Research

Valuing Analytics: Return on Investment (ROI) and Returned Business Value (RBV)

By Doug Mirsky, Jul 17, 2018

Available to Research & Advisory Network Clients Only

What is the value of analytics? This research brief discusses methods of assigning value to advanced analytics efforts and communicating it to stakeholders.

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Inquiry Response: Tackling the Data Trust Issue

By IIA Expert, Jul 03, 2018

Available to Research & Advisory Network Clients Only

Inquiry:

One of our analytics challenges centers around data lineage and trust. People question where the source data came from and whether it’s trustworthy, which results in time-consuming traceability exercises to translate our results into terms that the end user can relate to. Is there a technological solution that can trace data lineage and reconcile data sources?

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Organizing Analytics: Your Questions Answered

By Robert Morison, Jun 27, 2018

During the Organizing Analytics Teams webinar, Bob Morison and Bill Franks discussed organizational models and techniques for analytics groups. Interest was high and more questions came in than we had time to cover completely. This blog covers nine of the unanswered ones.

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Predictive Analytics World 2018

By Bill Franks, Jun 26, 2018

Available to Research & Advisory Network Clients Only

IIA attended the Predictive Analytics World (PAW) show in Las Vegas, June 6–7, 2018. This year the show had a new format called “Mega PAW” where a number of (previously individual) PAW shows were all housed together under one roof. Some of the keynotes were shared by all attendees, while the breakouts were segmented by topic. All of the sessions IIA attended were in the business track. In this event summary, the key points from each session attended will be provided, as will some commentary on IIA’s thoughts about the topic.

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Inquiry Response: Getting Started With Digital Transformation

By IIA Expert, Jun 11, 2018

Available to Research & Advisory Network Clients Only

Inquiry:

We’re in the process of accelerating our digital transformation. We’ve just started a digital offering of our products, and we’re having discussions about digital teams and organizational structures around this. We’d like discuss if we’re structuring our initial pushes into digital transformation appropriately. When is the right time to commit to a dedicated digital team?

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Who thought Domino’s Could be a Disruptor?

By Julia Oswald, May 08, 2018

Available to Research & Advisory Network Clients Only

2018 Analytics Symposium – Santa Clara Session Recording

How has Domino’s become such a dominating force in the Quick Serve Industry? Julia Oswald’s presentation shared the key drivers of this success. Domino’s broad strategy is to be a part of the disruption. The company has three key tenants to achieve this strategy:

1) Craft food that they are proud of, 2) Drive growth in the carryout business and 3) Aggressively innovate and invest in digital and in-house analytics. The progression of the Strategy and Insights department has been a crucial element across all three tenants of Domino’s strategy. Julia shared philosophies and some of the details about how the company has and plans to continue to be a disruptor in the category.

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Enterprise AI Primer: Build on Your Strengths

By Thomas H. Davenport, Kris Hammond, Apr 16, 2018

Available to Research & Advisory Network Clients Only

This brief is based on the premise that there’s a general confusion when it comes to AI impact, strategy, investment options, and even terminology. A significant factor is that for many companies, AI can and should be viewed as a natural progression of their existing business analytics capabilities. We believe that positioning AI as a natural evolutionary outgrowth of analytics, thus benefitting from already established analytics capabilities, provides the best and easiest path for most companies to successfully “step into” AI.

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Inquiry Response: Planning for Data Governance

By Gregory Nelson, Mar 26, 2018

Available to Research & Advisory Network Clients Only

Inquiry:

We’re implementing a data governance program to support our larger analytics capabilities. What are some of the first steps to start building a data governance strategy? What “gotchas” should we keep an eye out for along the way?

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Analytics Maturity Transition Guide: Stage 3 to Stage 4

By Robert Morison, Mar 14, 2018

Available to Research & Advisory Network Clients Only

Advancing the analytical maturity of an enterprise requires coordinated progress across a variety of capabilities. We track enterprise maturity with a 5-stage model, and we group capabilities into the five elements of the DELTA framework – Data, Enterprise, Leadership, Targets, and Analysts. These two models, introduced in Competing on Analytics and Analytics at Work, continue to stand the test of time. This guide focuses on the core DELTA components and presents context and recommendations for moving from maturity Stage 3, “Analytical Aspirations,” to Stage 4, “Analytical Companies.”

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Analytics Maturity Transition Guide: Stage 2 to Stage 3

By Robert Morison, Mar 07, 2018

Available to Research & Advisory Network Clients Only

Advancing the analytical maturity of an enterprise requires coordinated progress across a variety of capabilities. We track enterprise maturity with a 5-stage model, and we group capabilities into the five elements of the DELTA framework – Data, Enterprise, Leadership, Targets, and Analysts. These two models, introduced in Competing on Analytics and Analytics at Work, continue to stand the test of time. This guide focuses on the core DELTA components and presents context and recommendations for moving from maturity Stage 2, “Localized Analytics,” to Stage 3, “Analytical Aspirations.”

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