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Digital Analytics
The document discusses the evolution and significance of digital analytics in business decision-making, highlighting the need to transition from data-driven to knowledge-driven approaches. It emphasizes the integration of structured and unstructured data sources and the importance of cultivating an analytic culture for long-term growth. Key challenges include data governance and the management of increasing data volumes in a competitive market.
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Digital Analytics
- 1. Overview on DigitalAnalytics Altavilla Vicentina, June 9, 2016
- 2. From GB toTB to PB to EB to ZB ... © IDC Visit us at IDC.com and follow us on Twitter: @IDC 2
- 3. Untapped goldmines ofvalue 3 Source: IDC EMEA, European Data Market 2015 (n different within groups; unweighted percentages)
- 4. Expected business outcomesfrom Analytics 4 Source: IDC EMEA, European Data Market 2015 (n=1114, unweighted percentages) Business expectations are rising ...
- 5. Today technology empowers different decision-making styles? ©IDC Visit us at IDC.com and follow us on Twitter: @IDC 5
- 6. Who need betterbusiness analytics? 6 Source: IDC, SW Survey 2015 (n=216, employees > 50, different within roles; unweighted percentages)
- 7. The Challenge: movingfrom data-driven to knowledge-driven business 7 Vision & Strategy: how to tie structured and unstructured data sources together, and why Organizational Culture: how we produce and consume information Analytic Culture: what’s the secret recipe? text analytics, learning networks, etc.? Data Governance: Master Data Management approach to unstructured? Are you nuts?!
- 8. Which steps requireexcessive time/ efforts? WORLDWIDE n=1810 ITALY n=113 Source: IDC Survey, December 2014 , companies >100 employees (unweighted percentages) 10
- 9. Concluding remarks i. Analyticalinsight is the recipe for long-term growth: competing in customer and process knowledge ii. Leaders move a step backwards: they start competing on data logistics before physical market iii. The tsunami of data endangers data governance: a technological shift is required © IDC Visit us at IDC.com and follow us on Twitter: @IDC 9
- 10. IDC Italia Viale Monza14 20127 Milano Tel: +39 02 28457339 gvercellino@idc.com Giancarlo Vercellino Research & Consulting Manager IDC Italy www.idc.com
Editor's Notes
- #6 Studio mckinsey Visionary The visionary decision maker is "a champion of radical change with a natural gift for leading people through turbulent times." Such people like change, gather information relatively narrowly, and are strongly biased toward action but "may be too quick to rush in the wrong direction." If you are a visionary leader, you should seek the opinions and views of a broad group and "encourage dissenters to voice their concerns." Only that way can you get a wider set of views and information that can be critical to success. Guardian A guardian is a "model of fairness who preserves the health, balance, and values of the organization." Such people have sound decision-making processes, try for fact-based choices, and plan carefully. They like continuity, are moderately cautious, and gather information relatively widely. Those are fine characteristics for normal times. But the guardian can be too cautious and slow moving during a crisis, when there is "desperate need for change." That is why a guardian should talk to people outside the organization and have them "challenge deeply held beliefs about the company and its industry." Task forces are then in order to "explore major changes in the environment." Motivator Motivators are good choices for change. They are charismatic, can convince people of the need for action, and build alignment among parts of the company. But like all good storytellers, they risk believing the story in the face of countervailing facts. They gather information relatively narrowly, and strongly believe that self-interest prevails over corporate interest. Rather than looking simply for outside counsel, motivators need to explore the existing facts and see if there are other ways to interpret them--ways that do not necessarily play into the narrative they have created. Formal processes are a help. Motivators can use surveys to get a realistic sense of the rest of the company. Flexible Flexible leaders are, as you might expect from the name, more versatile than other types of leaders: "comfortable with uncertainty, open minded in adapting to circumstances, and willing to involve a variety of people in the decision making." They mildly lean to ad hoc approaches rather than formal processes and are fairly cautious. The problem with flexible leaders is that they can become too open-minded. Looking at all the potential issues, solutions, and outcomes can paralyze the decision-making process. They should set deadlines for decisions before the paralytic debate can commence. It can also make sense to create a framework for ordinary repetitive decisions, making them the subject of a set of rules so as not to waste time on reconsidering. Catalyst The catalyst is an excellent person to lead the work of groups, whether making decisions or implementing them. They are balanced, being in the middle on four out of the six characteristics, although they slightly prefer action to caution and are slightly biased toward broadly, rather than narrowly, gathering information. The more extreme the necessary decision, the more they can naturally resist inherent biases. That said, being middle of the road can yield only average results. To avoid that, a catalyst should watch for circumstances that require high-stakes decisions and realize that they may need a different type of decision process, like having a team look at the situation and suggest potential approaches.
- #8 Studio mckinsey Visionary The visionary decision maker is "a champion of radical change with a natural gift for leading people through turbulent times." Such people like change, gather information relatively narrowly, and are strongly biased toward action but "may be too quick to rush in the wrong direction." If you are a visionary leader, you should seek the opinions and views of a broad group and "encourage dissenters to voice their concerns." Only that way can you get a wider set of views and information that can be critical to success. Guardian A guardian is a "model of fairness who preserves the health, balance, and values of the organization." Such people have sound decision-making processes, try for fact-based choices, and plan carefully. They like continuity, are moderately cautious, and gather information relatively widely. Those are fine characteristics for normal times. But the guardian can be too cautious and slow moving during a crisis, when there is "desperate need for change." That is why a guardian should talk to people outside the organization and have them "challenge deeply held beliefs about the company and its industry." Task forces are then in order to "explore major changes in the environment." Motivator Motivators are good choices for change. They are charismatic, can convince people of the need for action, and build alignment among parts of the company. But like all good storytellers, they risk believing the story in the face of countervailing facts. They gather information relatively narrowly, and strongly believe that self-interest prevails over corporate interest. Rather than looking simply for outside counsel, motivators need to explore the existing facts and see if there are other ways to interpret them--ways that do not necessarily play into the narrative they have created. Formal processes are a help. Motivators can use surveys to get a realistic sense of the rest of the company. Flexible Flexible leaders are, as you might expect from the name, more versatile than other types of leaders: "comfortable with uncertainty, open minded in adapting to circumstances, and willing to involve a variety of people in the decision making." They mildly lean to ad hoc approaches rather than formal processes and are fairly cautious. The problem with flexible leaders is that they can become too open-minded. Looking at all the potential issues, solutions, and outcomes can paralyze the decision-making process. They should set deadlines for decisions before the paralytic debate can commence. It can also make sense to create a framework for ordinary repetitive decisions, making them the subject of a set of rules so as not to waste time on reconsidering. Catalyst The catalyst is an excellent person to lead the work of groups, whether making decisions or implementing them. They are balanced, being in the middle on four out of the six characteristics, although they slightly prefer action to caution and are slightly biased toward broadly, rather than narrowly, gathering information. The more extreme the necessary decision, the more they can naturally resist inherent biases. That said, being middle of the road can yield only average results. To avoid that, a catalyst should watch for circumstances that require high-stakes decisions and realize that they may need a different type of decision process, like having a team look at the situation and suggest potential approaches.
- #10 Psicologo dell’organizzazione 2. Negoziare sui rischi accettabili/ sistemici e i rischi inaccettabili/ critici 3. Investire per incrementare la capacità di risposta nelle finestre di esposizione ai rischi (contingency plan diventano procedure normali)