The document discusses how advanced analytics can provide competitive advantages but many companies are unsure how to implement them effectively. It identifies that fully exploiting analytics requires the ability to identify and manage multiple data sources, build advanced analytics models, and adapt the organization. Companies must have a clear strategy for using data to compete and the right technology architecture. Managers need to focus on sourcing data, building models, transforming culture with flexibility and promoting creativity around new data sources.

1. Making
Advanced
Analytics
Work for
You

2. Present Scenario
– Data-driven strategies are increasingly becoming an
important point of competitive differentiation.
– Data analytics and numbers are being considered a
must in every organization and are attracting serious
investment from technology leaders such as IBM and
Hewlett-Packard.

3. However..
– Most companies are unsure how to proceed. Leaders are
understandably leery of making substantial investments in big
data and advanced analytics. They’re convinced that their
organizations simply aren’t ready.
– They fear,companies may not fully understand the data they
already have, or perhaps they’ve lost piles of money on data-
warehousing programs that never meshed with business
processes, or maybe their current analytics programs are too
complicated or don’t yield insights that can be put to use.

4. Insights….

5. Fully exploiting data and analytics requires three mutually
supportive capabilities.
Identification, combination, and
management of multiple sources of
data
Capability of building
advanced analytics
Adaptability to transform
the organization

6. •First, companies must be able to identify, combine, and
manage multiple sources of data.
•Second, they need the capability to build advanced
analytics models for predicting and optimizing outcomes.
•Third, and most critical, management must possess the
muscle to transform the organization so that the data and
models actually yield better decisions.

7. Two important features
underpin those activities:
– a clear strategy for how to use data and
analytics to compete
– deployment of the right technology
architecture and capabilities.

8. – Many companies grapple with such problems, often
because of a mismatch between the organization’s existing
culture and capabilities 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

9. Managerial Relevance….

10. •Managers need to concentrate on targeting
efforts to source data, build models and
transform the organizational culture. Thus,
maintaining flexibility
•Creativity about external and new data
sources need to promoted

11. Thank You…