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This is the first of its kind book that describes key elements of enterprise data and analytics strategy, and prescribes a pragmatic approach to define the strategy for large enterprises. The book is based on successful digital transformation experience of multiple Fortune 500 and other large enterprises. It is estimated that more than 50% of data and analytics initiatives fail globally because of the inherent complexity of such initiatives. Some of the questions that enterprises struggle with are: How to define enterprise data and analytics strategy? What are the key elements that should be considered while doing so? Why one-size-fits-all approach does not work for all enterprises? How to align data and analytics initiative with the business strategy of the CEO? How to establish a futuristic technology and architecture foundation, given the exponential rate of innovation in data and analytics technologies? How to define the right data and analytics organization model? Why data and analytics organization and processes need to be different from other functions? How to manage organizational change to ensure success of data and analytics initiative? How to define a business value measurement framework and calculate ROI from data and analytics initiative? What are the key skills required in a data and analytics leader to wade through political and other challenges of a large enterprise? This book will help executives, chief digital/analytics officers, data and analytics professionals, and consultants, in answering the above questions. It will help them in addressing various dilemmas that they face every day and making their enterprises data-driven.
This book describes key elements of enterprise data and analytics strategy and prescribes a pragmatic approach to define strategy for large enterprises. It is based on successful digital transformation experience of multiple Fortune 500 and other large enterprises. It is estimated that more than 50% of data and analytics initiatives fail globally because of inherent complexities of such initiatives. The book discusses key challenges that enterprises struggle with, such asdefining enterprise data and analytics strategy, and key elements that should be considered while doing so; limitations of one-size-fits-all approach which does not work for all enterprises; aligning data and analytics initiative with business strategy of the CEO; establishing a futuristic technology and architecture foundation, given the exponential rate of innovation in data and analytics technologies; defining the right data and analytics organization model and structure; reasons why data and analytics organization and processes need to be different from other functions; managing organizational change to ensure success of data and analytics initiative; defining a business value measurement framework and calculating ROI from data and analytics initiative; and key skills required in a data and analytics leader to wade through political and other challenges of a large enterprise. Often, data and analytics leaders define a strategy that is focused primarily on technology and architecture. This leads to failure of a majority of data and analytics initiatives across enterprises. The book recommends defining a holistic strategy through five key elements (a) business capabilities, (b) technology and architecture, (c) team, processes, and governance, (d) organizational change management, and (e) value measurement framework. The book helps executives, chief digital/analytics officers, data and analytics professionals, consultants, and students in addressing various challenges and dilemmas that they face every day to make their enterprises more data driven.
Master a proven approach to create, implement, and sustain a data strategy.
Without a data strategy, the people within an organization have no guidelines for making decisions that are absolutely crucial to the success of the IT organization and to the entire organization. The absence of a strategy gives a blank check to those who want to pursue their own agendas, including those who want to try new database management systems, new technologies (often unproven), and new tools. This type of environment provides no hope for success. Data Strategy should result in the development of systems with less risk, higher quality systems, and reusability of assets. This is key to keeping cost and maintenance down, thus running lean and mean. Data Strategy provides a CIO with a rationale to counter arguments for immature technology and data strategies that are inconsistent with existing strategies. This book uses case studies and best practices to give the reader the tools they need to create the best strategy for the organization.
"International Institute for Analytics"--Dust jacket.
Business Intelligence Strategy and Big Data Analytics is written for business leaders, managers, and analysts - people who are involved with advancing the use of BI at their companies or who need to better understand what BI is and how it can be used to improve profitability. It is written from a general management perspective, and it draws on observations at 12 companies whose annual revenues range between $500 million and $20 billion. Over the past 15 years, my company has formulated vendor-neutral business-focused BI strategies and program execution plans in collaboration with manufacturers, distributors, retailers, logistics companies, insurers, investment companies, credit unions, and utilities, among others. It is through these experiences that we have validated business-driven BI strategy formulation methods and identified common enterprise BI program execution challenges. In recent years, terms like "big data and "big data analytics have been introduced into the business and technical lexicon. Upon close examination, the newer terminology is about the same thing that BI has always been about: analyzing the vast amounts of data that companies generate and/or purchase in the course of business as a means of improving profitability and competitiveness. Accordingly, we will use the terms BI and business intelligence throughout the book, and we will discuss the newer concepts like big data as appropriate. More broadly, the goal of this book is to share methods and observations that will help companies achieve BI success and thereby increase revenues, reduce costs, or both. - Provides ideas for improving the business performance of one's company or business functions - Emphasizes proven, practical, step-by-step methods that readers can readily apply in their companies - Includes exercises and case studies with road-tested advice about formulating BI strategies and program plans
This book shows how to use an integrated approach to bring business analytics and HR analytics together by presenting a thorough and realistic treatment of the reasons for and challenges of taking an integrated approach.
Data-governance programs focus on authority and accountability for the management of data as a valued organizational asset. Data Governance should not be about command-and-control, yet at times could become invasive or threatening to the work, people and culture of an organization. Non-Invasive Data Governance™ focuses on formalizing existing accountability for the management of data and improving formal communications, protection, and quality efforts through effective stewarding of data resources. Non-Invasive Data Governance will provide you with a complete set of tools to help you deliver a successful data governance program. Learn how: • Steward responsibilities can be identified and recognized, formalized, and engaged according to their existing responsibility rather than being assigned or handed to people as more work. • Governance of information can be applied to existing policies, standard operating procedures, practices, and methodologies, rather than being introduced or emphasized as new processes or methods. • Governance of information can support all data integration, risk management, business intelligence and master data management activities rather than imposing inconsistent rigor to these initiatives. • A practical and non-threatening approach can be applied to governing information and promoting stewardship of data as a cross-organization asset. • Best practices and key concepts of this non-threatening approach can be communicated effectively to leverage strengths and address opportunities to improve.
This valuable resource helps institutional leaders understand and implement a data strategy at their college or university that maximizes benefits to all creators and users of data. Exploring key considerations necessary for coordination of fragmented resources and the development of an effective, cohesive data strategy, this book brings together professionals from different higher education experiences and perspectives, including academic, administration, institutional research, information technology, and student affairs. Focusing on critical elements of data strategy and governance, each chapter in Data Strategy in Colleges and Universities helps higher education leaders address a frustrating problem with much-needed solutions for fostering a collaborative, data-driven strategy.
Gain the competitive edge with the smart use of business analytics In today’s volatile business environment, the strategic use of business analytics is more important than ever. A Practitioners Guide to Business Analytics helps you get the organizational commitment you need to get business analytics up and running in your company. It provides solutions for meeting the strategic challenges of applying analytics, such as: Integrating analytics into decision making, corporate culture, and business strategy Leading and organizing analytics within the corporation Applying statistical qualifications, statistical diagnostics, and statistical review Providing effective building blocks to support analytics—statistical software, data collection, and data management Randy Bartlett, Ph.D., is Chief Statistical Officer of the consulting company Blue Sigma Analytics. He currently works with Infosys, where he has helped build their new Business Analytics practice.