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Analytics: The New Path to Value

How the smartest organizations are embedding analytics to transform insights into action

Fred Balboni
Business Analytics and Optimization Global Services Line Leader

Findings from the 2010 New Intelligent Enterprise Global Study


A collaboration between IBM Institute of Business Value and MIT Sloan Management Review
Institute for Business Value
+
Key finding 1
Analytics correlates to performance

3x 5.4x

Organizations that lead in


Top Performers are more
analytics outperform those
likely to use an analytic
who are just beginning to
approach over intuition*
adopt analytics

Source: Analytics: The New Path to Value, a joint MIT Sloan Management Review and IBM Institute of Business Value study. Copyright © Massachusetts Institute of Technology 2010.
4 *within business processes
Key finding 2
Organizational, not data or financial concerns, are
holding back adoption
Primary obstacles to widespread analytics adoption
Knowing how to use analytics to improve the business 38%
Management bandwidth due to competing priorities 34%
Lack of skills internally 28%
Ability to get the data 24%
Existing culture discourages info sharing 23%
Data Ownership is unclear or governance is ineffective 23%
Lack of executive sponsorship 22%
Concerns with the data 21% Organizational
Perceived costs outweigh the projected benefits 21% Data
No case for change 15% Financial

5 Source: Analytics: The New Path to Value, a joint MIT Sloan Management Review and IBM Institute of Business Value study. Copyright © Massachusetts Institute of Technology 2010.
Key finding 3
Organizations want to “see” insights more clearly
and act on them
Analytic techniques providing the most value
In 24 months
Today In 24 months

Historic trend analysis


Data visualization
and forecasting

Simulations and scenario


Standardized reporting
development

Analytics applied within Increased or


Data visualization sustained value
business processes
Decreased in value

6 Source: Analytics: The New Path to Value, a joint MIT Sloan Management Review and IBM Institute of Business Value study. Copyright © Massachusetts Institute of Technology 2010.
Key finding 4
Analytic use propagates across functions
in a predictable pattern
Brand and market management
General management
Workforce planning and allocation Transformed
Customer experience
Risk management
Product research and development
Customer service Experienced
Strategy and business development
Sales and marketing
Operations and production Aspirational
Financial management and budgeting
Source: Analytics: The New Path to Value, a joint MIT Sloan Management Review and IBM Institute of Business Value study. Copyright © Massachusetts Institute of Technology 2010.
Key finding 5
As adoption spreads, there is a growing demand
for a greater variety of skills and deeper expertise.

87%

71% Centralized analytic units

47%
LOB analytic units

At point-of-need

IT department
Aspirational Experienced Transformed

Source: Analytics: The New Path to Value, a joint MIT Sloan Management Review and IBM Institute of Business Value study. Copyright © Massachusetts Institute of Technology 2010.
Analytic programs create value for organizations in three
ways:
Areas of Benefit Analytic Solutions

Infrastructure
Productivity Analytics Simplification /
Take-out cost and BAO Foundation
improve efficiency

Business Finance / Risk / Fraud


Productivity Analytics
Improve control, bottom Supply Chain /
line and stop losses Operational Analytics

Return to Marketing and


Growth Customer Analytics
Intelligent profitable Human Capital
growth Analytics
“New path to value” is a five-point approach to
operationalizing analytics
5 1
Use an information Focus on the
agenda to plan for biggest and highest
the future value opportunities

4 2
Keep existing Within each
capabilities while opportunity, start with
adding new ones questions,
not data
3
Embed insights to drive
actions and deliver value
10Source: Analytics: The New Path to Value, a joint MIT Sloan Management Review and IBM Institute of Business Value study. Copyright © Massachusetts Institute of Technology 2010.
How to get started

Pick your spot


1. Biggest and highest value opportunity

Prove the value


2. Start with questions 3. Embed insights

Continuous Value Delivery


4. Add capabilities 5. Information agenda

11Source: Analytics: The New Path to Value, a joint MIT Sloan Management Review and IBM Institute of Business Value study. Copyright © Massachusetts Institute of Technology 2010.

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