This HBR article got me thinking again about analytics. There are so many analytics technology options out there it must be hard to see the wood for the dazzlingly visualised trees.
Leaders that are good at strategy are also good at execution. If you separate analysts from line of business staff you separate making data driven decisions from executing data driven decisions.
That is why it is important that analytics is available across an organisation in what you might picture as three key groups:-
- Information Consumers
- Information Creators
Information consumers need to interact with dashboards and reports and personalise their views so they can do their jobs better
Information Creators are leaders who in a managed experience can query data, create their own reports and dashboards and share what they've created with others.
The analyst persona needs a more self-directed experience that's more exploratory in nature so they can discover new trends in data and look for answers to new questions .
The main point I make is that any analytics technology needs to deliver the data driven decision making across the enterprise and organisation. Doing so means that people can make and execute decisions.
But there is a sting in the tale. With Big data, IoT, structured and unstructured data, internal and external data the analytics must be on a secure and scalable platform. Too many data breaches must make you wary of anything less. Good data, analytics everywhere but subject to GOOD GOVERNANCE,
Finally, unless the analytics are embedded in the enterprise apps and works processes the ability to make and execute decisions is compromised. Peoplke need analytics to be an intuitive natural part of their normal business applications and noit a separate tab they must exit to.
For help finding such analytics solutions look at Embedded Analytics
In a recent article, Paul Leinwand, Cesare Mainardi, and Art Kleiner presented some survey findings underscoring the well-established fact that few leaders (only 8%, according to their study) are good at both creating good strategies and putting them into practice. But they seemed to almost completely ignore a really interesting finding from their research, which is that leaders who are good at strategy are nearly always also good at execution — to the extent that making a distinction between the two is futile.