Business First, Analytics Second?

By Thomas H. Davenport, Feb 18, 2016

You may feel that “business first” is an obvious approach to take with analytics, but I assure you that it is anything but ubiquitous. It means that business objectives drive the business domain to which analytics are applied (what I have usually called “targets”), there are business objectives in place before the analytics are generated, and business considerations constrain the time and expense that are devoted to the analytical exercise. That may sound less fun than analysts running wild in an analytical sandbox, but it is generally the most effective and efficient approach to analytics.

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What Does It Mean to Be a Chief Analytics Officer?

By Thomas H. Davenport, Jan 25, 2016

One common element of these types of jobs is that they are important to their organizations. Big new “Chief” roles aren’t established from scratch without reason.

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Analytics 4.0: The Scary Age of Automated Networks

By Thomas H. Davenport, Dec 31, 2015

If the 3.0 version of analytics and automation involves widespread use of them within organizations, 4.0 is about their application across pervasive, automated networks. Every business and organization in this world will be tied together with ubiquitous communications, apps, sensor networks, and APIs.

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Augmenting Jobs with Intelligence at Schneider

By Thomas H. Davenport, Dec 24, 2015

In principle, the ultimate degree of efficiency comes when no human intervention is required. However, uncertainties in the data results in a process that often cannot be fully automated, but can be significantly augmented.

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2016 Analytics Predictions & Priorities

By Thomas H. Davenport, Daniel Magestro, Robert Morison, Dec 22, 2015

Available to ERS Clients and Professional Members

In addition to predictions, we’ve done an extensive review of the pressing themes we see organizations facing today. Our annual Chief Analytics Officer Summit, held in October, provided additional perspective of key priorities for leaders as they navigate the many aspects of elevating analytics capabilities. Therefore, this year we’ve included five priorities to complement our predictions for the year ahead.

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IBM’s Watson is one of the most appealing new technologies of the 21st century, and the most prominent example of the new category of “cognitive computing.” It burst upon the scene with a dramatic Jeopardy! win in 2011, and has now been adopted by a variety of business and health care organizations since then.

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Meet Your Next Lawyer, The Algorithm

By Thomas H. Davenport, Nov 10, 2015

The law is a profession based on rules, procedures, evidence, and precedent. It turns out that intelligent technologies are increasingly able to codify these decision criteria into automated and semi-automated systems.

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What Automation Will Do To Marketing and Marketers

By Thomas H. Davenport, Oct 13, 2015

While marketing automation will lead to some difficult changes in the nature and work of the function, it offers much potential for value. It can lead to better and more reliable decisions about how best to spend scarce marketing resources, and can lead to closer customer relationships that build brand equity and improve financial outcomes. For those marketers who can embrace the technology and the changes it brings, it will also lead to some exciting careers.

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Is Software Eating the World’s People Too?

By Thomas H. Davenport, Sep 29, 2015

Software and technology are certainly eating the world these days. But the world will develop a massive case of indigestion if we don’t bring people along with this historic transformation.

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CAO, CDO or Both? The Evolving Roles in Data and Analytics Leadership

By Thomas H. Davenport, Robert Morison, Bill Franks, Mike Lampa, Aug 04, 2015

Available to ERS Clients only

As firms devote more and more resources to their data and analytics programs, IIA has been tracking the evolution of leadership roles that will be required – Chief Analytics Officer (CAO), Chief Data Officer (CDO), and other permutations of these positions. For this Research Brief, we interviewed 20 executives holding the title of CAO or CDO (or equivalent). Eleven were interviewed by phone, and eight completed a survey with the same set of interview questions. Our objective was to take a snapshot of contemporary experience in how the two roles are playing out and how they interact across a variety of enterprises.

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