Research

Data-driven decision-making: who doesn’t think it is a good idea? But it typically has a rough go in the real world of enterprise management, in part because the data itself often proves unreliable. For much of my business life IT has been tasked with building systems that could represent a single source of the truth. Unfortunately, that quest proved to be right up there with the holy grail and the fountain of youth—at best, aspirational, at worst, delusional. Today we have an opportunity to make a great leap forward, however, because for the first time in history we have broad access to high-volume data from a variety of sources that, when matched against each other, dramatically increase the probability of something like truth, and do so in a time window that is actionable. Part 3 of the blog series.

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Data-driven decision-making: who doesn’t think it is a good idea? But it typically has a rough go in the real world of enterprise management, in part because the data itself often proves unreliable. For much of my business life IT has been tasked with building systems that could represent a single source of the truth. Unfortunately, that quest proved to be right up there with the holy grail and the fountain of youth—at best, aspirational, at worst, delusional. Today we have an opportunity to make a great leap forward, however, because for the first time in history we have broad access to high-volume data from a variety of sources that, when matched against each other, dramatically increase the probability of something like truth, and do so in a time window that is actionable. Part 2 of the blog series.

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Putting Unexpected Results to Work at Sanford Health

By Robert Morison, Nov 08, 2017

Available to Research & Advisory Network Clients and Professional Members

An initiative in predictive analytics at Sanford Health yielded unexpected results and valuable lessons learned. A perennial challenge for health care providers is recognizing and anticipating which patients are incurring the greatest effort and expense. Some studies have suggested that as much as 80 percent of total health care spent is on only 20 percent of patients. With the migration to population health, where providers aim to improve quality while decreasing costs, high-utilization patients have become a focus for health systems.

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Data-driven decision-making: who doesn’t think it is a good idea? But it typically has a rough go in the real world of enterprise management, in part because the data itself often proves unreliable. For much of my business life IT has been tasked with building systems that could represent a single source of the truth. Unfortunately, that quest proved to be right up there with the holy grail and the fountain of youth—at best, aspirational, at worst, delusional. Today we have an opportunity to make a great leap forward, however, because for the first time in history we have broad access to high-volume data from a variety of sources that, when matched against each other, dramatically increase the probability of something like truth, and do so in a time window that is actionable. Not everyone, of course, has access to all the sources, so to kick things off let me present a framework of the possible, within which each organization can determine what its actual will be. Part 1 of the blog series.

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In order to compete in the age of digital disruption, companies must find ways to create exponential changes in speed to market and time to value. To achieve these changes, many companies have replaced a “permission based” product development process with a “show the customer what’s possible” approach.

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A New Approach to Technology Tool Selection at Steelcase

By Robert Morison, Oct 16, 2017

Available to Research & Advisory Network Clients and Professional Members

As part of an effort to increase analytics aptitude and usage across the enterprise, Steelcase is implementing an enterprise data visualization tool. Inspired by over 100 years of insight, Steelcase leverages the power of place to offer a comprehensive portfolio of workplace, healthcare, and education products, furnishings and services to serve the world’s leading organizations. Founded in 1912, Steelcase is the global leader in enhancing how people work, heal, and learn.

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Inquiry Response: Considering User Experience in a Terminal Server Environment

By IIA Faculty, Oct 09, 2017

Available to Research & Advisory Network Clients Only

Inquiry:

We’ve invested a lot of time and money into our on-premises Microsoft products, with a core of Excel and the PowerPivot add-on for data analysis and modeling in a Windows Terminal Server environment. We’re trying to create a better user experience, especially when it comes to latency for our remote users. We’ve started to use SQL Server Analysis Services (SSAS) to that end. When should we look beyond the Microsoft universe to meet our data needs? Also, is there anything we can do to improve latency?

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Inquiry Response: Getting Started with Tableau Server

By IIA Faculty, Oct 02, 2017

Available to Research & Advisory Network Clients Only

Inquiry:

What should we consider as we approach our Tableau Server implementation? How have others initiated the roll out, encourage user adoption, and managed permissions?

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Predictive Modeling at Cleveland Clinic

By Robert Morison, Sep 28, 2017

Available to Research & Advisory Network Clients Only

Headquartered in Cleveland, Ohio, Cleveland Clinic is a nonprofit, multi-specialty academic medical center that integrates clinical and hospital care with research and education. With more than 4,400 beds across the main campus and 10 regional hospitals, plus 18 full-service family health centers, Cleveland Clinic is one of the largest and most respected hospitals in the country.For the last five years, Cleveland Clinic has been deploying progressively more sophisticated and predictive analytics to address one of the organization’s core challenges – optimizing the utilization of operating rooms (OR). The ORs represent significant physical assets and a major source of operational cost. Their scheduling also includes surgeons and other physicians, nurses, anesthesia, and other support teams. That makes scheduling ORs very complex, especially at the main campus where 81 ORs form one of the largest surgery sites in the world. Appropriate utilization of ORs maximizes patient access to surgery and minimizes the direct and opportunity costs of downtime. When the organization is not able to forecast volume accurately and schedule appropriately, ORs get backed up or out of sync, and problems cascade down the line into the ICUs and hospital floors, with repercussions for hospital occupancy and patient throughput.

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For the many years that I have been researching IT, there has always been a clear distinction between certain types of applications. These classic distinctions, however, are breaking down—in large part because of emerging technologies like the Internet of Things (IoT) and artificial intelligence (AI).

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