BI – Page 2

Planning Analytics to Big Data Business Intelligence

March 21, 2016 by pabadmin

You can do it.

If you see your organization struggling with an array of impediments to scaling data-analytics efforts, the first step is to make sure you are doing enough to adopt some of the new tools that are emerging to help deal with such challenges. They actually work.

Have an analytics thought partner on board who can align and guide your processes.

Democratization and the power of new tools can help overcome frontline doubts and unfamiliarity with analytics. However, in addition to gaining confidence, key players need to change their way of making decisions to take advantage of analytics.

This is the heart of the change-management challenge—it is not easy, and it takes time. The implication is that to achieve scale, paradoxically, you need to focus. Trying to orchestrate change in all of a company’s daily decision-making and operating approaches is too overwhelming to be practical.

In our experience, though, it’s possible to drive adoption and behavioral change across the full enterprise in focused areas such as pricing, inventory allocation, or credit management and revenue cycle optimization. Better to pursue scale that’s achievable than to overreach and be disappointed or to scatter plots all over the organization.

People have been talking about data-driven cultures for a long time, but what it takes to create one is changing as a result of the new tools available. Companies have a wider set of options to spur analytics engagement among critical employees.

Be imaginative and resourceful. Evolve your thinking over time. Demonstrate your confidence by staying open to new information. And ways to use a partner’s expertise to sharpen and shape new thinking.

We enhance your BI capabilities. Bring us into your strategic conversations.

As an analytics thought partner, we’ll give you new insights. We’ll clarify your thinking into trends, measure progress toward a set of quantitative goals, flag shifts in your markets or financial operations and even lift your customer experiences to a higher level. Call us to start a neutral and friendly conversation 512-478-3848.

Strategic Business Partnership – An Introduction

March 7, 2016 by pabadmin

You know you’re overwhelmed! 2015 year-end reporting just ended, along with presentations that bring all of their accompanying stresses. And now you are getting up on top of your promontory to look at where your prospects are going, what your customers and stakeholders want and need and how to leverage on that huge and variable investment you continue to make in human assets.

Fun?

To be explicit about the Strategic Business Partner (SBP) concept, we believe the role must be developed around providing human capital, technology and organization change perspectives embedded into business leadership teams. In order to be effective, your external resources need to work in partnership with the other organizational leaders.

The SBP model is a way to ensure the human system implications and needed change strategies are part of business leadership decisions.

It involves both what was always intended as strategic work in HR and new work in strategic thinking, planning analytics, technology deployment, big data usage, organization design, culture change, human system alignment and change management. The specific context, characteristics, and demands of any industry or organization sector will ultimately drive this role.

In order to put more context around the Strategic Business Partner role, we need to start by working from the outside-in. We live in a hyper-turbulent world. Today we must adapt to numerous unprecedented challenges that change the very nature of what business we are in and how that business gets conducted.

The reality often includes doing business 24/7, globally across numerous cultural boundaries, with new compliance requirements and technologies being invented daily and shifting technology generations yearly; responding to new forms of competition locally and globally; learning to manage an ever-shifting set of demographics; and keeping pace with the speed of change in everything.

All of these realities have significant human capital implications, raising the value of strategic planning. For example, organizations (and their SBPs) increasingly need to plan for the use of social media in communications, technology in working virtually, cultural competence in conducting business and change management for aligning people and systems during continuous change.

When a company becomes so wedded to its own perspectives that it cannot make appropriate changes as events continue to unfold, a corporate mindset–a specific way of considering developments—has taken hold. When companies are so invested in their plans and assumptions that they are unable to make course corrections as circumstances change, there is a lack of healthy variety in the quality of their thinking, which leads to these dysfunctional perspectives, or mindsets, developing within the company.

The result is that the company develops blinders–a tunnel vision of sorts–that limit its peripheral vision and narrows what the company perceives as important.

Bright companies are able to shift gears and change focus in the face of new information or new opportunities. They aren’t wedded to past solutions. They invite rather than fear diverse ideas. They are imaginative and resourceful. Their thinking evolves over time. They demonstrate their confidence by staying open to new information. And ways to use their partner’s experience and experience to sharpen and shape new thinking.

We enhance your business intelligence capabilities. Bring us into your strategic conversations.

As a thought partner, we’ll give you new insights into trends, measure progress toward a set of quantitative goals, flag shifts in your markets or financial operations and even lift your customer experiences to a higher level. Call us to start a neutral and friendly conversation. 512-478-3848.

Get Your Business Intelligence on Top and Stay There!

February 12, 2016 by pabadmin

Today’s data-driven companies have a competitive edge over their peers. How? They are generating breakthrough insights by bringing together all of their structured and unstructured data and analyzing it together – all at once.

Planning analytics is the key to unlocking the insights from your customer and patient behavior data – structured and unstructured – because you can combine, integrate and analyze all of your data at once to generate the insights needed to drive customer acquisition and sustain loyalty.

For example, you can use insights about the customer acquisition journey to design campaigns that improve conversion rates. You can also identify points of failure along the customer acquisition path – or the behavior of customers at risk of churn to proactively intervene and prevent losses.

And you can better understand high-value customer behavior beyond profile segmentation (for example, what other companies they shop from, so you can make your engagement content even more targeted).

Why? Did something unexpectedly happen to adversely impact the outcomes of their decisions?

If so, what was missing from the analysis and underlying assumptions? Could they have avoided some of these unsuccessful investments?

When planning the strategic direction of the business, organizations, like yours, strive to create returns that will satisfy (even delight) stakeholders. To the extent that you know the future to be uncertain, the measurement and impact of this uncertainty must be captured in your strategic planning process. Know what you don’t know and build from that base.

Hands-on experience (guided by experts in early go-rounds) helps people grow accustomed to using data and specifically big data. That builds confidence and, over time, can increase the scale and scope of data-informed problem solving and decision support.

Talk with us about your planning analytics objectives, current processes and needs. We’ll impartially show you how to get on the path to where you want to take your organization.

We’ll give you insights into trends, measure progress toward a set of quantitative goals, flag shifts in your markets or financial operations and even lift your customer experiences to a higher level. Call us to start a neutral and friendly conversation. 512-478-3848

Business Intelligence: What Gartner Says Often Happens

January 16, 2016 by pabadmin

Here’s a brief of what one of their newest reports says. Please read the entire sentence:

“In 2016, the IoT and the demands of the digital enterprise will require data management and business analytic professionals to take specific action to enhance their data and analytics architecture, environment and approach to put data at the heart of the organization.”

And because we know that marketing is the engine of the enterprise’s Formula 1 entry in creating the exceptional customer experience and value, we offer these sage comment to get your attention. Yes, these wide-eyed realists cover a lot of ground, and yes you need to be hyper-aware of “what’s next”. We’re happy to share:

http://marketingland.com/data-analytics-2016-industry-experts-weigh-153793

We can get you off to a hot, fast start in 2016. We’ll give you insights into trends, measure progress toward a set of quantitative goals, flag shifts in your markets or financial operations and even lift your customer experiences to a higher level. Is that just what you needed to hear?

Call us to start a neutral and friendly conversation. 512 478 3848.