Research

2018 Analytics Predictions and Priorities

By Bill Franks, Thomas H. Davenport, Robert Morison, Dec 07, 2017

Available to Research & Advisory Network Clients Only

Each year, the International Institute for Analytics takes time to focus on the latest analytics trends and the most pressing analytics challenges currently facing organizations. We gather the basis for our predictions from our day-to-day work supporting and advising analytics leaders and programs. Our insights arise from the breadth of expertise and cross-industry perspectives we receive every day from our clients, partners, and members of the IIA expert network. This is our 8th annual look forward into the upcoming year.

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Improving Analytics Measurement  Part 2 of 5 – Intent

By Robert Morison, Dec 06, 2017

Available to Research & Advisory Network Clients Only

Across the four categories of measurement, our survey respondents (by a slight margin) rate themselves best at measuring analytics Intent: “Are we working on the right things – the things that will make a difference to the enterprise?” Answering the question entails formulating and evaluating activities at two levels.

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Improving Analytics Measurement: Part 1 of 5 – Overview

By Robert Morison, Nov 27, 2017

Available to Research & Advisory Network Clients Only

One of the continual challenges for analytics leaders is measuring the work of their analytics groups and communicating the results to business leaders. Sound measurement and transparency form the foundation for strong working relationships, adequate funding of analytics, and trust in the analytics organization. The work of analytics organizations – or any groups chartered to improve enterprise performance by adding capability and introducing change – can be assessed comprehensively through four questions.

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How Analytics is Transforming Financial Services

By David Alles, Oct 25, 2017

Available to Research & Advisory Network Clients Only

IIA asked survey respondents in four segments (wealth management, US banks, Canadian banks, and credit unions) questions about their use of analytics in six customer engagement areas (customer experience, customer facing employees, web, mobile, social, and ROI). Results highlight why traditional financial services are vulnerable to disruption. Digital native companies universally excel at using analytics in these areas. However, even across leading financial services companies we see lagging adoption – especially in web, mobile, and social analytics. This is indicative of the analytics maturity gap between digital native companies and traditional companies and illustrates why traditional financial services companies have to accelerate analytics maturity to be more competitive. Based on the study findings, IIA’s faculty of top analytics practitioners and analysts then isolated key takeaways and developed recommendations for traditional companies in the financial industry to mature their analytics in effective, sustainable, and measurable ways

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Analytics and ARTful Leadership

By Eric McNulty, Oct 05, 2017

Available to Research & Advisory Network Clients Only

Data and analytics leaders are increasingly called upon to interpret an ever-more complex competitive and global landscape for their firms. This brief introduces the VUCAST framework for addressing this complex landscape and provides an overview of ARTful leadership principles.

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Analytics Maturity Powers Company Performance

By David Alles, Sep 21, 2017

Available to Research & Advisory Network Clients Only

Does the development of enterprise analytics capability really drive superior company performance? IIA’s previous research briefs demonstrate that analytics maturity varies significantly between industries and across the top-performing companies in each industry. This follow on research brief uses IIA’s proprietary analytics maturity data – from leading companies like Amazon, Apple, Netflix and Google – and publically available financial and company data, to illustrate the positive association between analytics maturity and superior company performance.

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Optimization of Inventory Allocation

By Dr. Chris Holloman, Leigh Helsel, Tayler Blake, Aug 23, 2017

Available to Research & Advisory Network Clients Only

In 2016, U.S. e-commerce sales totaled an estimated $394.9 billion, accounting for 8.1 percent of total annual sales. This total was a 15 percent increase from 2015. Advances in technology and adoption of the internet have forced the retail industry to make dramatic shifts toward e-commerce. While this change presents a tremendous opportunity for business growth, the cost associated with inefficiencies in supply chains makes optimally allocating inventory to fulfillment centers integral to retailers’ success. In this research brief, we describe a method to determine the best allocation of inventory to fulfillment centers after a total buy has been determined.

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Driving Clinical and Operational Performance Through Analytics

By Jack Phillips, David Alles, Aug 02, 2017

Available to Research & Advisory Network Clients Only

As much as any industry today, healthcare sits at the intersection of both technological and societal change. Web, mobile, cloud, and data technologies are being applied to myriad patient-level applications to disrupt traditional patient care methods, and the very way that hospitals operate and compete. Emerging technologies leveraging the Internet of Things (IoT), particularly in the wearables category, will most certainly shift the role of care and wellness from provider to patient. Recent research from the International Institute for Analytics (IIA) has now quantified the significant gap in maturity between all healthcare segments and most other industries. But the research also reveals a discreet set of steps healthcare providers can follow to improve capabilities and move up the analytics maturity curve.

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5 Things New Analytics Leaders Should Do to Succeed

By Bill Franks, Thomas H. Davenport, Jul 19, 2017

Available to Research & Advisory Network Clients Only

There is a fair amount of management research suggesting that the first 90 days or so are the most important time of a leader’s tenure. It’s when you establish your reputation and it determines what people start to think about you in your role. It’s often hard to change those first impressions. Therefore, IIA held a webinar to discuss this very important period for senior analytics leaders like a Chief Analytics Officer, Chief Data Officer, VP of analytics, or similar senior role. This paper captures the key elements of the discussion between Bill Franks and Tom Davenport, which focused on five essential things new analytics leaders should do to set themselves up for success.

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A Comprehensive Recruiting Strategy for Analytics Talent

By Joe DeCosmo, Bill Franks, Ralph Greco, Dan Magestro, Jun 30, 2017

Available to Research & Advisory Network Clients Only

While we recognize that the data-driven transformation of business leads to macro-level systemic challenges and potential shortages in the workforce, we believe that individual businesses actually hold a wealth of power and opportunity to meet their specific needs for analytical talent. In fact, to us the analytics talent gap is less about a broad shortfall of analytics talent, and more about the specific gaps between business needs and the analytical skills to meet those needs that present challenges in every company.

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