BI in the Public Sector: Enhanced Efficiency with Data Discovery
|
|
- Tracy Hodges
- 8 years ago
- Views:
Transcription
1 BI in the Public Sector: Enhanced Efficiency with Data Discovery By their very nature, public sector and non-profit organizations are beholden to greater cost and efficiency standards than most companies. Often stretched thin with finite budgets and heightened fiscal scrutiny, these organizations consistently seek ways to cut costs and improve efficiency. Aberdeen's April 2011 examination of this same topic, Public Sector Analytics: Optimizing Resource Usage with Data-Driven Decisions, demonstrated that 58% of public sector organizations viewed cost reduction as their top business goal for 2011, and 60% of a comparable public sector sample report that same top business goal for In order to identify and act upon these opportunities for efficiency, many of these public sector organizations are now turning to Business Intelligence (BI) technologies and analytical activity. The aim for these organizations is to foster an analytical mindset in their workforce and arm their most crucial decision makers with the ability to ask questions of their data and generate timely and meaningful insight. This Aberdeen Sector Insight investigates the impact of effective BI on organizations operating in the public sector. The research shows that top performing organizations are leveraging a powerful combination of visual data discovery tools and organizational capability to build a more pervasive analytical culture and drive improvements in efficiency as a result. Figure 1: Key Areas for 2012 Technology Investment Data Management Mobile Infrastructure BI / Data Discovery Social Media Cloud Services (Hosted Infrastructure) 21% 25% 29% 37% 35% 38% 45% 35% 30% Public Sector 27% All Other Industries 15% 25% 35% 45% Percentage of Respondents, n = 855 Source: Aberdeen Group, January 2012 Technology in the Business Landscape As the economy continues to rebuild and the business world pushes ahead, the technology landscape is evolving to keep pace. While a slew of April, 2012 Sector Insight Aberdeen s Sector Insights provide strategic perspective and analysis of primary research results by industry, market segment, or geography Statement of Authorization NAVAIR Public Release Distribution Statement A Approved for public release; distribution is unlimited Sector Definition The majority of the data used in this document was taken from a Business Analytics survey, conducted in February 2012, which included 76 organizations operating in a non-profit or public sector industry. Those public sector respondents broke down as follows: Government Organizations (Federal, State, Local) - 26% Higher Education - 35% Non-Profit Foundations - 19% Public Utilities - 12% Other Public Sector - 8% This document is the result of primary research performed by Aberdeen Group. Aberdeen Group's methodologies provide for objective fact-based research and represent the best analysis available at the time of publication. Unless otherwise noted, the entire contents of this publication are copyrighted by Aberdeen Group, Inc. and may not be reproduced, distributed, archived, or transmitted in any form or by any means without prior written consent by Aberdeen Group, Inc.
2 Page 2 disruptive new technologies are poised make an impact in the business world, data from the Aberdeen Quarterly Business Review survey shows that data management and BI technologies are still among the top investment priorities across multiple industries including the public (Figure 1).With an effective strategy in place for business analytics, companies are better positioned to capture more of their growing volumes of data, ask the right questions of that data, and deliver business insight to their managers in a more intuitive way. As such, the data in Figure 1 isn't surprising as public sector organizations are seeking ways to capitalize on the potential of BI to deliver the efficiencies they need. The other key areas of investment depicted above show how many companies today are looking for new and transformative technologies to help pave the way for growth and efficiency. Social business activity enables the collaboration of multiple viewpoints and the amalgamation of expertise from across the organization. Mobile infrastructure helps enable and empower the growing remote and geographically dispersed workforces in today's business world. Finally, a cloud or hosted IT infrastructure forms the core foundation of mobile and social activity. Where many might see these three concepts of social, mobile, and cloud as three separate and discrete entities, Aberdeen has pioneered the notion that they actually comprise a next generation IT construct known as SoMoClo. Based on the data in Figure 1, we see more companies investigating one or more of these technologies in combination. Every business faces uncertainty and ambiguity in their decisions and the best managers are able to balance experience and expertise with the facts at their disposal, and this is where BI comes into play. However, in the public sector all too often decisions are based solely on "gut feel" and lack supporting data or analysis. Additionally, as more people in the organization are exposed to the potential of effective business analytics, more managers are raising their hands asking for this type of capability. Ultimately, these are the top pressures driving public sector organizations to explore BI tools and strategies (Figure 2). Definition of "Top Performers" In February of 2012, Aberdeen conducted a survey of 529 organizations to gain an understanding of the impact of business analytics. Within that survey, 76 organizations identified themselves as public sector organizations (government, education, nonprofit foundation, public utility). In order to generate an understanding of performance differentiation, Aberdeen measured all public sector respondents across three key performance indicators: Improvement in process efficiency On-time availability of information Analytical adoption and engagement Respondents were then given a score based on their selfreported performance above. The following categories were created based on those scores: Top performers scored above the 67th percentile (top 1/3 of all public sector organizations) Figure 2: Key Pressures Driving the Need for BI Decisions are overly based on "gut feel" 41% All others scored at or below the 67th percentile (bottom 2/3 of all public sector organizations) More managers need analytical support 34% Growing business data is under-utilized Information is too fragmented / "siloed" 30% 30% Public Sector Organizations 25% 35% 45% Percentage of Respondents, n = 76 Source: Aberdeen Group, February 2012
3 Page 3 The other key pressures in play are related to the data itself. First, organizations are facing an influx of data in an overwhelming variety and speed. They look to BI to help make sense of that data and transform it into something useful. Finally, many organizations in the public sector are challenged by a data environment that is highly fragmented or "siloed," impeding their ability to create and share business insight across functions within the organization. These companies are leveraging analytical technologies to capture, integrate, and leverage multiple disparate types of data and ultimately collaborate and share business insight across these silos. Defining Top Performers in the Public Sector Creating an effective analytical environment can substantially improve operational visibility for public sector organizations and help them execute on their mission of cost reduction. Aberdeen used three performance metrics to distinguish top-performing public sector organizations from all others: Process efficiency is measured as a percentage of survey respondents reporting that the cycle times of their most vital processes were either "improved" or "substantially improved" on a year over year basis On-time information delivery is measured as a weighted average percentage of the time that key decision-supporting information is available on-time or within the pre-defined "decision window" Analytical engagement is measured as an average number of BI users who are active with business analytics on a weekly basis or more often Figure 3 shows the extent to which top-performing public sector organizations have outperformed their peers across the metrics listed above. Figure 3: Top Performance in the Public Sector Defined 100% 75% 50% 25% 0% 72% 39% Saw Y/Y improvement in process efficiency (% of Orgs.) 86% 51% Avg. percentage of information available "ontime" 48% 14% Avg. percentage of users actively engaged with analytics "In combination with budget reductions for three years running and in anticipation of projected reductions for the next two years, we are faced with a reduction in the work force as well, ultimately impacting our need to assure that we are applying our limited financial and employee resources in the most effective, expeditious and optimum manner. And that all begins with good decisions based upon solid and reliable data and analysis. Fast Facts Top performers achieved: 10% year over year increase in operational efficiency Compared with ~ IT Director U.S. Government Agency 1% increase for all other public sector organizations Top Public Sector Performers - (scored in top 1/3 of respondents) All Other Public Sector (Scored in Bottom 2/3 of Respondents) n = 76 Source: Aberdeen Group, February 2012
4 Page 4 These three metrics depict a pathway to improved efficiency and cost reduction for public sector organizations. Working backwards, these organizations first need to feed the analytical mindset within their organization and deliver BI capabilities to more decision makers, ultimately building a greater degree of adoption and engagement in business analytics. The next step is to arm those decision makers with the data they need in a timely fashion. By delivering actionable information on time, decision makers are better positioned to act upon tangible business opportunities. Finally, by improving the fluidity of their key operating processes, public sector organizations are able to reduce process waste and put themselves on a path toward cost reduction. Fast Facts 45% of public sector organizations are using or planning to implement mobile BI 44% of public sector organizations are using or planning to implement Software-as-a-Service (SaaS) or cloud-based BI Case Study U.S. Navy Like any government organization beholden to public scrutiny and oversight, the US Navy is compelled to maintain tight controls over their spending of taxpayer dollars. However, as a major branch of national defense, the meaning and magnitude of these decisions take on a fundamentally enhanced importance. In order to govern the appropriation of billions of dollars in defense spending, the Navy employs a military process called Analysis of Alternatives (AoA) designed to ensure that multiple options are thoroughly explored when making costly investments. While comprehensive, the AoA process is time consuming, manual, and generates thousands of pages worth of performance metrics, warfighting effectiveness metrics, cost data, risk assessments, and subject matter expertise qualitative assessments. Given the sheer volume and complexity of this data, Naval analysts are presented with a major challenge when it comes to delivering AoA results in an organized and consumable fashion to a committee of executive officers and decision makers, typically comprised of very senior officials in the U.S. Navy within an Executive Steering Committee (ESC). The challenge was not just related to data integration, but data visualization of a vast amount of information. We have a massive volume of written reports and hundreds of Power Point slides of data to summarize typically within 2 hours for a typical ESC session, recalls Raymond Critter Coutley, Senior Analyst and Study Lead for multiple recent AoAs within the Navy. We, as study leads and analysts, owe it to our sponsors and decision makers to do a better job presenting a more consumable and navigable view of the data and results. After an extensive search, Coutley and his team selected a Business Intelligence (BI) and data discovery solution that would enable a single dashboard view of the AoA, while facilitating extensive drill-down capabilities. With this BI / visualization solution in place, the Navy expects to streamline the AoA process and facilitate a much smoother decision Continued
5 Page 5 Case Study U.S. Navy making process for the Executive Officers. Perhaps the biggest benefit though, will be the ability to create effective decision making frameworks for one project, and apply that knowledge toward multiple projects within the Department of Defense (DoD), thus creating economies of scale in the decision making process. Within our current AoAs, we re using data visualization to consolidate our findings into a single comprehensive dashboard to present to Senior Navy leadership and flag officers, says Coutley. Utilization of BI / visualization tools facilitates for the analysis team effective data management across multiple studies, as well as presentation of findings/data using interactive dashboards, charts and other visualizations that decision makers can easily digest, engage, and act upon. Characteristics of a Top Performer One thing consistently shown through Aberdeen's research is that the path to enhanced performance is paved with organizational maturity. In other words, the companies that have the right processes and skill sets in place, share data and knowledge appropriately, and reliably measure and manage to the right metrics, are the same companies that are able to deliver business performance improvements. The same ideology holds true in the public sector. Particularly with government and educational entities, the ability to govern access and usage of data is a key underpinning of an efficient data infrastructure. In order to identify and act on opportunities, key decision makers need to have access to data, often residing outside their specific function. On the flip side of that coin, certain types of data are more sensitive and should only be accessible by very specific job roles in the organization. Top performers in the public sector are twice as likely as all others to have policies in place governing end-user access to data (Figure 4). "Strain on budgets necessitates better and more focused decisions to maintain/improve ROI; that means better, faster metrics on which to base those decisions. ~ CIO Mid-Size Non-Profit Foundation Figure 4: Top Performers Are Organizationally Mature 100% 75% 72% 86% 50% 39% 51% 48% 25% 0% Saw Y/Y improvement in process efficiency (% of Orgs.) Avg. percentage of information available "ontime" 14% Avg. percentage of users actively engaged with analytics Top Public Sector Performers All Other Public Sector n = 76 Source: Aberdeen Group, February 2012
6 Page 6 From an organizational standpoint, the ability to drive tangible business value from BI has just as much to do with the user's mindset as it does with the user's skill set. Organizations are increasingly seeing value in building analytical curiosity and culture in the workforce - a mindset that values data driven decisions and recognizes the value in supplementing experience with timely fact and insight. Leading companies in the public sector are 2.5-times more likely than all others to report a performance or analytically inclined culture or mindset within their organization. Finally, top performers are also more inclined to develop a cohesive and consistent ROI methodology for BI projects. With a firm commitment to measuring and continuously improving the financial and operational impact of BI, top performers are able extract the maximum value from their investment of precious resources. Fast Facts 63% of top performers report having "highly pervasive" or "strong" analytical adoption within the finance department Compared with: 37% of all other public sector organizations To round out their analytical strategy and support better decisions, top performers are also leveraging a variety of technology enablers. On the data side, top performers are leveraging tools like data warehouse software and data quality technology to help organize and ensure the cleanliness and usability of their data. Aberdeen's research shows that top performers are 60% more likely than all others to use technology for data management / data quality. On the presentation side and perhaps most notably, top performing companies are leveraging a variety of technologies for visualizing and delivering insight in a meaningful and intuitive way (Figure 5). Figure 5: Data Discovery / Visualization Technologies in Use Data Exploration / Discovery Tools 38% 72% Dashboards - Executive / Stragic Dashboards - Operational / Tactical 27% 29% 56% 64% Interactive / Drill-Down Charts 27% 46% 0% 25% 50% 75% Top Public Sector Performers All Other Public Sector Percentage of Respondents, n = 76 Source: Aberdeen Group, February 2012 Tools for data exploration and data discovery are a key piece of business analytics in today's environment. Automated or manual reports are great for delivering answers to pre-defined questions, but what about if the answer begs further analysis? More importantly, what if the questions change? Data discovery tools help not only answer questions, but help define new questions that can shed crucial light on areas of the business that were previously unexplored. From a strategic or tactical standpoint, top performers are utilizing visual dashboards to help display and manage the metrics that are most vital to the organization. Top performers are 93%
7 Page 7 more likely to use these dashboards on a transactional or tactical basis to improve operational visibility, and 2.4-times more likely to use dashboards at an executive level for better strategic, long-term transparency. Additionally, top performing organizations in the public sector are also more likely to perform drill-down analysis on those dashboards and charts through the use of interactive charting tools. For top performers, it's not good enough just to have the answer to a pre-prescribed question. These companies are more interested in continually asking why, and drilling into the root causes of their most pressing business issues. Fast Facts 56% of top performers report having clearly defined and frequently measured KPIs across their department Compared with: 28% of all other public sector organizations Key Takeaways and Recommendations While public sector organizations may not be subject to the same Wall Street scrutiny as a typical publicly traded corporation, the network of stakeholders involved either directly or indirectly with these organizations is as varied as it is powerful. These organizations are charged with anything from the judicious spending of our tax dollars to the upkeep of our public infrastructure, to the education of our children. As such, these decisions take on a different kind of importance. Top performers in the public sector recognize the need to leverage their data as a strategic asset and to nurture the collective analytical brainpower in their organizations to support more informed and less ambiguous decisions. Those organizations contemplating an initial deployment or deeper engagement in business analytics should consider the following recommendations: Develop a more agile data infrastructure. The average public sector organization reports a 32% year over year increase in the volume of data used for analysis. This extra volume comes in the form of more data per data source, but also in the form of net-new data sources. Aberdeen's December 2011 benchmark report, Data Management for BI: Big Data, Bigger Insight, Superior Performance, showed that Best-in-Class companies were able to integrate new data sources into their analytical infrastructure 6.2-times faster than Laggard organizations. This data agility enables greater accessibility and speed of delivery of key business data. Improve analytical adoption and engagement. Particularly in the public sector where resources are just as scarce, if not more so, than the rest of the business world, effective allocation and utilization come at a premium. Regardless of the size of BI investment, the more users engaged with the technologies and activities associated with analytics, the greater impact to the organization, and the further each dollar spent will go. The research shows that top performers in the public sector have equipped a larger portion of their user base with access to BI capability, and have also developed a far greater level of active engagement. Moreover, top performers also report a greater degree of selfsufficiency when it comes to BI. According to the research, top
8 Page 8 performers are 45% more likely than all others to have self-service access to BI with minimal, if any, assistance from IT. This type of self-service environment not only helps nurture analytical creativity in the organization, but also helps free up IT resources to be repurposed for more important strategic tasks. Consider deploying interactive discovery tools. While often times rooted in good intention, automated and pre-built reports can often become the enemy of analytical creativity. This is mainly because static reports only display one perspective on the data they depict and can have the effect of stifling the curiosity of the consumer. Giving the end-user options when it comes to their consumption of business data is typically a powerful way of nurturing that creativity and generating new insights. For some organizations, this would require changes to corporate culture and the decision making process, but in most cases these changes prove accretive to the decision making process. Top performers are almost twice as likely to deploy interactive visual discovery tools for this purpose. For more information on this or other research topics, please visit Public Sector Analytics: Optimizing Resource Usage with Data-Driven Decisions; May 2011 Data Management for BI: Big Data, Bigger Insights, Superior Performance; January 2012 Related Research Embedded BI: Boosting Analytical Adoption and Engagement; March Strategies: Putting the Intelligence in Mobile BI to Work; January 2012 Author: Michael Lock, Research Director & Group Leader, Technology Markets (michael.lock@aberdeen.com) For more than two decades, Aberdeen's research has been helping corporations worldwide become Best-in-Class. Having benchmarked the performance of more than 644,000 companies, Aberdeen is uniquely positioned to provide organizations with the facts that matter the facts that enable companies to get ahead and drive results. That's why our research is relied on by more than 2.5 million readers in over 40 countries, 90% of the Fortune 1,000, and 93% of the Technology 500. As a Harte-Hanks Company, Aberdeen s research provides insight and analysis to the Harte-Hanks community of local, regional, national and international marketing executives. Combined, we help our customers leverage the power of insight to deliver innovative multichannel marketing programs that drive business-changing results. For additional information, visit Aberdeen or call (617) , or to learn more about Harte-Hanks, call (800) or go to This document is the result of primary research performed by Aberdeen Group. Aberdeen Group's methodologies provide for objective fact-based research and represent the best analysis available at the time of publication. Unless otherwise noted, the entire contents of this publication are copyrighted by Aberdeen Group, Inc. and may not be reproduced, distributed, archived, or transmitted in any form or by any means without prior written consent by Aberdeen Group, Inc. (2011a)
Embedded BI. Boosting Analytical Adoption and Engagement. March 2012 Michael Lock
Embedded BI Boosting Analytical Adoption and Engagement March 2012 Michael Lock Embedded BI: Boosting Analytical Adoption and Engagement In today's business climate, the challenge of effective decision-making
More informationFinancial Planning, Budgeting, and Forecasting
Financial Planning, Budgeting, and Forecasting Removing the Hurdles March 2013 Nick Castellina Financial Planning, Budgeting, and Forecasting: Removing the Hurdles Financial planning is the process by
More informationEmbedded BI. Boosting Analytical Adoption and Engagement. March 2012 Michael Lock. ~ Underwritten, in Part, by ~
Embedded BI Boosting Analytical Adoption and Engagement March 2012 Michael Lock ~ Underwritten, in Part, by ~ Embedded BI: Boosting Analytical Adoption and Engagement In today's business climate, the challenge
More informationAvaya Users Deploy Best-in-Class Practices to Improve Contact Center Performance
Avaya Users Deploy Best-in-Class Practices to Improve Contact Center Between March and July of 2012, Aberdeen surveyed 478 customer care executives regarding their contact center activities. Findings from
More informationBenchmarking VoIP Performance Management
Benchmarking VoIP Performance Management March 2008 Page 2 Executive Summary Aberdeen surveyed 159 organizations to identify best practices for managing Voice over Internet Protocol (VoIP). This report
More informationWorkforce Management: Controlling Costs, Delivering Results
Workforce Management: Controlling Costs, Delivering Results Organizations today must balance the need to run an efficient and costeffective operation while remaining agile and flexible to meet both customer
More informationYour 2013 Guide to Travel and Expense Management. March 2013 Christopher J. Dwyer
Your 2013 Guide to Travel and Expense Management March 2013 Christopher J. Dwyer Your 2013 Guide to Travel and Expense Management The average organization relies on business travel to achieve business
More informationSaaS and Cloud ERP Trends, Observations, and Performance 2011
December, 2011 SaaS and Cloud ERP Trends, Observations, and Performance 2011 Over the past five years, Aberdeen has been measuring the willingness of organizations to consider Software as a Service (SaaS)
More informationBest-in-Class Strategies for Selecting an ERP Solution in 2013. July 2013 Nick Castellina, Peter Krensky
Best-in-Class Strategies for Selecting an ERP Solution in 2013 July 2013 Nick Castellina, Peter Krensky Best-in-Class Strategies for Selecting an ERP Solution in 2013 Finding a needle in a haystack is
More informationGreater visibility and better business decisions with Business Intelligence
Greater visibility and better business decisions with Business Intelligence 3 Table of contents Introduction 3 Introduction 5 Your challenge: too much data 6 Five key aspects when considering Business
More informationERP Selection. Finding the Right Fit. October 2012 Nick Castellina, Peter Krensky
ERP Selection Finding the Right Fit October 2012 Nick Castellina, Peter Krensky Finding a needle in a haystack is hard, but the task pales in comparison to finding a specific needle in a pile of needles.
More informationFirst Class Mobile Application Performance Management
First Class Mobile Application Performance Management August 2012 Jim Rapoza ~ Underwritten, in Part, by ~ First Class Mobile Application Performance Management The rise of mobile applications and the
More informationThe Advantages of Project Management in Software Development
Project Management in Software Development Taking the Complexity Out of June 2012 Nick Castellina, Nuris Ismail Project Management in Software Development: Taking the Complexity Out of In a survey conducted
More informationUnderstanding the Real Impact of Social Media Monitoring on the Value Chain
March 2013 Understanding the Real Impact of Social Media Monitoring on the Value Chain More and more companies have turned to social media monitoring or social listening tools to find the critical insights
More informationA Guide for Implementing Best-in-Class Time and Attendance Strategies
A Guide for Implementing Best-in-Class Time and Attendance Strategies In July and August, Aberdeen Group surveyed more than 300 organizations in order to determine Best-in-Class practices in managing core
More informationThe Travel and Expense Management Guide for 2014
The Travel and Expense Management Guide for 2014 Trends for the Future March 2014 Louis Berard The Travel and Expense Management Guide for 2014: Trends for the Future In December 2013 and January 2014,
More informationGreater visibility and better business decisions with Business Intelligence
Greater visibility and better business decisions with Business Intelligence 3 Table of contents Introduction 3 Introduction 5 Your challenge: too much data 6 Four key aspects when considering Business
More informationSmart Machines Lead to Smarter Service: Remote Intelligence Signals Profitable Resolution
Smart Machines Lead to Smarter Service: Remote Intelligence Signals Profitable Resolution The emergence of machine-to-machine (M2M) enabled equipment is driving a large growth of Field Service-based data
More informationData Warehouse Performance Analysis
THE BEST-IN-CLASS DATA WAREHOUSE: FAST, SIMPLE, IMPACTFUL June 2014 Peter Krensky, Research Analyst, Analytics & Business Intelligence Report Highlights p2 p3 p5 p7 Defining the Best-in- Class Fast, simple
More informationA Guide for a Successful ERP Strategy in the Midmarket: Selection, Services, and Integration
May 2012 A Guide for a Successful ERP Strategy in the Midmarket: Selection, Services, and Integration Enterprise Resource Planning (ERP) has been defined as an operational and transactional system of record.
More informationERP in Wholesale and Distribution
ERP in Wholesale and Distribution Extending the Enterprise to Extend Profits October 2012 Nick Castellina ERP in Wholesale and Distribution: Extending the Enterprise to Extend Profits Enterprise Resource
More informationAutomotive Engineering Change: The Key to Cost Reduction for Competitive Advantage
Engineering Change: The Key to Cost Reduction for Competitive The automotive industry has seen significant change over the last couple of decades, but looking to the future, there will be even more significant
More informationBoosting Enterprise Application Performance in Distributed Environments
Boosting Enterprise Application Performance in Distributed Environments April 2012 Jim Rapoza ~ Underwritten, in Part, by ~ Boosting Enterprise Application Performance in Distributed Environments Modern
More informationFixing First-Time Fix: Repairing Field Service Efficiency to Enhance Customer Returns
Fixing First-Time Fix: Repairing Field Service Efficiency to Enhance Customer First-time fix is one of the most vital metrics in gauging field service performance. While workforce utilization, productivity,
More informationApplication Performance in Complex and Hybrid Environments
Application Performance in Complex and Hybrid Environments January 2012 Jim Rapoza ~ Underwritten, in Part, by ~ Page 2 Executive Summary Companies that do not rise to the challenges of ensuring performance
More informationTo ERP or Not to ERP: It Isn't Even a Question
To ERP or Not to ERP: It Isn't Even a Question Enterprise Resource Planning (ERP) software is designed to be the system of record for operating and managing a business. Growing up out of the Manufacturing
More informationEmployee Engagement Drives Client Satisfaction and Employee Success in Professional Services
Employee Engagement Drives Client Satisfaction and Employee Success in In professional services, business success is achieved through employee success. Organizations that prioritize top talent gain competitive
More informationAsset Management: Using Analytics to Drive Predictive Maintenance
Asset Management: Using Analytics to Drive Predictive Maintenance As seen in Aberdeen's December 2012 report, Asset Management: Building the Business Case for the Executive, lingering uncertainty around
More informationMaintenance, Repair, and Operations (MRO) in Asset Intensive Industries. February 2013 Nuris Ismail, Reid Paquin
Maintenance, Repair, and Operations (MRO) in Asset Intensive Industries February 2013 Nuris Ismail, Reid Paquin Maintenance, Repair, and Operations (MRO) in Asset Intensive Industries The impact Maintenance,
More informationHuman Capital Management Trends 2013
Human Capital Management Trends 2013 It s a Brave New World January 2013 Mollie Lombardi and Madeline Laurano Page 2 Executive Summary Human capital management is a key business initiative. Without insight
More informationENSURING TIMELY AND ACCURATE FINANCIAL PLANS, BUDGETS, AND FORECASTS THROUGH AUTOMATION
ENSURING TIMELY AND ACCURATE FINANCIAL PLANS, BUDGETS, AND FORECASTS THROUGH AUTOMATION April, 2015 Nick Castellina, Research Director, Business Planning and Execution Report Highlights p3 p5 p7 p8 Best-in-Class
More informationTotal Workforce Management 2013: The State of Time and Attendance
Total Workforce Management 2013: The State of Time and Attendance Tracking time and attendance is at the core of workforce management. From Fred Flintstone marking his timecard with the beak of a pterodactyl
More informationThe 2-Tier Business Intelligence Imperative
Business Intelligence Imperative Enterprise-grade analytics that keeps pace with today s business speed Table of Contents 3 4 5 7 9 Overview The Historical Conundrum The Need For A New Class Of Platform
More informationClosed Loop Quality Management: Integrating PLM and Quality Management
Integrating PLM and Quality Management In recent Aberdeen research of over 500 manufacturers it was shown that 100% of Best-in-Class manufacturers having both a Quality Management solution and Product
More informationCUSTOMER-CENTRIC ERP: INTEGRATED SYSTEMS FOR CUSTOMER SATISFACTION
CUSTOMER-CENTRIC ERP: INTEGRATED SYSTEMS FOR CUSTOMER SATISFACTION December, 2014 Nick Castellina, Research Director, Business Planning & Execution Omer Minkara, Research Director, Contact Center & Customer
More informationA CRE Best Practices Guide To: Actionable Intelligence
A CRE Best Practices Guide To: Actionable Intelligence Based on the educational session as presented at the BOMA International Every Building Show: Actionable Intelligence The Key to Improved Tenant Service
More informationBusiness Intelligence of the Future. kpmg.com
Business Intelligence of the Future kpmg.com 1 Business Intelligence (BI) of the Future An Intelligent Enterprise What will Business Intelligence (BI) look like by year 2020? BI will become an innovation
More informationBUILDING AGILE OPS WITH A PROACTIVE AND UNIFIED INFRASTRUCTURE MANAGEMENT APPROACH
BUILDING AGILE OPS WITH A PROACTIVE AND UNIFIED INFRASTRUCTURE MANAGEMENT APPROACH March, 2015 Jim Rapoza, Senior Research Analyst & Editorial Director, Information Technology Report Highlights p3 p4 p8
More informationAgilysys rguest Analyze Solution
Agilysys rguest Analyze Solution Improve Performance and Customer Service TABLE OF CONTENTS Introduction...3 What Will Be The Role 0f Analytics for Hospitality Businesses?...4 What s Involved in an Analytics
More informationBusiness Intelligence on the TCO Diet
Business Intelligence on the TCO Diet Slashing the Cost of Insight with May 2011 Michael Lock Page 2 Executive Summary Business Intelligence (BI) solutions promise visibility, insight, and performance
More informationTapping the benefits of business analytics and optimization
IBM Sales and Distribution Chemicals and Petroleum White Paper Tapping the benefits of business analytics and optimization A rich source of intelligence for the chemicals and petroleum industries 2 Tapping
More informationThe Impact of Payment Automation on Bottom-line Savings
The Impact of Payment Automation on Bottom-line Savings In the current recessionary environment, finance professionals have intensified their focus on working capital as well as improving the bottomline
More informationPatient Relationship Management
Solution in Detail Healthcare Executive Summary Contact Us Patient Relationship Management 2013 2014 SAP AG or an SAP affiliate company. Attract and Delight the Empowered Patient Engaged Consumers Information
More informationRecruitment Processing Outsourcing (RPO) 2013: Transforming Your Talent Acquisition Strategy
Recruitment Processing Outsourcing (RPO) 2013: Transforming Your Talent Acquisition Strategy Recruitment Process Outsourcing (RPO) has undergone a seismic shift over the past few years. Long viewed as
More informationSourcing Gets Smart. Revamping Strategies, Rethinking Technology. April 2012 Madeline Laurano
Sourcing Gets Smart Revamping Strategies, Rethinking Technology April 2012 Madeline Laurano Sourcing Gets Smart: Revamping Strategies, Rethinking Technology Sourcing is the foundation of any successful
More information2010 Project Management Report
2010 Project Management Report Standardized Best Practices and Technology Adoption in the AEC Industry January 2010 Cindy Jutras Page 2 Executive Summary A difficult economy and global competition leave
More informationDATA MANAGEMENT FOR THE INTERNET OF THINGS
DATA MANAGEMENT FOR THE INTERNET OF THINGS February, 2015 Peter Krensky, Research Analyst, Analytics & Business Intelligence Report Highlights p2 p4 p6 p7 Data challenges Managing data at the edge Time
More informationDATA DISCOVERY AND INTERACTIVE VISUALIZATION: AFFECT THRO THEIR EYES
DATA DISCOVERY AND INTERACTIVE VISUALIZATION: AFFECT THRO THEIR EYES October, 2015 Peter Krensky, Research Analyst, Analytics & Business Intelligence Report Highlights p2 p4 p5 p7 Pressures and challenges
More informationIncrease success using business intelligence solutions
white paper Business Intelligence Increase success using business intelligence solutions Business intelligence (BI) is playing an increasingly important role in helping large insurance carriers and insurers
More informationAnatomy of a Decision
research@bluehillresearch.com @BlueHillBoston 617.624.3600 Anatomy of a Decision BI Platform vs. Tool: Choosing Birst Over Tableau for Enterprise Business Intelligence Needs What You Need To Know The demand
More informationwww.ducenit.com Self-Service Business Intelligence: The hunt for real insights in hidden knowledge Whitepaper
Self-Service Business Intelligence: The hunt for real insights in hidden knowledge Whitepaper Shift in BI usage In this fast paced business environment, organizations need to make smarter and faster decisions
More informationAssessing Your Business Analytics Initiatives
Assessing Your Business Analytics Initiatives Eight Metrics That Matter WHITE PAPER SAS White Paper Table of Contents Introduction.... 1 The Metrics... 1 Business Analytics Benchmark Study.... 3 Overall
More informationIntegrated Marketing Management Aprimo Marketing Studio On Demand
Integrated Marketing Management Aprimo Marketing Studio On Demand The cloud-based platform that adds new efficiency and effectiveness to all aspects of your marketing. A robust suite of marketing operations
More informationGovernment Business Intelligence (BI): Solving Your Top 5 Reporting Challenges
Government Business Intelligence (BI): Solving Your Top 5 Reporting Challenges Creating One Version of the Truth Enabling Information Self-Service Creating Meaningful Data Rollups for Users Effortlessly
More informationAt the Heart of Digital-Ready Business
At the Heart of Digital-Ready Business Leading the Digital Change: A CIO Perspective A Mega Trend at the Helm of Innovation and Superior Customer Experience Abstract As growing digitization and evolving
More informationWHITE PAPER Get Your Business Intelligence in a "Box": Start Making Better Decisions Faster with the New HP Business Decision Appliance
WHITE PAPER Get Your Business Intelligence in a "Box": Start Making Better Decisions Faster with the New HP Business Decision Appliance Sponsored by: HP and Microsoft Dan Vesset February 2011 Brian McDonough
More informationSocial Selling: Leveraging the Power of User- Generated Content to Optimize Sales Results
Social Selling: Leveraging the Power of User- Generated Content to Optimize The use of Social Media has become virtually universal, both for personal use as well as for a fast-growing set of business-to-consumer
More informationACCELERATING OPERATIONAL EXCELLENCE FOR GLOBAL AND REGIONAL MANUFACTURERS
FOR GLOBAL AND REGIONAL MANUFACTURERS lnsresearch.com FOR GLOBAL AND REGIONAL MANUFACTURERS Section 1: Introduction, Industry Drivers, and Challenges... 3 Section 2: Accelerating Success - People... 9
More informationSTAYING AHEAD OF THE CURVE WITH AGILE FINANCIAL PLANNING, BUDGETING, AND FORECASTING
STAYING AHEAD OF THE CURVE WITH AGILE FINANCIAL PLANNING, BUDGETING, AND FORECASTING September, 2014 Nick Castellina, Research Director, Business Planning and Execution Report Highlights p3 p4 p5 p6 43%
More informationEmpower Individuals and Teams with Agile Data Visualizations in the Cloud
SAP Brief SAP BusinessObjects Business Intelligence s SAP Lumira Cloud Objectives Empower Individuals and Teams with Agile Data Visualizations in the Cloud Empower everyone to make data-driven decisions
More informationthyu Engineering Change Management 2.0: Better Business Decisions from Intelligent Change Management
thyu Engineering Change Management 2.0: Better Business Decisions from Intelligent Change Management September 2007 Page 2 Executive Summary Managing engineering change has always been hard, and is a regular
More informationGrowing the Digital Business: Spotlight on Mobile Apps. Accenture Mobility Research 2015
Growing the Digital Business: Spotlight on Mobile Apps Accenture Mobility Research 2015 Introduction 2 In the past five years, companies have spent considerable time, money and attention developing mobile
More informationHow To Be A Best In Class
Data Management for BI Strategies for Leveraging the Complexity and Growth of Business Data December 2009 Michael Lock Page 2 Executive Summary Aberdeen's research validates the assertion that organizational
More informationSUSTAINING COMPETITIVE DIFFERENTIATION
SUSTAINING COMPETITIVE DIFFERENTIATION Maintaining a competitive edge in customer experience requires proactive vigilance and the ability to take quick, effective, and unified action E M C P e r s pec
More information7 things to ask when upgrading your ERP solution
Industrial Manufacturing 7 things to ask when upgrading your ERP solution The capabilities gap between older versions of ERP designs and current designs can create a problem that many organizations are
More informationSimplify Critical Decision-Making with Powerful
Rocket CorVu NG Simplify Critical Decision-Making with Powerful Data Visualization Rocket CorVu NG s robust dashboard functionality allows you to see your data the way you want to see it, arming you with
More informationEvolving Ecommerce Best Practices in Retail
Evolving Ecommerce Best Practices in Retail In the August, 2008 report, The Mantra for Driving Holiday Business, Aberdeen research showed that the three most important attributes for any ecommerce site
More informationBusiness Intelligence for the Small to Medium Sized Business (SMB)
Business Intelligence for the Small to Medium Sized Business (SMB) Analytics Reaches Down Market October 2008 Michael Lock Page 2 Executive Summary As information flows more freely in the business world,
More informationData Management for BI
Data Management for BI Fueling the Analytical Engine with High-Octane December 2010 Michael Lock ~ Underwritten, in Part, by ~ Page 2 Executive Summary Perhaps the most important aspect of efficient Business
More informationHow Effectively Are Companies Using Business Analytics? DecisionPath Consulting Research October 2010
How Effectively Are Companies Using Business Analytics? DecisionPath Consulting Research October 2010 Thought-Leading Consultants in: Business Analytics Business Performance Management Business Intelligence
More informationWhite Paper March 2009. Government performance management Set goals, drive accountability and improve outcomes
White Paper March 2009 Government performance management Set goals, drive accountability and improve outcomes 2 Contents 3 Business problems Why performance management? 4 Business drivers 6 The solution
More informationSpend Analysis: The Nexus of Spend Management. November 2011 Constantine G. Limberakis
Spend Analysis: The Nexus of Spend Management November 2011 Constantine G. Limberakis Page 2 Executive Summary Due in part to the number of solutions that contain spend information in organizations today,
More informationBIG DATA + ANALYTICS
An IDC InfoBrief for SAP and Intel + USING BIG DATA + ANALYTICS TO DRIVE BUSINESS TRANSFORMATION 1 In this Study Industry IDC recently conducted a survey sponsored by SAP and Intel to discover how organizations
More informationSOCIAL MEDIA LISTENING AND ANALYSIS Spring 2014
SOCIAL MEDIA LISTENING AND ANALYSIS Spring 2014 EXECUTIVE SUMMARY In this digital age, social media has quickly become one of the most important communication channels. The shift to online conversation
More informationScalable Enterprise Data Integration Your business agility depends on how fast you can access your complex data
Transforming Data into Intelligence Scalable Enterprise Data Integration Your business agility depends on how fast you can access your complex data Big Data Data Warehousing Data Governance and Quality
More informationORACLE BUSINESS INTELLIGENCE APPLICATIONS FOR JD EDWARDS ENTERPRISEONE
ORACLE BUSINESS INTELLIGENCE APPLICATIONS FOR JD EDWARDS ENTERPRISEONE Organizations with the ability to transform information into action enjoy a strategic advantage over their competitors. Reduced costs,
More informationConvercent Predictive Analytics
September 2015 Convercent Predictive Analytics Innovation in User Experience for Issue Reporting & Management SOLUTIONPERSPECTIVE Governance, Risk Management & Compliance Insight 2015 GRC 20/20 Research,
More informationThe Case for Business Analytics in Midsize Firms
The Case for Business Analytics in Midsize Firms Affordable solutions and easy implementation put the transformational power of business analytics within reach of almost any organization Featuring John
More informationPRACTICAL BUSINESS INTELLIGENCE STRATEGIES:
PRACTICAL BUSINESS INTELLIGENCE STRATEGIES: Strong BI Foundations to Fuel Your Business Success. Companies that stand out from the crowd have learned the importance of leveraging information to make the
More informationEMPLOYEE ENGAGEMENT: PAVING THE WAY TO HAPPY CUSTOMERS
EMPLOYEE ENGAGEMENT: PAVING THE WAY TO HAPPY CUSTOMERS September, 2015 Omer Minkara, Research Director, Contact Center & Customer Experience Management Michael M. Moon, Research Director, Human Capital
More informationBusiness Usage Monitoring for Teradata
Managing Big Analytic Data Business Usage Monitoring for Teradata Increasing Operational Efficiency and Reducing Data Management Costs How to Increase Operational Efficiency and Reduce Data Management
More informationState of Embedded Analytics Report. Logi Analytics Third Annual Executive Review of Embedded Analytics Trends and Tactics
2015 State of Embedded Analytics Report Logi Analytics Third Annual Executive Review of Embedded Analytics Trends and Tactics Table of Contents 3. Introduction 4. What is Embedded Analytics? 5. Top 10
More informationHow To Use Customer Insight To Improve Your Business
Early Consumer Insight Delivers Revenue Growth Opportunities for Retailers According to the December, 2010 Multi-Channel to Cross-Channel Retailing benchmark report, over half of leading retailers are
More informationS&OP's Impact on Global Supply Chain Transformation
S&OP's Impact on Global Supply Chain Transformation The top three pressures driving companies to focus on supply chain transformation today are cost containment (66% of over 800 companies survey in December
More informationIT Operations Management. Intelligent. Integrated. Innovative.
IT Operations Management Intelligent. Integrated. Innovative. Who We Are We are Symphony SUMMIT. We offer intelligent, integrated, and innovative solutions for managing IT operations. Our mantra is to
More informationBig Data for Marketing: Targeting Success
It s hard to escape the hype around Big Data these days, with the term popping up in the headlines of major daily newspapers and business publications (most recently on the cover of the Harvard Business
More informationLead Prioritization and Scoring
Lead Prioritization and Scoring The Path to Higher Conversion May 2008 Page 2 Executive Summary This report identifies best practices in lead scoring and prioritization by analyzing the processes, capabilities,
More informationSymantec Global Intelligence Network 2.0 Architecture: Staying Ahead of the Evolving Threat Landscape
WHITE PAPER: SYMANTEC GLOBAL INTELLIGENCE NETWORK 2.0.... ARCHITECTURE.................................... Symantec Global Intelligence Network 2.0 Architecture: Staying Ahead of the Evolving Threat Who
More informationData Management for BI
Data Management for BI Big Data, Bigger Insight, Superior Performance January 2012 Michael Lock Page 2 Executive Summary The term "Big Data" has come to represent the increasing challenges companies face
More informationWorkforce Analytics. Business Intelligence Meets Human Capital Management
Workforce Analytics Business Intelligence Meets Human Capital Management October 2007 Page 2 Executive Summary Workforce analytics is not a new concept. The ability to measure human capital metrics to
More informationChoosing the Right Project and Portfolio Management Solution
Choosing the Right Project and Portfolio Management Solution Executive Summary In too many organizations today, innovation isn t happening fast enough. Within these businesses, skills are siloed and resources
More information!!!!! White Paper. Understanding The Role of Data Governance To Support A Self-Service Environment. Sponsored by
White Paper Understanding The Role of Data Governance To Support A Self-Service Environment Sponsored by Sponsored by MicroStrategy Incorporated Founded in 1989, MicroStrategy (Nasdaq: MSTR) is a leading
More informationCustomer Data Quality: Roadmap for Growth and Profitability. June 2007
Roadmap for Growth and June 2007 Page 2 Executive Summary New Aberdeen research reveals that customer data quality is a sales and marketing leadership issue. In surveying over 400 organizations, Aberdeen
More informationORACLE PROCUREMENT AND SPEND ANALYTICS
ORACLE PROCUREMENT AND SPEND ANALYTICS KEY FEATURES AND BENEFITS FOR BUSINESS USERS Streamline procurement and control material and component costs Quantify supplier performance to develop more profitable
More informationThink Your Organization Is Too Small for ERP? Think Again
Think Your Organization Is Too Small for ERP? Think Again Even today the myth persists that only large businesses should consider implementing Enterprise Resource Planning (ERP). The truth of the matter
More informationERP in SME 2012. Using Emerging Technologies to Stand Out. September 2012 Nick Castellina, Peter Krensky
ERP in SME 2012 Using Emerging Technologies to Stand Out September 2012 Nick Castellina, Peter Krensky ERP in SME 2012: Using Emerging Technologies to Stand Out Over the past seven years, Aberdeen Group
More informationORACLE SOCIAL MARKETING CLOUD SERVICE
ORACLE SOCIAL MARKETING CLOUD SERVICE KEY FEATURES Universal navigation between all social marketing functionality Single-platform management for Facebook, Google+, Twitter and other social communities
More informationOnboarding 2013. A New Look at New Hires. April 2013 Madeline Laurano
Onboarding 2013 A New Look at New Hires April 2013 Madeline Laurano Page 2 Executive Summary The first impression an organization makes is often the most critical not only with customers and key stakeholders
More information