1) The document discusses how organizations can become data-driven by extracting value from big data sources. 2) A key challenge is overcoming managerial and cultural barriers to effectively analyze and link diverse data sources. 3) The document provides several recommendations for organizations, including developing case studies to justify insights from big data, focusing on achievable steps to drive value, and leveraging social media analytics to enable real-time analysis and correlations between data.

1. RESULTs
“Examples”
How to…
NEXT STEPS!
Answer
•Big Data is an undeniable part of the organisations “value creation” activities to achieve competitive advantages.Situation
• Find and analysing relevant Data is challenging today.
• Managerial and cultural barriers creates the biggest issue.
• Linking data is the winning point - ‘the causality is overdue’.
Complication
•How to extract value and driving insights from Big Data?
•What strategies should be priorities to become a data-driven organisation?Question – Strategic issue
Why?
Creating additional value to add more competitive advantages, thus transforming the organisation by
appropriate use of Business Analytics to extract valuable information primarily from BIG Data through Open Data
sources i.e. Social Media, etc.
Build part, Planning
the whole (2)
Add, Don’t
Detract (1)
Reduce time to value
(2) Develop a
case study
Enabling real-time
analysis of Social
Media contents
(1) Correlation between
new analytics tools
To get fast results
with the highest
accuracy
First, think Big
Increased likelihood
of transformation
Defining the
goals and
objectives
clearly
Solving the
biggest
challenge, to
drive value
Start in the Middle
Greater focus on achievable
steps
Justify the
insights and
questions
To generate
revenue at a
stable pace
Running day-to-
day activities at a
cheaper cost

2. Situation
 To sustain Competitive Advantages it is necessary to
have the ability to make fast responses to the changes in market environment. >1<
 Organisations nowadays are exposed to large volume of data since
there are more connected devices thus,
under intense pressure to adopt advanced technologies and analytics tools. >2<
 Big Data Technology and Services Market is rapidly developing and
expected to grow at 27% compound annual growth rate (CAGR) to reach $32.4 Billion in 2017 (IDC, 2013). >3<
The traditional Market Research will be made redundant – ‘Big Data’ in the box.
 Using Big Data and computational power to
get smarter and get innovative. >6<
There is a greater uncertainty over BIG DATA analytics. >7<
So, It’s all about analysing Big Data such as Social Media platforms for adding value to achieve
competitive advantages. >8<
SCQA Principles

3. Complication
“Big data” has arrived, but big insights have not”, (Harford, 2014).
 Making ‘Quick’ sense and extracting value ‘precisely ’ from Big Data sources is becoming harder. >1<
 What makes the use of BIG DATA more challenging is
the velocity, rapidly growing size, and unstructured nature of it.
The performance of data-driven organisations is
also heavily influenced by the human element (Ariker, 2013). >2<
 The capacity to analyse the incoming data is critical too.
The real-time data fluctuation is now adding more to the complexity of BIG DATA value creation. >3<
The consistency, integrated and trustworthiness of BIG DATA have to be considered for
allowing an efficient transformation of data into information foundation (Lavella, et al. 2011).
SCQA Principles
Why
+
Why

4. Question – Strategic issue
 Centralised or decentralised is the issue that needs to be considered if
the Business Analytics is to be used in becoming a data-driven organisation. >1<
 The Question is:
How to apply the Business Analytics in a range of decision-making activities
to guide the future strategies. >2<
 The fast while accurate and consistent share of insights is also vital. >2<
 Dose the organisation have the sets of critical skills identified bellow to take the
advantages of Big Data to transform its business.
The skills to iterate value creation from Big Data?
Transformational competencies,
It requires knowledge around change management
The abilities to define the organisational structure, and
Having clear visions, goals and objectives.
The ability to identify the right source of Big Data?
Internal (Offline) sources such as Supply chain data, …
External (Online user-generated) such as Social Media/ networks, …
SCQA Principles

5. Answer
 Making faster and better decisions is achieved by
taking the advantages of Social Media analytics to make the correlation and
quickly arrive at the links between available data sources. >1<
Social media also offers companies the opportunity to listen to and engaging with their customers and,
is potentially encouraging them to become advocates to their products (Malthouse, et al. 2013). >2<
ICATM recommends
Data savvy organizations to address the two main issues of
Managerial and Cultural – Capability and Flexibility
in order to successfully drive value from Big Data for
achieving a sustainable growth in their business.
The following parts shows the transformational path (Bellow) in becoming data-driven organizations.
Finding the correlation is the key to success in driving value from BIG DATA sources.
SCQA Principles
Aspirational
• Use analytics to justify actions
• Culture does not encourage sharing information
Experienced
• Use analytics to guide actions
• Ownership of data is unclear or governance is ineffective
Transformed
• Use analytics to prescribe actions
• Management bandwidth due to competing priorities / Accessibility of the data
Source: Own complication retrieved from Lavella, et. al., (2011), p. 24

6. NEXT STEPS!
 In becoming a data-driven organisation it is best to
encourage executives to
support and more including talents.
 Because Management bandwidth is the biggest challenge in
this transformational process. >1<
To gain efficiency, competitive edge or growth.
Addressing the Managerial and Cultural issues to
get the most insights from BIG DATA by
defining the primary issues first.
 To also make the implementation of new changes possible
The links between those setting the organisational priorities (Executives) and,
who manages data and information (CIO, other functional managers) should be made.
First, think Big
[ Why & How to]
Why
How

7. Cultural and Managerial
issues
•First, think biggest/ main
issue
Management bandwidth•Clearly defining the goals
and objectives
Increasing Executive
sponsorship•Purpose the solution/ answer
Example: How to gain benefits from data analytics?
In becoming a data-driven organisation
i.e. driving the most value from BIG DATA the biggest challenge is …
First, think Big
[ Results -Examples ]NEXT STEPS!
Finding new ways in sustaining
competitive advantages through
Innovation
•First, think biggest/ main issue Fast response to the market by New product
development and better features
•Clearly defining the goals and
objectives
Social Media platforms to find the customer
preferences.
•Purpose the solution/
answer

8.  To be data-driven organisation
a standard governing-structure and selective use of advanced technologies is required.
 The winning point in using BIG DATA is achieved by
enhancing the effectiveness of the Advanced Analytics, thus
adding value rapidly. >1<
 Finding the correlation between various information sources. >2<
 It is also necessary to maintaining the use of available information and tech.
NEXT STEPS!
Add, Don’t Detract (1)
[ Why & How to]
Why
By

9. Example:The Caseof Google successinFINDING the causesof influenza inUS in2001.
 Provide a brief explanation in how Google could have achieved such as great success ,
the case reveals that in organisation such as Google, which is highly data driven
organisation, the fast and accurate share of data has enable Google to make a correct
guess in locating the main causes of influenza, thus significantly improving the value of
organisation (Harford, 2014).
 The winning point for such institutions is
the centralised analytics units often called centre of excellent wherein standards of
advanced models and enterprise governance is prioritised and established respectively
(Lavalla, et al. 2011).
[ Results -Examples ]NEXT STEPS!
Add, Don’t Detract (1)

10.  To drive value from BIG DATA developing a Case study is required.
 It serves as a strategic asset to make the values clear in transformational
process.
 The Business will losses its memento if the information platform
is not set up to
describe the steps and actions needed to achieve their goals.
 It is primarily important to highlight the benefits of using Big Data for all stakeholders by drawing a
target picture, In terms of …>2<
 Governance structure,
 Your data architecture,
 Data quality,
 Data cycle management - who own the data
 Who decides on design?
 Data security!
NEXT STEPS! [ Why & How to]
Build part, Planning
the whole (2)
How to

11. Example: How to exploit the opportunity in Social Media by making near-real-time analysis
NEXT STEPS! [ Results -Examples ]
Source: Retrieved from IBM, Case centre (2014)
Build part, Planning
the whole (2)

12.  Narrow the Gaps – Finding the relevant data needed. >1<
 Efficiency – Time Management and the use of Energy is required. >3<
 Identifying the insights and questions for
 making the first guess right. >3<
 Making faster responses.
 More accurate decisions.
NEXT STEPS!
Start in the Middle
[ Why & How to]
Why
BY

13. Social Media platforms allows
performing “trial and error” practices at
a very low cost (Harford, 2014) >1<
Using new technology-based platforms benefits businesses by:
 Saving Time and Money in operations and production.
 Fostering Innovation to provide more relevant solutions in solving problem.
Better Future Prediction.
NEXT STEPS! [ Results -Examples ]
Start in the Middle

14. Examples:
The caseof KAGGLE usingthe crowd in fosteringinnovation,solvingissues,etc. incompanies.
[ Results -Examples ]
Source: Retrieved from Martinez and Walton, (2014)
Start in the Middle
NEXT STEPS!

15.  Social Media Platforms helps
sharing the information at all level of organisation.
Allow for better interactions with the surrounding environments.>1<
 More understandable and actionable insights by
implanting the information into business process.
The case of UPS in improving their service efficiency and lowering costs of
operations provides a good example of using the Big Data to add value to
their business (Davenport and Dyche, 2013).
[ Results -Examples ]
Start in the Middle
NEXT STEPS!
To

16. The map of extensive use of mobile technologies at UPStrying to add value to their business.
[ Results -Examples ]Greater focus on
achievable steps
Source: Retrieved from UPS-website (2012), p. 36.
NEXT STEPS!

17. To make a real sense of data insights:
it is necessary to consider the relevant advanced analytics technology that is used for extracting value
from specific data source to address the particular issue of organisations (Lavalle, et al. 2011). >1<
 The table bellow illustrates the important analytical tools used by top-performing organisations
that have achieved a great performance over years.
[ Results -Examples ]Greater focus on
achievable steps
Source: Retrieved from Levella, et al. (2011), p. 27.
NEXT STEPS!

18. ICATM is delighted to provide few more examples,
expanding on the four approaches proposed to equip
its clients with a better understanding of the viewpoint
on
“Big Data value creation”
NEXT STEPS! [ Results -Examples ]
Greater focus on
achievable steps
Build part, Planning
the whole
Add, Don’t Detract
First, think Big

19. In Marketing:
In the emerging area of analytics for unstructured data, patterns can
be visualized through verbal maps that pictorially represent word
frequency, allowing marketers to see how their brands are perceived
(Malthous, et al. 2013)
E-commerce:
Companies like Google and Amazon are no offering online retail
services that data generated from these sources can feed into
business analytics use to improve suppliers’ value chain, thus adding
value to the business (Hesinchu, et al. 2012).
GPS-enabled navigation devices can superimpose real-time traffic
patterns and alerts onto navigation maps and suggest the best routes
to drivers (Lavella, et al. 2011)
[ Results -Examples ]NEXT STEPS!

20. SCOR framework covering the four following areas: Showing the impact of
BusinessAnalytics on Supply Chain of organisations (Trkman,et al. 2010). >1<
In Plan: analysing data to predict market trends of products and services;
until recently, these have often been done in the form of monthly and
yearly reports by marketing and finance departments.
In Source: the use of an agent-based procurement system with a
procurement model, search, negotiation and evaluation agents to
improve supplier selection, price negotiation and supplier evaluation and
the approach for supplier selection/evaluation.
In Make: the correct production of each inventory item not only in terms
of time, but also about each production belt and batch; and
In Deliver: various applications of BA in logistics management have been
made in order to bring products to market more efficiently. Nevertheless,
since decisions about delivery are usually at the end of the decision cycle
and several companies have outsourced their delivery processes the
impact of BA in delivery may be limited.
[ Results -Examples ]NEXT STEPS!

21. The case of Starbucks and Golden Sate Food (GSF) illustrates how
the integrated use of technologies helped both businesses to:
 Improving efficiency, reducing costs and better interaction with customers.
It also worthwhile considering the ‘Complete Enterprise Portal’ develop by Alphalogix.Inc,
which provided GSF a flexible platform to match its data with Starbucks software made by
IBM, to have a better data integration.
[ Results -Examples ]
Source: Retrieved from Alphalogix, Inc. company website.
Start in the Middle
NEXT STEPS!

22. In conclusion
Driving value from Big Data successfully
Addressing Managerial and Cultural issues.
Finding the correlation and,
making links between Data sources,
Developing a Case study.
NEXT STEPS!
BY

23. References
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