Research

Inquiry Response: Documentation Priorities For Your Analytics Team

By IIA Expert, Feb 03, 2020

Available to Research & Advisory Network Clients Only

Inquiry:

I’m rebuilding my analytics teams after layoffs. Going forward, I would like a documentation process in place to retain knowledge in case of future resource talent loss. What should my priorities be?

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A Decade of IIA

By Thomas H. Davenport, Jack Phillips, Jan 08, 2020

Available to Research & Advisory Network Clients Only

We co-founded the International Institute for Analytics in 2010. Since it’s now 2020, our sophisticated math skills tell us that IIA has been around for about a decade—although our first full year of operation was in 2011. We thought it might be interesting to reflect on the state of the field that IIA addresses and how it has changed over time.

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2020 ANALYTICS PREDICTIONS AND PRIORITIES

By Thomas H. Davenport, Bill Franks, Drew Smith, Robert Morison, Dec 19, 2019

Each year, the International Institute for Analytics ends the year with a look at the latest analytics trends and the most pressing analytics challenges currently facing organizations. Our predictions are based upon our day-to-day work supporting and advising analytics leaders and organizations. We take advantage of the breadth of expertise and cross-industry perspectives we encounter every day from our clients, partners, and members of the IIA expert network. This is our 10th annual look toward the upcoming year, and our annual Predictions and Priority research brief and the associated webinar have become among IIA’s most popular content of the year. This year, we’ve stuck with our approach of augmenting each of our predictions with a specific priority for leaders to focus on as they attempt to address that prediction. As a result, each priority provides specific guidance as to how to best prepare for, and adapt to, its corresponding prediction.

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Open Source Analytics Software: A Primer

By Daniel Graham, Dec 17, 2019

Available to Research & Advisory Network Clients Only

Open-source software (OSS) is inevitable. For most corporations it’s not a question of “will we use OSS?” The right question is “how much OSS do we already have in production?” More than 90% of IT organizations have OSS in their mission-critical systems. Many commercial software products — from vendors such as IBM and Microsoft — also contain open source software.
Herein we explore these major OSS subjects:

  1. OSS history and concepts
  2. Quick tour of OSS analytics
  3. What does OSS really cost?
  4. Positives and negatives of OSS analytics
  5. Guidance

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Inquiry Exchange: Laying The Groundwork For Robotic Process Automation (RPA)

By David H Friedman, IIA Expert, Nov 18, 2019

Available to Research & Advisory Network Clients Only

Inquiry:

We’re in the beginning stages of a global process transformation with focus on using robotic process automation (RPA). We’re using a vendor to pilot initial use cases, but eventually we’ll own our own capabilities. Do you have any guidance for us?

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CAO Perspectives: Ideal Analytics Organization

By Doug Hague, Nov 13, 2019

Available to Research & Advisory Network Clients Only

To set the stage, the analytics organizational structure I’m presenting below pertains to an analytics organization between 60 and 120 people; this is the size that seems to be a sweet spot for an effective and efficient team (large enough to have specialized skill sets, but small enough to effectively demonstrate the benefits of the team). Moreover, I’m presenting such an organizational design in consideration of an analytics effort at an established, traditional corporation, not a digital native. Digital natives will break down differently with more need for data science and data management. With 60 to 120 people, I prefer a centralized organization with P&L Analytics/Ad Hoc Analysis dotted-lined to their business partners.

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Detroit 2019 Analytics Symposium Video: Tom Davenport

By Thomas H. Davenport, Nov 05, 2019

Available to Research & Advisory Network Clients Only

Many companies are dipping their toes into artificial intelligence, but only a few are attempting to put AI at the core of their strategies and business models. As with analytics, taking a leading position on AI is likely to be rewarded with competitive success. Tom will describe what companies that aspire to be “AI First” do, and how other companies can learn from their pioneering approaches.

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Detroit 2019 Analytics Symposium Video: Panel Discussion

By Drew Smith, Guy Lehman, David Dittmann, Nov 05, 2019

Available to Research & Advisory Network Clients Only

As companies reach a level of effective analytics maturity, the challenges shift from “How do we make this work?” to “What do we need to start doing now to stay ahead and prepare for tomorrow?” Join IIA’s New Executive Director of the Analytics Leadership Consortium as he leads a discussion with two of the leaders in their industries to explore their thoughts on preparing for what’s coming next.

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Detroit 2019 Analytics Symposium Video: Nick Curcuru

By Nick Curcuru, Nov 05, 2019

Available to Research & Advisory Network Clients Only

Artificial intelligence has become the hottest commodity in recent years, and business, academia, and government have embraced it to propel complex use cases. As AI becomes more woven into the fabric of organizations (and its criticality increases), enterprise infrastructure becomes essential. AI is only as strong as its weakest link. The ability to build out use cases, deploy into production, scale, and secure all relies on the supporting solutions and infrastructure. There are many different decisions to make when choosing the right solutions and infrastructure: On-premises or off? GPUs or CPUs? Which storage system and framework to use? The list goes on. Drawing on real-world considerations, use cases, and solutions, Nick Curcuru discusses different decisions—and the associated considerations and best practices—you need to exercise to build and deploy a successful AI.

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Detroit 2019 Analytics Symposium Video: Alistair Croll

By Alistair Croll, Nov 05, 2019

Available to Research & Advisory Network Clients Only

The lifespan of a company on the S&P 500 and Fortune 500 has plummeted from nearly 70 years to around 15. And attempts to innovate fail more than 95% of the time. But the best companies survive by balancing a portfolio of innovation approaches. Based on 10 years’ research and interviews with corporate innovation leaders around the world, this talk offers a model for managing and measuring new initiatives that is concrete enough to put to work immediately.

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