Strategic organisations invest in business change and continuous innovation

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Smart organisations are changing operating models to leverage more competitive capabilities. They are tapping into new pools of talent found well outsides their HQs and investing in tech mobility and cloud technologies to enable safe remote working. Small organisations are now omnipresent.

Business

The document discusses how smart companies can get more value from analytics. It notes that while big data and analytics spending is expected to rise significantly, companies often struggle to derive value from the data they collect. It provides tips for overcoming common challenges like identifying the right metrics, tapping new data sources, managing unstructured data, and breaking down organizational silos. Smart approaches include developing insights across business processes, addressing cultural barriers to data sharing, and making insights available throughout departments.

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This document proposes a digital strategy approach for a company that includes: 1) Leveraging new digital technologies like IoT, robotics, and 3D printing to create value across operations, partnerships, and support processes. 2) Identifying and prioritizing digital initiatives through workshops and interviews to develop a roadmap aligned with business objectives and KPIs. 3) An initial 120 day plan to assess opportunities, define a transformation journey, and launch higher priority initiatives and quick wins.

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Desjardins General Insurance Group is a large automobile and home insurance company in Quebec with over 1.4 billion in annual sales and 1 million+ policies. They have undergone changes to their web analytics practices, transitioning from log-based solutions to the Omniture SiteCatalyst tool. This allows their multi-disciplinary analytics team to provide strategic recommendations, performance analysis, and metrics to various business units and partners. Their goals are to continue optimizing their online channels and gaining a more holistic view of customers through web analytics.

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The document discusses key trends in strategic sourcing, including the growing role of analytics, defining digital procurement, emerging digital technologies, and how procurement is changing. It notes that procurement will become more strategic and partner directly with business units using "touchless" processes. The COVID-19 pandemic has highlighted the need for more resilient supply chains, and procurement must focus on areas like category strategies, supplier partnerships, and an agile operating model. Organizations need to determine the right level of resilience and embed it throughout their supply chains.

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Financial analytics can help companies answer important strategic questions by providing forward-looking insights from large amounts of internal and external data. It moves beyond traditional financial reporting to help shape business strategy and improve real-time decision making. By analyzing risks, processes, investments, customer profitability, and other factors, financial analytics helps optimize profits and predict future impacts on key business drivers and stock price. It arms finance leaders with visual tools to understand complex information and partner more strategically with other areas of the business.

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This document discusses how Oracle Analytics can help companies gain competitive advantages through data-driven insights. It promotes Oracle Analytics as a solution that allows users to access and analyze data from multiple sources, gain predictive insights through machine learning and artificial intelligence, and empower business users to perform self-service analytics. Case studies are presented showing how Oracle customers in media/entertainment and consumer services have used Oracle Analytics to accelerate financial reporting, optimize operations through sales predictions, and free up time for more analysis.

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The document summarizes key findings from a focus group research study with 33 customers from 18 industries on critical human resources (HR) metrics. The study found that 91% of respondents rated their firms as using basic operational or reporting metrics, while only 9% used advanced or predictive analytics. It identifies some of the changes needed to move to more advanced analytics, such as fewer manual spreadsheets and integrated tools. It also outlines elements of success for more valuable HR metrics, including integrated dashboards that combine data on engagement, turnover, recruiting and succession.

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Traditional businesses are struggling to keep up in an increasingly digital world where customers expect fast and seamless interactions. Many industries are adopting digital technologies and processes to improve operations and drive new revenue. As a result, companies are looking to third-party software solutions to partner with their existing systems and gain new digital capabilities. BMC partnered with PSFK to create a playbook exploring industry trends, opportunities, and best practices for digital transformation. The playbook identifies four key opportunities including enabling rapid application innovation through cross-team collaboration and agile development processes.

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