- Businesses are collecting more data than ever from both internal and external sources but many feel unprepared to manage and draw insights from it.
- Close to all executives surveyed plan to invest in technologies like business intelligence tools, industry-specific applications, and expanding analyst teams to improve how they leverage data.
- However, many still face challenges like systems not designed for their industry, lack of timely access to information, and an inability to translate data into meaningful insights.
The document summarizes the findings of a survey about digital transformation priorities and objectives for businesses. The survey found that digital transformation is the top strategic priority for most companies and the pace of change is accelerating. Companies see digital disruption as an opportunity for competitive advantage. Improving the customer experience is the most common customer-focused objective for digital transformation initiatives in 2016. While companies are generally confident in meeting their 2016 objectives, the survey identified that increasing senior leadership sponsorship and oversight is the greatest change needed for many companies to succeed.
The Road to Innovation is Paved With Information TechnologyNetApp
Technology, which is producing so much disruption and so much opportunity, also serves as a key tool to facilitate innovation. And continual innovation, at every level, has never been more important for business success. NetApp asked 300 executives worldwide for their views on tech priorities today and in the future. Download this report to learn what they had to say.
The document discusses best practices for promoting a data-centric culture from the bottom-up in organizations. It finds that to complement top-down leadership, employees at all levels should use data to set goals and track performance, receive training in data analysis, share data and compete with peers, and experiment with data to innovate. Fostering these bottom-up behaviors is necessary to fully transform a company into one that is truly data-driven.
Accelerating IT Transformation with Data & Analytic s Matt Mandich
Despite a global IT spend of over $4 Trillion, 67% of CEOs & CIOs are misaligned on how IT should be enabling the business*.. With the dramatic increase in digital technology & the business’s appetite to understand and enable their own innovations through technology, CIOs are challenged with the need to rapidly understand business inputs, stakeholder satisfaction, and assess their own teams internal capabilities. Info-Tech has found too often this is done through ad-hoc and informal processes, making improvement hard to measure, and success impossible to define. A new model is needed to enable the CIO to rapidly make decisions, prove success & analyze challenges with DATA.
In this session Info-Tech will present how CIOs can overcome these challenges, and forge a new data driven approach to rapidly accelerate decision making, as well as measure the benefits of IT with DATA. Info-Tech will share insights from Info-Tech’s 3 year Stakeholder Satisfaction Study & how IT can enable transformation at unparalleled rates.
By the Numbers:
• 66% of CEOs don’t understand how to use IT to transform the business.
• 84% of IT Organizations score below 80% on IT satisfaction
• 43% of CIOs overestimate the size of their next budget.
• 78% of CEOs/CIOs are aligned on what IT issues impede innovation BUT are Highly Misaligned on the Business Barriers that Impede Innovation
• 72% of business leaders misjudge which services really matter to them
* Info-Techs CEO/CIO Alignment study
This document summarizes findings from a study of over 12,000 C-suite executives from around the world. It finds that industry incumbents, rather than new entrants, are now seen as the leading drivers of disruption in most industries. While some predicted widespread disruption from digital technologies, the C-suites report more stability and less urgency to transform. The document identifies three archetypes of organizations - Reinventors, Practitioners, and Aspirations - based on their stage of digital reinvention. Reinventors are outperforming peers and see opportunities in ecosystems and partnerships. Many organizations are looking to platform business models. Disruption is ongoing but incumbents have strengthened their ability to transform themselves.
Match.com uses data analytics throughout its business to help connect people and foster relationships. Data scientists at Match.com continuously improve over 15 matching algorithms to better match users. This data-driven approach has helped Match.com grow its revenue over 50% in the past two years with over 1.8 million paid subscribers. Match.com's competitors take a more psychological approach, while Match.com believes a mathematical data-backed approach is more effective.
Etude PwC pour Linkedin sur le coût de l'inadéquation des compétences (2014)PwC France
http://pwc.to/1fj0jvd
PwC a réalisé pour LinkedIn l’étude « Adapt to Survive », qui recoupe pour la première fois certaines informations des profils des membres du réseau LinkedIn dans 11 pays et les données issues de 2600 entreprises étudiées par PwC Saratoga, l’une des principales bases de données RH au niveau mondial.
L’étude montre ainsi que la faible adaptabilité des compétences – difficulté des personnes à se former à de nouveaux savoir-faire ou à changer de secteur d’activité – coûte à l’économie mondiale 150 milliards de dollars en manque de productivité et renchérit les coûts de recrutement.
Une analyse qui permet à PwC de lancer l’Index d’Adaptabilité des Compétences, qui positionne en tête les Pays-Bas, le Royaume-Uni et le Canada. La France prend la 7ème place du classement (sur 11 pays étudiés).
The document summarizes the findings of a survey about digital transformation priorities and objectives for businesses. The survey found that digital transformation is the top strategic priority for most companies and the pace of change is accelerating. Companies see digital disruption as an opportunity for competitive advantage. Improving the customer experience is the most common customer-focused objective for digital transformation initiatives in 2016. While companies are generally confident in meeting their 2016 objectives, the survey identified that increasing senior leadership sponsorship and oversight is the greatest change needed for many companies to succeed.
The Road to Innovation is Paved With Information TechnologyNetApp
Technology, which is producing so much disruption and so much opportunity, also serves as a key tool to facilitate innovation. And continual innovation, at every level, has never been more important for business success. NetApp asked 300 executives worldwide for their views on tech priorities today and in the future. Download this report to learn what they had to say.
The document discusses best practices for promoting a data-centric culture from the bottom-up in organizations. It finds that to complement top-down leadership, employees at all levels should use data to set goals and track performance, receive training in data analysis, share data and compete with peers, and experiment with data to innovate. Fostering these bottom-up behaviors is necessary to fully transform a company into one that is truly data-driven.
Accelerating IT Transformation with Data & Analytic s Matt Mandich
Despite a global IT spend of over $4 Trillion, 67% of CEOs & CIOs are misaligned on how IT should be enabling the business*.. With the dramatic increase in digital technology & the business’s appetite to understand and enable their own innovations through technology, CIOs are challenged with the need to rapidly understand business inputs, stakeholder satisfaction, and assess their own teams internal capabilities. Info-Tech has found too often this is done through ad-hoc and informal processes, making improvement hard to measure, and success impossible to define. A new model is needed to enable the CIO to rapidly make decisions, prove success & analyze challenges with DATA.
In this session Info-Tech will present how CIOs can overcome these challenges, and forge a new data driven approach to rapidly accelerate decision making, as well as measure the benefits of IT with DATA. Info-Tech will share insights from Info-Tech’s 3 year Stakeholder Satisfaction Study & how IT can enable transformation at unparalleled rates.
By the Numbers:
• 66% of CEOs don’t understand how to use IT to transform the business.
• 84% of IT Organizations score below 80% on IT satisfaction
• 43% of CIOs overestimate the size of their next budget.
• 78% of CEOs/CIOs are aligned on what IT issues impede innovation BUT are Highly Misaligned on the Business Barriers that Impede Innovation
• 72% of business leaders misjudge which services really matter to them
* Info-Techs CEO/CIO Alignment study
This document summarizes findings from a study of over 12,000 C-suite executives from around the world. It finds that industry incumbents, rather than new entrants, are now seen as the leading drivers of disruption in most industries. While some predicted widespread disruption from digital technologies, the C-suites report more stability and less urgency to transform. The document identifies three archetypes of organizations - Reinventors, Practitioners, and Aspirations - based on their stage of digital reinvention. Reinventors are outperforming peers and see opportunities in ecosystems and partnerships. Many organizations are looking to platform business models. Disruption is ongoing but incumbents have strengthened their ability to transform themselves.
Match.com uses data analytics throughout its business to help connect people and foster relationships. Data scientists at Match.com continuously improve over 15 matching algorithms to better match users. This data-driven approach has helped Match.com grow its revenue over 50% in the past two years with over 1.8 million paid subscribers. Match.com's competitors take a more psychological approach, while Match.com believes a mathematical data-backed approach is more effective.
Etude PwC pour Linkedin sur le coût de l'inadéquation des compétences (2014)PwC France
http://pwc.to/1fj0jvd
PwC a réalisé pour LinkedIn l’étude « Adapt to Survive », qui recoupe pour la première fois certaines informations des profils des membres du réseau LinkedIn dans 11 pays et les données issues de 2600 entreprises étudiées par PwC Saratoga, l’une des principales bases de données RH au niveau mondial.
L’étude montre ainsi que la faible adaptabilité des compétences – difficulté des personnes à se former à de nouveaux savoir-faire ou à changer de secteur d’activité – coûte à l’économie mondiale 150 milliards de dollars en manque de productivité et renchérit les coûts de recrutement.
Une analyse qui permet à PwC de lancer l’Index d’Adaptabilité des Compétences, qui positionne en tête les Pays-Bas, le Royaume-Uni et le Canada. La France prend la 7ème place du classement (sur 11 pays étudiés).
We conducted a ground-breaking survey of the UK’s data and business professionals to get a snapshot of the state of the world of data, uncover some of the issues facing the industry and get a sense of the changes on the horizon. The results were enlightening, and in some cases, very surprising.
The document discusses how companies can build a data-driven culture by engaging employees. It argues that becoming data-driven happens in three stages - focusing first on technology, then talent, and most importantly transforming the corporate culture. Two key factors are needed for cultural transformation - strong leadership from the top to establish a vision, and bottom-up employee engagement through training, incentives and making data accessible and relevant to employees' daily work. Companies that are truly data-driven report better performance, innovation, collaboration, and employee satisfaction compared to those that are not.
This document summarizes key insights from the 2018 Gartner CIO Agenda Report survey of over 3,000 CIOs. It finds that the role of the CIO is transforming from an IT delivery focus to a business-oriented role focused on growth, innovation, and digital transformation. CIOs now spend more time on executive leadership and differentiating technologies like analytics. While scaling digital initiatives remains challenging due to cultural barriers, most CIOs report their IT organizations are adapting well to changes brought by digital business. The document recommends CIOs take advantage of this adaptive environment to further their digital strategies and support business growth objectives.
The corporate CFO was once confined to financial gatekeeping and oversight. But for some time now CFOs have been taking on wider and more strategic corporate responsibilities. Today’s CFO needs to partner with the CEO on strategic leadership of a company through budgeting and planning, while taking on greater responsibilities in daily operations and even functions such as enterprise content management. Indeed, CFOs are making more decisions in real-time in areas new to them, and they are relying on volumes of new information.
This report, commissioned by Qlik, finds that having to use so much new information to shape corporate strategy is a double-edged sword. The growth of non-traditional information sources, such as social media and location-based data, offers more potential opportunities for CFOs to generate important insights about their businesses.
Big and Fast Data: The Rise of Insight-Driven BusinessMichael Bailey
The document discusses how big data is enabling business disruption in four key ways:
1) Using insights from big data to drive efficiency and cost reduction.
2) Leveraging insights to grow existing business streams by better understanding customers.
3) Tapping insights to pursue new revenue streams by disrupting markets through non-traditional business models.
4) Direct monetization of data itself by creating new data-focused business lines.
The document summarizes the findings of a survey of 571 CIOs about the current state of their role. It finds that CIOs who have more strategic, business-focused roles fare better than functional CIOs focused mainly on IT operations. Strategic CIOs earn more money, have more job satisfaction, and are better able to address challenges like cybersecurity. While most CIOs say their jobs are challenging, strategic CIOs find their work more rewarding. The survey also shows CIOs are increasingly focusing on security issues due to high-profile data breaches.
The document discusses how established companies can become more data-driven through a strategic transformation. It provides examples of how the Spanish hotel chain Ilunion and Transport for London used data analytics to improve decision making. The key steps for companies include linking data initiatives to business goals, creating a data-driven culture where all employees use data in their work, and implementing technology infrastructure to make relevant data and insights accessible. Becoming truly data-driven requires addressing cultural and technical barriers and viewing data as a strategic asset.
Median salaries for networking and data center professionals decreased in 2016, putting pressure on infrastructure roles. Staff salaries declined 4.7% to $80,000 while manager salaries fell 2% to $96,000. However, total compensation including bonuses remained flat or increased slightly. Commoditization of hardware and the focus on software skills are driving demand and pay higher for roles involving security, cloud, and development. Despite salary challenges, infrastructure professionals remain optimistic, with 9 in 10 feeling secure in their career. Acquiring new skills is seen as important for staying relevant in a changing industry.
This document discusses how CFOs in Asia-Pacific countries are facing new challenges in making decisions due to increased data from various sources. While CFO roles have expanded beyond finance into strategic operations, many CFOs feel constrained by inaccurate or outdated data from silos across their organizations. They recognize a need for real-time decisions but report their decision-making speed has slowed. CFOs see opportunities in new data sources like social media but lack tools to integrate diverse data. They seek technology solutions but find current offerings lacking. CFOs expect to rely more on IT expertise and analytics but have received limited training.
Job One: Reimagine Today's State Government Workforceaccenture
Social services CFOs are expanding their roles from back office functions to strategic leadership. To prepare for the future, CFOs must focus on identifying new sources of value, leverage data and technology, and develop new skills in their staff. Automation will allow 22% of finance tasks to be performed by technology currently, growing to 36% in three years. While defining ROI on digital investments is still a challenge, social services CFOs are making progress in areas like planning, budgeting, and data analytics compared to the private sector. CFOs must enhance analytical capabilities and adaptive capacity to provide real-time insights across operational, risk and other data.
1) Analytics use is on the rise in businesses, with more companies using it across their entire enterprise. Two-thirds have appointed analytics leaders and over half see senior leadership as committed to analytics.
2) Predictive analytics use has nearly tripled since 2009 as companies seek to anticipate the future. However, the demand for predictive capabilities exceeds current supply.
3) Analytics is primarily being used in customer-focused areas like marketing, sales, and customer retention to improve experiences and decision-making. However, companies still need to better link analytics insights to key business outcomes.
COVID-19 has increased the need for intelligent decisioning through AI, but ROI is not guaranteed. Here's how to accelerate AI outcomes, according to our recent study.
The survey of 395 C-level executives from various industries found:
1) Executives have overwhelmingly positive views of big data and its potential, especially for increasing sales, improving efficiency and building customer loyalty.
2) While recognizing big data's potential, three-quarters want a deeper understanding of the underlying technologies. Customer insights and targeting are currently seen as top priorities for big data applications.
3) Lack of understanding of how to apply big data to specific business functions is cited as the top internal obstacle to greater use of big data.
Addressing India's Reskilling Challenge - A Report By AIMRicha Bhatia
In our report, we dig into the educational stakeholder
landscape to see how they are transforming the skills market by
developing training courses and certification programmes that
correspond to in-demand skills required today. We look at the
type of educational institutions offering data and analytics
programs; how the educational landscape is changing in
response to the heightened demand for analytics skills and
what needs to be done to fill the skill gap.
Data Science Leaders Outlook In India 2019: By AIM & SimplilearnRicha Bhatia
In its fifth year, our Data Science Leaders Outlook in India 2019 in collaboration with Simplilearn takes stock of the analytics landscape in India and how enterprises have moved up the analytics maturity index. What was once viewed as a competitive advantage is now powering the core operations and helping companies launch entirely new business models. Analytics and Data Science has changed the dynamics of the industry, spawning a winner-takes-all market.
From big data overload to business impactMiguel Garcia
The document summarizes the key findings of a survey of 333 North American C-level executives about their organizations' preparedness to manage big data and leverage it effectively. The following were among the main findings:
- Organizations have seen an 86% average increase in data volume in the last 2 years, especially customer, operations, and sales/marketing data.
- However, 60% of executives rated their organizations as unprepared (C or lower), with 29% giving a D or F. Healthcare executives were least confident.
- Top frustrations included lacking the right systems to gather data and inability to give managers timely access to information.
- 93% of executives believe they are losing an average of
We conducted a groundbreaking survey of the UK’s data and business professionals to get a snapshot of the state of the world of data, uncover some of the issues facing the industry and get a sense of the changes on the horizon. The results were enlightening, and in some cases, very surprising.
Find out:
Why nearly a third of IT Directors feel their organisation uses data poorly
What the hybrid data manager of the future will look like
Why understanding customer behaviour remains the holy grail for so many
We conducted a survey of the UK's data and business professionals to get a snapshot of the state of the world of data, uncover some of the issues facing the industry and get a sense of the changes on the horizon. The results were enlightening, and in some cases, very surprising.
The document discusses a survey of 300 enterprise organizations about data ownership and big data initiatives. It finds that marketing and sales are most involved in purchase decisions, but sales, business development, and insights/analytics have the most influence. Most functions see their involvement peaking late in the purchase process. Organizations need strategies to align functional areas and determine influence. Data initiatives are being driven by needs for better analytics, marketing intelligence, and predictive capabilities rather than just data quality issues.
SAP SME - The Agility Engine think piece - partner - July 10.pdfAGSanePLDTCompany
IT plays a key strategic role for small and midsize businesses. While IT faces challenges around budgets and talent, it must prepare the business for digital transformation and ensure all parts of the business have necessary tools. The survey found top priorities are growth and customer experience. However, scaling for growth is a major challenge, especially for providing availability and security. Successful IT integrates with all business functions to improve processes and experiences. Larger businesses have progressed further in digital transformation through technologies like ERP and AI. Smaller firms must also invest in foundational technologies to remain competitive.
We conducted a ground-breaking survey of the UK’s data and business professionals to get a snapshot of the state of the world of data, uncover some of the issues facing the industry and get a sense of the changes on the horizon. The results were enlightening, and in some cases, very surprising.
The document discusses how companies can build a data-driven culture by engaging employees. It argues that becoming data-driven happens in three stages - focusing first on technology, then talent, and most importantly transforming the corporate culture. Two key factors are needed for cultural transformation - strong leadership from the top to establish a vision, and bottom-up employee engagement through training, incentives and making data accessible and relevant to employees' daily work. Companies that are truly data-driven report better performance, innovation, collaboration, and employee satisfaction compared to those that are not.
This document summarizes key insights from the 2018 Gartner CIO Agenda Report survey of over 3,000 CIOs. It finds that the role of the CIO is transforming from an IT delivery focus to a business-oriented role focused on growth, innovation, and digital transformation. CIOs now spend more time on executive leadership and differentiating technologies like analytics. While scaling digital initiatives remains challenging due to cultural barriers, most CIOs report their IT organizations are adapting well to changes brought by digital business. The document recommends CIOs take advantage of this adaptive environment to further their digital strategies and support business growth objectives.
The corporate CFO was once confined to financial gatekeeping and oversight. But for some time now CFOs have been taking on wider and more strategic corporate responsibilities. Today’s CFO needs to partner with the CEO on strategic leadership of a company through budgeting and planning, while taking on greater responsibilities in daily operations and even functions such as enterprise content management. Indeed, CFOs are making more decisions in real-time in areas new to them, and they are relying on volumes of new information.
This report, commissioned by Qlik, finds that having to use so much new information to shape corporate strategy is a double-edged sword. The growth of non-traditional information sources, such as social media and location-based data, offers more potential opportunities for CFOs to generate important insights about their businesses.
Big and Fast Data: The Rise of Insight-Driven BusinessMichael Bailey
The document discusses how big data is enabling business disruption in four key ways:
1) Using insights from big data to drive efficiency and cost reduction.
2) Leveraging insights to grow existing business streams by better understanding customers.
3) Tapping insights to pursue new revenue streams by disrupting markets through non-traditional business models.
4) Direct monetization of data itself by creating new data-focused business lines.
The document summarizes the findings of a survey of 571 CIOs about the current state of their role. It finds that CIOs who have more strategic, business-focused roles fare better than functional CIOs focused mainly on IT operations. Strategic CIOs earn more money, have more job satisfaction, and are better able to address challenges like cybersecurity. While most CIOs say their jobs are challenging, strategic CIOs find their work more rewarding. The survey also shows CIOs are increasingly focusing on security issues due to high-profile data breaches.
The document discusses how established companies can become more data-driven through a strategic transformation. It provides examples of how the Spanish hotel chain Ilunion and Transport for London used data analytics to improve decision making. The key steps for companies include linking data initiatives to business goals, creating a data-driven culture where all employees use data in their work, and implementing technology infrastructure to make relevant data and insights accessible. Becoming truly data-driven requires addressing cultural and technical barriers and viewing data as a strategic asset.
Median salaries for networking and data center professionals decreased in 2016, putting pressure on infrastructure roles. Staff salaries declined 4.7% to $80,000 while manager salaries fell 2% to $96,000. However, total compensation including bonuses remained flat or increased slightly. Commoditization of hardware and the focus on software skills are driving demand and pay higher for roles involving security, cloud, and development. Despite salary challenges, infrastructure professionals remain optimistic, with 9 in 10 feeling secure in their career. Acquiring new skills is seen as important for staying relevant in a changing industry.
This document discusses how CFOs in Asia-Pacific countries are facing new challenges in making decisions due to increased data from various sources. While CFO roles have expanded beyond finance into strategic operations, many CFOs feel constrained by inaccurate or outdated data from silos across their organizations. They recognize a need for real-time decisions but report their decision-making speed has slowed. CFOs see opportunities in new data sources like social media but lack tools to integrate diverse data. They seek technology solutions but find current offerings lacking. CFOs expect to rely more on IT expertise and analytics but have received limited training.
Job One: Reimagine Today's State Government Workforceaccenture
Social services CFOs are expanding their roles from back office functions to strategic leadership. To prepare for the future, CFOs must focus on identifying new sources of value, leverage data and technology, and develop new skills in their staff. Automation will allow 22% of finance tasks to be performed by technology currently, growing to 36% in three years. While defining ROI on digital investments is still a challenge, social services CFOs are making progress in areas like planning, budgeting, and data analytics compared to the private sector. CFOs must enhance analytical capabilities and adaptive capacity to provide real-time insights across operational, risk and other data.
1) Analytics use is on the rise in businesses, with more companies using it across their entire enterprise. Two-thirds have appointed analytics leaders and over half see senior leadership as committed to analytics.
2) Predictive analytics use has nearly tripled since 2009 as companies seek to anticipate the future. However, the demand for predictive capabilities exceeds current supply.
3) Analytics is primarily being used in customer-focused areas like marketing, sales, and customer retention to improve experiences and decision-making. However, companies still need to better link analytics insights to key business outcomes.
COVID-19 has increased the need for intelligent decisioning through AI, but ROI is not guaranteed. Here's how to accelerate AI outcomes, according to our recent study.
The survey of 395 C-level executives from various industries found:
1) Executives have overwhelmingly positive views of big data and its potential, especially for increasing sales, improving efficiency and building customer loyalty.
2) While recognizing big data's potential, three-quarters want a deeper understanding of the underlying technologies. Customer insights and targeting are currently seen as top priorities for big data applications.
3) Lack of understanding of how to apply big data to specific business functions is cited as the top internal obstacle to greater use of big data.
Addressing India's Reskilling Challenge - A Report By AIMRicha Bhatia
In our report, we dig into the educational stakeholder
landscape to see how they are transforming the skills market by
developing training courses and certification programmes that
correspond to in-demand skills required today. We look at the
type of educational institutions offering data and analytics
programs; how the educational landscape is changing in
response to the heightened demand for analytics skills and
what needs to be done to fill the skill gap.
Data Science Leaders Outlook In India 2019: By AIM & SimplilearnRicha Bhatia
In its fifth year, our Data Science Leaders Outlook in India 2019 in collaboration with Simplilearn takes stock of the analytics landscape in India and how enterprises have moved up the analytics maturity index. What was once viewed as a competitive advantage is now powering the core operations and helping companies launch entirely new business models. Analytics and Data Science has changed the dynamics of the industry, spawning a winner-takes-all market.
From big data overload to business impactMiguel Garcia
The document summarizes the key findings of a survey of 333 North American C-level executives about their organizations' preparedness to manage big data and leverage it effectively. The following were among the main findings:
- Organizations have seen an 86% average increase in data volume in the last 2 years, especially customer, operations, and sales/marketing data.
- However, 60% of executives rated their organizations as unprepared (C or lower), with 29% giving a D or F. Healthcare executives were least confident.
- Top frustrations included lacking the right systems to gather data and inability to give managers timely access to information.
- 93% of executives believe they are losing an average of
We conducted a groundbreaking survey of the UK’s data and business professionals to get a snapshot of the state of the world of data, uncover some of the issues facing the industry and get a sense of the changes on the horizon. The results were enlightening, and in some cases, very surprising.
Find out:
Why nearly a third of IT Directors feel their organisation uses data poorly
What the hybrid data manager of the future will look like
Why understanding customer behaviour remains the holy grail for so many
We conducted a survey of the UK's data and business professionals to get a snapshot of the state of the world of data, uncover some of the issues facing the industry and get a sense of the changes on the horizon. The results were enlightening, and in some cases, very surprising.
The document discusses a survey of 300 enterprise organizations about data ownership and big data initiatives. It finds that marketing and sales are most involved in purchase decisions, but sales, business development, and insights/analytics have the most influence. Most functions see their involvement peaking late in the purchase process. Organizations need strategies to align functional areas and determine influence. Data initiatives are being driven by needs for better analytics, marketing intelligence, and predictive capabilities rather than just data quality issues.
SAP SME - The Agility Engine think piece - partner - July 10.pdfAGSanePLDTCompany
IT plays a key strategic role for small and midsize businesses. While IT faces challenges around budgets and talent, it must prepare the business for digital transformation and ensure all parts of the business have necessary tools. The survey found top priorities are growth and customer experience. However, scaling for growth is a major challenge, especially for providing availability and security. Successful IT integrates with all business functions to improve processes and experiences. Larger businesses have progressed further in digital transformation through technologies like ERP and AI. Smaller firms must also invest in foundational technologies to remain competitive.
The study was conducted by Avaus Marketing Innovations, a leading data-driven marketing agency, together with ISS, a leading marketing research company. We asked Swedish and Finnish CMO’s, CTO’s and COO’s to assess the state of data and analytics in their companies, in four major areas:
1. Strategy and business objectives
2. Investments
3. People, processes and leadership
4. Tools and technologies
Download the full study for free here: https://www.avaus.fi/en/state-of-analytics/
This third annual survey by TECNA, a non-profit trade association of regional technology organizations which serves as a leading voice in growing the North American technology economy, provides current and future technology trends locally, regionally and nationally. The survey was conducted in partnership with CompTIA, the non-profit association for the IT industry.
The document summarizes key points from a business analytics conference. It discusses how analytics has become more important and useful due to increased data and new tools. While analytics is helping organizations, clear business needs and leadership support are still needed to ensure insights are properly used. There is a shortage of analytics talent, and on-the-job training is critical for developing skills. India has a large share of the analytics outsourcing market but can move further up the value chain through faster delivery and challenging itself.
MTBiz is for you if you are looking for contemporary information on business, economy and especially on banking industry of Bangladesh. You would also find periodical information on Global Economy and Commodity Markets.
Cracking the Data Conundrum: How Successful Companies Make #BigData OperationalCapgemini
There is little arguing the benefits and disruptive potential of Big Data. However, many organizations have not fully embedded Big Data in their operations. In fact, our research shows that only 13% have achieved full-scale production for their Big Data implementations. The most troubling development is that most organizations are failing to benefit from their investments. Only 27% of respondents described their Big Data initiatives as “successful” and only 8% described them as “very successful”.
So, how can organizations make Big Data operational? There are many factors that go into the making of a successful Big Data implementation. However, the single biggest factor that we observed in our research was that organizations that have a strong operating model stood apart. This operating model has multiple distinct elements, which include, among others, a well-defined organizational structure, systematic implementation plan, and strong leadership support. For instance, success rates for organizations with an analytics business unit are nearly 2.5 times those that have ad-hoc, isolated teams. The report highlights the key factors for successful Big Data implementations.
Cracking the Data Conundrum: How Successful Companies Make #BigData OperationalSubrahmanyam KVJ
There is little arguing the benefits and disruptive potential of Big Data. However, many organizations have not fully embedded Big Data in their operations. In fact, our research shows that only 13% have achieved full-scale production for their Big Data implementations. The most troubling development is that most organizations are failing to benefit from their investments. Only 27% of respondents described their Big Data initiatives as “successful” and only 8% described them as “very successful”.
So, how can organizations make Big Data operational? There are many factors that go into the making of a successful Big Data implementation. However, the single biggest factor that we observed in our research was that organizations that have a strong operating model stood apart. This operating model has multiple distinct elements, which include, among others, a well-defined organizational structure, systematic implementation plan, and strong leadership support. For instance, success rates for organizations with an analytics business unit are nearly 2.5 times those that have ad-hoc, isolated teams. The report highlights the key factors for successful Big Data implementations.
Cracking the data conundrum - how successful companies make big data operationalRick Bouter
- Only 13% of organizations have fully implemented Big Data initiatives despite large investments, with challenges including scattered data silos, ineffective coordination of analytics teams, and reliance on legacy systems.
- Successful companies establish centralized teams to coordinate Big Data efforts, adopt systematic implementation approaches with clear selection criteria and metrics, and have strong executive leadership driving cultural change towards data-driven decision making.
- Top performers also leverage multiple channels like partnerships, acquisitions, and innovation labs to develop Big Data talent.
The document is a report from the Economist Intelligence Unit that discusses the challenges of building a data-centric culture in organizations. It is based on a global survey of 395 executives. Some key points:
- Building the right organizational culture to realize business value from data analytics is now a priority for companies, as they have already invested in technology and talent.
- CEOs face the challenge of transforming company culture and how data is used. They must implement strategies from the top-down and engage employees.
- Successful data-driven companies are inspired by leaders who communicate a strong vision of how data can help the business and drive values like customer service. Leaders also provide expertise and education to help employees apply data.
Driving A Data-Centric Culture: The Leadership ChallengePlatfora
Embracing data as a corporate asset—and a source of competitive advantage—is not just a “good idea” that companies should consider. Such adoption will help determine the winners and losers across multiple markets and industries in the future.
In the last couple of years, corporate focus has shifted: first, from investing in the right technology and tools; then to acquiring the right talent and skills; and now to building the right organizational culture that can realize the business value of powerful big-data analytic tools.
Most organizations today are still focused on putting in place the right technology and talent, but others have evolved further and are working toward fostering a data-centric corporate culture.
An online survey of 96 IT decision makers from large enterprises and SMBs was conducted to understand their top technology priorities for 2014. The survey found that key business priorities like improving productivity and reducing expenses were top priorities across organization sizes. Most respondents said that specific company objectives would impact IT spending in 2014. The survey also found that hybrid cloud was of high interest among large enterprises, while software defined networking remains unclear to most. Information security and choosing the right technologies were among the top challenges cited.
Despite a global IT spend of over $4 Trillion, 67% of CEOs & CIOs are misaligned on how IT should be enabling the business*.. With the dramatic increase in digital technology & the business’s appetite to understand and enable their own innovations through technology, CIOs are challenged with the need to rapidly understand business inputs, stakeholder satisfaction, and assess their own teams internal capabilities. Info-Tech has found too often this is done through ad-hoc and informal processes, making improvement hard to measure, and success impossible to define. A new model is needed to enable the CIO to rapidly make decisions, prove success & analyze challenges with DATA.
In this session Info-Tech will present how CIOs can overcome these challenges, and forge a new data driven approach to rapidly accelerate decision making, as well as measure the benefits of IT with DATA. Info-Tech will share insights from Info-Tech’s 3 year Stakeholder Satisfaction Study & how IT can enable transformation at unparalleled rates.
By the Numbers:
• 66% of CEOs don’t understand how to use IT to transform the business.
• 84% of IT Organizations score below 80% on IT satisfaction
• 43% of CIOs overestimate the size of their next budget.
• 78% of CEOs/CIOs are aligned on what IT issues impede innovation BUT are Highly Misaligned on the Business Barriers that Impede Innovation
• 72% of business leaders misjudge which services really matter to them
* Info-Techs CEO/CIO Alignment study
A survey of over 2,200 IT leaders found:
- IT teams are increasingly developing apps for customers, partners, and employees, with 42% creating customer-facing apps.
- Top priorities for IT include increasing worker productivity, data visibility, and automating business processes.
- The top areas for increased IT spending over the next two years are mobile apps, cloud migration, and cybersecurity/incident response.
- High-performing IT organizations are more likely to report excelling at digital transformation and staying ahead of technology trends.
The document summarizes the key findings from a 2015 global survey on digital IQ. It identifies 10 attributes that correlate with stronger financial performance among digital leaders. These include having CEO commitment to digital, a shared digital strategy across executive teams, engaging external sources of innovation, making investments for competitive advantage, utilizing data to drive value, proactive cybersecurity planning, a multi-year digital roadmap, and consistently measuring returns on investments. The document also discusses trends around digital strategies, spending, roles and disruption within organizations as they pursue digital transformations.
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This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
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2. IN COLLABORATION WITH
Introduction & Methodology
Data is now a form of capital. Organizations can use the massive amounts of
business information they collect to raise revenue with new products, services and
ways to work. But they need help. And they know it.
WSJ. Custom Studios in collaboration with Oracle set out to understand the
unique challenges several key industries face when dealing with data. In an Ipsos
North America Market Research survey, we queried 742 executives around the
world about the opportunities big data presents and the journey companies are
taking to benefit from them.
Respondent Profile
Corporate Titles
›› 7% Owner/Partner
›› 4% President/CEO/COO
›› 20% CIO/CTO/CFO
›› 46% General Manager/Managing Director/VP
Company Size
›› Average $372MM in annual revenue
›› Average 3.915 employees
Respondent’s Employment by Industry
Manufacturing
HealthCare/
LifeSciences/
Pharmaceuticals
FinancialServices/
Insurance
Retail
Telecommunications
Utilities
3. IN COLLABORATION WITH
Whether it’s from clinical drug trials, social media
conversations or customer purchase records, organizations
have evermore data to manage and translate into insights.
Key Findings
96%
have seen an increase in data in the past two years.
Close to a quarter have seen the data volume double
during that period.
86%
consider the ability to garner insight from business a
top three priority. For 32%, it’s the #1 item.
81%
plan to expand their business analyst team. That
means more staff to parse data and put it to good use.
4. IN COLLABORATION WITH
The Bottom Line
Lack of preparation costs money.
98%of industry executives believe they
are losing revenue as a result of
not effectively managing and
leveraging business information.
Industry-specific applications are a key element to improving
the ability to translate data into insight.
5. IN COLLABORATION WITH
Several years into the data explosion, companies continue to be overwhelmed. Only 6% of senior management across all
industries feel completely prepared for continued data growth — data that will come from a variety of sources.
Predicted Data Growth
WHERE DATA WILL COME FROM THE NEXT 2 YEARS (EST.)
External
Data
Sources
Internal Data Sources
Social
Media
Market
Data
Customer
Information
Sales/
Marketing
Operations Finance Service/
Support
Research
Development
Regulatory
Management
Manufacturing/
Supply Chain
27%
25%
32%
29%
27%
21% 21% 20% 18%
15%
Q: In what areas have you seen biggest increases in variety and volume in the last two years? In the next two years?
6. IN COLLABORATION WITH
Biggest Challenges
Our systems are
not designed to
meet the specific
needs of our
industry.
Information
is no longer
timely when
our business
managers
receive it.
Business
managers need
to rely on IT
to compile
and analyze
information.
Don’t have the
right systems in
place to gather
the information
we need.
Can’t make sense
of the data we
have, or translate
into actionable
insights.
37% 32% 31% 28% 28%
85%of industry executives use software built for their specific needs. Still, inefficient systems and lack of
timeliness pose significant obstacles. (It’s difficult to make good decisions with out-of-date and incomplete information.)
Q: What are your biggest gripes in terms of your organization’s current ability to manage and draw operational insight from information?
7. IN COLLABORATION WITH
Industry-Specific
Software Is Essential
84%
rank these applications as essential or important to their operations.
85%of industry executives use software built for their specific needs.
ManufacturingRetail Health Care/
Life Sciences/
Pharmaceuticals
Financial Services/
Insurance
72%91% 91% 90% 88% 78%
Utilities Telecommunications
Q: Does your organization use industry-specific applications/software to help you to run your business and leverage your business? Q: How important are these applications to your
operations? Ranked 4 or 5 out of 5 where 5 is critical.
8. IN COLLABORATION WITH
More Investment Projected
Almost all (98%) of the industry executives surveyed plan investments to improve information optimization over the
next two years. They’re investing in:
Technology
infrastructure
(e.g., databases,
middleware)
Business
intelligence
tools/analytics
Business
applications
Industry-specific
applications
Hardware (e.g.,
servers, storage)
53% 48% 44% 43% 43%
Q: Looking ahead, what IT infrastructure, systems or solutions will your organization invest in to help improve information optimization over the next two years?
9. IN COLLABORATION WITH
Data Mining Is Mission Critical
Garnering insight from data is a top three priority for 87% of manufacturing
executives.
Sales and marketing data jumped 43% over the last two years, more than any other industry.
Unsurprisingly, social media (25%) is gaining ground.
MANUFACTURING
40%
of manufacturing
executives say
that garnering
insight from data
is their #1 priority,
the highest
of measured
industries.
Q: Where does the ability to draw intelligence from data rank in terms of your organization’s priorities? Q: In what areas have you seen biggest increases in variety and volume in the
last two years? In the next two years?
10. IN COLLABORATION WITH
48%
Nearly half complain that their systems are not designed to
meet their specific needs, higher than any other industry.
26%
Can’t find data once its collected, a bigger gripe for retail than
other industries.
Although more than three-quarters of retail
executives say they are planning to expand their
analyst team, this is well below average.
78%
Data on the Rise
RETAIL
Retailers expect data growth in the next
two years to come primarily from:
Highest
vs.
other
industries
Social Media 42%
Sales and Marketing 41%
Customer Information 38%
Q: In what areas have you seen biggest increases in variety and volume in the last two years? In the next two years? Q: For the coming year, which of the following best describes
your organization’s plans regarding your business analyst team? Q: What are your biggest gripes in terms of your organization’s current ability to manage and draw operational
insight from information?
11. IN COLLABORATION WITH
Data Warriors
Telecommunications executives rate their organizations highly effective in nearly every aspect of
data management. They also place a high priority on drawing intelligence from data.
TELECOMMUNICATIONS
rank analyzing
data their #1
priority, second to
manufacturing
at 40%
39%
feel that data
doesn’t reach
business managers
promptly, the
highest percentage
of any industry
43%
plan to expand
business analyst
teams, tied
for first with
manufacturing
89%
Q: Where does the ability to draw intelligence from data rank in terms of your organization’s priorities? Q: What are your biggest gripes in terms of your organization’s current ability to
manage and draw operational insight from information? Q. For the coming year, which of the following best describes your organization’s plans regarding your business analyst team?
12. IN COLLABORATION WITH
Trying to Make Sense of Data
This sector isn’t satisfied with its ability to translate
information into actionable insights. Executives also say they
lack the right systems to gather the information they need.
use industry-specific applications — above-
average (the average is 85%), yet utilities rank
last in rating these apps business-critical.
plan to expand their business analyst team over
the coming year, less than manufacturing and
telecommunications but more than the other
industries.
use an outside organization to host and manage
business-critical information, second only to
financial services/insurance.
88%
83%
64%
UTILITIES
Q: Does your organization use industry-specific applications/software to help you to run your business and leverage your business? Q: How important are these applications to your operations?
Ranked 4 or 5 out of 5 where 5 is critical. Q: For the coming year, which of the following best describes your organization’s plans regarding your business analyst team? Q: Please think about
your organization’s use of outside organizations to manage your business critical information (such as cloud services), which statement most closely fits with your organization’s use?
13. IN COLLABORATION WITH
Least Likely to Succeed?
HEALTH CARE/LIFE SCIENCES/
PHARMACEUTICALS
Respondents in health care, life sciences and
pharmaceuticals have few “gripes” compared with other
industries, which might explain why they’re least likely to
be aggressive about data.
Lower
than
other
industries
Compared
to 41% for
telecoms
73%
plan to expand their analyst team
72%
use industry-specific applications
62%
have seen dataflow more than double in the last
two years
Q: From your perspective, how much more business information is your organization collecting and managing today than it did two years ago, across all business areas? Q: For the
coming year, which of the following best describes your organization’s plans regarding your business analyst team? Q: Does your organization use industry-specific applications/
software to help you to run your business and leverage your business?
14. IN COLLABORATION WITH
Data Doubles Down
FINANCIAL SERVICES/INSURANCE
Financial services and insurance
executives have a high propensity
to use industry-specific
applications to leverage business
information.
Highest
vs.
other
industries
Use outside services such as the
cloud to host and manage at least
some business-critical information.
66%
Can’t give business managers
access to the information they
need; they rely on IT to compile and
analyze information.
Systems aren’t designed to meet
the specific needs of their industry.
33%
31%
Lowest
vs.
other
industries
Highest
vs.
other
industries
Q: Please think about your organization’s use of outside organizations to manage your business critical information (such as cloud services), which statement most closely fits with
your organization’s use? Q: What are your biggest gripes in terms of your organization’s current ability to manage and draw operational insight from information?
15. IN COLLABORATION WITH
Around the World: APAC
83%of executives in the Asia-Pacific (APAC) region put the ability to garner insight from business
data on their list of priorities. Helps explain why nearly all (99%) plan to make additional technology
investments over the next two years, primarily in:
Tech
infrastructure
55%
Business
intelligence tools
and analytics
53%
Industry-specific
applications
51%
Hardware
investments
49%
Q: Looking ahead, what IT infrastructure, systems or solutions will your organization invest in to help improve information optimization over the next two years?
16. IN COLLABORATION WITH
Around the World: EMEA
Nearly half (43%) of executives in Europe, the Middle East and Africa (EMEA) region say the volume of
business information acquired has grown by more than half relative to two years ago. Some believe they are
prepared to handle more data; others have doubts.
55%of organizations feel their companies are relatively well-prepared for a data doubling
44%believe they are not
Another gap:
39%feel confident in safeguarding data
19%feel their organization is highly effective in translating business information into actionable intelligence
Q: Say the amount of information your organization collects suddenly doubled, how prepared is your organization to manage this kind of potential information deluge? Q: On a scale
of 1-10, where 1 is poor and 10 is excellent, how would you rate your organization’s effectiveness in the following areas? — Securing/safeguarding data. Translating information into
actionable intelligence.
17. IN COLLABORATION WITH
Around the World: North America
Executives are concerned about how well their organizations manage and draw operational insight from the
data they already have.
The biggest areas of concern:
38%existing systems are not designed to meet their industry’s specific requirements
29%lack the right systems to gather information they need
Still, 61% have increased their usage of industry-specific tools in the past two years, and 37% plan to invest in these
tools over the next two years.
Q: What are your biggest gripes in terms of your organization’s current ability to manage and draw operational insight from information?
18. IN COLLABORATION WITH
Around the World: Latin America
99%of executives in the region consider the ability to garner insights from business data a top three
priority — 100% have seen an increase in business information in the past two years, especially in:
When asked where they expect to see the biggest growth in information in the next two years, they cited financial
information (43%) and operations (37%), particularly in health care where operations data is projected to grow by 48%.
Financial data
64%
Operations
58%
Regulatory
management
24%
Q: Where does the ability to draw intelligence from data rank in terms of your organization’s priorities? Q: In what areas have you seen biggest increases in variety and volume in the
last two years? In the next two years?
19. IN COLLABORATION WITH
Turn Data Into Capital
Investing in data solutions, industry-specific applications, analyst teams
and different types of analytics can help businesses overcome
common challenges.
From Australia to the U.S., in factories and high-rise offices, competitive businesses know they need to gather, analyze
and leverage data effectively to stay ahead of rivals. That’s how you turn data into capital.