An analysis of the article 'Making advanced analytics work for you' by Dominic Barton and David Court.

1. Internship on Data Analytics
with Managerial Applications
under Prof. Sameer Mathur, IIM
Lucknow
Submitted by
Chandrasekar V, NIT Trichy

2. Week 4, Day 4 – 25th January, 2018
Task 2: Analysis of the article ‘Making
Advanced Analytics Work for You’.
• Q1) List the two most (important /
interesting / informative) insights from this
article?
• Q2) Why and how are these insights relevant
to a manager in India?

3. Q1) List the two most (important /
interesting / informative) insights
from this article?
A1) 1st Insight:
Three capabilities required for exploiting
data and analytics.

4. 1. CHOOSE THE RIGHT DATA
• The sheer volume of information from new
sources such as social media and machine
sensors, is growing rapidly.
• Bigger and better data give companies both
more-panoramic and more-granular views
of their business environment.

5. 1. CHOOSE THE RIGHT DATA
• Often companies already have the data they
need to tackle business problems, but
managers don’t know how the information
can be used for key decisions.
• Managers also need to get creative about the
potential of external and new sources of data.

6. 2. BUILD MODELS THAT PREDICT AND
OPTIMIZE BUSINESS OUTCOMES
• Performance improvements and competitive
advantage arise from analytics models that
allow managers to predict and optimize
outcomes.
• The most effective approach to building a
model starts with identifying the business
opportunity and determining how the model
can improve performance.

7. 2. BUILD MODELS THAT PREDICT AND
OPTIMIZE BUSINESS OUTCOMES
• One approach that gets inconsistent results is
simple data mining, where corralling huge
data sets allows companies to run dozens of
statistical tests to identify submerged
patterns.
• But that provides little benefit if managers
can’t effectively use the correlations to
enhance business performance.

8. 3. TRANSFORM YOUR COMPANY’S
CAPABILITIES
• The lead concern expressed by senior
executives is that their managers don’t
understand or trust big data–based models.
• The reason was that the frontline marketers
who made key decisions on ad spending
didn’t believe the model’s results and had
little familiarity with how it worked.

9. 3. TRANSFORM YOUR COMPANY’S
CAPABILITIES
• Many companies face such problems, often
because of a mismatch between the
organization’s existing culture and the
emerging tactics to exploit analytics
successfully.
• In short, the new approaches don’t align with
how companies actually arrive at decisions, or
they fail to provide a clear blueprint for
realizing business goals.

11. Q1) List the two most (important /
interesting / informative) insights
from this article?
2nd Insight:
The three areas of action required for
creating organizational change for using
big data.

12. 1. DEVELOP BUSINESS-RELEVANT
ANALYTICS THAT CAN BE PUT TO USE.
• Many initial implementations of big data and
analytics fail simply because they aren’t in
sync with the company’s day-to-day processes
and decision-making norms.
• One particular company convened a series of
meetings with pricing and promotions
managers to better understand the types of
decisions they made, which aligned their
actions with broader company goals.

13. 2. EMBED ANALYTICS INTO SIMPLE TOOLS
FOR THE FRONT LINES.
• Managers need transparent methods for using
the new models and algorithms on a daily
basis. By necessity, terabytes of data and
sophisticated modeling are required to
sharpen marketing and operations.
• The key is to separate the statistics experts
and software developers from the managers
who use the data-driven insights.

14. 3. DEVELOP CAPABILITIES TO EXPLOIT
BIG DATA.
• Managers must come to view analytics as
central to solving problems and identifying
opportunities, in order to make it part of the
fabric of daily operations.
• Adjusting culture and mind-sets typically
requires a multifaceted approach that
includes training, role modeling by leaders,
and incentives and metrics to reinforce
behavior.

15. Q2) Why and how are these insights
relevant to a manager in India?
• Big data and analytics have rocketed to the
top of the corporate agenda, attracting
serious investment from technology leaders
and could even transform the way companies
do business.
• Managers have realized that and are investing
more and more into advanced analytical tools.

16. Q2) Why and how are these insights
relevant to a manager in India?
• But before that, they should be aware of the
capabilities required to exploit data and
analytics, and the subsequent organizational
change required.
• These insights would help them understand
the above points, and essentially help them
use data more effectively.

18. THANK YOU