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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Phone Briefing: Improving Measurement of Analytics

By Robert Morison, Dec 01, 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. In this phone briefing, IIA Lead Faculty Member, Bob Morison shares highlights of recent research and discuss best practices in the four key domains of analytics measurement: Intent, Performance, Results, and Health.

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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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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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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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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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Will Your Evolving Business Intelligence Strategy Make It or Break It?

By Rick Styll, Tapan Patel, Robert Morison, Apr 04, 2017

Available to Research & Advisory Network Clients Only

Business intelligence has come a long way ─ from assistance with report generation to self-service platforms for discovery and analytical insight. As technological capabilities and business aptitude with information continue to advance, the next generation of BI will be even more capable and valuable to the enterprise. To discuss today’s success factors and tomorrow’s opportunities, IIA spoke with Rick Styll, Senior Manager, Visual Analytics Product Management at SAS, and Tapan Patel, Principal Product Marketing Manager at SAS.

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Revisiting Common Obstacles to Analytics Success

By Robert Morison, Daniel Magestro, Feb 13, 2017

Available to Research & Advisory Network Clients Only

In 2013, IIA published a popular and useful research brief in response to a client’s general question: What are the common hurdles encountered when putting analytics to work in a business, both in developing analytical models and applications and in building enterprise analytical capability? For us, this question is so central to IIA’s mission of helping organizations navigate the many challenges to achieving analytics maturity, that we decided it was time for an update and a re-evaluation of common obstacles faced by analytics leaders and practitioners. This update is informed by major forces and trends in play over the past few years.

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In financial services and other highly regulated industries, regulatory compliance depends more than ever on a company’s analytical capabilities. With increasing regulatory requirements and scrutiny, reliable analytics are essential to the timely accuracy in reserves calculations, stress tests, due diligence, and regulatory compliance. The analytics tools and technologies employed, the flexibility of the technology platform, and the comprehensiveness of the overall analytics program all can accelerate, or compromise, the business processes for regulatory compliance.

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