Developing an Analytical Mindset – Becoming an Analytical Competitor

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Visit http://www.sas.com/baexchange Developing an Analytical Mindset – Becoming an Analytical Competitor presented by Greg Wood - Regional Product Marketing Director - SAS Asia Pacific.

Business Technology

Developing an Analytical Mindset _
Becoming an Analytical Competitor

GregWood
SAS Asia Pacific

Copyright © 2011, SAS Institute Inc. All rights reserved. 1

“Nokia clung to the idea that mobile
handsets were mainly for phoning people.
That was a disastrous call.”
Bloomberg Businessweek
September 2010

2

“Microsoft is becoming your
grandma’s computer company”
Infoworld
October 2010

3

“It should be evident by now that a
corporate tragedy is underway…”
“Perhaps the company should be called
Research in Slow Motion.”
The Wall Street Journal
March 2011

5

Why Develop an Analytical Mindset?_

Copyright © 2011, SAS Institute Inc. All rights reserved. 7

Make Better Decisions

Copyright © 2011, SAS Institute Inc. All rights reserved. 8

ANTICIPATE OPPORTUNITY

Copyright © 2011, SAS Institute Inc. All rights reserved. 9

ANTICIPATE OPPORTUNITY

EMPOWER ACTION

Copyright © 2011, SAS Institute Inc. All rights reserved. 10

ANTICIPATE OPPORTUNITY EMPOWER ACTION

DRIVE IMPACT

Copyright © 2011, SAS Institute Inc. All rights reserved. 11

Characteristics of an analytical competitor_

Hard to Better than
Unique Adaptable Renewable
Duplicate competitors

Copyright © 2011, SAS Institute Inc. All rights reserved. 12

Five Stages of Development _

Analytically Localized Analytical Analytical Analytical

Impaired Analytics Aspirations Companies Competitors

Copyright © 2011, SAS Institute Inc. All rights reserved. 13

Five Stages of Development
Stage Organisatio n Human T echno lo gy
Analytical Analytical Skills Spo nso rship Culture
Objective P ro cess
1 Analytically Impaired Limited insight into
: Doesn't exist None None Knowledge allergic - pride Missing / poor-quality
customers, markets, on gut-based decisions data, multiple defines.
competitors Un-integrated systems.

2: Lo calized Analytics Autonomous activity Disconnected, very Pckets of isolated Functional and tactical. Desire of more objective Recent transaction data
builds experience and narrow focus. analysts (may be in data, successes from unintegrated, missing
confidence using finance, SCM, or point use of analytics important information.
analytics; creates new marketing / CRM) start to get attention. Isolated BI / Analytic
analytically based efforts
insights.
3: Analytical Coordinated; establish Mostly separate Analytsts in multiple Executive - early stages Executive support for Proliferation of BI
Aspiratio ns enterprise anlaytic processes. areas of business but of awareness of fact-based culture - may tools. Datamarts / data
performance metrics, Building enterprise- with limited interaction. competitive possibilities meet considerable warehouses established
build analytically based level plan. resistance. / expands.
insights

4: Analytical Change program to Some embedded Skills exist, but often not Broad C-suite support Change management to High-quality data. Have
Co mpanies develop integrated analytics processes. aligned to right level / build a fact-based culture an enterprise BI plan /
analytical processes right role. strategy, IT processes,
and applications and and governance
build analytical principles in place.
capabilities.
5: Analytical Deep strategic Fully embedded and Highly skilled, leveraged, CEO passin. Broad- Broadly supported fact- Enterprise-wide BI / BA
Co mpetito rs insights, continuous much more highly mobilised, centralised, based management based culture, testing architecture largely
renewal and integrated outsourced grunt work. commitment. and learning culture. implemented
improvement.

Tom Davenport 14

Eight Imperatives for Analytics

Copyright © 2011, SAS Institute Inc. All rights reserved. 15

➊ Improve the flow and flexibility of data.
➋ Get the right technology in place.
➌ Develop the talent you need.
➍ Demand fact-based decisions.
➎ Keep the process transparent.
➏ Develop an Analytics Center of Excellence
➐ Transform the culture.
➑ Revise your strategies – often.

Copyright © 2011, SAS Institute Inc. All rights reserved. 16

Why SAS?_

Copyright © 2011, SAS Institute Inc. All rights reserved. 17

Why SAS?

COMMITMENT TO CUSTOMERS

Copyright © 2011, SAS Institute Inc. All rights reserved. 18

Why SAS?

COMMITMENT TO CUSTOMERS

Copyright © 2011, SAS Institute Inc. All rights reserved. 19

Why SAS?
COMMITMENT TO CUSTOMERS

PEOPLE & SKILLS

Copyright © 2011, SAS Institute Inc. All rights reserved. 20

Why SAS?
COMMITMENT TO CUSTOMERS PEOPLE & SKILLS

TECHNOLOGY

Copyright © 2011, SAS Institute Inc. All rights reserved. 21

Who is SAS?_

Copyright © 2011, SAS Institute Inc. All rights reserved. 22

Who is SAS?

World’s largest independent
business analytics company

Copyright © 2011, SAS Institute Inc. All rights reserved. 23

Who is SAS?

World’s largest independent
business analytics company

World’s leader in advanced
analytics software and
services

Copyright © 2011, SAS Institute Inc. All rights reserved. 24

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Developing an Analytical Mindset – Becoming an Analytical Competitor

2. “Nokia clung to the idea that mobile handsets were mainly for phoning people. That was a disastrous call.” Bloomberg Businessweek September 2010 2

3. “Microsoft is becoming your grandma’s computer company” Infoworld October 2010 3

4. 4

5. “It should be evident by now that a corporate tragedy is underway…” “Perhaps the company should be called Research in Slow Motion.” The Wall Street Journal March 2011 5

6. 6

13. Five Stages of Development _ Analytically Localized Analytical Analytical Analytical Impaired Analytics Aspirations Companies Competitors Copyright © 2011, SAS Institute Inc. All rights reserved. 13

14. Five Stages of Development Stage Organisatio n Human T echno lo gy Analytical Analytical Skills Spo nso rship Culture Objective P ro cess 1 Analytically Impaired Limited insight into : Doesn't exist None None Knowledge allergic - pride Missing / poor-quality customers, markets, on gut-based decisions data, multiple defines. competitors Un-integrated systems. 2: Lo calized Analytics Autonomous activity Disconnected, very Pckets of isolated Functional and tactical. Desire of more objective Recent transaction data builds experience and narrow focus. analysts (may be in data, successes from unintegrated, missing confidence using finance, SCM, or point use of analytics important information. analytics; creates new marketing / CRM) start to get attention. Isolated BI / Analytic analytically based efforts insights. 3: Analytical Coordinated; establish Mostly separate Analytsts in multiple Executive - early stages Executive support for Proliferation of BI Aspiratio ns enterprise anlaytic processes. areas of business but of awareness of fact-based culture - may tools. Datamarts / data performance metrics, Building enterprise- with limited interaction. competitive possibilities meet considerable warehouses established build analytically based level plan. resistance. / expands. insights 4: Analytical Change program to Some embedded Skills exist, but often not Broad C-suite support Change management to High-quality data. Have Co mpanies develop integrated analytics processes. aligned to right level / build a fact-based culture an enterprise BI plan / analytical processes right role. strategy, IT processes, and applications and and governance build analytical principles in place. capabilities. 5: Analytical Deep strategic Fully embedded and Highly skilled, leveraged, CEO passin. Broad- Broadly supported fact- Enterprise-wide BI / BA Co mpetito rs insights, continuous much more highly mobilised, centralised, based management based culture, testing architecture largely renewal and integrated outsourced grunt work. commitment. and learning culture. implemented improvement. Tom Davenport 14

16. ➊ Improve the flow and flexibility of data. ➋ Get the right technology in place. ➌ Develop the talent you need. ➍ Demand fact-based decisions. ➎ Keep the process transparent. ➏ Develop an Analytics Center of Excellence ➐ Transform the culture. ➑ Revise your strategies – often. Copyright © 2011, SAS Institute Inc. All rights reserved. 16

Developing an Analytical Mindset – Becoming an Analytical Competitor

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