Developing Enterprise Wide Analytical Capability

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Moving the intellectual competence and operational dynamics of a firm to the hall of excellence wherein every key player and work process fit into intelligence best practices.

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Developing Enterprise Wide Analytical Capability

  1. 1. Developing Enterprise-Wide Analytical Capability Dr. Elijah Ezendu FIMC, FCCM, FIIAN, FBDI, FAAFM, FSSM, MIMIS, MIAP, MITD, ACIArb, ACIPM, PhD, DocM, MBA, CWM, CBDA, CMA, MPM, PME, CSOL, CCIP, CMC, CMgr
  2. 2. “The most successful companies are those whose CEOs make reasonably accurate forecasts more of the time than do their competitors” - Robert Crandall
  3. 3. Analytical Capability drives business activities to uncommon performance and distinctiveness thereby increasing its competitiveness.
  4. 4. The Rise of Analytics Current realities have induced organizations to take hold of mathematical analysis and advanced quantitative models for ascertaining beeps and acts in business environments.
  5. 5. Competing on Analytics Stages Model Stage 1 (Analytically Impaired): Negligible capability. Stage 2 (Localized Analytics) : Local and opportunistic capability. Stage 3 (Analytical Aspirations): Begin efforts for more integrated data and analytics. Stage 4 (Analytical Companies): Enterprise-wide perspective, able to use analytics for point advantage, but not yet at the optimal level. Stage 5 (Analytical Competitors): Enterprise-wide, big results and sustainable advantage. Source: Thomas Davenport and Jeanne Harris, Competing on Analytics
  6. 6. Requirements for Developing Enterprise-Wide Analytical Capability Every member of the organisation must be analytics literate and compliant.  The firm must have a practicable enterprise-wide analytics policy. Establishment of cross-functional Project Team for management of analytical capability. Establishment of stretched objectives. Top management buy-in. Training of staff for appropriate skill acquisition. The use of analytical software. Proper orientation of staff. Every component of the value chain must be involved. Implementation and Promotion of Analytics Culture.
  7. 7. Cross-Functional Project Team for Advancing Analytical Capability This project team should consist of managers/professionals selected from every department, and must be led by the Head of Competitive Intelligence in that organisation.
  8. 8. The Key Elements in an Analytical Capability Organisation • Insight into performance drivers • Choosing a distinctive capability •Performance management and strategy execution •Process redesign and integration Human •Leadership and senior executive commitment • Establishing a fact-based culture • Securing and building skills • Managing analytical people Technology • Quality Data •Analytical technologies Source: Thomas Davenport and Jeanne Harris, Competing on Analytics
  9. 9. Strategic Focus The strategic focus of a firm in analytical competition is usually aligned to its competitive strategy, and determines key areas to explore for building unique and outstanding capabilities.
  10. 10. Which Strategic Focus? • Cost Reduction • Profitability Analysis • Product Configuration • Product Portfolio • Supply Chain • Customer Analysis • Value Proposition • Operations • Price Analysis • Service Analysis
  11. 11. CI Audit Source: Elijah Ezendu, Competitive Intelligence
  12. 12. Analytical Technologies Softwares for analytics apply complex predictive and descriptive analytics for mapping business drivers such as product profitability, supply chain effectiveness and customer churn thereby converting data into actionable information. They provide room for comparing projects and resources to structures and timeframes effectively.
  13. 13. Data-mining for Analytics Data mining entails the application of computer technology for surveying and utilizing data. The applicable techniques in data-mining include the following: • Neural Networks • Clustering • Data Visualization • Statistical Analysis • Genetic Algorithm • Rule Indication
  14. 14. Criteria for Evaluation of CI Software Applications i. Information Needs Identification ii. Information Acquisition iii. Competitive Information Organisation and Storage iv. Information Analysis v. Presentation of Intelligence vi. Distribution of Intelligence vii. Ease of Using Interface viii. Capability for Changing Display ix. Navigation Features x. Software Compatibility xi. Requirements of Technical Expertise xii. Usefulness of Help Facility xiii. Total Cost Source: France Bouthillier & Kathleen Shearer, Comparative Analysis of Competitive Intelligence Software Applications
  15. 15. Analytical People Quantitative focused people drive analytics within an organisation. Some quantitative disciplines are as follows:  Business Field  Physical Sciences  Economics  Psychology  Engineering Nonetheless, some people have developed analytic mind without studying quantitative focused courses.
  16. 16. Analytical People Amateurs ProfessionalsSemi-Skilled Practitioners
  17. 17. The major task confronting organizations in the course of building enterprise-wide analytical capability is conversion of non- analytics inclined people to the level of ‘analytics advocates’, especially those functioning as heads of departments, sections and units. This is necessary to ensure silos decision makers don’t ruin the project.
  18. 18. Factors in Managing Analytical Professionals 1. Recognize relative scarcity. 2. Use a mix of career incentives and reward for reducing staff turnover. 3. Provide appropriate technology support. 4. Provide adequate training and development opportunities. 5. Ensure effective governance. 6. Entrench ethical principles. 7. Overcome role-paralysis
  19. 19. Dr Elijah Ezendu is Award-Winning Business Expert & Certified Management Consultant with expertise in Interim Management, Strategy, Competitive Intelligence, Transformation, Restructuring, Turnaround Management, Business Development, Marketing, Project & Cost Management, Leadership, HR, CSR, e- Business & Software Architecture. He had functioned as Founder, Initiative for Sustainable Business Equity; Chairman of Board, Charisma Broadcast Film Academy; Group Chief Operating Officer, Idova Group; CEO, Rubiini (UAE); Special Advisor, RTEAN; Director, MMNA Investments; Chair, Int’l Board of GCC Business Council (UAE); Senior Partner, Shevach Consulting; Chairman (Certification & Training), Coordinator (Board of Fellows), Lead Assessor & Governing Council Member, Institute of Management Consultants, Nigeria; Lead Resource, Centre for Competitive Intelligence Development; Lead Consultant/ Partner, JK Michaels; Turnaround Project Director, Consolidated Business Holdings Limited; Technical Director, Gestalt; Chief Operating Officer, Rohan Group; Executive Director (Various Roles), Fortuna, Gambia & Malta; Chief Advisor/ Partner, D & E; Vice Chairman of Board, Refined Shipping; Director of Programmes & Governing Council Member, Institute of Business Development, Nigeria; Member of TDD Committee, International Association of Software Architects, USA; Member of Strategic Planning and Implementation Committee, Chartered Institute of Personnel Management of Nigeria; Country Manager (Nigeria) & Adjunct Faculty (MBA Programme), Regent Business School, South Africa; Adjunct Faculty (MBA Programme), Ladoke Akintola University of Technology; Editor-in-Chief, Cost Management Journal; Council Member, Institute of Internal Auditors of Nigeria; Member, Board of Directors (Several Organizations). He holds Doctoral Degree in Management, Master of Business Administration and Fellow of Professional Institutes in North America, UK & Nigeria. He is Innovator of Corporate Investment Structure Based on Financials and Intangibles, for valuation highlighting intangible contributions of host communities and ecological environment: A model celebrated globally as remedy for unmitigated depreciation of ecological capital and developmental deprivation of host communities. He had served as Examiner to Professional Institutes and Universities. He had been a member of Guild of Soundtrack Producers of Nigeria. He's an author and extensively featured speaker.
  20. 20. Thank You

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