How Advanced Analytics Can Prevent Medicaid Fraud

By Ellen Joyner-Roberson, Victor Sterling, Robert Morison, Aug 15, 2018

Available to Research & Advisory Network Clients Only

Medicaid fraud is prevalent, costly, and difficult to prevent. With a combination of more integrated data and advanced analytics, state agencies have the opportunity to turn the tables on fraudsters. They can accelerate the transition from detection to prevention, as new forms of fraud are recognized faster and fewer improper payments go out the door. To explore the challenges and opportunities, IIA spoke with SAS Institute’s Ellen Joyner-Roberson, CFE Principal Marketing Manager, Fraud and Security Intelligence, and Victor Sterling, Principal Solutions Architect.

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Organizing Analytics: Your Questions Answered

By Robert Morison, Jun 27, 2018

During the Organizing Analytics Teams webinar, Bob Morison and Bill Franks discussed organizational models and techniques for analytics groups. Interest was high and more questions came in than we had time to cover completely. This blog covers nine of the unanswered ones.

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Organizing Analytics

By Robert Morison, May 16, 2018

Available to Research & Advisory Network Clients Only

This research brief describes and offers guidance on:

  • The fundamental goals of organizational structure
  • Six basic models for organizing analytics
  • Mechanisms for coordinating across organizational boundaries
  • Design variables that enable or constrain organizational shape
  • How analytics organizations commonly evolve
  • How to assess readiness for greater centralization
  • Structural variations driven by technological and business change
  • Questions to ask in planning your next structural move

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Analytics Maturity Transition Guide: Stage 3 to Stage 4

By Robert Morison, Mar 14, 2018

Available to Research & Advisory Network Clients Only

Advancing the analytical maturity of an enterprise requires coordinated progress across a variety of capabilities. We track enterprise maturity with a 5-stage model, and we group capabilities into the five elements of the DELTA framework – Data, Enterprise, Leadership, Targets, and Analysts. These two models, introduced in Competing on Analytics and Analytics at Work, continue to stand the test of time. This guide focuses on the core DELTA components and presents context and recommendations for moving from maturity Stage 3, “Analytical Aspirations,” to Stage 4, “Analytical Companies.”

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Analytics Maturity Transition Guide: Stage 2 to Stage 3

By Robert Morison, Mar 07, 2018

Available to Research & Advisory Network Clients Only

Advancing the analytical maturity of an enterprise requires coordinated progress across a variety of capabilities. We track enterprise maturity with a 5-stage model, and we group capabilities into the five elements of the DELTA framework – Data, Enterprise, Leadership, Targets, and Analysts. These two models, introduced in Competing on Analytics and Analytics at Work, continue to stand the test of time. This guide focuses on the core DELTA components and presents context and recommendations for moving from maturity Stage 2, “Localized Analytics,” to Stage 3, “Analytical Aspirations.”

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Analytics Maturity Transition Guide: Stage 1 to Stage 2

By Robert Morison, Feb 28, 2018

Available to Research & Advisory Network Clients Only

Advancing the analytical maturity of an enterprise requires coordinated progress across a variety of capabilities. We track enterprise maturity with a 5-stage model, and we group capabilities into the five elements of the DELTA framework – Data, Enterprise, Leadership, Targets, and Analysts. These two models, introduced in Competing on Analytics and Analytics at Work, continue to stand the test of time. This guide focuses on the core DELTA components and presents context and recommendations for moving from maturity Stage 1, “Analytically Impaired,” to Stage 2, “Localized Analytics.”

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Improving Analytics Measurement 

By Robert Morison, Jan 10, 2018

Available to Research & Advisory Network Clients Only

This five-part research brief is designed to assist analytics leaders in taking stock of their analytics measurement programs, recognizing and filling any significant gaps, and raising their ability to communicate with the business and its leadership about analytics. This brief provides background and summarizes results and recommendations across the four measurement categories. A separate brief on each category details its findings. In this research, we surveyed 19 enterprises and asked, in each of the four categories, what metrics they use, what they’re good at and what they struggle with, and whether their measures incorporate five common methods or inputs: trends over time, internal customer views, external customer views, external benchmarks, and lessons learned.

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Improving Analytics Measurement Part 5 of 5 – Analytics Health

By Robert Morison, Dec 20, 2017

Available to Research & Advisory Network Clients Only

Analytics Health metrics address the question, “Are we maintaining and building the right capabilities to meet business demand and perform better in the future?” These capabilities can include people and skills, processes for execution and management, technologies and techniques, and data assets for analytics.

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Improving Analytics Measurement Part 4 of 5 – Results

By Robert Morison, Dec 18, 2017

Available to Research & Advisory Network Clients Only

The Results question is: Are the analytics outputs being put to good use and creating value for the enterprise? This is the most challenging measurement question to answer, and it’s naturally the question of greatest direct interest to the business.

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Improving Analytics Measurement: Part 3 of 5 – Performance

By Robert Morison, Dec 14, 2017

Available to Research & Advisory Network Clients Only

Analytics Intent poses the question, “Are we working on the right things?” Analytics Performance follows up with the question, “Are we doing those things well?” Are the analytics organization and its business partners performing the work of analytics efficiently and effectively? Are projects being executed as planned, and are everyday services being provided reliably?

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