I recently had a meeting with one of the largest companies in the world, where we discussed concerns about ongoing maintenance and, more importantly, ongoing repair required for analytics processes. The conversation helped solidify in my mind a major disconnect that often occurs when organizations deploy an analytics process into a production setting. Let’s walk through that disconnect here.

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Minds + Machines: A New Generation of Analytics

By Thomas H. Davenport, Oct 02, 2014

If a huge, big-iron-focused company like GE can jump headfirst into the data economy, any firm should be able to do it.

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For those of us 45 and older, it was the norm to start with a company at the lower level with aspirations of working hard and over the years gaining a senior leadership role. Yes, working with a single company for your entire career. For the most part you were rotated through different areas of the company, giving you a total perspective of the business. Your primary training was still the core of what you specialized in, but the peripheral areas provided you more experience and opportunities for collaboration and integration across divisions.

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Five Clusters of Opportunity with Big Data

By Robert Morison, Sep 23, 2014

In what areas of your business can big data have the greatest impact? In many organizations, that’s a very difficult question to answer. Why? Big data offers so many new opportunities and so many different kinds of opportunities, from using real-time sensor data to mining the unstructured conversation on social media.

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The Data Product Era Begins in Financial Services

By Thomas H. Davenport, Sep 18, 2014

It’s evident that financial services are going to be very interesting users of big data over the next few years. Of course, there will be important regulatory and consumer privacy issues to navigate. It will also be important to figure out just how to make money from these data products.

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Do Your Metrics Matter?

By Kimberly Nevala, Sep 16, 2014

Your organization has well-defined metrics. Executives track them diligently. Managers include them in status reports. Key Performance Indicators (KPI) are prominently featured in annual reports and PR. So isn’t the company, by definition, data-driven?

The answer, unfortunately, is: not necessarily.

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Prepare to be Amazed by Immersive Intelligence

By Bill Franks, Sep 11, 2014

The range of immersive visual worlds that can be created is limited only by the types of data that exist and how that data can be utilized. In other words, it is virtually limitless.

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We’re excited to share our latest market research report, “Keeping Customers: Successful Loyalty Through Analytics.” This project, commissioned by SAS, sought to better understand the goals companies have in mind when they invest in customer loyalty programs, and the challenges they often face. We asked hundreds of executives at large businesses to describe their strengths and weaknesses, and used the information we collected to identify the key building blocks utilized by all high-performing customer loyalty programs.

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Building an Analytics Team for Your Organization Part I

By Emilie Harrington, Sep 08, 2014

Analytics can no longer be considered an optional capability for businesses that strive to be competitive in today’s environment. In working with organizations across a number of industries, one of the critical components of any successful program or initiative is driven by finding the right people to lead and participate in the program.

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Big Data Underachievers

By Thomas H. Davenport, Sep 04, 2014

The big data underachievers are companies that have had a lot of data for a long time, but haven’t done much with it. They had big data before big data was big, but for various reasons they simply didn’t use it to improve their business.

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