Analytics & Strategy

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Analytics as a Source of Business Innovation

The 2017 Data & Analytics Report by MIT Sloan Management Review finds that the percentage of companies deriving competitive advantage from analytics increased for the first time in four years. Incorporating survey results and interviews with practitioners and scholars, the report finds that companies’ increasing ability to innovate with analytics is driving a resurgence of strategic benefits from analytics across industries. The report is based, in part, on MIT SMR’s seventh annual data and analytics global survey, which includes responses from 2,602 business executives, managers, and analytics professionals from organizations located around the world.

The Flood of Data From IoT Is Powering New Opportunities — for Some

IoT promised, and delivered, a data deluge. But is the data any good? Survey results from MIT SMR’s recent internet of things research suggest that it is — but the most value goes to those who got into IoT early and have years of experience under their belt. The message to those considering IoT projects: Don’t wait.

How to Monetize Your Data

Companies can monetize their data by improving internal business processes and decisions, wrapping information around core products and services, and selling information offerings to new and existing markets. Adopting any of these approaches, however, requires management commitment to specific organizational changes and targeted technology and data management upgrades.

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Free Webinar, Dec. 1: IoT and Developing Analytics-Based Data Products

On Dec. 1 at 11 a.m. EST, join MIT SMR coauthors Thomas H. Davenport and Stephan Kudyba in a free, live webinar, where they will discuss their recent article, “Designing and Developing Analytics-Based Data Products.” The authors will look at the ways in which the internet of things, market forces, and evolving technology are changing how companies plan the development of data products. This new product category requires a reworking of the traditional phases of product development.

Lessons from Becoming a Data-Driven Organization

Organizations across the business spectrum are awakening to the transformative power of data and analytics. They are also coming to grips with the daunting difficulty of the task that lies before them. It’s tough enough for many organizations to catalog and categorize the data at their disposal and devise the rules and processes for using it. It’s even tougher to translate that data into tangible value. But it’s not impossible, and many organizations, in both the private and public sectors, are learning how.

Customer Relationships Get the Data Treatment

A case study by MIT Sloan Management Review, “A Data-Driven Approach to Customer Relationships,” details how the South African bank Nedbank is using its rich access to a trove of transactional data from credit card use — from the time of transactions and size of purchases to retailer locations, and even specific details like the age, gender, race, marital status, and income bracket of some users — to help merchants make strategic decisions to better serve those customers.

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Designing and Developing Analytics-Based Data Products

The combination of new analytical capabilities and burgeoning data assets are being used to form value-added “data products.” Such products have powered rapid growth in the value and success of online companies, but the expansion of analytics means the standard model for developing these products needs to evolve. An updated model needs to reflect new “time to market” expectations and input from a variety of stakeholders.

Do You Know What Really Drives Your Business’s Performance?

Although intuitively appealing, strategy maps and models such as the service profit chain have a common pitfall: They encourage managers to embrace general assumptions about the drivers of financial performance that may not stand up to close scrutiny in their own organizations. A more rigorous analytic approach called performance topology mapping may help managers avoid these assumptions, as well as the strategic mistakes they promote.

Better Data Brings a Renewal at the Bank of England

The Bank of England, one of the world’s oldest and most influential central banks, has made analytics excellence a key pillar of its mission to promote economic stability within the United Kingdom. Like other central banks, the Bank has relied on data and analytics to formulate policy recommendations. But, since 2008 when it regained its status as a regulator, the Bank has begun using its access to new forms of data to increase its insights and forecasting abilities about the British economy.

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Investing For a Sustainable Future

Investors see a strong link between corporate sustainability performance and financial performance — so they’re using sustainability-related data as a rationale for investment decisions like never before.

Blockchain Data Storage May (Soon) Change Your Business Model

Blockchain is a data storage technology with implications for business that extend well beyond its most popular application to date — the virtual currency, Bitcoin. Managers need to build their organization’s absorptive capacity around this topic for at least three reasons: (1) the potential effects on organizational value chains, (2) communication within and between organizations, and (3) benefits from cooperation.

Complexity’s Competitive Edge

IHG is gaining a competitive advantage from applying advanced analytics to pricing and marketing. “Addressing complexity, if you can address complexity in modern marketing, gives companies a competitive advantage that can take time for competitors to replicate,” say IHG executives Larry Seligman, Jim Sprigg, Angela Galeziowski, and Dev Koushik, in a group interview.

Foundations of Analytics Strategy

Competitive advantage from analytics is declining, according to the 2016 annual report about data and analytics by MIT Sloan Management Review. In this on-demand webinar, the authors of the report — Sam Ransbotham, an associate professor in information systems at Boston College and guest editor at MIT SMR; David Kiron, the executive editor of MIT SMR’s Big Ideas Initiative; and Pamela Kirk Prentice, the chief research officer at SAS Institute Inc. — discuss how analytically-sophisticated companies are managing to cultivate both innovation and competitive advantage with analytics.

Variety, Not Volume, Is Driving Big Data Initiatives

The past several years have been period of exploration, experimentation, and trial and error in Big Data among Fortune 1,000 companies, and the result has been a different story. For these firms, it is not the ability to process and manage large data volumes that is driving successful Big Data outcomes. Rather, it is the ability to integrate more sources of data than ever before — new data, old data, big data, small data, structured data, unstructured data, social media data, behavioral data, and legacy data. Guest blogger Randy Bean, CEO of NewVantage Partners, explains why the “variety challenge” has emerged as the top data priority.

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