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Management challenges
in creating value from
business analytics
Richard Vidgen a , ∗, Sarah Shaw b , David B. Grant c
Hull University Business School, UK
ABSTRACT
 The popularity of big data and business analytics
has increased tremendously in the last decade
and a key challenge for organizations is in
understanding how to leverage them to create
business value. However, while the literature
acknowledges the importance of these topics
little work has addressed them from the
organization’s point of view. This paper
investigates the challenges faced by
organizational managers seeking to become
more data and information-driven in order to
create value.
INTRODUCTION
We are living in an age of data deluge.
Everywhere we go, everything we say,
everything we buy leaves a digital trace that
is recorded and stored. Consequently, there
is much excitement –and some trepidation –
around big data and business analytics as
organizations of all types explore how they
can use their data to create (and protect)
value ( Manyika et al., 2011; Yui, 2012 )
The research framework
Business analytics as a coevolving
ecosystem
THEORY
the opportunities opened up by big data and
busi- ness analytics are leading academics
and practitioners to explore “how ubiquitous
data can generate new sources of value, as
well as the routes through which such value
is manifest (mechanisms of value creation)
and how this value is apportioned among the
parties and data contributors …”( George,
Haas, & Pentland, 2014 , p. 324). McAfee and
Brynjolfsson (2012, p. 61)
Mortenson, Doherty, and Robinson (2015) argue
that analytics represents the sixth period of the
dianoetic paradigm, distinguished by large
volumes of heterogeneous data that is
complemented by an array of tools for capturing,
processing, and visualizing that data. Mortenson
et al. (2015, pp. 592–593) argue that the OR
(Operational Research) community should avoid
being ‘isolationist’ or ‘faddist’ but address the
challenges and opportuni- ties presented by “big
data, new data architectures,
CONCLUSION
 this research demonstrates that there are
many avenues for future research, including:
value sharing models, regulatory impacts, so-
cietal benefits/dis-benefits, ethics,
assessment of business analyt- ics maturity,
business analytics and organizational change,
busi- ness analytics project management,
data quality, human resource development,
and visualization in the context of effective
story- telling.

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BUSINESS_ANALYTICS_ppt.ppt

  • 1. Management challenges in creating value from business analytics Richard Vidgen a , ∗, Sarah Shaw b , David B. Grant c Hull University Business School, UK
  • 2. ABSTRACT  The popularity of big data and business analytics has increased tremendously in the last decade and a key challenge for organizations is in understanding how to leverage them to create business value. However, while the literature acknowledges the importance of these topics little work has addressed them from the organization’s point of view. This paper investigates the challenges faced by organizational managers seeking to become more data and information-driven in order to create value.
  • 3. INTRODUCTION We are living in an age of data deluge. Everywhere we go, everything we say, everything we buy leaves a digital trace that is recorded and stored. Consequently, there is much excitement –and some trepidation – around big data and business analytics as organizations of all types explore how they can use their data to create (and protect) value ( Manyika et al., 2011; Yui, 2012 )
  • 5. Business analytics as a coevolving ecosystem
  • 6. THEORY the opportunities opened up by big data and busi- ness analytics are leading academics and practitioners to explore “how ubiquitous data can generate new sources of value, as well as the routes through which such value is manifest (mechanisms of value creation) and how this value is apportioned among the parties and data contributors …”( George, Haas, & Pentland, 2014 , p. 324). McAfee and Brynjolfsson (2012, p. 61)
  • 7. Mortenson, Doherty, and Robinson (2015) argue that analytics represents the sixth period of the dianoetic paradigm, distinguished by large volumes of heterogeneous data that is complemented by an array of tools for capturing, processing, and visualizing that data. Mortenson et al. (2015, pp. 592–593) argue that the OR (Operational Research) community should avoid being ‘isolationist’ or ‘faddist’ but address the challenges and opportuni- ties presented by “big data, new data architectures,
  • 8. CONCLUSION  this research demonstrates that there are many avenues for future research, including: value sharing models, regulatory impacts, so- cietal benefits/dis-benefits, ethics, assessment of business analyt- ics maturity, business analytics and organizational change, busi- ness analytics project management, data quality, human resource development, and visualization in the context of effective story- telling.