Copyright © 2013 IIA All Rights Reserved
Copyright © 2013 IIA All Rights Reserved
Copyright © 2013 IIA All Rights Reserved
IIA is an independent research firm
that guides organizations to better
leverage ...
Manufacturing Intelligence
• Real-time connectivity
• Manufacturing analytics
• Data-source independent
• Manufacturing op...
Copyright © 2013 IIA All Rights Reserved
Adapted from Competing on Analytics, Davenport and Harris, 2007
Copyright © 2013 IIA All Rights Reserved
• Conceptually they are the same – insights into the
operation to make better dec...
Copyright © 2013 IIA All Rights Reserved
MATURING YOUR USE OF
ANALYTICS
It is not just having the data or the talent…..
Copyright © 2013 IIA All Rights Reserved
Adapted from Competing on Analytics, Davenport, and Harris, 2007
LEVELS OF ANALYTICAL MATURITY
Copyright © 2013 IIA All Rights Reserved
Adapted from Analytics at Work, Davenport, Harris a...
Copyright © 2013 IIA All Rights Reserved
LEVELS OF ANALYTICAL MATURITY
5. Analytical Competitors. “Analytical nirvana.” Us...
Copyright © 2013 IIA All Rights Reserved
Adapted from Competing on Analytics, Davenport, and Harris, 2007
BIG IDEAS
• You need to think about each of the DELTA model
competencies when evaluating analytics maturity
• Measure your...
Copyright © 2013 IIA All Rights Reserved
View Recorded Webcast
Upcoming SlideShare
Loading in …5
×

5 Key Building Blocks for a Successful Analytics Program

1,509 views

Published on

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
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
1,509
On SlideShare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
107
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

5 Key Building Blocks for a Successful Analytics Program

  1. 1. Copyright © 2013 IIA All Rights Reserved
  2. 2. Copyright © 2013 IIA All Rights Reserved
  3. 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. 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. 5. Copyright © 2013 IIA All Rights Reserved Adapted from Competing on Analytics, Davenport and Harris, 2007
  6. 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. 7. Copyright © 2013 IIA All Rights Reserved MATURING YOUR USE OF ANALYTICS It is not just having the data or the talent…..
  8. 8. Copyright © 2013 IIA All Rights Reserved Adapted from Competing on Analytics, Davenport, and Harris, 2007
  9. 9. LEVELS OF ANALYTICAL MATURITY Copyright © 2013 IIA All Rights Reserved Adapted from Analytics at Work, Davenport, Harris and Morison, 2010
  10. 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. 11. Copyright © 2013 IIA All Rights Reserved Adapted from Competing on Analytics, Davenport, and Harris, 2007
  12. 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. 13. Copyright © 2013 IIA All Rights Reserved View Recorded Webcast

×