This document discusses how public sector organizations can build analytics competency to accelerate outcomes. It finds that while governments are increasingly using analytics to unlock insights from data, most are just starting to explore how to leverage analytics and only a select number have developed advanced analytics capabilities and leadership. The document advocates that organizations focus on four strategic imperatives to build competency: focusing on outcomes, orienting information management around use, using analytics to meet objectives, and embedding analytics in management practices.
Harnessing Collective Intelligence: Shifting Power To The EdgeMike Gotta
Socially-oriented systems create inter-connections across groups and communities that enable workers to leverage the collective intelligence of an organization. Sense-making tools and decision-making systems are more critical than ever before but need to be re-invented for a net-centric environment.
Operationalizing Smart Power To Meet Today's Government ChallengesBooz Allen Hamilton
Government agencies have been given the imperative to do more with less, and so must rely on mission partners to carry out resource-intensive activities. Organizations that learn mission-integration techniques will be seen as innovators as the notion of smart power becomes increasingly influential.
This new viewpoint written by SVP Roger Cressey, Principal Michael Delurey, and Senior Associates Jon Allen and Cheryl Steele explains how Smart Power provides an integrated, collaborative approach to achieve the level of coordination needed to meet today's government challenges.
Hvilke teknologier forventer IBM får størst betydning fremover?
Få indblik i hvordan det er gået med IBM's tidligere forudsigelser og få et bud på, hvad fremtiden bringer fra IBM Research.
Anders Quitzau, Chief Technologist, IBM
The Economist Intelligence Unit surveyed over 600 business leaders worldwide and across different industry sectors about the use of Big Data in their organizations.
The research confirms a growing appetite for data and data-driven decisions and those who harness these correctly stay ahead of the game. The report provides insight on their use of Big Data today and in the future, and highlights the advantages seen and the specific challenges Big Data has on decision making for business leaders.
Key findings:
75% of respondents believe their organizations to be data-driven
9 out of 10 say decisions made in the past 3 years would have been better if they’d had all the relevant information
42% say that unstructured content is too difficult to interpret
85% say the issue is not about volume but the ability to analyze and act on the data in real time
This document discusses how transparency and key performance indicators (KPIs) can be used to create an open and trusting organizational culture. It argues that command-and-control styles of management stifle innovation, while transparent organizations where information is shared openly tend to perform better. The document provides guidelines for companies to increase transparency through accessible performance data and empowering frontline managers.
Big data and analytics are held in high regard by agencies worldwide, but implementing government programs remains challenging. Bloomberg Businessweek Research Services and SAP launched a global survey in summer 2013 to analyze the views of public sector executives on the use and benefits of analytics.
This primer - or "Big Data 101" specifically for the international development and humanitarian communities - explains the concepts behind using Big Data for social good in easy-to-understand language. Published by the United Nations' Global Pulse initiative, which is exploring how new, digital data sources and real-time analytics technologies can help policymakers understand human well-being and emerging vulnerabilities in real-time. www.unglobalpulse.org
Al-Mqbali, Leila, Big Data - Research ProjectLeila Al-Mqbali
This document provides an overview of big data and its implications. It discusses:
1. What big data is, characterized by rapidly increasing volumes, velocities, and varieties of data.
2. How analytical thinking and willingness to accept "messiness" in datasets facilitated the shift from small to big data. This introduced challenges around sampling, random errors, and systematic errors.
3. The predictive capacity of big data is limited by models and their underlying assumptions, such as overfitting, personal bias, incentives, and discerning noise from signals.
4. Big data requires new IT architectures like the "big data stack" to address changes in firm objectives and processing systems. Both benefits and challenges of big data
Harnessing Collective Intelligence: Shifting Power To The EdgeMike Gotta
Socially-oriented systems create inter-connections across groups and communities that enable workers to leverage the collective intelligence of an organization. Sense-making tools and decision-making systems are more critical than ever before but need to be re-invented for a net-centric environment.
Operationalizing Smart Power To Meet Today's Government ChallengesBooz Allen Hamilton
Government agencies have been given the imperative to do more with less, and so must rely on mission partners to carry out resource-intensive activities. Organizations that learn mission-integration techniques will be seen as innovators as the notion of smart power becomes increasingly influential.
This new viewpoint written by SVP Roger Cressey, Principal Michael Delurey, and Senior Associates Jon Allen and Cheryl Steele explains how Smart Power provides an integrated, collaborative approach to achieve the level of coordination needed to meet today's government challenges.
Hvilke teknologier forventer IBM får størst betydning fremover?
Få indblik i hvordan det er gået med IBM's tidligere forudsigelser og få et bud på, hvad fremtiden bringer fra IBM Research.
Anders Quitzau, Chief Technologist, IBM
The Economist Intelligence Unit surveyed over 600 business leaders worldwide and across different industry sectors about the use of Big Data in their organizations.
The research confirms a growing appetite for data and data-driven decisions and those who harness these correctly stay ahead of the game. The report provides insight on their use of Big Data today and in the future, and highlights the advantages seen and the specific challenges Big Data has on decision making for business leaders.
Key findings:
75% of respondents believe their organizations to be data-driven
9 out of 10 say decisions made in the past 3 years would have been better if they’d had all the relevant information
42% say that unstructured content is too difficult to interpret
85% say the issue is not about volume but the ability to analyze and act on the data in real time
This document discusses how transparency and key performance indicators (KPIs) can be used to create an open and trusting organizational culture. It argues that command-and-control styles of management stifle innovation, while transparent organizations where information is shared openly tend to perform better. The document provides guidelines for companies to increase transparency through accessible performance data and empowering frontline managers.
Big data and analytics are held in high regard by agencies worldwide, but implementing government programs remains challenging. Bloomberg Businessweek Research Services and SAP launched a global survey in summer 2013 to analyze the views of public sector executives on the use and benefits of analytics.
This primer - or "Big Data 101" specifically for the international development and humanitarian communities - explains the concepts behind using Big Data for social good in easy-to-understand language. Published by the United Nations' Global Pulse initiative, which is exploring how new, digital data sources and real-time analytics technologies can help policymakers understand human well-being and emerging vulnerabilities in real-time. www.unglobalpulse.org
Al-Mqbali, Leila, Big Data - Research ProjectLeila Al-Mqbali
This document provides an overview of big data and its implications. It discusses:
1. What big data is, characterized by rapidly increasing volumes, velocities, and varieties of data.
2. How analytical thinking and willingness to accept "messiness" in datasets facilitated the shift from small to big data. This introduced challenges around sampling, random errors, and systematic errors.
3. The predictive capacity of big data is limited by models and their underlying assumptions, such as overfitting, personal bias, incentives, and discerning noise from signals.
4. Big data requires new IT architectures like the "big data stack" to address changes in firm objectives and processing systems. Both benefits and challenges of big data
Proposal note for strengthening of monitoring and evaluation on projectsNoor Khan
This document proposes using new data analytics tools to improve monitoring and evaluation of social sector programs. It argues that predictive analytics, rapid cycle evaluations, and monitoring dashboards can help governments and organizations better understand program impacts, identify who will benefit most from interventions, and make smarter decisions. These tools could help address challenges around evaluating complex, multi-level social protection programs and ensuring resources are used effectively to meet development goals. The document outlines some of the data and business challenges around social sector programs and argues analytics can help overcome issues around data quality, behavioral dynamics, and linking different programs and levels of government.
This document provides an overview of big data and its potential value for government agencies. It begins by defining big data based on the three Vs - volume, velocity, and variety. It then discusses trends driving the explosion of data and some potential uses of big data across various government missions like healthcare, transportation, education, cybersecurity, and more. The document also presents case studies of early adopters of big data and discusses technical considerations, recommendations for getting started, and public policy issues related to big data. Overall, the document aims to demystify big data and provide guidance to agency leaders on harnessing its value.
The survey found that nearly all nonprofits track some metrics, but the types of data and how it is used varies significantly. Most nonprofits track financial and operations data and find it useful for budgeting and program decisions. Fewer track marketing, communications, and fundraising data, and even fewer use that data for budgeting or programming decisions. Around half of nonprofits track program metrics and outcomes data for clients, but only about half use outcomes data for decisions. Overall, nonprofits track basic financial data most extensively but do not always leverage other available data for strategic decision-making. Barriers around resources, expertise, and priorities limit how nonprofits collect and apply insights from available data.
Dette notat samler op på en række analyser og anbefalinger omkring begrebet Social Business. Formålet er at give et hurtigt overblik over, hvordan anerkendte konsulenthuse m.fl. ser på betydning og brug af Social
Business.
Notatet er primært en sammenstykning af diverse uddrag og figurer uden en egentlig sammenbindende tekst.
There is no getting around it, if a business today loses accessto its data, it is soon out of business. There are many reasonswhy an organization could find its access to reliable, securedata compromised—everything from a missing laptop to acorporate merger to a hurricane (see Figure 1). Then there are the legal and compliance requirements. In fact, many
organizations that never previously considered themselves tobe potential targets for hackers, or maintainers of sensitivecustomer data, now find themselves every bit as responsiblefor compliance as banks, hospitals and other traditional sub-jects of compliance regulations.
Advanced Business Solutions surveyed over 300 UK-based Not-for-Profit (NFP) organisations – charities and membership organisations – to investigate how well they’re managing their membership data.
The results were surprising. According to the report, 96 per cent of NFPs are struggling to manage, decipher and capitalise on the terabytes of data they hold about their members and supporters.
Nearly all NFP organisations are struggling to effectively collect and analyse valuable data which, as a result, threatens to erode hard-won loyalty. It also reveals that 75 per cent of those surveyed don’t have the time, skills or funds to resolve these issues – threatening their long-term success.
We hope you find the report informative. If you want to talk more about how we could help you handle your data in a specialist CRM system please give us a call on 08448 155 640.
The document discusses the author's experience with knowledge management (KM) over 8 years at SRA and outlines some of the challenges they observed. Key points include:
1) KM involves not just information but how people learn and apply knowledge within an organizational culture.
2) Many organizations struggle with information sharing and lack focused efforts to improve interagency situational awareness.
3) Applying KM practices in the public sector faces additional challenges due to its extended enterprise of citizens, government agencies, and regulatory bodies.
Using Data and New Technology for Peacemaking, Preventive Diplomacy, and Peac...UN Global Pulse
This guide offers an overview of e-analytics in the context of peacemaking and preventive diplomacy. It presents a summary of e-analytics tools as well as examples from the peace and security field. It includes a data project planning matrix that aims to help facilitate and motivate data-driven analysis. Part of the guide is a glossary on basic terminology related to new technologies.
The Pew Research Center’s Internet & American Life Project and Elon University’s Imagining the Internet Center asked digital stakeholders to weigh two scenarios for 2020, select the one most likely to evolve, and elaborate on the choice. One sketched out a relatively positive future where Big Data are drawn together in ways that will improve social, political, and economic intelligence. The other expressed the view that Big Data could cause more problems than it solves between now and 2020
The Network Approach to Change InitiativesSteven Wardell
Presented by Activate Networks' Rob Cross, DBA and Luke Matthews, PhD
If your company is at any stage of a reorganization, merger or acquisition, you can learn how to:
- find the data you need to strategically plan and monitor your change initiative,
- identify the top connectors in your employee network (the employees you can't afford to lose!), and
- improve knowledge sharing by understanding the current structure of communication to allow for more informed decision making.
WUD2008 - The Numbers Revolution and its Effect on the WebRich Miller
The document discusses how the "numbers revolution" is affecting the web and user experience design through increased data collection and analysis. It covers how more data availability and analysis tools are enabling new types of applications for decision support, personalization, prediction and visualization. This is changing how people access and think about information by augmenting human cognition with computer analysis. The document provides many examples of current and emerging applications that utilize these approaches in areas like business, health, sports and media.
Orglens is a tool that uses social network analysis to map the informal social networks within organizations. It analyzes relationships of work, trust, communication, decision making, and more through a short survey. This reveals the real functioning of the organization beyond formal structures. Insights from Orglens can help with organizational changes, identifying influencers, measuring collaboration, succession planning, retention, and other people-focused goals. Clients report Orglens provides valuable, objective data on previously subjective topics to guide business decisions.
Integrating big data into the monitoring and evaluation of development progra...UN Global Pulse
This report provides guidelines for evaluators, evaluation and programme managers, policy makers
and funding agencies on how to take advantage of the rapidly emerging field of big data in the design
and implementation of systems for monitoring and evaluating development programmes.
The report is organized in two parts. Part I: Development evaluation in the age of big data reviews the data revolution and discusses the promise, and challenges this offers for strengthening development monitoring and evaluation. Part II: Guidelines for integrating big data into the monitoring and evaluation frameworks of development programmes focuses on what a big data inclusive M&E system would look like.
This report is intended primarily for business executives who are making important decisions with the results generated from data analysts and data scientists.
The document discusses the promise and perils of big data. It describes how large datasets and advanced correlation techniques are now being used by companies like Google, credit card companies, and medical researchers to gain insights. However, critics worry that big data could be misused and threaten privacy. The Aspen Institute convened experts to discuss these issues, including how to interpret big data, whether scientific models are still needed, and the implications for business, government and society. While big data offers opportunities, its rise also poses new challenges around privacy, ethics and fair competition that need to be addressed.
1. The document provides an overview of Hadoop and big data technologies, use cases, common components, challenges, and considerations for implementing a big data initiative.
2. Financial and IT analytics are currently the top planned use cases for big data technologies according to Forrester Research. Hadoop is an open source software framework for distributed storage and processing of large datasets across clusters of computers.
3. Organizations face challenges in implementing big data initiatives including skills gaps, data management issues, and high costs of hardware, personnel, and supporting new technologies. Careful planning is required to realize value from big data.
COF Presentation: Leading the Networked FoundationBeth Kanter
This document summarizes a workshop led by Beth Kanter on leading foundations and nonprofits in a networked world. Kanter discusses the importance of adopting a network mindset and using social networks and online strategies to further social change goals. She outlines levels of maturity for networked organizations from crawling to flying. Kanter also emphasizes the importance of becoming a data-informed organization and using metrics to improve strategies and measure impact over time. The workshop provided strategies for foundations to better connect with stakeholders online, engage partners and influencers, and integrate social media and networks into their overall operations.
The Post-Relational Reality Sets In: 2011 Survey on Unstructured DataMarkLogic Corporation
The "Big Data" influx is upon us—terabytes and gigabytes of bits and bytes that are overwhelming IT infrastructures. This growth is unprecedented and much of it consists of unstructured information, which is creating new types of challenges in terms of governance, management and security practices. A new survey finds that companies are only beginning to grasp the complexities created by all this new unstructured data. Even the most mature organizations that acknowledge they depend on unstructured data still do not have effective governance or best practices in place. The survey results imply that companies are missing the opportunity to leverage the full value of this unstructured data. Download the complete survey report.
This document contains the resume of Nishanth G.K., who has over 11 years of experience in accounting. He is currently working as an Accountant in Promocell LLC in Sharjah, UAE. Previously he has worked in accounting roles in Indus Motor Co. Pvt. Ltd. in India, Macrosoft System(s) Pte. Ltd. in Singapore, and Saudi Building Technic Maintenance Co. Ltd. in Saudi Arabia. He has a B.Com degree from Kerala University and qualifications in accounting, taxation, and computer applications. He is proficient in accounting software like Tally and Peachtree as well as Microsoft Office applications.
In this presentation, Graham Fleischer, S&OP Coordinator and Demand Analyst at Arysta LifeScience, discusses the work done at the dynamic multinational. He describes their changing organisation and take us through the pitfalls and successes they have encountered through dealing with people, processes and systems.
Proposal note for strengthening of monitoring and evaluation on projectsNoor Khan
This document proposes using new data analytics tools to improve monitoring and evaluation of social sector programs. It argues that predictive analytics, rapid cycle evaluations, and monitoring dashboards can help governments and organizations better understand program impacts, identify who will benefit most from interventions, and make smarter decisions. These tools could help address challenges around evaluating complex, multi-level social protection programs and ensuring resources are used effectively to meet development goals. The document outlines some of the data and business challenges around social sector programs and argues analytics can help overcome issues around data quality, behavioral dynamics, and linking different programs and levels of government.
This document provides an overview of big data and its potential value for government agencies. It begins by defining big data based on the three Vs - volume, velocity, and variety. It then discusses trends driving the explosion of data and some potential uses of big data across various government missions like healthcare, transportation, education, cybersecurity, and more. The document also presents case studies of early adopters of big data and discusses technical considerations, recommendations for getting started, and public policy issues related to big data. Overall, the document aims to demystify big data and provide guidance to agency leaders on harnessing its value.
The survey found that nearly all nonprofits track some metrics, but the types of data and how it is used varies significantly. Most nonprofits track financial and operations data and find it useful for budgeting and program decisions. Fewer track marketing, communications, and fundraising data, and even fewer use that data for budgeting or programming decisions. Around half of nonprofits track program metrics and outcomes data for clients, but only about half use outcomes data for decisions. Overall, nonprofits track basic financial data most extensively but do not always leverage other available data for strategic decision-making. Barriers around resources, expertise, and priorities limit how nonprofits collect and apply insights from available data.
Dette notat samler op på en række analyser og anbefalinger omkring begrebet Social Business. Formålet er at give et hurtigt overblik over, hvordan anerkendte konsulenthuse m.fl. ser på betydning og brug af Social
Business.
Notatet er primært en sammenstykning af diverse uddrag og figurer uden en egentlig sammenbindende tekst.
There is no getting around it, if a business today loses accessto its data, it is soon out of business. There are many reasonswhy an organization could find its access to reliable, securedata compromised—everything from a missing laptop to acorporate merger to a hurricane (see Figure 1). Then there are the legal and compliance requirements. In fact, many
organizations that never previously considered themselves tobe potential targets for hackers, or maintainers of sensitivecustomer data, now find themselves every bit as responsiblefor compliance as banks, hospitals and other traditional sub-jects of compliance regulations.
Advanced Business Solutions surveyed over 300 UK-based Not-for-Profit (NFP) organisations – charities and membership organisations – to investigate how well they’re managing their membership data.
The results were surprising. According to the report, 96 per cent of NFPs are struggling to manage, decipher and capitalise on the terabytes of data they hold about their members and supporters.
Nearly all NFP organisations are struggling to effectively collect and analyse valuable data which, as a result, threatens to erode hard-won loyalty. It also reveals that 75 per cent of those surveyed don’t have the time, skills or funds to resolve these issues – threatening their long-term success.
We hope you find the report informative. If you want to talk more about how we could help you handle your data in a specialist CRM system please give us a call on 08448 155 640.
The document discusses the author's experience with knowledge management (KM) over 8 years at SRA and outlines some of the challenges they observed. Key points include:
1) KM involves not just information but how people learn and apply knowledge within an organizational culture.
2) Many organizations struggle with information sharing and lack focused efforts to improve interagency situational awareness.
3) Applying KM practices in the public sector faces additional challenges due to its extended enterprise of citizens, government agencies, and regulatory bodies.
Using Data and New Technology for Peacemaking, Preventive Diplomacy, and Peac...UN Global Pulse
This guide offers an overview of e-analytics in the context of peacemaking and preventive diplomacy. It presents a summary of e-analytics tools as well as examples from the peace and security field. It includes a data project planning matrix that aims to help facilitate and motivate data-driven analysis. Part of the guide is a glossary on basic terminology related to new technologies.
The Pew Research Center’s Internet & American Life Project and Elon University’s Imagining the Internet Center asked digital stakeholders to weigh two scenarios for 2020, select the one most likely to evolve, and elaborate on the choice. One sketched out a relatively positive future where Big Data are drawn together in ways that will improve social, political, and economic intelligence. The other expressed the view that Big Data could cause more problems than it solves between now and 2020
The Network Approach to Change InitiativesSteven Wardell
Presented by Activate Networks' Rob Cross, DBA and Luke Matthews, PhD
If your company is at any stage of a reorganization, merger or acquisition, you can learn how to:
- find the data you need to strategically plan and monitor your change initiative,
- identify the top connectors in your employee network (the employees you can't afford to lose!), and
- improve knowledge sharing by understanding the current structure of communication to allow for more informed decision making.
WUD2008 - The Numbers Revolution and its Effect on the WebRich Miller
The document discusses how the "numbers revolution" is affecting the web and user experience design through increased data collection and analysis. It covers how more data availability and analysis tools are enabling new types of applications for decision support, personalization, prediction and visualization. This is changing how people access and think about information by augmenting human cognition with computer analysis. The document provides many examples of current and emerging applications that utilize these approaches in areas like business, health, sports and media.
Orglens is a tool that uses social network analysis to map the informal social networks within organizations. It analyzes relationships of work, trust, communication, decision making, and more through a short survey. This reveals the real functioning of the organization beyond formal structures. Insights from Orglens can help with organizational changes, identifying influencers, measuring collaboration, succession planning, retention, and other people-focused goals. Clients report Orglens provides valuable, objective data on previously subjective topics to guide business decisions.
Integrating big data into the monitoring and evaluation of development progra...UN Global Pulse
This report provides guidelines for evaluators, evaluation and programme managers, policy makers
and funding agencies on how to take advantage of the rapidly emerging field of big data in the design
and implementation of systems for monitoring and evaluating development programmes.
The report is organized in two parts. Part I: Development evaluation in the age of big data reviews the data revolution and discusses the promise, and challenges this offers for strengthening development monitoring and evaluation. Part II: Guidelines for integrating big data into the monitoring and evaluation frameworks of development programmes focuses on what a big data inclusive M&E system would look like.
This report is intended primarily for business executives who are making important decisions with the results generated from data analysts and data scientists.
The document discusses the promise and perils of big data. It describes how large datasets and advanced correlation techniques are now being used by companies like Google, credit card companies, and medical researchers to gain insights. However, critics worry that big data could be misused and threaten privacy. The Aspen Institute convened experts to discuss these issues, including how to interpret big data, whether scientific models are still needed, and the implications for business, government and society. While big data offers opportunities, its rise also poses new challenges around privacy, ethics and fair competition that need to be addressed.
1. The document provides an overview of Hadoop and big data technologies, use cases, common components, challenges, and considerations for implementing a big data initiative.
2. Financial and IT analytics are currently the top planned use cases for big data technologies according to Forrester Research. Hadoop is an open source software framework for distributed storage and processing of large datasets across clusters of computers.
3. Organizations face challenges in implementing big data initiatives including skills gaps, data management issues, and high costs of hardware, personnel, and supporting new technologies. Careful planning is required to realize value from big data.
COF Presentation: Leading the Networked FoundationBeth Kanter
This document summarizes a workshop led by Beth Kanter on leading foundations and nonprofits in a networked world. Kanter discusses the importance of adopting a network mindset and using social networks and online strategies to further social change goals. She outlines levels of maturity for networked organizations from crawling to flying. Kanter also emphasizes the importance of becoming a data-informed organization and using metrics to improve strategies and measure impact over time. The workshop provided strategies for foundations to better connect with stakeholders online, engage partners and influencers, and integrate social media and networks into their overall operations.
The Post-Relational Reality Sets In: 2011 Survey on Unstructured DataMarkLogic Corporation
The "Big Data" influx is upon us—terabytes and gigabytes of bits and bytes that are overwhelming IT infrastructures. This growth is unprecedented and much of it consists of unstructured information, which is creating new types of challenges in terms of governance, management and security practices. A new survey finds that companies are only beginning to grasp the complexities created by all this new unstructured data. Even the most mature organizations that acknowledge they depend on unstructured data still do not have effective governance or best practices in place. The survey results imply that companies are missing the opportunity to leverage the full value of this unstructured data. Download the complete survey report.
This document contains the resume of Nishanth G.K., who has over 11 years of experience in accounting. He is currently working as an Accountant in Promocell LLC in Sharjah, UAE. Previously he has worked in accounting roles in Indus Motor Co. Pvt. Ltd. in India, Macrosoft System(s) Pte. Ltd. in Singapore, and Saudi Building Technic Maintenance Co. Ltd. in Saudi Arabia. He has a B.Com degree from Kerala University and qualifications in accounting, taxation, and computer applications. He is proficient in accounting software like Tally and Peachtree as well as Microsoft Office applications.
In this presentation, Graham Fleischer, S&OP Coordinator and Demand Analyst at Arysta LifeScience, discusses the work done at the dynamic multinational. He describes their changing organisation and take us through the pitfalls and successes they have encountered through dealing with people, processes and systems.
The document discusses the Bolles methodology for teaching mathematics using a constructivist approach with differentiated instruction, number sense, assessment strategies, and multiple representations to develop students' conceptual understanding, computational fluency, and ability to see patterns and connections. The methodology aims to improve intellectual competence through problem solving, small group work, journaling, and linking concepts to algebra using anchor tasks and scope and sequence guides aligned to common core standards.
This document summarizes the key topics discussed at the 2013 IFAC SMP Forum in Kampala, Uganda. It outlines global and regional economic trends, challenges facing SMPs, opportunities for SMEs, and IFAC's activities to support SMPs. Economic uncertainty remains for many regions, though growth continues in Africa. SMPs are expanding services like advisory work. IFAC works to represent SMP interests through the SMP Committee and developing guidance to address issues around standards, skills, and competition.
This document discusses how business analysts can improve their skills through self-assessment. It recommends that BAs identify skills that need improvement using tools like their organization's competency model, the IIBA's self-assessment, peer and 360-degree assessments, and post-project stakeholder surveys. It then provides suggestions for how to improve skills, such as formal training, reference materials, on-the-job training, volunteering, and developing mentoring relationships. Finally, it advises creating a personal plan for skill improvement by setting short-term goals and continually assessing progress.
Confessions of a scrum mom - how the heroics of a scrum mum doesn't scaleMia Horrigan
The document discusses how acting as a "Scrum Mum" by taking over tasks and directing teams is not sustainable or scalable. It evolved from initially knowing little about agile and taking on too much work to help teams. This prevented teams from becoming empowered and self-managing. The author realized she needed to coach teams by empowering them, asking questions, and helping them improve and learn rather than just focusing on the process. An effective agile coach treats each team differently based on their needs and context, and acts as a leader to help teams progress through maturity levels to continuously improve.
Yerra Pratap Kumar is a senior procurement officer with over 12 years of experience in procurement and project management. He has extensive experience managing the procurement of materials and equipment for large construction projects in Abu Dhabi valued at over AED 200 million. He is skilled in negotiating contracts, developing vendor relationships, and ensuring procurement goals are met on time and within budget. Pratap holds a Master of Arts degree from Andhra University and has managed procurement for numerous projects in the UAE and India for companies such as Emirates Technical & Thermal Systems and Aster Emirates Electromechanical.
Seizing opportunities with AI in the cognitive economybaghdad
Citizens increasingly expect that they own their
own data.2
They also expect heightened service
standards and stewardship from Government.
Yes, most discussions around AI center around
the “potentially devastating negative use
cases and unintended consequences” but
leaders recognize that technology-inspired,
society-scale innovation now fueled by data
is (again) changing life as we know it.
Leaders also see similar patterns from the early
internet days and not only want to transform
the business of government, but to also enable
citizens to navigate the transition well and position
to seize the exponential opportunities of the
new era. All are now asking critical questions
regarding data and its nascent foundations:
• Who owns the ‘data’ in big data?
• Where does big data stop and privacy start?
This document summarizes an IBM executive report on using business analytics to gain competitive advantage. It discusses how analytics can help organizations understand customer behavior, risks, and regulations to inform strategic decision making. The report finds that while technology barriers to analytics are decreasing, organizational culture challenges remain, such as integrating data across departments and establishing a leadership mandate to make decisions based on facts. It recommends that organizations lay the foundation for fast responses, extract value by aligning objectives with integrated data, and use predictive analytics to detect opportunities. When applied to understanding customers, risks, and regulations, analytics can help optimize performance in today's complex environment.
The document discusses how companies that are leading in analytics use data and analytics to gain competitive advantages and innovate. It profiles "Analytical Innovators" - companies that rely on analytics to compete and innovate. These companies share a belief that data is a core asset, make effective use of more data for faster results, and have senior management support for data-driven decision making. The document provides examples of companies in different industries that are successfully using analytics and a framework for other companies to also become more analytical.
The document discusses the issue of information overload and its impact on organizations. It describes how the amount of data in the world is doubling every two years according to studies. This massive growth in data contributes to the problem of information overload, which occurs when the amount of information people must process exceeds their ability to do so effectively. When organizations experience information overload it can negatively impact employee productivity, increase business risks and costs, and hinder decision making. The document recommends that organizations develop data governance strategies to help manage current and future data stores in order to combat information overload and remain competitive.
In 1997, a computer named Deep Blue defeated Garry
Kasparov, the world chess champion at the time. In 2011,
another computer, Watson, competed and won against former
champions of Jeopardy!, the popular U.S. television quiz show.
Both events changed perceptions about what computers could
do. Deep Blue demonstrated the power of new parallel
processing technology, and Watson showed that computers can
understand ordinary language to meet the challenges of the
“real world.”
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.
Infochimps Survey: What IT Teams Want CIOs to Know About Big Data - Learn the top items that IT team members would like their CIOs to understand concerning their Big Data projects.
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Cracking the Data Conundrum: How Successful Companies Make #BigData OperationalCapgemini
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Mind map of terminologies used in context of Generative AI
The Power Of Analytics For Public Sector (www.ibm.com/gbs/psanalytics)
1. IBM Global Business Services Government
Executive Report
IBM Institute for Business Value
The power of analytics
for public sector
Building analytics competency to accelerate outcomes
2. IBM Institute for Business Value
IBM Global Business Services, through the IBM Institute for Business Value, develops
fact-based strategic insights for senior executives around critical public and private
sector issues. This executive report is based on an in-depth study by the Institute’s
research team. It is part of an ongoing commitment by IBM Global Business Services
to provide analysis and viewpoints that help companies realize business value.
You may contact the authors or send an e-mail to iibv@us.ibm.com for more information.
Additional studies from the IBM Institute for Business Value can be found at
ibm.com/iibv
3. Introduction
By Hammou Messatfa, Lynn Reyes and Michael Schroeck
In the face of mounting complexity, smarter, collaborative, fact-based
decisions are more important than ever to drive results. Today’s unprecedented
“information explosion” can paralyze government and other public sector organizations
as they address increasingly intertwined public issues. Yet, a historic opportunity exists
to accelerate desired outcomes by embracing analytics as a core management
competency. It’s time to demonstrate greater value to the public sector’s ever-watchful
constituents.
Complex societal, economic, political and environmental
pressures are placing intense demands on public sector Analytics
organizations to make smarter decisions, deliver results and is the use of data and related business insights developed
demonstrate accountability. through applied analytical disciplines (e.g., statistical,
contextual, quantitative, predictive, cognitive and other
An unprecedented “information explosion” both facilitates and models) to drive fact-based planning, decisions, execution,
complicates the ability of governments and institutions to management, measurement and learning.
achieve and influence desirable outcomes. A tremendous Analytics competency
opportunity exists to use the growing mountain of data to is an organization’s capacity to use analytics in an expanded,
make better, fact-based decisions. Yet, the volume of data and systemic manner and advance it as an enterprise skill. This is
its increasingly diverse and interactive nature can also paralyze accomplished by embedding three interrelated dimensions
organizations as they try to separate the noteworthy from the within organizations: analytics talent, analytics capability and
not-worthy. analytics leadership.
Analytics goes beyond reporting and provides the mechanism
to sort through this maelstrom of information and help
governments respond with informed decisions.
4. 2 The power of analytics for public sector
How are governments and public institutions applying Today, however, most organizations spend more time
analytics today, and how might they need to think about its collecting and organizing data than analyzing it. Analytics
future use? What are the implications for public sector talent also tends to be more concentrated within organizations,
organizations? How should agencies advance their analytics rather than pervasive across them. This can make it more
competency in today’s complex environment? difficult to discover useful insights that can only be obtained by
looking at information across multiple agencies and databases.
To answer these questions, we interviewed more than 100
public sector leaders from around the world and conducted To capitalize on its potential power in the public sector,
extensive secondary research (see Appendix, page 20). This analytics must become a core management competency.
study is intended as a first step in identifying how analytics can Building competency will require organizations to focus on
help address a broad range of public issues. four strategic imperatives:
What our research uncovered 1. Focus on outcomes to move beyond issues
Governments are increasingly using analytics to consume, 2. Orient the management of information around its use
unlock and apply new insights from information, despite 3. Use analytics-enabled insights to meet specific objectives
challenges with data. Executives told us the “data paradox” – 4. Model and embed analytics discipline in management
the dilemma presented by too much data, too little insight – is practices.
the biggest barrier to analytics adoption and use. They also
expressed concerns about data reliability. The more qualitative Our research also shows that organizations fall within four
the information, the less confident they are in the depend- categories of analytics competence, depending upon the extent
ability of their data. of their analytics vision and practice: Starters, Foundation
Builders, Practitioners and Virtuosos (see page 9). Most organiza-
Our research shows most public sector organizations are just tions are Foundation Builders. This means they have a good
starting to explore ways to leverage analytics to manage for information base and related practices, but more work is
results. A select number of organizations are “going pro” and required to predict future outcomes with confidence.
developing analytics leadership. These leaders are looking for
analytics capabilities that help them optimize choices and
inform decisions with new and predictive insights.
Over the next three years, these “pros” expect their analytics Most public sector organizations are just
talent to become more anticipatory and open to the expertise
of others. They anticipate talent will become more efficient in beginning to use analytics to affect outcomes.
exploiting data and more attuned to performance.
5. IBM Global Business Services 3
Immense complexity – new challenges
and roles for analytics “Across the country, all are struggling at a
Governments around the world have been affected by
economic fluctuation. Many governments are either burdened minimum level to figure out how to deliver
with deficits or contending with the mounting cost of public services. For those at the leading edge . . . [it’s]...
administration. Increasing complexity, volatility and uncer-
rethinking and finding new models . . . new
tainty compromises their ability to demonstrate fiscal responsi-
bility. ways to deliver services and think of what the
local government of the future would look like.”
Public sector leaders interviewed for the 2010 IBM Global Christopher Hoene, Director of Research and Innovation, National League of Cities, USA.
CEO Study said the most significant drivers of complexity were
the information explosion, talent shortages and shorter time
cycles (see Figure 1).1 These drivers are at the heart of effective
Irony and possibility
decision making.
More information is available today than necessary to make
effective decisions. “There is too much information already,”
said one North American public sector official. “We need not
Information 73% just more relevant information, but to eliminate the irrelevant
explosion
57%
information that is reported.”
Talent 62% Public sector leaders told us the biggest barrier to more
shortages
54% systematic analytics adoption and use is the “data paradox.”
Shorter cycle The combination of this paradox and the information
61%
times explosion can exacerbate information management tensions
57%
and stymie effective action (see Figure 2).
Shift between 60%
public and private
boundaries 32%
Public sector
Private sector
Source: IBM Institute for Business Value.
Figure 1: The information explosion was cited by executives
interviewed for the IBM Global CEO Study as the most significant
driver of increased complexity.
6. 4 The power of analytics for public sector
Public sector
Data paradox 24%
Information management tensions
Design (structure) 23% Action
Deficit 21% Opaque Visibility Transparent
Discomfort 13%
Private Ownership Public
Doubt 12%
Denial 7% Closed Access Open
Private sector Private Use Public
Data paradox 17%
Decentralized Organization Centralized
Design (structure) 36%
Deficit 33% Anonymous, private Security profile Known, open
Discomfort 12%
Individual Accountability Shared
Other 1%
Source: IBM Institute for Business Value.
Figure 2: The data paradox is the biggest barrier to analytics adoption and use and exacerbates information management tensions that
already exist.
The glut of data creates challenges in getting the potential Increasingly sophisticated “ingredients” – information,
value from massive amounts of data that organizations collect, analytical models/techniques, analytics tools and technologies
store and manage. For example, the variety and volume of uses – are available to public sector organizations. But leaders told
and users of public sector information (PSI) is increasing (see us they have a long way to go to realize the potential of
Figure 3). Public sector information is expected to be inher- analytics. Many factors contribute, such as the volume and
ently accessible and transparent.2 For example, a recent study variety of information, the reliability of data and analytics
showed that 68 percent of private sector organizations were talent that focuses on data collection and reconciliation rather
unwilling to share data with their customers, but 83 percent than insight development. For example, our survey reveals that
believe they should be entitled to greater access to government public sector analytics professionals spend 47 percent of their
data.3 time collecting and organizing data. Less than a third of their
time is spent on sophisticated analysis.
7. IBM Global Business Services 5
Uses of PSI Users (examples) Types of outcomes Examples of outcomes
Improve public services and • Mission or • Policymakers • Mission outcomes • Enhanced economic security of low-
public administration program • Agency • Program outcomes income workers
constituents heads • Operational results • Reduced risk of recidivism
• Employees • Politicians • Reduced unit cost per outcome,
increased productivity
Increase social and • Communities • Citizens • Public outcomes • Safe and vibrant communities
economic benefits to • Taxpayers • Politicians • Taxpayer outcomes • A sustainable safety net
taxpayers • Policy outcomes • Improved access to education
Enhance citizens’ • Citizens • Politicians • Citizen outcomes • Increased trust in government
awareness of their rights • Policymakers • Policy outcomes • An engaged citizenry
Promote excellence in • Scientists and • Investors • Scientific outcomes • Accelerated discovery of cures, safer
research and development researchers • Businesses • Environmental drugs
outcomes • Sustainable resources, improved
environmental safety
Foster economic growth of • Businesses • Citizens • Business and • Differentiated products and services,
information-related • Investors and • Workers industry outcomes access to skilled workforce
industries entrepreneurs • Citizen outcomes • Higher-quality jobs
Source: IBM Institute for Business Value.
Figure 3: PSI users include the general public, scientists, researchers, businesses and others. The outcomes facilitated by this information
reach far beyond individual governments and agencies.
Apathy is, perhaps, the biggest contributor to the relative lag in Accepting that today’s new economic and societal environ-
public sector analytics usage. Only a third of the participants in ment is dynamic and disruptive may be the first step toward
our study felt the external environment is sufficiently disrup- building the information and analytics foundation necessary to
tive and uncertain today – or would become so within the next enable more efficient service delivery, while delivering the
three years – to require new courses of action. We believe transparency and accountability constituents demand.
several “blind spots” – structure, budget and skills deficits,
discomfort – cause them to underestimate how a complex
environment affects their operations (see Figure 2, page 4).
Many public sector officials do not believe that
today’s environment is very disruptive and
uncertain.
8. 6 The power of analytics for public sector
Analytics: The essential competency Analytics talent
The combination of analytics capabilities (tools and technolo- There is no substitute for talented people who can translate
gies), analytical models and techniques, and talent puts the context of issues into the right questions. These questions,
executable insights within reach of the public sector. Analytics in turn, become the data that matters. Success today requires
competency – the ability to target where and why to apply increasingly sophisticated combinations of knowledge,
analytics – is key. technical expertise and insight.
New insights from data can yield measurable results and affect Many agencies have pockets of talented analytics professionals.
lives. For example, in 2005, the Memphis (Tennessee) Police Sixty-one percent of our respondents said their analytics talent
Department, facing rising crime rates and shrinking budgets, is primarily inside the organization; only 21 percent said their
collaborated with the University of Memphis’ Department of talent was sourced externally. The placement of their analytics
Criminology and Criminal Justice and the Mayor’s office to talent also tends to be contained. Forty-three percent said
create Blue CRUSH (Crime Reduction Utilizing Statistical talent is concentrated within a single unit, compared to only 22
History). As a result, the department, using insights based on a percent with talent fully integrated into their organizations.
predictive analytical framework that identified crime “hot Government and other public sector organizations will need to
spots” based on historical and real-time crime data, was able to explore new talent management models for analytics skills.
more efficiently allocate resources and reduce serious crime by Particularly, they need to consider three important factors:
30 percent, violent crime by 15 percent, and quadruple the
number of solved cases.4 • Mindset: To make the most of their talent, organizations
should foster more creative, anticipatory and strategic
Assessing analytics competency – the enterprise’s capacity to mindsets in their analytics professionals. For example, new,
use analytics in an expanded, systematic manner and advance cognitive analytics techniques can be combined with statistical
this skill in the enterprise – is accomplished by embedding ones to uncover patterns and determine interventions that
three interrelated dimensions: analytics talent, analytics reinforce positive outcomes.
capability and analytics leadership. • Ways of working: Analytics talent needs to become more
agile, collaborative and “interdisciplinary,” and less reliant on
instinct and intuition. For instance, professionals who deliver
services to citizens can collaborate with risk managers to
Translating the context of issues into the determine predictors for undesired outcomes and tailor
programs accordingly.
right questions is an essential skill for • Problem solving: Greater integration into decision making is
analytics professionals. needed to operationalize and measure data-driven, analytics-
enabled insights. For example, when new insights are
uncovered, they can be used to make strategic planning and
measurement more dynamic.
9. IBM Global Business Services 7
Analytics capability In three years, an interesting clustering occurs. First, the
Analytics capability consists of tools and technologies to make expected improvement of classical analytical techniques
data consumable, insightful and predictive. In comparing the suggests a need to make better choices within constraints.
importance versus effectiveness of key analytics capabilities Techniques that enable informed choices and new insights
today and in three years, we found most organizations varied become dramatically important. Although configuring how
widely in how they assessed where they are against where they work is organized still remains low, its jump in importance
need to be (see Figure 4). Not surprisingly, respondents scored suggests respondents recognize this is a critical enabler,
well in classic analytical techniques. The fact that configuring difficulty notwithstanding.
operations was so low in effectiveness may reflect a resigned
acceptance of the difficulties of accomplishing such a task in
public organizations.
Importance versus effectiveness of key analytics capabilities
(Today and in three years, mean scores)*
3.00 Effectiveness
2.75 Mean (next 3 years)
Today
2.50
In 3 years In three years
2.25 Estimating and measuring
Statistically describing a group, situation, behavior, condition
2.00 Optimizing choices, resources
Predicting events, situations
1.75
Today Detecting non-obvious patterns
1.50 Configuring operations (how work is organized)
1.25
Mean (next 3 years) Importance
1.00
1.00 1.25 1.50 1.75 2.00 2.25 2.50 2.75 3.00
n > 102; mean, next three (3) years (scale 1.00 min, 3.00 max).
* Less important = Grouped responses [1 / 2]; base requirement = responded [3]; Important = Grouped responses [4 / 5].
Source: IBM Institute for Business Value analysis.
Figure 4: Making better decisions remains the top priority, but leaders want to inform them with new and more predictive insights.
10. 8 The power of analytics for public sector
Analytics leadership Building mastery in analytics requires
Participants in our study recognized the importance of strong, managerial innovation
proactive analytics leadership, which is central to embedding Our study sought to determine how and the extent to which
analytics within an organization’s culture, governance and the three dimensions of analytics competency were embedded
management. within organizations. What we found is that a small group of
agencies are forging a path that includes advanced analytics
These leaders understand the inherent value of analytics to capabilities and analytics leadership. Most, however, while
their decision making and actions. Most organizations are just using analytics to some degree, are still struggling to master
starting to explore ways to leverage analytics to manage for the basics relative to where they want to be.
results, but some are pushing analytics leadership.
We segmented organizations using an Analytics Vision Index
For example, Singapore’s government continues to address (AVI) based on how intensely they applied five features of
issues by pushing forward collaborative government to support analytics competency (see Figure 5.) The categories are:
broader desired outcomes, such as economic vitality and Starters, Foundation Builders, Users and Virtuosos. As the AVI
foreign investment.5 Specifically, its Land Transport Authority shows, Starters rely intensely on the “expert,” as do Foundation
(LTA) deployed the world’s first congestion charging system Builders. Analytics tools and technologies and analytics
and has since innovated elements of its business model. LTA leadership begin to appear more commonly with Practitioners
has seen an 80 percent reduction in revenue leakage from “lost and Virtuosos. Only Virtuosos demonstrate all aspects of
transactions,” while tripling its performance capacity to 20 analytics competency.
million fare transactions per day.6 At the same time, its ability
to look holistically across the network to help manage current
demand allows it to predict future needs and sustainable
solutions to accommodate a growing population.
With the complex challenges facing government and other
While many organizations are still struggling
public sector organizations, we believe proactive leadership, as to master the basics, a small number of “pros”
evidenced by Singapore’s example, can be the catalyst for are forging a path of analytics leadership.
unleashing the power of analytics.
11. IBM Global Business Services 9
Analytics vision index (Features)
A Talent – Mindset
B Talent – Ways of working
C Talent – Problem solving
D Leadership
E Capability
B D A A B B C D A A A A A A B B A A A A B A
+ + + + + + + + + + + + + + + + + + + +
C D D E D E C B B B C D C D B B B C C B
+ + + + + + + + + + + + + +
E C D E D E D E C C D D D C
+ + + + + +
D E E E E D
+
E
Starters Foundation Builders Practitioners Virtuosos
13% 32% 28% 27%
n = 107
Note: Developed based on statistical analysis of responses regarding the three dimensions of the analytics competency – talent, leadership and capability. There are 31 possible combinations for
the AVI.
Source: IBM Institute for Business Value analysis.
Figure 5: How intensely organizations applied five key analytics features determined how they fell within the Analytics Vision Index. Starters
used only one or a combination of two features, while Virtuosos incorporated all five.
Starters Foundation Builders
Starters demonstrate one or combinations of two of the five Foundation Builders reveal combinations of three key features
key analytics features in their approach, largely focusing on in their approach. They spend more time than Starters in
talent. They spend more time on collecting data, perform collecting and organizing data. They concentrate on analytics
simple analysis and are, generally, more reactive. They have talent. Foundation Builders sporadically show some aspects of
limited ability to monitor events that could affect their analytics leadership and capability. They are most confident in
missions. Additionally, the scope and scale of information they the data underlying financial and stakeholder information.
analyze is smaller than the other groups. They tend to Measurement effectiveness is critical for this group. They focus
outsource analytics functions. The immediate goal for these on building performance management rigor.
organizations is to define targets they can focus on today, such
as productivity, and align them with the right measures.
12. 10 The power of analytics for public sector
Practitioners Foundation Builders accounted for the largest segment (32
Practitioners show combinations of four of the five key features percent) of organizations we interviewed. Practitioners, at 28
in their analytics approach. They are advancing analytics percent, were next. Twenty-seven percent were Virtuosos, and
leadership and building analytics capabilities. Over the next only 13 percent were Starters. These numbers indicate that
three years, configuring how work is organized will be among most public sector organizations are well underway in their
their most important objectives. They are expanding their analytics journey.
analytical capabilities, are more collaborative and are
attempting to be more risk aware. The challenge for them is to Distinguishing between competency and capabilities
determine what not to measure – so measurement clarity is It is important to make key distinctions between analytics
critical for this group. competency and analytical techniques. In other words, the
latter describes the potential of analytical techniques and the
Virtuosos former describes how to apply them. Even as analytics tech-
This group demonstrates all five key features. They are niques and capabilities continue to be rapidly developed,
performing more complex analysis and enhancing measure- systematic use of these assets is a different story. There are
ment and information management. Virtuosos analyze a larger, three types of analytics techniques:
more complex base of information and are agile in analysis,
embedding insights and looking forward. Information sharing • Descriptive techniques deal with what has happened in the past,
in the short term is a challenge for these organizations. They categorizing, characterizing and classifying historical (usually
have a core of analytics talent and are increasing collaboration. structured) data.
Like Foundation Builders and Practitioners, measurement • Predictive techniques take the understanding of the past to
effectiveness is critical. Their immediate goal is to focus their predict future scenarios.
intensity in applying the five key features to expand influence • Prescriptive techniques provide decision makers with
and collaboratively define outcomes and related indicators with sophisticated alternatives (insights created with substantial
other agencies and constituents. levels of speed, scale, currency, breadth and depth) to
determine what the best responses might be.
As a group, most public sector organizations are capable of
using descriptive techniques and are less developed in predic-
Most organizations are more capable in tive techniques. Most are Foundation Builders in predictive
descriptive analytics techniques, but less so in techniques. Each type of capability can progressively become
predictive techniques. the foundation for the next (see Figure 6).
13. IBM Global Business Services 11
Illustrative
Seeing
tomorrow
S Starter V
Analytics management competency
F Foundation Builder Seeing
P Practitioner today P
V Virtuoso
V F
Seeing
B D A A B B C D A A A A A A B B A A A A B A
P S
yesterday
+ + + + + + + + + + + + + + + + + + + +
C D D E D E C B B B C D C D B B B C C B
+ + + + + + + + + + + + + +
E C D E D E D E C C D D D C
+ + + + + +
D E E E E D
+
E V F
Starters Foundation Builders Practitioners Virtuosos
13% 32% 28% 27%
P S
As a group, respondents’
F Today
analytics competency seems to
be more advanced in the
S
descriptive techniques and less
developed in predictive ones.*
Descriptive Predictive Prescriptive
Analytics techniques and related capabilities
Note: *This is not exhaustive. To focus the interviews, survey participants looked through the “lens” of two public issues – social protection and economic vitality.
Source: IBM Institute for Business Value.
Figure 6: Organizations want to be able to predict with confidence and are trying to move from “seeing yesterday” to “seeing today,” with a
goal of anticipating and preparing for tomorrow.
Going “pro:” – what actions to take
Analytics competency is a game-changing managerial innova-
tion. It enables smarter decisions and consequential actions
“I am not very sure whether the government is
that build trust. Analytics creates possibilities for seizing ready to embrace analytics. It seems to me that
opportunities and tackling increasingly complex public issues. analytics is a managerial innovation because,
With today’s focus on transparency and accountability, “all
eyes” are on how decisions are made, money is spent and
if applied correctly across the organization, it
performance and progress are measured. will help government to measure what it is
doing, allocate required resources efficiently
and effectively, and achieve government policy
objectives.”
Public sector executive, South Africa
14. 12 The power of analytics for public sector
Organizations must focus on four strategic management
imperatives to realize the power of analytics in the public
sector (see Figure 7). Leaders will need to embed analytics
competency into their organizations for the long term. They
should leverage leading practices from both the public and
1 2
Focus on Orient the
private sectors along the way. outcomes to management of
move beyond information around
issues its use
Outcomes orientation Information management
Analytics
Competency
“While the opportunities from analytics for Analytics discipline Analytics use
improving efficiency and effectiveness appear 4 3
Model and embed Use analytics
limitless, there is much less clarity about the analytics discipline enabled insights
readiness of the government sector to do so. in management
practices
to meet specific
objectives
Whereas analytics is largely depicted as a
technological innovation (often described as
“business intelligence”), the strategic use of analyt- Source: IBM Institute for Business Value.
ics in both the private and government sectors
Figure 7: Imperatives for building analytics competency.
also requires massive managerial innovation.”
Thomas H. Davenport and Sirkka L. Jarvenpaa, “The strategic use of analytics in
government,” IBM Center for the Business of Government, 2008.
Imperative 1: Focus on outcomes to move
beyond issues
Expand and “see” your observation landscape
Issues suggest “what’s important” and “why” – and drive public
sector organizations to act. They must be understood to frame
the most important questions, as well as clarify or affirm the
right outcomes. The most meaningful indicators of both
performance and progress will need to be articulated to shape
related business objectives. The importance of creating a
well-defined information strategy and roadmap, based on key
performance and progress indicators, cannot be overstated.
15. IBM Global Business Services 13
Disciplined conversation and collaboration and information
governance are no longer optional – they are fundamental to
Case study: Alameda County, California7
drawing out the context and meaning that drives the definition
of the data-that-matters. This is where the information The Alameda County Social Services Agency was challenged
architecture supporting outcome-based objectives is ultimately to deliver better welfare outcomes, such as increased work
embedded. participation and reduced risk of recidivism, despite
increasing demand and fewer resources. Leveraging
Note one important subtlety: let the questions guide where to business intelligence software and analytical tools, Alameda
target interventions. Then, determine which activities or created a “lifecycle” view of its customers’ interaction with
processes are affected and/or needed. This helps shift the data county and state social service resources, informed by new
focus from collection to use. It can also help to “redefine the insights from patterns. Instead of a patchwork, the agency’s
enterprise” based on outcomes and diminish change disrup- departments were able to coordinate programs and service
tions. It is easy to fall into the trap of “perfect data.” But, given delivery, while at the same time removing the gaps between
the information explosion, this is an unwinnable battle. A new systems where errors and fraud can thrive.
information management paradigm is needed to facilitate The result: the identification of US$11 million in fraud and
outcomes orientation. waste reduction in the first year. And since 2009, an
additional US$9 million in savings has been identified. The
This paradigm can be found among those agencies that have application of analytics gives managers and caseworkers a
successfully managed challenges in productivity and efficiency, deep, real-time understanding of case and program status,
as well as the “blind spots” that make it difficult to focus enabling them to find the best assistance programs for each
resources on desired outcomes (see case study, “Alameda situation. Alameda County has been able to uncover
County, California.”) relationships between benefit recipients and programs,
helping to eliminate waste, redundancy and fraud. The
Imperative 2: Orient the management of county is able to generate reports in minutes instead of
information around its use weeks or months, allowing caseworkers to apply their
Manage questions as data expertise by trying “what if” scenarios.
The value of information is in how it can be applied. For
example, command centers consider information, increasingly
in real-time, that comes in various forms – including unstruc-
tured data like e-mail text, video, pictures, sound and color –
and take action based on their understanding of the data.
16. 14 The power of analytics for public sector
Agencies need to challenge existing assumptions about how Imperative 3: Use analytics-enabled
they manage data. Information silos are rarely sustainable in an insights to meet specific objectives
environment that demands accountability and transparency.
Combine internal, external data in new ways
Analytics leaders are fostering appropriate information sharing
Organizations should target their analytics initiatives to create
through information governance, standards adoption, new
new business, operating and implementation models to help
approaches and leading practices. Creating new analytics-
them achieve specific goals and objectives. They not only guide
enabled insights depends on strengthening the information
the targeting of analytics initiatives, but also the evaluation of
foundation (see case study, “Caisse Nationale des Allocations
their impact. Maintaining an inventory or registry of indica-
Familiales (CNAF), France”).
tors, concepts and related analytics techniques can help avoid
starting from scratch with each new initiative.
Case study: Caisse Nationale des Allocations Familiales
(CNAF), France8
CNAF, the French social services agency, provides €70 billion across multiple programs. CNAF also determined it needed a
of benefits each year to 18 million beneficiaries through 123 better way to determine benefit eligibility and deter fraud.
delivery branches. CNAF employed a master data foundation that provided the
The agency had extensive ambiguous data about citizens, “single version of the truth,” along with an analytical
applicants and provider identities. Each of its branches had understanding of citizen information. It also integrated
different versions of the data. Each time a citizen applied for identity and relationship resolution functionality to greatly
a different benefit, CNAF had to ask for information it already enhance eligibility determination. The agency used analytics
had. Systems did not share data among branches, did not to help determine cases requiring audit follow-up.
have up-to-date data among silos and were administratively As a result, CNAF gained a rapid understanding of citizens,
inefficient. applicants and providers across multiple programs, cases
Because of siloed systems, inadequate data matching and and locations. It increased effectiveness of providing the
privacy restrictions, data updates were prone to error and right service to eligible recipients and reduced the level of
attempts by citizens to defraud the system. Improper improper payments to ineligible persons. The agency was
payment activity was creating work overload on both front able to create a repository containing citizen information for
line and back office personnel. shared use across multiple French Government
organizations, while adhering to privacy restrictions.
CNAF determined that to meet these challenges, it needed
Ultimately, CNAF gained much better accuracy in identifying
to integrate data, improve data quality and provide a “‘single
improper cases after audit and realized a 35 percent
version of the truth” to citizens, case workers, and providers
productivity gain through the use of analytics.
17. IBM Global Business Services 15
It is important to look at different examples within and outside For example, analyzing patterns is a cornerstone of effective
the public sector. Many private organizations perform analytics. But predicting future behavior separates outper-
functions similar to their public sector counterparts and have forming “pros” from the rest (see case study, “New York State
used analytics in powerful ways, such as in risk management, Department of Taxation and Finance”).
scenario planning and predictive models. Existing analytics
methods and disciplines can be leveraged to create efficiency.
Case study: New York State Department of Taxation
and Finance9
The New York State Department of Taxation and Finance history of each case and each return. Over time, the
annually processes 24 million business and personal tax department has been able to use this data warehouse to
returns and collects more than $90 billion in state and local analytically derive new business rules, find new patterns of
tax payments. questionable returns and add these rules to the system.
Which refunds should not be paid? Which tax returns should Most recently the data has been used to develop predictive
be audited and investigated? What impact did non- models and employ predictive techniques, leveraging
compliance from improper payments and fraud have on practices applied in the justice system. These behavioral
those who were complying? Having the answers to these models predict how likely a return is to be questionable,
questions is key to collecting the right amount of tax allowing the system to prioritize the cases that are least
revenue while maintaining confidence in the tax likely to be eligible. The system automatically rejects those
administration system. refund requests that are clearly ineligible, preventing these
cases from even entering the audit process. It then uses
A project to leverage information to transform the
predictive models and business rules to make a decision as
department’s operations resulted in a new approach that
to the priority of each remaining case.
enables the identification of the pending case most likely to
be questionable. The agency proactively identifies returns Overall, the system has saved the state more than US$889
that are outliers and focuses constrained audit resources on million, while allowing it to process refunds faster. It resulted
those returns that seem most unusual. in an increase from $56 million in refund denials per year to
more than $200 million, without increasing staff levels. And it
Initially, the department created a data warehouse focused
increased the percentage of audits that found questionable
on improving audit case selection that gave access to the
refunds.
18. 16 The power of analytics for public sector
Imperative 4: Model and embed analytics ment practices. Of utmost importance is linking indicators of
discipline in management practices performance and progress to desired outcomes, which can
Develop and manage analytics talent as a “community” further embed discipline.
Creating an environment that encourages community,
creativity, experimentation and integration into problem Analytics discipline does not happen overnight. It starts with
solving is particularly important as the environment becomes commitment and progresses with systematic and sophisticated
more complex. Leaders can help create discipline by modeling actions. Many organizations might find performance to be an
and reinforcing analytics excellence and linking it to manage- excellent starting point around which to embed discipline (see
case study, “The UK’s Department of Work and Pensions.”)
Case study: UK Department of Work and Pensions (DWP)
DWP is responsible for delivering the government’s welfare, Included in the IPPM were plans to expand the value of ABM
pensions and child support and is the largest service delivery by building on DWP’s information foundation to perform
department in the United Kingdom. It processes financial data-driven forecasting, scenario planning, benchmarking
transactions with 17 million customers every week and and other performance management analytics.10
processes benefits and pensions payments of more than £125 Since implementing these programs, DWP has been
billion per year. Because it manages a very large percentage developing new analytics-enabled insights and approaches
of the UK budget, DWP has implemented several changes in to tackle fraud and error, increasing intervention coverage
response to increasing pressure to demonstrate increased from 123,000 interventions to 1 million last year, and
value for money. increasing yield from £253M to £770M.11 Further, it has
DWP instituted an Integrated Planning and Performance segmented its customers by age to better predict future
Management Program (IPPM) and implemented an Activity benefits and payments.12
Based Management (ABM) system. Moving from unit costing
to activity-based costing not only improved the relevance of
DWP’s financial information, it also provided greater
transparency. And it promoted a culture of continuous
improvement (productivity) and enterprise-wide performance
management.
19. IBM Global Business Services 17
Getting started, or building momentum 1. Questions equal data (or, the data that matters is a question
It all starts with defining issues and desired outcomes. Asking that requires a decision).
the right questions not only illuminates the data that matters, 2. If you treat questions like data (and the answers like insight
but also brings objectives and targets into focus – both from a and intelligence) then you won’t have to ask them all the
performance and progress perspective. time.
3. Analytics “communities” can help build and sustain both
While an iterative approach should be taken based on where analytical depth and synergy – as long as collaboration isn’t
you are starting from, take the opportunity to be bold (see an exception.
Figure 8). Three principles can help guide the journey:
Foundation
Starter builder
Questions = data
Patient
Indicators,* aligned Analytics enabled
Issues, questions strategy and targets Analytics strategy insights applied
Define outcomes Actualize/effect an
Analytics competency analytics use
Pave the way
Potential issues,
the right analytics Create/nurture Manage
sponsor, champions “community” information Reusable insights,
Information strategy agile information
Interests, experience Ideas, analytics architecture
exemplars, “community”
Practitioner
Virtuoso
* Outcomes-based.
Source: IBM Institute for Business Value.
Figure 8: Building analytics competency is a continuous journey. Define issues and outcomes well and make sure they are understood.
Ask questions and take an iterative approach.
20. 18 The power of analytics for public sector
It is quite possible to be a Virtuoso in descriptive analytics In analytics discipline, Starters will likely need mentoring and
techniques and related capabilities, but a Starter or Foundation should focus on delivery, operations and management. Founda-
Builder in predictive and prescriptive analytics approaches. So tion Builders will want to establish a consistent and focused
be prepared to map out different paths depending on where analytics role. Practitioners should “get out of the box” and
you are starting from and where you want to be. But let the explore new roles and integrate as many existing roles as
issues, questions and indicators guide you. possible. Virtuosos might create or participate in innovative,
systemic analytics communities.
For example, in focusing on outcomes, Starters may want to
look first at what outcomes to target and narrowly focus efforts Regardless of the individual actions to take, success in building
on productivity. Foundation Builders may focus more on what analytics competency will ultimately depend upon committed
to establish as foundational capabilities and the right measures leaders who take a strategic focus on the four imperatives we’ve
to affect an outcome. Practitioners may need to determine outlined. To address increasingly complex public issues in an
what not to measure and how to streamline data collection and interconnected world and accelerate outcomes, public sector
analysis. Virtuosos may seek to expand performance and create organizations will need to use analytics to leverage the infor-
multiple progress indicators. mation explosion and embed analytics competency into their
organizations for the long term.
In learning how to focus information around its use, Starters
will want to leverage existing models and apply leading Analytics competency is the next managerial innovation in the
practices. Foundation Builders should look to establish basic public sector. Multiple paths lead to progress. Leadership and
reference models and focus on platform rationalization. collaboration are essential to the journey.
Practitioners can leverage partnerships, build new reference
models and begin assessing external data. Virtuosos may
establish new business models for managing their information
environment and begin sharing indicator registries.
For applying analytics-enabled insights, Starters will concen- Building analytics competency will require
trate on increasing the visibility of the uses and results of their committed leadership and collaboration.
data collection and analysis. Foundation Builders will extend
the role of analytics in their programs, planning and manage-
ment. Practitioners will be combining insights, broadening the
scope of their programs and deepening their planning and
management roles. Virtuosos will focus on advanced, collab-
orative and interdisciplinary application of analytics.
21. IBM Global Business Services 19
Questions to ask to get started 2. How are you informing those decisions today?
1. To what extent are you using analytics to:
- Do you have a good sense of the risk, impact and conse-
- Define the issues (see Figure 9)? quences of your decisions and actions along the way?
- Achieve or influence desired outcomes? - What would happen if you did NOT change the way
- Answer the questions that will inform your observations you manage information?
and decisions?
3. Where are you (and where do you need to be) in devel-
oping analytics competency?
4. What will it take to make the case to use analytics to solve
problems?
Outcomes
“Issues” Context
Public issue Public
Environmental, societal conditions
outcomes
Policy
Policy issue outcomes* Systemic, structural (governing) conditions
Program, mission issue Program, mission outcomes Situational conditions
Constituent issue Constituent experience Relationship, delivery
dynamics
Service, business
model issue Organizational, service performance Design realities,
conditions
Op model,
competency “Capital”
issue Operational results, “ROI” strength
“Issues” Outcomes Context
Information explosion and interaction
* For example, political, economic, scientific, social
Source: IBM Institute for Business Value.
Figure 9: To build analytics competency, organizations must consider multiple levels of information about issues, outcomes and context.
22. 20 The power of analytics for public sector
Appendix This observational research study is not exhaustive but is
Research methodology aimed to lay the foundation for additional and more detailed
To better understand exactly where organizations are on their research to follow. To focus the interviews on the public sector
path – and to make informed recommendations about where context (addressing public issues in support of public
they need to go next – the IBM Institute for Business Value outcomes), the IBM Institute for Business Value looked
interviewed more than 100 public sector leaders throughout through the lens of two public issues and the roles that
the world, from both advanced and emerging economies. organizations played relative to those issues:
These interviews encompassed executives from multiple • Social protection: Promoting conditions and the
jurisdictions and included governments, non-governmental corresponding social support system conducive to social
and non-profit organizations (see Figure 10). well-being and basic human welfare, particularly protecting
society’s most vulnerable.
• Economic vitality: Promoting economic well-being and
competitiveness through economic and fiscal policies and
Type of public organization economic management activities that create a climate for
7% Non-government/Non-profit sustainable economic growth and development.
14% Quasi-government
79% Government Why these two public issues? Social protection represented
one of the highest shares of public expenditures, whereas
economic vitality represented those activities that would
Jurisdiction generate public revenues both directly and indirectly. Either
18% Regional way, the public sector ecosystem is more interrelated than ever
9% Local
before with opportunities for collaboration for common
2% Multi-lateral
outcomes.
71% Central/Neutral
Region
6% South America
7% Africa/Middle East
32% Asia and Oceania
33% Europe*
22% North America
* Respondents from Europe were from EU member countries.
Source: IBM Institute for Business Value.
Figure 10: The IBM Institute for Business Value Public Sector
Analytics Study featured interviews with more than 100 executives
from around the world.
23. IBM Global Business Services 21
Analytics Vision Index (AVI) methodology To learn more about this IBM Institute for Business Value
The AVI is a collection of approaches that public sector study, please contact us at iibv@us.ibm.com. For a full catalog
organizations are taking to build analytics competency. To of our research, visit:
develop this a priori classification index, we explored views on
ibm.com/iibv
the dimensions of analytics competency – analytics talent,
capability and leadership – against a number of questions in the
Be among the first to receive the latest insights from the IBM
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monthly e-newsletter featuring executive reports that offer
strategic insights and recommendations based on IBV research:
• Standard scores for each feature were created at the
respondent level by deploying a derived weighting scheme ibm.com/gbs/ideawatch/subscribe
that:
- Took into account the “contribution” of each of the
respective variables to overall competency
- Looked at the standard scores through the available set of
(n =30) combinations
- Assigned an AVI classification based on individual AVI
feature combinations.
• In turn, these were “rolled up” qualitatively into four groups
based on the intensity (which varies) by which respondents
applied these features.
• The AVI was deployed as a parsing variable in statistical
efforts (e.g., cross tabulation, means testing).
24. 22 The power of analytics for public sector
Authors Lynn Reyes is responsible for research and thought leadership
Hammou Messatfa is the Government Technical Leader for for the global Public Sector for the IBM Institute for Business
Southwest Europe. He holds a Ph.D Mathematics in Analytics, Value (IBV). She has over fifteen years of experience and a
Social Choice Theory. He is a pioneer in data and text mining proven track record in industry and as a strategy and transfor-
and data management research and has 12 patents in the mation consultant. She combines that experience with her
analytics arena. He has 20 years in applying analytics and background in economic development, entrepreneurship and
leading a core team of IBM practitioners and client personnel performance management to help diverse clients from around
in defining strategies to establish business views of data that the world innovate their business and operating models and
could be leveraged for segmenting markets, understanding transform the way they do business. She is a co-author of “The
customer behavior, cross-selling products, improving yin yang of financial disruption” and the recent IBV follow-up,
marketing campaigns and defining new product offerings. Mr. “The yin yang of financial reform.” She has also published
Messatfa is the IBM co-founder and chair of the France public sector insights on the IBM 2010 Global CEO and
Executive Club for Fighting Fraud. He is currently focusing in Global CFO studies and the 2009 Global CIO Study. Ms.
helping government clients to build competencies and culture Reyes has a patent pending for a System and Method for
of analytics to achieve better outcomes. He can be reached at Outcomes-based Delivery. Prior to IBM, Lynn worked for the
h_messatfa@fr.ibm.com. World Bank. She can be reached at lynn_reyes@us.ibm.com.
25. IBM Global Business Services 23
Michael J. Schroeck is the Global Information Management Contributors
Foundation (IMF) Leader for the IBM Business Analytics and Jonathan Breul, Executive Director, IBM Center for the
Optimization Consulting Practice. With more than 30 years of Business of Government
consulting experience, he has a proven track record in Business James Cortada, IBM Institute for Business Value, Public Sector
Intelligence, Performance Management, and Analytics. Mr.
Raymond Dolan, Global Government Industry Executive,
Schroeck has guided project teams in the design and successful
Business Analytics and Optimization
implementation of large, complex enterprise-wide business
intelligence and analytic solutions for a wide range of clients, Chris Gibbon, Global Social Segment Leader, IBM Global
in areas such as: customer relationship management, financial Business Services
reporting and analytics, enterprise risk management, supply Arnold Greenland, Distinguish Engineer, Business Analytics
chain optimization, and operational intelligence. Mr. Schroeck and Optimization Practice, IBM US Global Business Services
is considered an industry thought leader. He has authored
several articles on Business Intelligence, Performance Manage-
Acknowledgements
ment, and Analytics, has co-authored a book on Enterprise
We would like to thank the public sector executives around the
Information Architecture, has been a featured speaker at many
world who generously shared their time and insights with us.
industry conferences and major seminars, and is frequently
We would also like to acknowledge the contributions of those
quoted in leading business and technical publications. Mr.
who worked on this study:
Schroeck was twice named as one of the world’s top “25 Most
Influential Consultants” by Consulting Magazine and was
Advisors – From IBM: Mark Anderson (NZ), Shaun Barry,
named a Distinguished Engineer by IBM for his outstanding
Carol Braun, Bryan Chong, Curtis Clark, Mark Cleverley,
and sustained technical achievement and leadership. He can be
Sietze Dijkstra, Michael Dixon, Gregory Greben, John
reached at mike.schroeck@us.ibm.com.
Kamensky, Norbert Kouwenhoven, Eric Lesser, Gerard M.
Mooney, John Reiners, Rebecca Shockley and Marcio Weiker-
sheimer. From the World Bank: Lars Grava and Randeep
Sudan.
IBM project team: Shane Allua, Stephen Ballou, Kristin
Biron, Elizabeth Chapman, Christopher Infanti, Shirley
Marshall, Kathleen Martin and Jim Phillips.
Special thanks to the numerous IBMers from around the world
who conducted interviews.
26. 24 The power of analytics for public sector
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