Research

Bringing Clarity to Data Science Projects With Decision Modeling: A Case Study

By James Taylor, Dec 05, 2016

Available to Research & Advisory Network Clients and Professional Members

This leading practice brief examines an organization that is a global leader in information technology. Like many large companies, it has teams focusing on data science in organizations like marketing, engineering, supply chain, and IT. They also have a centralized business intelligence and analytics capability, shared across internal operations.

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Disney’s Data-Driven Decision-Making Culture: The Disney Data and Analytics Conference

By Keri Pearlson, Jul 25, 2016

Available to Research & Advisory Network Clients and Professional Members

Building a data-driven decision making culture is not easy. When managers are used to making decisions based on intuition and experience, finding ways to motivate data-driven decision making processes requires ingenuity and creative thinking.

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Analytics at Intermountain Healthcare

By Robert Morison, Sep 19, 2014

Available to Research & Advisory Network Clients Only

Intermountain Healthcare has a history of success leveraging analytics in its central mission of clinical care. Its clinical management systems have been emulated around the world. Among the institution’s many recognitions is a 2013 Excellence in Analytics Award, a cross-industry honor, from the International Institute for Analytics.

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Analytics Leadership in the Office of the Inspector General at the United States Postal Service

By IIA Faculty, Sep 13, 2013

Available to Research & Advisory Network Clients Only

USPS shares how successful projects and their resulting business relationships increased demand for analytics capabilities. Learn how to get started on showcasing analytic ROI from these 10 lessons learned.

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Establishing Data Governance at UPMC

By Robert Morison, May 20, 2013

Available to Research & Advisory Network Clients Only

The many challenges facing healthcare providers today have one thing in common: a relentless demand for more and better and better integrated information. Under both governmental and competitive pressures, healthcare institutions need to accomplish in three or four years a data integration and management transformation that took other industries a decade. That transformation is as much an organizational challenge as a technical one, and success starts with strong data governance capability.

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Analytics at Dell Services

By IIA Faculty, Apr 26, 2013

Available to Research & Advisory Network Clients Only

This leading practice brief will illustrate how the analytical pockets at Dell Services transitioned from a Functional model to their optimal organizational structure as a Center of Excellence.

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Analytics at Cleveland Clinic

By Thomas H. Davenport, Apr 05, 2013

Available to Research & Advisory Network Clients Only

Cleveland Clinic’s vision is to be the world’s leader in patient experience, clinical outcomes, disease-oriented research and medical education. Certainly, it has already achieved that status in the U.S. For 18 consecutive years, it has been ranked No. 1 in the nation for heart care in the U.S. News & World Report “America’s Best Hospitals” survey. The same survey in 2012 ranked Cleveland Clinic as No. 4 overall in the country, and it was ranked among the top hospitals in the country in 16 of 16 specialties. 13 of the specialty areas were listed among the top 10 in the United States. Both President Obama and Mitt Romney mentioned Cleveland Clinic as a model for cost-effective healthcare during the 2012 presidential election debates. In this leading practice brief, we will show how the health system has leveraged analytics to help achieve this standing as a high quality, cost-effective care provider, and how they plan to integrate real-time and predictive analytics in the future.

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Using Analytics for Space Planning at S Group

By IIA Faculty, Mar 22, 2013

Available to Research & Advisory Network Clients Only

In this brief, we will focus on the first two tactics of better shelf space utilization and improved adjacencies and layout. By optimizing the space available in the retail stores or “retail space management”, S Group is positively impacting their value chain and supply chain. Replenishment schedules are more accurate and stockouts are kept to a minimum. Demand forecasts with vendors ensure that the product is available when it is ready to be sold. The shelf space is occupied by the intended SKU. Store employees are executing corporate data-driven store plans, without personal discretion. Both national and local products are included in the plans.

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Commercial Analytics Relationships and Culture at Merck

By Thomas H. Davenport, Nov 23, 2012

Available to Research & Advisory Network Clients Only

This brief is about the Commercial Analytics group at Merck, which has been involved in a variety of key decisions over the last several years. When Merck re-engineered its commercial model for U.S. Sales, the group piloted the model before it was adopted, with test and control groups. Other work has quantified the impact and profitability of virtually all major investments in the physician and consumer channels. The group has also created tools for optimizing sales force sizes & structures along with multi-channel programs.

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Analytics in the HR Function at Sears Holdings Corporation

By Carl Schleyer, May 16, 2012

Available to Research & Advisory Network Clients Only

Three years ago, in March of 2009, I was given the opportunity to build an HR Analytics team within the HR function of Sears Holdings Corp (SHC). Strategic planning sessions had identified analytics as a specific gap in the services HR was providing. At the time, metrics from HR and Finance did not agree on basic things like headcount or payroll. There were multiple legacy HR systems, and standards were not in place; for example, each business unit had its own way of calculating turnover. So building analytic capability was added as a core pillar to our internal HR mission statement.

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