Much commentary on Big Data Analytics is about the technologies sprinkled with use cases to illustrate good practice. Too often we leave out people and particularly C-Level tier who rely more on intuition than data.
Every year the investment in BI & Analytics grows and whilst it would be comforting to think this was because enterprises want even more success. There is a nagging feeling that it is because many BI projects fail and let's try again.
Before investing in new analytics tools it is vital to define what is important to measure and why. In other words what and who will change as a result of the new visualisations, dashboards, drill-down reports? Too often that step is missed and projects run by strategic planners and analysts fail.
The new generation of self-service Analytics lets line of business people get involved. They can more often articulate what data analysis they need to make and execute better decisions. C-Level guys that take note of that can look forward to successful BI & Analytics projects and move away from gut feel to data driven decision making.
A relevant question- “Big Data” can ever mean “Big Money.” Another part of the problem is that to be good at “data-driven decision-making,” you need the right people in place… … but schools aren’t really teaching data-driven decisions yet … … and most people confuse what skill sets they actually are looking for. At the same time as all that is happening, senior leaders fear incompetence, like we all do. Most people come up in a working world being fed stuff like “We need to be vigorous in our decision-making!” and “Don’t back down!” or whatever. As a result, senior leaders tend to trust their guts on a lot of decisions; if they want to try something new or audacious, they’ll probably bring in a consultant so that they have someone to throw under the bus if/when it doesn’t work.