The document discusses the importance of operational analytics for companies, highlighting that 'game changers' outperform 'laggards' in integrating analytics into decision-making processes. It emphasizes that while many organizations are beginning to implement analytics initiatives, only a small percentage are realizing significant benefits, particularly in sectors like electricity production. The report calls for organizations to develop a structured approach towards analytics, aligning initiatives with strategic objectives and ensuring ongoing support and governance.

1. Why Companies Need to Focus on Operational Analytics
of ‘Game
Changers’
for
‘Laggards’
52% 28%
had integrated analytics
in their decision-making
process within operations
against
GAME CHANGERS LAGGARDS
43%
59%
48%
68%
11%
27%
23%
Using external data to enhance
insights
High utilization of operations data
Routinely collected unstructured
data to improve the quality of data
Integration of Data to Achieve
Single View of Operations Data
45%
The DNA of the Game Changers
Who are the Game Changers?
How do Industry Verticals Fare on Realizing Success
from Operational Analytics Initiatives?
How Do Countries Fare in Realizing Success from Operational Analytics Initiatives?
Success in Realizing Benefits*
Low
High
High
LevelofImplementation*
Strugglers
20%
Game Changers
18%
Laggards
41%
Optimizers
21%
of organizations now prioritize
operational analytics initiatives
over front office
are introducing analytics
initiatives in their operations.
They have mostly
implemented proof of
concepts and are also
struggling to derive benefits.
have integrated most of
their analytics initiatives
with their business
processes and have
realized the desired
benefits from their analytics
initiatives.
LAGGARDS
have integrated analytics
in most of their business
processes; however, lag
behind in realizing benefits.
STRUGGLERS
GAME CHANGERS
Success in Realizing Benefits
Low
High
High
LevelofImplementation
Strugglers Game Changers
Laggards Optimizers
China
UK
Nordics
Germany
Netherlands
US
France
HOW CAN ORGANIZATIONS WALK THE TALK ?
Operational Analytics: A Strategic Priority that Remains Unexploited
> 70%
Operations
Potential Benefits via
Data-driven Operational
Improvements
against
= $117 billion
just $38 billion
for consumer facing
processes
The Size of the Prize Explains the Strategic Shift towards Operations
However, Few Organizations are Succeeding in
Seizing the Operational Analytics Prize
Level of implementation & Success of
Operational Analytics Initiatives
Electricity Companies have leapfrogged other sectors
US Companies have taken the lead
of companies have implemented
analytics initiatives throughout
their operations and realized their
objectives
Only 18%
A Robust Data Strategy
A Data-Driven Decision Making Process
#digitaltransformation
Reach out: Interested in reading the full report?
Head to https://www.capgemini-consulting.com/going-big-operations-analytics
Follow us on Twitter @capgeminiconsul or email dti.in@capgemini.com
Level of Implementation
Low indicates analytics initiatives are still at Proof of
concept stage.
High indicates analytics initiatives are extensively
integrated into business operations.
Success in Realizing Benefits
Low indicates firms are not able to realize
desired benefits.
High indicates firms are highly successful in
realizing desired benefits from analytics
initiatives.
Success in Realizing Benefits
Levelofimplementation
Strugglers Game Changers
Laggards Optimizers
Electricity ProductionConsumer Products
Manufacturing
Life Sciences /
Pharmaceuticals
Automotive
Low
High
High
Strugglers
Game Changers
Laggards Optimizers
Develop a structured view of Analytics
initiatives across the organization
Build B-case and assess operations
-wide impact of analytics initiatives
Identify availability and level of
integration of data within organization
Success in Realizing Benefits
LevelofImplementation
Align initiatives to organization’s
strategic objectives
Institute governance mechanism
to implement insights across levels
Set-up a feedback loop with
stakeholders to review performance
Ensure continuous executive
sponsorship for analytics initiatives
Build centralized teams to coordinate
efforts
Appoint analytics champions
to steward analytics initiatives
*
GOING BIG
OPTIMIZERS
have typically realized early
benefits from their analytics
initiatives in a limited
number of areas within their
operations and have not yet
scaled up to more complex
initiatives.