More and more CIOs are saying, “I want to build a Data as a Service offering” to the rest of the organization. In the past several years, structured and unstructured big data, data fragmentation, data sprawl, and the complexity of governing data assets are driving new trends in data management. Data as a Service (DaaS) represents one opportunity to centralize and virtualize resources and thereby improve IT efficiency and performance.
In just 6 weeks, IIA will convene the greatest minds in analytics and host the 2nd annual CAO Summit June 18-19 in Chicago. We have a confirmed roster of Analytics All-Stars and thought leaders who will lead sessions, including Daniel Wagner, CAO of the 2012 Obama Presidential campaign who harnessed the power of analytics to help POTUS win the White House.
If you want to build an analytical organization, you need a critical mass of analytics professionals to mine the data and build the models, plus a large population of analytical amateurs who put the analytics to work. The most direct way to develop amateurs is on the job, one-on-one, through interaction with analytics and analytical professionals acting as Personal Trainers.
What do I mean by “analytic workbench?” Basically, the compute-resource environment with which data analysis takes place. All of us deal with data at some level, and all of us can benefit from making sense of our data more efficiently and effectively. See if there are opportunities to make the analytic workbenches in your organization more productive.
We are only two months away from the IIA’s Chief Analytics Officer Summit (June 18th -19th) in Chicago, IL and have created a particularly exciting agenda this year. Whether you are the Chief Analytics Officer (CAO) or play a leadership role in driving analytics within your organization, the Summit has been designed to give you tangible, thought-provoking strategies and tactics that can be applied to advance any analytics program.
IIA is talking about analytics entering a new era, Analytics 3.0, The Era of Impact. What is Analytics 3.0?
According to IIA, Analytics 3.0 marks the stage of maturity where leading organizations realize measurable business impact from the combination of traditional analytics and big data. High-performing companies will embed analytics directly in decision and operational processes, and take advantage of machine-learning and other technologies to generate insights in the “millions per second” rather than an “insight a week or month.” Given this definition of Analytics 3.0, what is the role of Decision Management and of Decision Management Systems?
Analysts and business people generally should always be on the lookout for opportunities to learn more and do more with the data they’ve got. What distinguishes a true Opportunity Finder is the ability to systematically seek and find analytical business opportunities through a variety of routes. This is the second in a series of blogs about informal roles that analysts can and should play in the course of their everyday dealings with business colleagues.
I’ve been giving a talk this spring about informal roles that analysts can and should play in the course of their everyday dealings with business colleagues. Can play because they have the right skills and perspectives. Should play because doing so helps raise the analytical capability and appetite of the organization – day by day, person by person, interaction by interaction. Playing these roles also benefits the analyst, who can learn a lot by spending ample time with business colleagues.
It is challenging to make big data simple to access and easy to analyze. While there are many reasons for this, the one I want to focus on here is that handling big data, given how big data projects are usually implemented today, requires users to learn new tools and technologies. This makes adoption a difficult and lengthy journey.
Do you think that an organization’s executives are the most important element for an organization’s success? Maybe, but maybe not. Maybe there are key employees who are more critical in key ways than the leadership at the helm.
