Most organizations have moved toward or plan to move toward centralized and standardized business intelligence technologies. While over 40% rate the success of their BI implementations positively, many are still in the early lifecycle stages. The top benefit cited is using real-time data to make better decisions. However, the greatest challenges are the cost of relevant software and licenses as well as a lack of end-user training.
1) The document outlines best practices and potential pitfalls for using business intelligence (BI) dashboards based on the presenter's experience implementing BI initiatives.
2) It discusses how to effectively design dashboards to communicate key metrics to stakeholders, avoid common implementation pitfalls, and reviews an example dashboard from a top US wireless operator.
3) The presentation emphasizes the importance of data quality, integration standards, and aligning dashboard metrics with organizational strategy for successful long-term dashboard use.
5 Steps To Measure ROI On Your Data Science Initiatives - WebinarGramener
1. Measuring ROI from data science initiatives is challenging for many organizations as the outcomes are often not clearly defined, quantified, or attributed to the initiatives. Breaking the chain from data to insights to actions to outcomes is common.
2. A framework is presented for quantifying the value of data science initiatives using 5 steps - define success metrics, measure the metrics, attribute outcomes to causal factors, calculate net costs and benefits to determine breakeven, and benchmark results.
3. The framework is applied to a case study of a beverage manufacturer that used analytics to optimize plant costs. Key metrics like cost savings, employee productivity, and process efficiency were defined and attribution methods like A/B testing were used
Early adopters of cognitive technologies are already gaining major competitive advantages through initiatives that improve customer engagement, productivity and efficiency, and business growth. A survey of over 600 cognitive decision-makers found that IT, data analytics, and customer service are common starting points for cognitive initiatives focused on product and service innovation and automation. While challenges remain around costs, security, and skills, collaboration between IT and business is driving cognitive adoption across industries.
IoT: Powering the Future of Business and Improving Everyday LifeCognizant
New survey shows IoT at scale is a critical path, but many companies struggle to realize value. See how 10 companies are overcoming these challenges and succeeding in the new normal.
The document discusses the results of a survey on business priorities and the changing role of IT leadership. Key findings include:
- Over half of respondents said the role of IT leadership has become more strategic in the last 12 months.
- Nearly 70% see IT becoming more centralized in the coming year to manage global operations.
- Top business imperatives center on improving customer responsiveness, reducing costs, and improving business processes.
- Two-thirds rate IT-enabled transformation as important, with most citing improving processes, customer responsiveness, and reducing costs/TCO as the most important areas for IT to enable transformation.
The document discusses the results of a survey on business priorities and the changing role of IT leadership. Key findings include:
- Over half of respondents said the role of IT leadership has become more strategic in the last 12 months.
- Nearly 70% see IT becoming more centralized in the coming year to manage global operations.
- Top business imperatives center on improving customer responsiveness, reducing costs, and improving business processes.
- Two-thirds rate IT-enabled transformation as important, with priorities including customer responsiveness, reducing costs, and improving business processes.
The document summarizes the key findings from the 2013 Gartner FEI CFO Technology Study survey. The six main findings are: 1) Most technology deficiencies can be addressed through improved business intelligence and analytics. 2) Business intelligence and applications are the main investment focus, though BI priorities have declined slightly from 2012. 3) CFOs continue prioritizing corporate performance management initiatives despite some declines. 4) CFOs understand emerging technologies like mobile, cloud, social and big data will be important. 5) CFO influence over IT is growing as many IT organizations now report to the CFO. 6) Few IT organizations are seen as truly transformational.
High Tech Results from AMR Research ERP B2B Study GXS
This presentation discusses the high tech related results from a study conducted in late 2009 by the analyst firm AMR Research. The study looked ERP/B2B integration and the importance of having these two environments seamlessly integrated together. Updated April 2013
1) The document outlines best practices and potential pitfalls for using business intelligence (BI) dashboards based on the presenter's experience implementing BI initiatives.
2) It discusses how to effectively design dashboards to communicate key metrics to stakeholders, avoid common implementation pitfalls, and reviews an example dashboard from a top US wireless operator.
3) The presentation emphasizes the importance of data quality, integration standards, and aligning dashboard metrics with organizational strategy for successful long-term dashboard use.
5 Steps To Measure ROI On Your Data Science Initiatives - WebinarGramener
1. Measuring ROI from data science initiatives is challenging for many organizations as the outcomes are often not clearly defined, quantified, or attributed to the initiatives. Breaking the chain from data to insights to actions to outcomes is common.
2. A framework is presented for quantifying the value of data science initiatives using 5 steps - define success metrics, measure the metrics, attribute outcomes to causal factors, calculate net costs and benefits to determine breakeven, and benchmark results.
3. The framework is applied to a case study of a beverage manufacturer that used analytics to optimize plant costs. Key metrics like cost savings, employee productivity, and process efficiency were defined and attribution methods like A/B testing were used
Early adopters of cognitive technologies are already gaining major competitive advantages through initiatives that improve customer engagement, productivity and efficiency, and business growth. A survey of over 600 cognitive decision-makers found that IT, data analytics, and customer service are common starting points for cognitive initiatives focused on product and service innovation and automation. While challenges remain around costs, security, and skills, collaboration between IT and business is driving cognitive adoption across industries.
IoT: Powering the Future of Business and Improving Everyday LifeCognizant
New survey shows IoT at scale is a critical path, but many companies struggle to realize value. See how 10 companies are overcoming these challenges and succeeding in the new normal.
The document discusses the results of a survey on business priorities and the changing role of IT leadership. Key findings include:
- Over half of respondents said the role of IT leadership has become more strategic in the last 12 months.
- Nearly 70% see IT becoming more centralized in the coming year to manage global operations.
- Top business imperatives center on improving customer responsiveness, reducing costs, and improving business processes.
- Two-thirds rate IT-enabled transformation as important, with most citing improving processes, customer responsiveness, and reducing costs/TCO as the most important areas for IT to enable transformation.
The document discusses the results of a survey on business priorities and the changing role of IT leadership. Key findings include:
- Over half of respondents said the role of IT leadership has become more strategic in the last 12 months.
- Nearly 70% see IT becoming more centralized in the coming year to manage global operations.
- Top business imperatives center on improving customer responsiveness, reducing costs, and improving business processes.
- Two-thirds rate IT-enabled transformation as important, with priorities including customer responsiveness, reducing costs, and improving business processes.
The document summarizes the key findings from the 2013 Gartner FEI CFO Technology Study survey. The six main findings are: 1) Most technology deficiencies can be addressed through improved business intelligence and analytics. 2) Business intelligence and applications are the main investment focus, though BI priorities have declined slightly from 2012. 3) CFOs continue prioritizing corporate performance management initiatives despite some declines. 4) CFOs understand emerging technologies like mobile, cloud, social and big data will be important. 5) CFO influence over IT is growing as many IT organizations now report to the CFO. 6) Few IT organizations are seen as truly transformational.
High Tech Results from AMR Research ERP B2B Study GXS
This presentation discusses the high tech related results from a study conducted in late 2009 by the analyst firm AMR Research. The study looked ERP/B2B integration and the importance of having these two environments seamlessly integrated together. Updated April 2013
Manufacturers were hard hit by COVID-19, but our research reveals the next best steps to take, based on the investments digital leaders in the industry have made and plan to make.
Embracing a More Connected Future Using IoTCognizant
The document discusses how companies can accelerate their adoption of IoT technologies to gain business benefits. It summarizes the findings of a study that assessed organizations' digital maturity levels and their progress in adopting IoT. The study found that IoT adoption is easier for more digitally mature companies and yields higher returns than other technologies. The document then outlines five vectors for how organizations can implement IoT solutions to improve operations: promoting remote work, automating production processes, improving customer experience, increasing healthcare efficiency, and building smarter infrastructure. Implementing focused IoT projects in these areas can help companies future-proof their operations and adapt to changing business environments.
Do companies with more user-friendly and accessible enterprise resource planning (ERP) systems enjoy more positive business outcomes?
Are they more profitable?
Do highly effective ERP systems help create a sharper upswing of revenue growth?
How much difference does effective data really make to business success?
IT is often hesitant about taking new directions because of the number of unfamiliar technologies competing for attention, budgetary constraints, fear of change, and skepticism about which new direction will actually provide value. Pick the right technologies to deploy in 2011 and stay ahead of the curve.
•Understand which new technologies provide clear organizational value.
•Identify the candidate new technologies the organization should consider in 2011.
•Assess technology which should be retired in preparation for the new technology.
Use this solution set to help plan technology adoption for 2011 and beyond. An assessment tool for helping with the selection process is also included in this set.
Economist Intelligence Unit 2013 report explores the business impact of strategic CIOs and offers advice to CIOs transitioning to a more strategic role.
Accelerating Digital Business in a Cloud-First WorldPerficient, Inc.
According to research firm IDC, by 2018 more than 50% of enterprise IT infrastructures and software investments will be cloud based. What does that mean for you in a competitive landscape? Without a cloud foundation to drive digital transformation, your ability to compete will be crippled.
Guest speaker Gard Little, an IDC analyst, and Joel Thimsen, a director of cloud and DevOps at Perficient, launched our new Cloud First, Business-Driven webinar series, designed for line of business and IT leaders, exploring how to bring corporate strategies to life with the cloud.
Our cloud experts highlighted key findings of IDC research and shared Cloud First strategies for:
-Adopting a digital business mindset and customer-centric mantra
-Achieving business optimization and intelligence goals
-Overcoming organizational velocity challenges
-Accelerating new strategies and innovation
-Creating value and increasing profitability
The document summarizes key findings from Foundry's 2021 Data & Analytics Study. It found that 41% of organizations plan to increase spending on data-driven initiatives to an average of $11 million over the next year, focusing on improving internal business, existing products, customer insight and service. While 26% of organizations have already implemented such projects, 27% are currently piloting them and 13% plan deployments in the next 12 months. Only 14% now have no plans for data-driven projects, down from 32% in 2016.
The document summarizes the findings of a 2022 survey of over 1,000 CIOs and IT leaders conducted by CIO regarding the state of the CIO role. Some key findings include:
- CIOs say their role is becoming more focused on digital transformation and innovation compared to business counterparts.
- CIOs are currently focusing on security management and improving IT operations/systems performance.
- In 2021, CIOs played a more strategic role in technology considerations compared to previous years.
- Top business initiatives that have increased in priority due to socio-economic pressures include security/risk management, customer experience technologies, and data/business analytics.
- The technology initiatives expected to drive the most
Shared Service Centers: Risks & Rewards in the Time of CoronavirusCognizant
Our recent research reveals that organizations are reassessing the pros and cons of captive services. Companies are twice as likely to reduce than increase their use of shared service centers.
Radical innovations in technology are increasing the importance of IT in achieving core business objectives, shifting the role of CIOs to be more strategic. Chief Information Officers now operate as business executives first and technology experts second, speaking the language of the business. They are seen as the principal strategists for emerging areas like big data, mobile apps, social media, and online learning. CIOs also target technology budgets towards innovation in analytics, cloud computing, mobile and social technologies.
3gamma whitepaper the state of it service management in agile organizations (...Jens Ekberg
3gamma's whitepaper on The state of IT service management in agile organizations.
Swedish companies are struggling with the balance between governance, control and stability, and the need for greater innovation and flexibility. Conflicting forces are driving complexity. Regulatory requirements are increasing the demand for greater control and governance whilst at the same time customer demands are accelerating and changing. IT is caught in the middle – trying to balance stability, control and maintaining operations whilst, at the same time, delivering innovation.
3gamma has surveyed 100 IT leaders on how to manage the balance between control and innovation with a special focus on the perceived conflict between IT service management frameworks and agile methodologies.
An agile IT organization is not created through the adoption of an agile development methodology. There is no quick fix. Becoming a high-performing IT organization cannot be attributed to a single factor. It is done through focused execution of a business-driven IT strategy encompassing people, processes and technology.
3gamma’s survey shows that the issues experienced within the participating organizations can’t be attributed to any specific methodology or framework. They are generic and wide-spread.
From the financial sector, through retail, to media, the pre-requisites vary. The companies and organizations within 3gamma’s study that are successful in meeting their businesses’ requirements, regardless of size or industry, share a set of common traits:
* Customer centricity
* Communication
* Continuous improvement
* Removing obstacles
This document summarizes the results of a survey about partner marketing efforts. The survey polled 298 marketing professionals and found that most companies view partner marketing as a necessary tactic. On average, companies allocate 37% of their marketing budgets to partner marketing. Most companies have a documented partner marketing strategy. The greatest challenges to success in partner marketing are a lack of commitment from partners and competing priorities internally. The most common programs that companies invest in are content development and demand generation. Over half of partner marketing programs from the past year yielded successful results.
ERP Optimization: How to Save Cost And Gear Up For Business Innovation Simult...CAST
This slide presentation features Liz Herbert, Principal Analyst with Forrester Research Inc, on how to take control of your ERP system to enable growth and revenue generation by learning to:
-Find the balance between cost control and business innovation
-Manage the TCO of ERP systems by reducing complexity
-Identify performance and stability vulnerabilities by focusing on the quality of customizations
To watch the complete webinar, visit http://www.castsoftware.com/news-events/event/erp-customization-kills-innovation?gad=ss
COVID-19 has increased the need for intelligent decisioning through AI, but ROI is not guaranteed. Here's how to accelerate AI outcomes, according to our recent study.
Using Call Driver Analytics to Improve Customer CareRAYA CX
This international retail chain enlisted RCX to improve the quality of its customer service. RCX conducted a call driver analysis to identify the longest handle calls and create targeted training. They developed a new knowledge base and quality monitoring system. These efforts led to a 25% reduction in customer care effort, a 40% decrease in repeated calls, and a 15% increase in employee satisfaction.
Data Trends for 2019: Extracting Value from DataPrecisely
To get the most business value from data, you need to keep up with the latest tech trends – or do you?
View this webinar on-demand as we share the results from our 2019 Data Trends Survey! We'll reveal what organizations around the world are really up to at the intersection of technology, big data and business.
Key topics include:
• Business initiatives getting the most IT support in 2019
• Highest-priority IT initiatives
• Tech adoption rates, benefits and challenges
Accelerating IT Transformation with Data & Analytic s Matt Mandich
Despite a global IT spend of over $4 Trillion, 67% of CEOs & CIOs are misaligned on how IT should be enabling the business*.. With the dramatic increase in digital technology & the business’s appetite to understand and enable their own innovations through technology, CIOs are challenged with the need to rapidly understand business inputs, stakeholder satisfaction, and assess their own teams internal capabilities. Info-Tech has found too often this is done through ad-hoc and informal processes, making improvement hard to measure, and success impossible to define. A new model is needed to enable the CIO to rapidly make decisions, prove success & analyze challenges with DATA.
In this session Info-Tech will present how CIOs can overcome these challenges, and forge a new data driven approach to rapidly accelerate decision making, as well as measure the benefits of IT with DATA. Info-Tech will share insights from Info-Tech’s 3 year Stakeholder Satisfaction Study & how IT can enable transformation at unparalleled rates.
By the Numbers:
• 66% of CEOs don’t understand how to use IT to transform the business.
• 84% of IT Organizations score below 80% on IT satisfaction
• 43% of CIOs overestimate the size of their next budget.
• 78% of CEOs/CIOs are aligned on what IT issues impede innovation BUT are Highly Misaligned on the Business Barriers that Impede Innovation
• 72% of business leaders misjudge which services really matter to them
* Info-Techs CEO/CIO Alignment study
The document summarizes the findings of a 2022 survey of over 1,000 CIOs and IT leaders about the state of their roles and priorities. Some key findings include:
- Most CIOs said their role is becoming more focused on digital transformation and innovation compared to business counterparts.
- CIOs are currently focusing on security management and improving IT operations/systems performance.
- In 2021, the CIO role elevated in strategic importance at most organizations.
- Top priorities for 2022 include increasing security/risk management investments and data/business analytics.
Automated testing helps identify software bugs earlier through unit testing, code coverage, code analysis, web testing, load testing, and test case management. These tools improve quality by finding defects early in development and ensuring code changes do not break existing functionality. Static code analysis further helps enforce coding standards and reduces code reviews. Load, stress, and performance testing validate how applications function under normal and peak usage to identify scalability issues.
Cisco is simplifying and consolidating its IOS packaging from 44 feature sets to 8 packages. This will provide consistency in image names and software pricing. The new packages are aimed at simplifying selection, facilitating feature parity across platforms, and offering minimal disruption for existing customers.
Manufacturers were hard hit by COVID-19, but our research reveals the next best steps to take, based on the investments digital leaders in the industry have made and plan to make.
Embracing a More Connected Future Using IoTCognizant
The document discusses how companies can accelerate their adoption of IoT technologies to gain business benefits. It summarizes the findings of a study that assessed organizations' digital maturity levels and their progress in adopting IoT. The study found that IoT adoption is easier for more digitally mature companies and yields higher returns than other technologies. The document then outlines five vectors for how organizations can implement IoT solutions to improve operations: promoting remote work, automating production processes, improving customer experience, increasing healthcare efficiency, and building smarter infrastructure. Implementing focused IoT projects in these areas can help companies future-proof their operations and adapt to changing business environments.
Do companies with more user-friendly and accessible enterprise resource planning (ERP) systems enjoy more positive business outcomes?
Are they more profitable?
Do highly effective ERP systems help create a sharper upswing of revenue growth?
How much difference does effective data really make to business success?
IT is often hesitant about taking new directions because of the number of unfamiliar technologies competing for attention, budgetary constraints, fear of change, and skepticism about which new direction will actually provide value. Pick the right technologies to deploy in 2011 and stay ahead of the curve.
•Understand which new technologies provide clear organizational value.
•Identify the candidate new technologies the organization should consider in 2011.
•Assess technology which should be retired in preparation for the new technology.
Use this solution set to help plan technology adoption for 2011 and beyond. An assessment tool for helping with the selection process is also included in this set.
Economist Intelligence Unit 2013 report explores the business impact of strategic CIOs and offers advice to CIOs transitioning to a more strategic role.
Accelerating Digital Business in a Cloud-First WorldPerficient, Inc.
According to research firm IDC, by 2018 more than 50% of enterprise IT infrastructures and software investments will be cloud based. What does that mean for you in a competitive landscape? Without a cloud foundation to drive digital transformation, your ability to compete will be crippled.
Guest speaker Gard Little, an IDC analyst, and Joel Thimsen, a director of cloud and DevOps at Perficient, launched our new Cloud First, Business-Driven webinar series, designed for line of business and IT leaders, exploring how to bring corporate strategies to life with the cloud.
Our cloud experts highlighted key findings of IDC research and shared Cloud First strategies for:
-Adopting a digital business mindset and customer-centric mantra
-Achieving business optimization and intelligence goals
-Overcoming organizational velocity challenges
-Accelerating new strategies and innovation
-Creating value and increasing profitability
The document summarizes key findings from Foundry's 2021 Data & Analytics Study. It found that 41% of organizations plan to increase spending on data-driven initiatives to an average of $11 million over the next year, focusing on improving internal business, existing products, customer insight and service. While 26% of organizations have already implemented such projects, 27% are currently piloting them and 13% plan deployments in the next 12 months. Only 14% now have no plans for data-driven projects, down from 32% in 2016.
The document summarizes the findings of a 2022 survey of over 1,000 CIOs and IT leaders conducted by CIO regarding the state of the CIO role. Some key findings include:
- CIOs say their role is becoming more focused on digital transformation and innovation compared to business counterparts.
- CIOs are currently focusing on security management and improving IT operations/systems performance.
- In 2021, CIOs played a more strategic role in technology considerations compared to previous years.
- Top business initiatives that have increased in priority due to socio-economic pressures include security/risk management, customer experience technologies, and data/business analytics.
- The technology initiatives expected to drive the most
Shared Service Centers: Risks & Rewards in the Time of CoronavirusCognizant
Our recent research reveals that organizations are reassessing the pros and cons of captive services. Companies are twice as likely to reduce than increase their use of shared service centers.
Radical innovations in technology are increasing the importance of IT in achieving core business objectives, shifting the role of CIOs to be more strategic. Chief Information Officers now operate as business executives first and technology experts second, speaking the language of the business. They are seen as the principal strategists for emerging areas like big data, mobile apps, social media, and online learning. CIOs also target technology budgets towards innovation in analytics, cloud computing, mobile and social technologies.
3gamma whitepaper the state of it service management in agile organizations (...Jens Ekberg
3gamma's whitepaper on The state of IT service management in agile organizations.
Swedish companies are struggling with the balance between governance, control and stability, and the need for greater innovation and flexibility. Conflicting forces are driving complexity. Regulatory requirements are increasing the demand for greater control and governance whilst at the same time customer demands are accelerating and changing. IT is caught in the middle – trying to balance stability, control and maintaining operations whilst, at the same time, delivering innovation.
3gamma has surveyed 100 IT leaders on how to manage the balance between control and innovation with a special focus on the perceived conflict between IT service management frameworks and agile methodologies.
An agile IT organization is not created through the adoption of an agile development methodology. There is no quick fix. Becoming a high-performing IT organization cannot be attributed to a single factor. It is done through focused execution of a business-driven IT strategy encompassing people, processes and technology.
3gamma’s survey shows that the issues experienced within the participating organizations can’t be attributed to any specific methodology or framework. They are generic and wide-spread.
From the financial sector, through retail, to media, the pre-requisites vary. The companies and organizations within 3gamma’s study that are successful in meeting their businesses’ requirements, regardless of size or industry, share a set of common traits:
* Customer centricity
* Communication
* Continuous improvement
* Removing obstacles
This document summarizes the results of a survey about partner marketing efforts. The survey polled 298 marketing professionals and found that most companies view partner marketing as a necessary tactic. On average, companies allocate 37% of their marketing budgets to partner marketing. Most companies have a documented partner marketing strategy. The greatest challenges to success in partner marketing are a lack of commitment from partners and competing priorities internally. The most common programs that companies invest in are content development and demand generation. Over half of partner marketing programs from the past year yielded successful results.
ERP Optimization: How to Save Cost And Gear Up For Business Innovation Simult...CAST
This slide presentation features Liz Herbert, Principal Analyst with Forrester Research Inc, on how to take control of your ERP system to enable growth and revenue generation by learning to:
-Find the balance between cost control and business innovation
-Manage the TCO of ERP systems by reducing complexity
-Identify performance and stability vulnerabilities by focusing on the quality of customizations
To watch the complete webinar, visit http://www.castsoftware.com/news-events/event/erp-customization-kills-innovation?gad=ss
COVID-19 has increased the need for intelligent decisioning through AI, but ROI is not guaranteed. Here's how to accelerate AI outcomes, according to our recent study.
Using Call Driver Analytics to Improve Customer CareRAYA CX
This international retail chain enlisted RCX to improve the quality of its customer service. RCX conducted a call driver analysis to identify the longest handle calls and create targeted training. They developed a new knowledge base and quality monitoring system. These efforts led to a 25% reduction in customer care effort, a 40% decrease in repeated calls, and a 15% increase in employee satisfaction.
Data Trends for 2019: Extracting Value from DataPrecisely
To get the most business value from data, you need to keep up with the latest tech trends – or do you?
View this webinar on-demand as we share the results from our 2019 Data Trends Survey! We'll reveal what organizations around the world are really up to at the intersection of technology, big data and business.
Key topics include:
• Business initiatives getting the most IT support in 2019
• Highest-priority IT initiatives
• Tech adoption rates, benefits and challenges
Accelerating IT Transformation with Data & Analytic s Matt Mandich
Despite a global IT spend of over $4 Trillion, 67% of CEOs & CIOs are misaligned on how IT should be enabling the business*.. With the dramatic increase in digital technology & the business’s appetite to understand and enable their own innovations through technology, CIOs are challenged with the need to rapidly understand business inputs, stakeholder satisfaction, and assess their own teams internal capabilities. Info-Tech has found too often this is done through ad-hoc and informal processes, making improvement hard to measure, and success impossible to define. A new model is needed to enable the CIO to rapidly make decisions, prove success & analyze challenges with DATA.
In this session Info-Tech will present how CIOs can overcome these challenges, and forge a new data driven approach to rapidly accelerate decision making, as well as measure the benefits of IT with DATA. Info-Tech will share insights from Info-Tech’s 3 year Stakeholder Satisfaction Study & how IT can enable transformation at unparalleled rates.
By the Numbers:
• 66% of CEOs don’t understand how to use IT to transform the business.
• 84% of IT Organizations score below 80% on IT satisfaction
• 43% of CIOs overestimate the size of their next budget.
• 78% of CEOs/CIOs are aligned on what IT issues impede innovation BUT are Highly Misaligned on the Business Barriers that Impede Innovation
• 72% of business leaders misjudge which services really matter to them
* Info-Techs CEO/CIO Alignment study
The document summarizes the findings of a 2022 survey of over 1,000 CIOs and IT leaders about the state of their roles and priorities. Some key findings include:
- Most CIOs said their role is becoming more focused on digital transformation and innovation compared to business counterparts.
- CIOs are currently focusing on security management and improving IT operations/systems performance.
- In 2021, the CIO role elevated in strategic importance at most organizations.
- Top priorities for 2022 include increasing security/risk management investments and data/business analytics.
Automated testing helps identify software bugs earlier through unit testing, code coverage, code analysis, web testing, load testing, and test case management. These tools improve quality by finding defects early in development and ensuring code changes do not break existing functionality. Static code analysis further helps enforce coding standards and reduces code reviews. Load, stress, and performance testing validate how applications function under normal and peak usage to identify scalability issues.
Cisco is simplifying and consolidating its IOS packaging from 44 feature sets to 8 packages. This will provide consistency in image names and software pricing. The new packages are aimed at simplifying selection, facilitating feature parity across platforms, and offering minimal disruption for existing customers.
The document discusses the evolving role of the business analyst. It outlines how the role has changed from a technical focus to now requiring excellent communication and business analysis skills. Additionally, it explores how industry trends, quality initiatives, and outsourcing have impacted the need for business analysts to excel at requirements gathering and management. The business analyst acts as a liaison between technical teams and stakeholders to ensure business needs are met.
The document summarizes the findings of a survey on the state of service-oriented architecture (SOA) initiatives. Most companies surveyed are in the initial phases of designing and deploying SOA to streamline integration and improve process flexibility. While many see benefits like faster application development, reusing components has proved difficult. The top challenges are poorly documented processes and complex development environments.
This document provides an overview of Java Message Service (JMS) and how it can be used with Java Message-Driven Beans in a Java EE application. It describes key JMS concepts like messaging domains, connection factories, destinations, message producers and consumers. It also summarizes how to implement a simple message-driven bean that acts as an asynchronous listener for JMS messages.
Automated testing helps identify software bugs earlier through unit testing, code coverage, code analysis, web testing, load testing, and test case management. These tools help ensure software quality by finding defects early in development and validating that code performs as expected under normal and peak loads. Static code analysis further helps enforce coding standards and reduces code reviews. Together, these automated testing practices help reduce software defects and associated economic costs.
Once folks understand what it is, Ask an Expert is an easy sell. But are you marketing it effectively to build your program? This session will explore a variety of creative ways to market Ask an Expert both internally and externally. We’ll share examples of marketing plans, and how to build a branded identity. We’ll also demonstrate how we are using video, radio PSAs, brochures, flyers, press releases, presentations, and social media—and even lip balm– to get the word out. What worked? What didn’t? What could the future hold? We’ll give you several easy-to-initiate take home ideas for marketing Ask an Expert in your state. We’ll also discuss how we might share marketing resources. So come prepared to share your efforts and ideas about creatively marketing Ask an Expert!
Real Life, Strategic BI Strategy for your IT Organizationmayamidmore
This document summarizes key aspects of developing a strategic business intelligence (BI) approach, including fitting BI within an overall IT strategy, implementing BI competency centers and standards, and using BI to improve IT performance. It discusses establishing a BI strategy to determine priority business questions and initiatives. The document also provides examples of strategic BI implementations and outlines stages of BI maturity from an initial, siloed approach to an integrated, strategic enabler of business goals.
Few decades ago, Managers relied on their instincts to take business decisions. They could afford to make mistakes and learn from it. Today, the scope for learning from mistakes is very minimal. Instincts should be backed by data to minimise mistakes.
Technological advancements, in addition to opening new channels of communication with customers, have also enabled organizations to collect vital information about their businesses with customers. But, have these organizations fully leveraged this data?
Today, Organizations make use of data for business decisions, but the data is not close enough to the customer to reap maximum benefit. In many cases, importance is not given to the granularity of data. The probability of “customer centric” decisions being right could be high, if the top management makes better use of the end user customer data (such as point of sale data, voice of customer, social media buzz etc.) to devise business strategies.
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This document provides an overview of business intelligence (BI), including what it is, how it is implemented, examples of how organizations use BI, and the typical components involved in a BI architecture. It defines BI as a set of processes and technologies that convert raw data into meaningful and useful information for driving business decisions. The key components of a BI architecture discussed are data sources, data integration and cleansing tools, analytics data stores, BI and visualization tools, and dashboards/reports for delivering insights.
Presentation on Business Requirements gathering for Business Intelligence from our BI Practice Lead. Detailed instruction on how to maximize your time in gathering requirements and ensure you capture what is important to the user. Requirements gathering is critical to the success of a BI project.
Although Big Data is changing enterprise data architecture models, support for Big Data extends beyond the walls of IT. The most successful companies are focused on building strong business cases for Big Data to drive support, adoption and funding though the enterprise.
This webinar investigated the two perspectives in constructing a business case for Big Data as well as how to create a compelling business case for Big Data success.
During this webinar, we covered:
-Challenges Creating Business Cases for Big Data
-Two perspectives for building Big Data business-cases
-Building the business-focused case and getting to monetized benefits
-Fortifying your business case with IT-benefits
- The document discusses the growing importance of data analytics and business intelligence for organizations. It notes that most companies now see analytics as critical to their success.
- It also discusses the shift towards decentralizing analytics and giving more business users direct access to data and insights. This allows leaders across departments to make more informed, data-driven decisions.
- Specifically, the document focuses on how enhanced analytics can help improve channel management strategies. It notes that channel operations are often complex with data residing in different systems, making performance difficult to analyze. Better analytics is needed to understand channel performance and costs.
1. The document discusses Business Intelligence and analytics using Oracle BI Foundation Suite. It provides an overview of the different components, capabilities, and features of Oracle BI including the BI Server, presentation layer, data warehousing, ETL processes, and end users.
2. It describes the different modules of Oracle BI including dashboards, KPIs, reports, predictive analysis, and graphical OLAP. It also discusses the hardware and software components needed for a complete Oracle BI solution.
3. Screenshots are provided showing how to create a database connection in Oracle BI, indicating how users can access and work with data through the presentation layer.
The document discusses how SAP NetWeaver enables smart enterprises by addressing five key business challenges through business intelligence. It provides the complete, end-to-end and open BI platform needed for effective decision making, compliance, aligning strategy with execution, understanding competitors and markets, and justifying IT budgets. Case studies of Aventis and Dow Corning are presented showing how SAP NetWeaver addressed their challenges.
Vertex aims to establish an analytical data repository and business intelligence program to extract value from information silos. The summary proposes a strategic framework with the following elements:
1. Establish a BI Competency Center to provide leadership and governance over the program.
2. Implement a BI Foundation consisting of standards, skills, processes, and technologies to evolve the organization from being data-constrained to information-enabled.
3. Take an incremental approach, first addressing current needs while building capabilities to support more advanced, strategic analytics and proactively manage the business over time.
Business intelligence (BI) involves collecting data from various sources, analyzing it to gain insights, and presenting the findings to help make better business decisions. It aims to provide the right information to decision-makers at the right time. The document outlines the five stages of BI - collecting data, extracting and transforming it, loading it into a data warehouse, analyzing it, and presenting insights through dashboards, reports and alerts. It also provides examples of how a retail company uses BI tools to gain insights from customer and sales data to improve performance.
This document provides a template and methodology for conducting a business intelligence (BI) assessment. The assessment examines organizational data management across several pillars including strategy, processes, applications, key performance indicators and people/ownership. It involves defining the current ("as-is") state, desired future ("to-be") state, and gap closing program to transition between the two states in phases. The gap closing program consists of strategic phases and tactical projects. The overall methodology includes planning, reviewing the as-is state, defining the to-be state, developing the gap closing program, and delivering the final assessment package.
What is Business intelligence
Core Capabilities of Business Intelligence
Elements of Business Intelligence
Why Companies opt for Business Intelligence
Benefits of Business Intelligence
User of Business Intelligence
Reports of Business Intelligence
Business Application in Extended Enterprise
Business Analytics
Golden Rules for Business Intelligence
5 Stages of Business Intelligence
This document discusses integrating business intelligence (BI) with enterprise resource planning (ERP) systems. It begins by outlining what ERP users want from a BI solution, such as improved decision making and operational efficiency. It then provides an overview of how ERP and BI systems differ, with ERP focused on transactions and BI focused on analysis. The document advocates closing the gap between these two "different worlds" by consolidating data and integrating processes. It also covers challenges and opportunities of ERP-BI integration.
The document discusses a business performance management project at Johnson & Johnson Medical to build an integrated information solution to enhance business performance, planning, and analytics. It outlines key topics like the role of finance, performance management, and critical success factors. It also provides details of the proposed solution like scorecards, dashboard reports, and analytical cubes to provide benefits like improved decision making, monitoring, and building an analytical culture. Key issues to address include data integrity, change management, and executive sponsorship.
The document discusses business intelligence and analytics solutions. It notes challenges around accessing heterogeneous data from various sources, manual data processing, long analysis times, and limited operational and performance data. The solution proposed is a business intelligence system that can provide consolidated analysis, dashboards and reports to help make more informed decisions. Key benefits are reducing time and costs for analysis and decision making, improving customer satisfaction and operational efficiency through better insights into business and market trends.
How An AI-Powered Trade Promotion Optimization Software Can Improve Consumer ...Gina Shaw
Artificial Intelligence (AI) will happen in both TPx and Retail Execution sooner than you probably think – Promotion Optimization Institute
According to Nielsen Holdings, 40% of Consumer Goods trade promotion spending doesn’t drive the desired results. Even though the trade promotions spend take up a lion’s share of the organizational revenue, traditionally manufacturers have always struggled in optimizing their promotion mix for the maximum bang for the buck.
With the advancements in AI technologies, it is now possible to powerfully harness data and run high-yield trade promotions.
What You Can Expect From The eBook?
1. Key Trade Promotion Optimization (TPO) challenges faced today
2. What is AI in the context of TPO?
3. How AI helps run profitable trade promotions?
4. What an AI-Powered analysis looks like?
5. Case-studies
6. How you can get started right away!
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1. The State of Business Intelligence TechWeb November 2008
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6. Most Are Moving Toward Centralized Planning and Standardized BI Technologies Which best characterizes your business intelligence deployment? We are moving toward centralized planning and standardized technologies. 50.4% We have an enterprisewide BI strategy that standardizes and centralizes practices, capabilities and technologies. 32.0% We have a decentralized BI deployment with little or no coordination of practices and tools. 17.6% Single response allowed It’s welcome. It’s worth noting that just 18 percent of respondents have a decentralized BI deployment with little or no coordination of practices and tools. When implementations within a company are isolated from each other ― and when multiple and duplicate systems, nonstandard processes, and manual control environments are the norm ― costs rise and business performance is hampered.
7. Most Are in Early Lifecycle Stages of BI Environment On a scale of 1 to 5, with 1 being "nascent" and 5 being "very mature," please rate the lifecycle stage of your BI environment. Single response allowed More mature usage of BI is exemplified by factors such as: creating performance management dashboards or scorecards that align metrics with corporate strategy and enable root-cause analysis among employees at every level; providing intelligence as an artifact in a workflow that optimizes the process the user is engaged in; and promoting data integrity by way of active reporting on the quality of master data. 1 - Nascent 10.5% 2 25.1% 3 41.6% 4 17.0% 5 - Very Mature 5.8% 23% said “4” or “5”
8. One-Third Rate Success of BI Implementation as Positive On a scale of 1 to 5, with 1 being "unsatisfactory" and 5 being "exceptional," please rate the success of your BI implementation so far. Single response allowed BI has made major inroads. However, for a significant number of companies, there is still quite a way to go. Nearly one-quarter of respondents say their BI implementations have been unsatisfactory or very close to that. 1 - Unsatisfactory 4.1% 2 18.5% 3 44.4% 4 29.1% 5 - Exceptional 3.9% 33% said “4” or “5”
9. Majority Use or Plan to Use Prebuilt Analytic Apps with Built-in Reporting Do you use pre-built analytic applications with built-in reporting or decision-support capabilities to improve the use of BI? Yes, we do. 44.1% No. 28.3% We don’t right now, but plan to. 27.6% Single response allowed Pre-built analytic applications can give enterprises basic reporting capabilities or access to domain expertise out of the box, which might otherwise take them years to develop.
10. Most Use Conventional Data Warehouse What kind of data warehouse are you using? Conventional data warehouse 66.8% Don’t know 12.2% Federated/virtual access to real-time data 10.4% Single response allowed None 5.8% Low-latency warehouse 4.8% Old school still rules. The conventional data warehouse is still king, according to our respondents. Low-latency data warehouses, which house data less than one day old with an eye toward giving the most recent picture of an organization’s information, are not very widely adopted. And federated warehouses, wherein the design and development of independent data marts must be managed and based on a shared business model, are used by just 10 percent of respondents.
11. More than Half Have Not Measured Business Benefits Has your organization carried out or planned any exercise to calculate or measure the business benefits/value that have been derived as a result of having BI and/or DW software and services? No 55.8% Single response allowed Yes 44.2% It’s hard for business executives to quantify BI’s return on investment, experts say. Indeed, survey respondents have not aggressively attempted to measure the business value that has been derived from business intelligence and data warehousing systems.
12. Real-Time Data Enables Better Decision Making Specifically, how has BI/DW contributed to the success of your organization? Which would you say is the top way BI/DW has contributed to the success of your organization? Top bar - Single response allowed Bottom bar - Multiple responses allowed BI has contributed to organizational success in a number of ways. But there are many more opportunities to be harvested. Only a third are using their analytics deployments to better understand and take advantage of emerging market opportunities, for example. Top Way BI Contributes to Success All Ways BI Contributes to Success We can make better decisions using real-time data to innovate, increase competitiveness & save costs. 23.6% 50.9% 44.9% 59.3% 34.7% 3.5% 6.5% We gain insight to streamline business processes. We can understand our customers at all levels in order to maximize revenue opportunities. Operational intelligence enables us to monitor business processes in real-time to avoid disruptions in bus. processes. We have reliable information about our supply chain, which helps us manage production and pricing. We can understand and take advantage of new business opportunities. We can understand and take advantage of emerging market opportunities. Other 19.4% 17.1% 14.1% 44.0% 11.6% 38.7% 32.2% 4.2% 8.1%
13. Cost of Relevant Software & Licenses, Lack of End-User Training Present Greatest Challenges What are the greatest challenges to using BI/DW to gain insights that can drive competitive advantage in your business? Which would you say is the one greatest challenge? Nearly half of all respondents cited the costs of relevant software and licensing as one of their challenges to success, and 17 percent called it the number one challenge. Top bar - Single response allowed Bottom bar - Multiple responses allowed Greatest Challenge All Challenges Complexity of BI/DW tools and interfaces 17.4% 49.4% 41.3% 56.3% 35.1% 5.0% 7.9% Lack of BI expertise in IT Difficulty in accessing data Change management/user adoption- related issues Lack of buy-in from C-level executives Insufficient IT support No scalability Other 14.1% 11.9% 9.5% 10.3% 27.0% 37.2% 10.0% 1.9% Poor planning of BI/DW programs Lack of end-user training Cost of relevant software & licenses 10.3% 43.7% 9.3% 40.1% 30.5% 2.4% 4.3%
14. Per-User Licenses Prove to Be Costliest Aspect What has been the costliest aspect of running/maintaining your BI/DW system? Single response allowed For some companies, high license costs may be the result of isolated, departmental approaches to BI, because the organization fails to capitalize on opportunities to get better deals on higher-volume purchases. Per-user licenses Poor planning and management of BI/DW programs Project overruns/implementation delays Piecemeal purchase of applications Time to train end users on use of application Lost revenue/opportunities from difficulty in extracting current and relevant/reliable data 23.0% 17.0% 17.0% 15.1% 14.3% 13.6%
15. Nearly Two-Thirds Do Not Have Center of Excellence to Drive Usage of BI Does your organization have a competency center/center of excellence to drive the usage of BI within the organization? Single response allowed Without developing BI expertise internally ― or partnering with a provider that has invested in its own BI center of excellence to help organizations promote the effective use of business intelligence to support business strategy ― businesses are at risk on a number of fronts. Yes 34.7% No 65.3%
16. BI Doesn’t Account for Large Percentage of IT Budgets What percentage of annual IT budget is allocated toward BI/DW by your organization in this financial year? Single response allowed Only 5 percent of companies have allocated more than 10 percent of their budgets to BI/DW efforts. Most of them spend between just 1 and 3 percent of their IT budgets in this area. 1% to 3% 38.5% 4% to 6% 23.2% 7% to 10% 12.1% Less than 1% 21.4% More than 10% 4.8%
17. Oracle/Hyperion, SAP/Business Objects Top Providers of BI/DW Technologies Who is your current vendor providing BI/DW technologies to your organization, both on an enterprisewide and departmental level? Single response allowed In a software market that has rapidly consolidated over the past 12 to 18 months, Oracle and SAP lead among respondents’ BI/DW implementations. IBM/Cognos SAP/Business Objects Oracle/Hyperion 27.3% 23.0% 17.8% 10.8% Information Builders SAS MicroStrategy NEC Other 4.3% 3.5% 1.2% 12.1%
18. Master Data Management Is Mid-Level Priority for Most What priority do you place on master data management? Single response allowed One opportunity to derive further value from data warehouses is to expand the methods and practices in place to support or improve master data management (MDM) efforts. Yet it’s not a high priority for most companies, even though organizations today are struggling with issues around the lack of a single view of customer, product and supplier data. Low – D ata quality and accessibility are not much of an issue. 10.0% Medium – T here are other things our business needs to do first. 55.8% High – It’s top of our to-do list. 19.2% Don’t know. 15.0%
19. Oracle Is Top-Named MDM Vendor Who is your master data management vendor? Single response allowed IBM Other 4.8% One of the factors that is critical to the goal of BI deployments ― that is, getting the right data results ― is predicated on having good data to begin with. Oracle is cited as the vendor most often used for MDM efforts among survey respondents. Oracle SAP Microsoft Teradata Don’t know Don’t have one 17.3% 12.7% 10.0% 8.0% 2.7% 21.9% 22.6%
20. Customer Information Data Consolidation Tops MDM Usage What data will you be consolidating/synchronizing with MDM? Please select all that apply. Multiple responses allowed Product information Supplier/vendor information Corporate business performance information Don’t know None Customer information Materials information 27.2% Employee information MDM initiatives, which may be customer-, product- or supplier-focused, among other areas, will lead to a 60 percent reduction in costs associated with the elimination of redundant master data for an organization, experts say. 50.3% 41.0% 34.6% 32.6% 28.0% 23.5% 5.6%
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22. Which of the following best describes your job function? Respondent Demographics: Job Function Single response allowed Executive IT management (CIO, VP IT) 1.5% IT management 21.6% IT staff 35.3% Project manager 10.7% IT consultant 10.0% Executive corporate management (CEO, President, Corp VP) 1.9% General corporate management 6.8% General corporate staff 9.0% Consultant 3.2%
23. Respondent Demographics: Company Size How many employees are in your organization in total? Single response allowed Less than 100 3.6% 100 to 499 5.8% 500 to 999 6.3% 1,000 to 4,999 27.1% 5,000 or more 57.2%
24. All Respondents Have an Active Role in Purchase or Monitoring of BI Systems in Their Organization What is your role in the purchase, implementation, monitoring and modification of your company’s business intelligence/data warehousing systems? Multiple responses allowed Software architect/development Advisory (software expertise) Software testing/deployment Data analyst (line of business) IT decision maker Advisory (line of business) End user (line of business) Decision maker (line of business) 36.5% 35.6% 30.0% 24.2% 22.2% 20.8% 15.9% 12.8%
25. Respondent Demographics: Industry Single response allowed Government 13.59% Manufacturing and industrial (noncomputer) 12.38% Health-care and medical 8.98% IT vendors 6.31% Financial services/Banking 5.58% Education 5.10% Consulting and business services 4.61% Insurance and HMOs 3.64% Financial services/Insurance 3.16% Financial services/Other 3.16% Other 3.16% Telecommunications and ISPs 3.16% Electronics 2.91% Financial services/Securities and investments 2.67% Media and entertainment 2.67% Retail and E-commerce 2.43% Biotech, biomedical and pharmaceutical 2.18% Utilities 2.18% Distribution 1.94% Logistics and transportation 1.70% Construction and engineering 1.46% Energy and utilities 1.46% Food and beverage 0.97% Hospitality and travel 0.97% Metals and natural resources 0.97% Chemicals 0.73% Consumer goods 0.73% Real estate 0.73% Automotive 0.49%