Más contenido relacionado Analytics: The Widening Divide1. In collaboration with
RESEARCH
REPORT
FALL 2011
FINDINGS FROM THE 2011 NEW INTELLIGENT ENTERPRISE
GLOBAL EXECUTIVE STUDY AND RESEARCH PROJECT
Analytics:
The Widening Divide
2. MIT SLOAN MANAGEMENT REVIEW 2011 NEW INTELLIGENT ENTERPRISE GLOBAL EXECUTIVE STUDY AND RESEARCH PROJECT
FIGURE 1: Creating a
Competitive Advantage
The ability of organizations
to create a competitive
advantage with analytics
has surged in the past 12
months.
2011 58%
2010 57%
37%
increase
Percentage who rated as “substantial” or “significant”
(4 or 5 on a five-point scale) the level that information and
analytics is able to create a competitive advantage for
their organization within their industry or market
© Massachusetts Institute of Technology, 2011
3. MIT SLOAN MANAGEMENT REVIEW 2011 NEW INTELLIGENT ENTERPRISE GLOBAL EXECUTIVE STUDY AND RESEARCH PROJECT
FIGURE 2: Analytics Sophistication Assessment
Analytics competencies can be assessed by analyzing key
attributes as they relate to the organization, including leaders’
reliance on fact-based decision making.
© Massachusetts Institute of Technology, 2011
4. MIT SLOAN MANAGEMENT REVIEW 2011 NEW INTELLIGENT ENTERPRISE GLOBAL EXECUTIVE STUDY AND RESEARCH PROJECT
FIGURE 3: Increasing Competitive Advantage
The ability of organizations to create a competitive
advantage with analytics has surged in the past 12
months.
2011 80%
Transformed
2010 65% 23%
increase
2011 63%
Experienced
2010 38% 66%
increase
2011 37%
Aspirational
2010 39% 5%
decrease
Percentage who cited a competitive
advantage using analytics
© Massachusetts Institute of Technology, 2011
5. MIT SLOAN MANAGEMENT REVIEW 2011 NEW INTELLIGENT ENTERPRISE GLOBAL EXECUTIVE STUDY AND RESEARCH PROJECT
FIGURE 4: Increasing Analytic Integration Into Strategy and Operations
The rate at which Transformed and Experienced organizations have integrated
analytics into their core business strategies and operations during the past year
indicates that the competitive and performance gaps between these organizations and
Aspirational organizations will continue to widen.
Transformed 70%
Experienced 55%
Aspirational 34%
Percentage who reported their organization had
increased the level to which analytics and
information was integrated into the business strategy
and day-to-day operations in the past 12 months
© Massachusetts Institute of Technology, 2011
6. MIT SLOAN MANAGEMENT REVIEW 2011 NEW INTELLIGENT ENTERPRISE GLOBAL EXECUTIVE STUDY AND RESEARCH PROJECT
FIGURE 5: Reliance Customer Enhance customers’
overall experience Percentage who
on Analytics indicated their
The majority of Optimize the match of organization relies
sales reps to customers on data and
organizations rely on analytics to execute
Define marketing these activities (4 or
analytics to make campaigns 5 on a scale ranging
from 1=Intuition/
decisions about Identify target Experience to
customers 5=Data/Analytics)
financial and
operational activities, Human Allocate employees’
time and efforts
Resources Transformed
but even Transformed Experienced
Evaluate employee
organizations have performance Aspirational
room to increase the Strategic Establish organizational
strategic objectives
use of analytics in
Develop/refine new
other areas. products or services
Majority of
Respondents
Operational operational Streamline
processes
Manage supply
chain or logistics
Allocate
Financial annual budget
Establish
financial forecasts
0 20% 40% 60% 80%
Percentage of respondents
© Massachusetts Institute of Technology, 2011
7. MIT SLOAN MANAGEMENT REVIEW 2011 NEW INTELLIGENT ENTERPRISE GLOBAL EXECUTIVE STUDY AND RESEARCH PROJECT
FIGURE 6:
Focused on the
Need for Speed in
Decision Making
An intense level of
focus on the speed
of making
decisions is one
Transformed 72%
area where
Transformed 49%
Experienced
organizations are
using analytics. Aspirational 22%
Percentage who exhibited an intense level of focus
on the speed of decision making, assessed by
analyzing a series of questions
© Massachusetts Institute of Technology, 2011
8. MIT SLOAN MANAGEMENT REVIEW 2011 NEW INTELLIGENT ENTERPRISE GLOBAL EXECUTIVE STUDY AND RESEARCH PROJECT
FIGURE 7: Focused on Identifying and
Managing Enterprise Risks
The vast majority of Transformed
organizations are intensely focused on
using analytics to better address
enterprise risks.
Transformed 86%
Experienced 6%
Aspirational 0%
Percentage who exhibited an intense level of focus
on using analytics to better understand and manage
enterprise risks, assessed by analyzing a series of
questions
© Massachusetts Institute of Technology, 2011
9. MIT SLOAN MANAGEMENT REVIEW 2011 NEW INTELLIGENT ENTERPRISE GLOBAL EXECUTIVE STUDY AND RESEARCH PROJECT
FIGURE 8: Focused on Customers
Transformed organizations are intensely focused
on using analytics to create personalized
relationships with customers.
Transformed 62%
Experienced 49%
Aspirational 34%
Percentage who exhibited an intense level of focus
on using analytics to better understand and connect
with customers, assessed by analyzing a series of
questions
© Massachusetts Institute of Technology, 2011
10. MIT SLOAN MANAGEMENT REVIEW 2011 NEW INTELLIGENT ENTERPRISE GLOBAL EXECUTIVE STUDY AND RESEARCH PROJECT
FIGURE 9: Analytics Competencies
Organizations must master three analytics
competencies to achieve competitive advantage.
© Massachusetts Institute of Technology, 2011
11. MIT SLOAN MANAGEMENT REVIEW 2011 NEW INTELLIGENT ENTERPRISE GLOBAL EXECUTIVE STUDY AND RESEARCH PROJECT
FIGURE 10: Key Characteristics of a Transformed Organization
Transformed organizations rate themselves as highly effective at each of
the key characteristics, represented by the percentages.
Ability to analyze data
78%
Ability to capture and aggregate data
77% Percentage of
Transformed
Culture open to new ideas
77% organizations
rating themselves
Analytics as a core part of business strategy and operations as highly
72%
effective at each
Embed predictive analytics into processes of the key
66% characteristics
Insights available to those who need them
65%
0 20% 40% 60% 80% 100%
Percentage of Transformed organizations
© Massachusetts Institute of Technology, 2011
12. MIT SLOAN MANAGEMENT REVIEW 2011 NEW INTELLIGENT ENTERPRISE GLOBAL EXECUTIVE STUDY AND RESEARCH PROJECT
FIGURE 11: Paths to Transformation
Experienced organizations take either
a data-centric enterprise-driven path
or a skills-and-tools centric path on
their journey toward analytic
transformation.
Enterprise
High Transformed driven
Collaborative
path
Information Data-oriented
management Experienced culture
proficiency
Specialized
path Line-of-
Low Aspirational business
driven
Low Analytic skills and High
tools proficiency
© Massachusetts Institute of Technology, 2011
13. MIT SLOAN MANAGEMENT REVIEW 2011 NEW INTELLIGENT ENTERPRISE GLOBAL EXECUTIVE STUDY AND RESEARCH PROJECT
FIGURE 12: Observed Competency Levels
Each path to transformation has unique strengths and
weaknesses in the three competencies, which pinpoint
areas for improvement and investment.
Observed competency levels
Information management Specialized Collaborative
Solid information foundation
Standardized data management practices
Insights available and accessible
Analysis skills and tools
Skills developed as a core discipline
Enabled by a robust set of tools
Delivers action-oriented insights
Data-oriented culture
Fact-driven leadership
Analytics used as a strategic asset
Strategy and operations guided by insights
Rudimentary Minimal Moderate Significant Mastery
© Massachusetts Institute of Technology, 2011
14. MIT SLOAN MANAGEMENT REVIEW 2011 NEW INTELLIGENT ENTERPRISE GLOBAL EXECUTIVE STUDY AND RESEARCH PROJECT
FIGURE 13: Respondents Who Rate These Challenges
as Extremely Difficult to Resolve
Changing the way people behave and interact with one
another within an organization poses a more difficult
challenge than changing their tools or technologies.
Organizational
challenges 44%
1.8x
Technology 24% more
challenges difficult
Percentage who rate these challenges as extremely
difficult to resolve
© Massachusetts Institute of Technology, 2011