Read the Report

• Executive Summary
• Findings of The New Intelligent Enterprise Study
  The competitive push for analytics-driven management; why top performers say analytics is a differentiator; the three levels of capabilities; why data is not the biggest obstacle; how information must become easier to understand and act upon; and what leaders can do to make analytics pay off – a new methodology

• The Five Recommendations
• Recommendation 1: Focus on the biggest and highest value opportunities
  • CASE: Tackling healthcare fraud leads to sweeping reforms
  • FOCUS: Introducing the PADIE technique for operationalizing analytics
• Recommendation 2: Within each opportunity, start with questions, not data
  • CASE: Shifting gears from vehicle-centric to customer-centric marketing
• Recommendation 3: Embed insights to drive actions and deliver value
  • CASE: A beverage company makes the case
• Recommendation 4: Keep existing capabilities while adding new ones
  • CASE: Bridging business and analytics skills across the organization
• Recommendation 5: Use an information agenda to plan for the future
  • CASE: Insurer limits risk by establishing an agenda for today and tomorrow
  • FOCUS: How analytics propagates across functions
• How to Set Yourself Up for Success
  Techniques to get started; make analytics pay off
• About the Research
  About the Research

  To understand the challenges and opportunities associated with the use of business analytics, MIT Sloan Management Review, in collaboration with the IBM Institute for Business Value, conducted a survey of more than 3,000 business executives, managers and analysts from organizations located around the world. The survey captured insights from individuals in 108 countries and more than 30 industries, and involved organizations of various sizes. The sample was drawn from a number of different sources, including MIT alumni and MIT Sloan Management Review subscribers, IBM clients and other interested parties.

  In addition to these survey results, we also interviewed academic experts and subject matter experts from a number of industries and disciplines to understand the practical issues facing organizations today. Their insights contributed to a richer understanding of the data, and the development of recommendations that respond to strategic and tactical questions senior executives address as they operationalize analytics within their organizations. We also drew upon a number of IBM case studies to illustrate further how organizations are leveraging business analytics and illuminate how real organizations are putting our recommendations into action in different organizational settings.

• Acknowledgements & Related Publications
• The Survey — Questions and Responses
  Questionnaire and overall results of the 2010 New Intelligent Enterprise Global Executive Survey

For more information about this study and related interviews, see The New Intelligent Enterprise.