagement. Some organizations analyze time-off and overtime behavior, but this is rarely related back to engagement or disengagement, even though there is a strong correlation. There are valid privacy and employment law issues to address; but with correct safeguards, mining employee communications would provide significant feedback. Using LinkedIn or Xing to analyze where employees are going when they leave a company may help you discover your disengagement drivers. Websites such as glassdoor.com provide valuable insight into how employees view their employers. Action item: Think beyond 'customer' when it comes to finding and using information.
  • Key Issue: What business drivers should you focus on to get more value from information?Corporate/enterprise governance is not new, but it is an ever-growing area of focus for organizations, especially at the board level. The recent global financial crisis has once again placed corporate governance at the forefront. Two principles of corporate governance (disclosure and transparency — board responsibilities) are closely linked to information and information governance. Action Item:
  • Key Issue: What business drivers should you focus on to get more value from information?Unleashing digital value entails going beyond internal process automation to innovation of all parts of the business model, while focusing on digital leadership. IT and information used in new ways can radically change how businesses operate and win. Mobile, social, cloud and information/analytics technologies are driving deep business innovation; other drivers are the Consumerization of IT, the Internet of Things and additive manufacturing (e.g., 3D printing). These technologies hold opportunities to change businesses, industries and even national economies.
  • The control and differential exploitation of new forms of information will be a defining capability of the most successful companies of the future. CIOs must make this a key part of their role in the firm. This presentation will cover the new types of information that will define competition in the coming decade, how to position your enterprise to win, and how the CIO can capture these opportunities.What FOUR business drivers should you focus on to get more value from information?How can the CIO connect with the business leaders who most need this information?What can you do to prepare to be an information leader and to gain competitive advantage?
  • Connecting: connecting is good and necessary, but still all bringing different POVs to the table. Not seeing the same things. May want to add to the graphic in a way that shows how different people have their different systems backing them. Some stuff is 'behind my back' I don't see the three-sixty view.
  • Board directors have placed a high priority on IT in a number of ways, as expressed in the 2012 Gartner-Forbes Board of Directors Survey: IT is the top priority for investment, tied with sales. 50% of respondents agreed with the statement, "In our industry, we see IT as a way to change the rules of competition." The emphasis of the board's top priorities is to drive revenue growth with customers, core competencies and innovation. Recommendation:Have your investment ideas ready for board approval. Make sure you speak in the language of board priorities when making the case, not the language of technology (see "Working With the Board of Directors").
  • The control and differential exploitation of new forms of information will be a defining capability of the most successful companies of the future. CIOs must make this a key part of their role in the firm. This presentation will cover the new types of information that will define competition in the coming decade, how to position your enterprise to win, and how the CIO can capture these opportunities.What FOUR business drivers should you focus on to get more value from information?How can the CIO connect with the business leaders who most need this information?What can you do to prepare to be an information leader and to gain competitive advantage?
  • We are living through the second half of the Information Age. Computers and networking are becoming ubiquitous highly reliable — and as the cloud gradually takes up the strain of daily infrastructure operations — management attention will start to switch more to the quality and variety of information itself. The social Internet, inexpensive sensors, the Internet of Things and other trends will cause an explosion in the types of information that are available. Competition will increasingly be defined by differential access, control and value recognition, and the exploitation of information. With this shift in mind, we asked CEOs about the new kinds of information they anticipate as being disruptive in the next few years. Management thinking at this "information as strategy" level is not yet well-practiced (just as business model thinking wasn't mainstream and well-rehearsed a decade ago). This is evident in CEO replies. Half the respondents could not provide an answer, or they actually named a technology — demonstrating the confusion of clearly distinguishing the tools from the stuff of value they help us collect and process. New kinds of information will disrupt most industries. The fact that half the CEOs can't name what's coming down the pipe toward them, at this level of strategic thinking, should be a concern to boards of directors. CIOs and CEOs should sit down together and sketch out the frame of a high level (less than 10 pages) information strategy for their firms. This will describe the new kinds and quality levels of information the company will likely need over the next few years, the sources of it, the ways it will be applied in the industry, and how the company will do at least as well as or better than its competitors at assimilating and exploiting it.
  • Key Issue: How can you prepare to be an information leader? Tremendous opportunities for radical information based change of the business model exist in most if not all enterprises. Yet most CIOs have been targeting automation of the operations of the enterprise, when there are now opportunities (and in some case imperatives) to support a business strategy based on information innovation. Since extending information innovation to the whole business model requires a change in leadership, focus and behaviors, the CIO must aim to become the chief digital officer or chief data officer(CDO) or support a colleague in this role. You can take one of three paths in addressing the CDO question. First, you can make no structural changes, simply handle the digital opportunities tactically around the enterprise, most often in sales and marketing, since many of these are customer facing. Second, you can formally absorb the CDO's broader digital scope into the CIO's area. Finally, you can leave the current IT department as the back-office automation engine and appoint a CDO. Action item: Whether CIOs absorb or move formally into the CDO role, they should behave like a CDO and lead CDO-like initiatives even before they take the role. In other words, if you believe the CDO role is an opportunity, begin acting as CDO now.
  • Key Issue: How can you prepare to be an information leader?
  • Key Issue: How can you prepare to be an information leader?We are ultimately suggesting that organizations manage information as an asset and that IT have an opportunity to lead this effort. When information is managed as an asset and made available as a service to processes and systems, it becomes possible to create entirely new revenue streams and business models. (An example is an airport that is collecting location information from people's Wi-Fi devices — so it can model for better passenger flow and punctuality. Another example is an international supermarket chain that has already started to research how newly available human gesture information might be captured and used in its business.) Principles of infonomics:Information is an actual asset (if not a recognized asset class)Information has both potential and realized valueInformation's value can be quantifiedInformation should be accounted for as an asset (internally)Information's realized value should be maximizedInformation's value should be used to help budget IT and business initiativesInformation should be managed as an assetStop regarding information as a just a byproduct or resource
  • Key Issue: How can you prepare to be an information leader?The ICF is a conceptual framework. Just because capabilities appear once in the framework does not mean that you should have only one way of delivering them. Indeed, a capability as simple as storage ("persist" in the framework) will be delivered very differently when you are storing transaction data than if you are storing documents, images or audio files. Recognize where capabilities need to be delivered consistently (for example, entity resolution or semantic reconciliation) and where they can be delivered in multiple ways by multiple products. When capabilities need to be delivered consistently, you will need to decide which of the technologies delivering this capability has the "authority" over the information to avoid multiple and conflicting versions. Other technologies delivering that capability will need to be subordinate to the authoritative capability.As you develop solutions for new use cases, improve on the delivery of existing use cases, or add new information sources, use the framework to design an information environment that is more focused on loose coupling of use cases — and tighter coupling of information capabilities — to information. This will promote information sharing as well as making the environment less brittle in the event of changes to business processes or emerging requirements to incorporate new information types and sources. As you approach these new solutions, pay particular attention to the semantic style of each use case. For example, a use case that is primarily about pulling consolidated views of information together from multiple sources will typically have a "consolidation" semantic style and will be primarily focused on the capabilities in "integrate," while a specific implementation of master data management, which is primarily about consistency and integrity of information, will likely have an "auditing" style that is focused primarily on the capabilities in "govern," though it will use capabilities from "integrate" and other categories as well.
  • What is missing is the metadata layer – and this is where the logical data warehouse fits in.
  • Key Issue: How can you prepare to be an information leader?In the past, many companies have had a single strategy for selecting, deploying and managing applications. They may have had methodologies for classifying applications by value or technological viability, but they did not recognize that applications are fundamentally different based on how they are used by the organization. Gartner has created three application categories to distinguish these application types and to help organizations develop more appropriate strategies for each one. The same application may be classified differently in one company than in another, based on its usage and relationship to that business model. We also expect to see applications move between "layers" as they mature, or as the business process shifts from experimental to understood.
  • Key Issue: How can you prepare to be an information leader?
  • Transcript of "SMART Seminar - The Future of Business Intelligence: Information 2020"

    1. 1. This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or otherauthorized recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied,distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates.© 2012 Gartner, Inc. and/or its affiliates. All rights reserved.SMART Seminar SeriesInformation 20/20: Focus, Connectand Lead With InformationMr Ian BertramManaging Vice PresidentBusiness Analytics research teamAsia Pacific Head of ResearchGartner Inc
    2. 2. This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or otherauthorized recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied,distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates.© 2012 Gartner, Inc. and/or its affiliates. All rights reserved.Ian Bertramian.bertram@gartner.comInformation 20/20: Focus, Connectand Lead With Information
    3. 3. Focus.
    4. 4. Focus. Connect.
    5. 5. Focus. Connect. Lead.
    6. 6. Nexus of Forces Drives Innovation
    7. 7. Key Issues1. What business drivers should you focus on to getmore value from information?2. How can the IT leaders connect with thebusiness leaders who can benefit most frominformation?3. How can you prepare to be an informationleader?
    8. 8. Key Issues1. What business drivers should you focus onto get more value from information?2. How can the IT leaders connect with thebusiness leaders who can benefit most frominformation?3. How can you prepare to be an informationleader?
    9. 9. Focus.
    10. 10. Improving Business PerformancePrescriptiveAnalyticsPredictiveAnalyticsDiagnosticAnalyticsWhathappened?What willhappen?How can wemake it happen?Why did ithappen?DescriptiveAnalyticsVALUEDIFFICULTY
    11. 11. Forming, Strengthening and SolidifyingRelationshipsCUSTOMERSPARTNERS SUPPLIERSEMPLOYEESRelationshipManagementGOVERNMENTTRADE ORGSUNIONSPRESS/MEDIACOMMUNITYINVESTORSALUMNICANDIDATESPROSPECTSUSERS
    12. 12. Managing Governance, Risk andComplianceCorporate GovernanceInformationGovernanceITGovernancePrinciplesGuidelinesStandardsPoliciesProceduresREWARDSPENALTIESmonitoringenforcementIntelligentScenario Planning
    13. 13. Fueling Transformation By UnleashingDigital ValueInnovationCollaborationIntegrationElimination•Revolutionize processes•Enter new markets•Develop new products•Productize information
    14. 14. Business analytics-centered tomorrowAnalyticCapabilitiesBusinessApplicationsBusinessApplicationsBusinessApplicationsBusinessApplicationsAnalyticCapabilitiesAnalyticCapabilitiesAnalyticCapabilitiesApplications-centered todayAnalytics at the Core of Business & IT
    15. 15. Key Issues1. What business drivers should you focus on to getmore value from information?2. How can the IT leaders connect with thebusiness leaders who can benefit most frominformation?3. How can you prepare to be an informationleader?
    16. 16. Connect.
    17. 17. Connect IT and BusinessInfo-FueledOpportunitiesInsightsDecisionsAutomation
    18. 18. Connect with a Common LanguageInformation is oneof our biggestbusiness assets.Information is oneof our biggestbusiness risks.Information is oneof our biggestpains in the asset.Information is oneof our biggestcompetitiveassets.CEOCFOCOOCIOWhere is the value of informationassets on the balance sheet? ?
    19. 19. Connect Information SourcesOperationalEnterprise"Dark Data"Public CommercialSocial MediaEconomicPopulationEmailContractsMobileWeatherTransactionsMonitoringSensorSentimentNetworkIndustryCorrelations and patterns from disparate, linked data sourcesyield the greatest insights and transformative opportunitiesReports
    20. 20. Connect Information With StrategyI waited to seewhat leaders inour industrywere doingwith dataI came up withsome great ideasfor using data onmy ownI worked withbusinesspartners todevelop newways to usedataWe adopted andadapted winningideas from otherindustries forusing dataArt of the PossibleThink "enterprise cross-training and cross-pollination"
    21. 21. Key Issues1. What business drivers should you focus on to getmore value from information?2. How can the IT leaders connect with thebusiness leaders who can benefit most frominformation?3. How can you prepare to be an informationleader?
    22. 22. Lead.CIOSupply chain/ProcurementSalesCEOCMOCustomerServiceManufacturingCFOHRCOOLegal, Risk andComplianceProductDevelopment
    23. 23. Create a New Information Leadership RoleOne day Alice came to a fork in the road and saw a Cheshire cat in a tree. "Which road do I take?"she asked. "Where do you want to go?" was his response. "I dont know," Alice answered."Then," said the cat, "it doesnt matter."CIOTacticsTechnologyEfficiencyCDOStrategyInformationInnovation
    24. 24. Understand the Information InnovationPuzzleINFRASTRUCTUREARCHITECTURERISKSANALYTICSSKILLSLEADERSHIPINVESTMENTORGANIZATIONINERTIAThrough 2015:• 85% of Fortune 500organizations will beunable to exploit bigdata for competitiveadvantage.• Business analyticsneeds will drive 70%of investments in theexpansion andmodernization ofinformationinfrastructure.
    25. 25. Implement the Principles of InfonomicsInfonomics is the economic theory ofinformation as a new asset class, and thediscipline of accounting for and managinginformation as any other enterprise asset.Information Accounting• Measure potential versusrealized value of information• Justify IT-business initiatives• Productize information• Claim corp value premiumInformation Asset Mgt• Inventory information• Assess information quality• Enrich information• Deliver information
    26. 26. Adopt A Capabilities-Focused Approachto Information Infrastructure
    27. 27. Business Analytics FrameworkBusiness Strategy and Enterprise MetricsInformationProgramManagementMetadataandServicesConsumeProduceEnablePeopleAnalyticProcessesInformationInfrastructureProcessesBusiness andDecisionProcessesProcessesDecision CapabilitiesCollaboration Decision Making,Intelligent Decision Automation,ApplicationsAnalytic CapabilitiesDescriptive, Diagnostic,Predictive, PrescriptiveInformation CapabilitiesDescribe, Organize, Integrate,Share, Govern, ImplementPlatformP e r f o r m a n c eSource: Gartner
    28. 28. The New StackEnterprise DataSocial Data, News Feeds, Web Logs, Call CenterEmail, Documents, Video, Speech, etc.IntegrateData IntegrationText, Video, Speech Mining, Social MonitoringSentiment, Network AnalysisStructured ContentStore,Manage,Organize,CorrelateEDW, Data MartsSearchMapReduce,NoSQL,OtherBioalgorithmicGraphAnalyticsExploreandAnalyzeDescriptiveAnalyticsDiagnosticAnalyticsPredictiveAnalyticsPrescriptiveAnalyticsMobile, Collaboration, Social, Embedded in Business ProcessShare,ActCollaborateLogical Data Warehouse
    29. 29. Use a Pace-Layered Information StrategyInformation of DifferentiationInformation of RecordInformation of Innovation"I know what Iwant, but it needsto be different frommy competitors.""I know what Iwant, and it doesnthave to be unique.""I dont knowexactly what Iwant. I need toexperiment."PatternsVisualizationForecastingOptimizationTransactionsReporting
    30. 30. Establish a Competency CenterBusiness Skills• Metrics and decisions• Organization andprocessInformation Skills• Data/contentmanagement• Data integration andprepAnalytic Skills• Businessmodeling• Statistical andprocessDevelopuser skillsControlfundingDefine vision andstrategyManageprogramsOrganizemethodologyleadershipBuildtechnologyblueprintEstablishstandards
    31. 31. Recommendations• Focus the accumulation, administration andapplication of information on broad, balanced andselect business drivers• Connect and integrate external ideas, externalinformation sources and external constituents topilot your entire business ecosystem• Lead your organization with disciplined ways ofvaluing and managing information, applying itstrategically, and monetizing it more directly
    32. 32. Recommended Reading Operationalizing the Information CapabilitiesFrameworkDebra Logan, Anne Lapkin (G00234554) Information Innovation: The Art of the PossibleStephen Prentice, Douglas Laney (G00233291) Introducing Infonomics: Valuing Information as aCorporate AssetDouglas Laney (G00227057) Prepare to Be an Information LeaderDebra Logan, Mark Rashino (G00229462)

    ×